{ "entity_id": "O-007608", "folder": "National-Emergency-Management-Agency", "name": "National Emergency Management Agency", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Home Affairs", "website": "https://nema.gov.au/#/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 19, "n_artifacts": 10, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "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]", "official_site_url": "https://nema.gov.au/#/", "source_documents": [ { "type": "annual_report", "title": "Our Annual Report (2023-24)", "url": "https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "Our Corporate Plan 2025-26 to 2028-29", "url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "period": "2025-26", "confidence": "high" }, { "type": "pb", "title": "Our Portfolio Budget Statements (2022-23)", "url": "https://nema.gov.au/sites/default/files/2024-08/2022-23-oct-nema-pbs.pdf", "period": "2022-23", "confidence": "medium" }, { "type": "strategie", "title": "Our Statement of Strategic Intent", "url": "https://nema.gov.au/sites/default/files/2024-08/NEMA%20Statement%20of%20Strategic%20Intent%202023_0.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Our Data Strategy (2023-25)", "url": "https://nema.gov.au/sites/default/files/2024-08/National%20Emergency%20Management%20Agency%20Data%20Strategy%202023-25_0.pdf", "period": "2024", "confidence": "medium" } ], "purpose": { "text": "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]", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 11, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11" }, "vision": { "text": "To enable more secure, stronger and resilient communities before, during and after emergencies. [CP p.11]", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 11, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11" }, "strategic_priorities": [ { "title": "Leading and coordinating national action and assistance across the emergency management continuum.", "description": "Leading and coordinating national action and assistance across the emergency management continuum.", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 20, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20" }, { "title": "Building scalable, coordinated emergency management capability for nationally significant, cross-jurisdictional and inte", "description": "Building scalable, coordinated emergency management capability for nationally significant, cross-jurisdictional and international crises.", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 20, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20" }, { "title": "Building evidence, intelligence and insights to empower communities, leaders and stakeholders to make effective decision", "description": "Building evidence, intelligence and insights to empower communities, leaders and stakeholders to make effective decisions.", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 20, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20" }, { "title": "Contributing to saving lives, reducing harm, and maintaining public trust to mitigate the consequences of disasters and ", "description": "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.", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 20, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20" } ], "values": [ { "name": "Impartial", "description": "", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": null }, { "name": "Accountable", "description": "", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": null }, { "name": "Respectful", "description": "", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": null }, { "name": "Ethical", "description": "", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": null }, { "name": "to service", "description": "", "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Preparedness", "description": "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]", "activities": [ "Lead and coordinate national preparedness", "Build national capabilities", "Lead policy to support the Australian Government, jurisdictions and the Australian community" ], "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 16, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=16" }, { "name": "Outcome 2: Response", "description": "Lead and coordinate Australian Government response and support international response when required. [CP p.18]", "activities": [ "Lead and coordinate Australian Government response", "Support international response when required" ], "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 18, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=18" }, { "name": "Outcome 3: Recovery", "description": "Lead and coordinate effective Australian Government recovery support to disaster impacted states, territories, local government and communities. [CP p.20]", "activities": [ "Lead and coordinate effective Australian Government recovery support" ], "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 20, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20" }, { "name": "Outcome 4: Risk reduction and resilience", "description": "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]", "activities": [ "Lead reforms and activities to support the Australian Government and jurisdictions to respond to all-hazard emergencies and disasters" ], "source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "source_page": 23, "source_deep_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=23" } ], "performance_measures": [ { "code": "CCE01", "measure": "Disaster risk reduction projects", "target": "27 GW (cumulative)", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf", "target_source_page": 30, "result_source_url": "https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf", "result_source_page": 29 } ], "document_alignment_terms": { "must_support": [ "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]", "To enable more secure, stronger and resilient communities before, during and after emergencies. [CP p.11]", "Leading and coordinating national action and assistance across the emergency management continuum.", "Building scalable, coordinated emergency management capability for nationally significant, cross-jurisdictional and international crises.", "Building evidence, intelligence and insights to empower communities, leaders and stakeholders to make effective decisions.", "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." ], "watch_terms": [ "Disaster risk reduction projects" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# National Emergency Management Agency — Strategy Brief\n\n**Reporting period**: 2023-24\n**Corporate plan in force**: 2025-26 to 2028-29\n**Annual Report**: [2023-24](https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)\n**Corporate Plan**: [2025-26 to 2028-29](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)\n\n## Vision\n\n> To enable more secure, stronger and resilient communities before, during and after emergencies. [CP p.11](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11) [[CP p.11](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11)]\n\n## Our purpose / purposes\n\n> 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](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11) [[CP p.11](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=11)]\n\n## How we deliver\n\n> Our agency is required to respond to more disaster and emergency events, for longer periods, across the crisis continuum, requiring an investment in capability and complexity. Staff contributing to the preparedness and response phases of emergency management require specific expertise within their roles. [CP p.16](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=16) [[CP p.16](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=16)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=16)]\n\n## Government priorities for this department\n\n- Leading and coordinating national action and assistance across the emergency management continuum. [[CP p.20](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)]\n- Building scalable, coordinated emergency management capability for nationally significant, cross-jurisdictional and international crises. [[CP p.20](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)]\n- Building evidence, intelligence and insights to empower communities, leaders and stakeholders to make effective decisions. [[CP p.20](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)]\n- 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. [[CP p.20](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)]\n\n## Outcomes\n\n### Outcome 1: Preparedness\nLead 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](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=16) [[CP p.16](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=16)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=16)]\n\n**Key activities:**\n- Lead and coordinate national preparedness\n- Build national capabilities\n- Lead policy to support the Australian Government, jurisdictions and the Australian community\n\n### Outcome 2: Response\nLead and coordinate Australian Government response and support international response when required. [CP p.18](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=18) [[CP p.18](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=18)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=18)]\n\n**Key activities:**\n- Lead and coordinate Australian Government response\n- Support international response when required\n\n### Outcome 3: Recovery\nLead and coordinate effective Australian Government recovery support to disaster impacted states, territories, local government and communities. [CP p.20](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20) [[CP p.20](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=20)]\n\n**Key activities:**\n- Lead and coordinate effective Australian Government recovery support\n\n### Outcome 4: Risk reduction and resilience\nLead 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](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=23) [[CP p.23](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=23)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=23)]\n\n**Key activities:**\n- Lead reforms and activities to support the Australian Government and jurisdictions to respond to all-hazard emergencies and disasters\n\n## Values and principles\n\n_APS Values_\n\n- Impartial\n- Accountable\n- Respectful\n- Ethical\n- to service\n\n## What they will measure themselves on this year (targets from 2025-26 to 2028-29 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Disaster risk reduction projects | 27 GW (cumulative) | [CP p.30](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=30)(https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf#page=30) |\n\n## How they performed last year (results from 2023-24 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Disaster risk reduction projects | Target met | Achieved | [AR p.29](https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf#page=29)(https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf#page=29) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Emergency Management Agency - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-10T23:12:08.444329+00:00\n**Entity ID**: O-007608\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Home Affairs\n**Website**: https://nema.gov.au/#/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 6 |\n| strategies | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- Figure 5: An overview of our performance summary\nStrategic Objective 1 PM1.1 PM1.2 PM1.3\nStrategic Objective 2 PM2.1 PM2.2 PM2.3\nStrategic Objective 3 PM3.1 PM3.2\nStrategic Objective 4 PM4.1 PM4.2\nKey\nBaseline First year of data collection\nUp to 25% of key activities/outcomes have been completed\nNot achieved\nin the reporting period\nBetween 25 and 50% of key activities/outcomes have been\nPartially achieved\ncompleted in the reporting period\nModerately Between 50 and 75% of key activities/outcomes have been\nachieved completed in the reporting period\nBetween 75 and 100% of key activities/outcomes have been\nOn track\ncompleted in the reporting period\nAll key activities/outcomes have been completed in the\nAchieved\nreporting period\n24 | Annual Report 2023-24 Part 3: Annual performance statements\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 14]\nOverview\nNEMA is Australia’s national disaster Our work covers the emergency\nmanagement organisation and is the management continuum with our\naccountable Commonwealth authority strategic direction set by our Statement\nto deliver a whole-of-nation, end-to- of Strategic Intent which outlines our\nend approach to planning, preparing, purpose, vision and strategic objectives\nresponding to and recovering from (see Figure 2),\nall-hazards crisis events, and reducing\ndisaster risk across the emergency Since we were established, we have\nmanagement continuum (see Figure refined the fundamentals of why we\n1).\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 25]\nPart\n3\nFigure 4: Strategic setting\nNEMA’s Strategic Setting\nOur Statement of Strategic Intent sets out our purpose, vision and objectives.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 55]\nPart\n4\nFigure 6: Our planning and performance reporting framework\nPlanning and Performance Framework\nStatement of The Statement of Strategic Intent sets out the purpose, vision and objectives of the National\nStrategic Intent Emergency Management Agency.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n\n### Role and Functions\n\n- 17AD(b) Overview of the entity\n17AE A description of the role and functions of Mandatory\n8 the entity.\n(1)(a)(i)\n17AE A description of the organisational Mandatory\n13 structure of the entity.\n(1)(a)(ii)\n17AE A description of the outcomes and Mandatory\n17,47 programmes administered by the entity.\n(1)(a)(iii)\n17AE A description of the purposes of the entity Mandatory\n8,17,47 as included in corporate plan.\n(1)(a)(iv)\n17AE 9 Name of the accountable authority or Mandatory\neach member of the accountable authority\n(1)(aa)(i)\n17AE 9 Position title of the accountable Mandatory\nauthority or each member of the\n(1)(aa)(ii) accountable authority\n17AE 9 Period as the accountable authority or Mandatory\nmember of the accountable authority\n(1)(aa)(iii) within the reporting period\n17AE(1)(b) N/A An outline of the structure of the portfolio Portfolio\nof the entity. departments\nmandatory\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- 17AE(1)(aa) Accountable Name of the accountable authority or each Mandatory\n(i) Authority member of the accountable authority\n17AE(1)(aa) Position title of the accountable authority or each Mandatory\n(ii) member of the accountable authority\n17AE(1)(aa) Period as the accountable authority or member Mandatory\n(iii) of the accountable authority within the reporting\nperiod\n17AE(1)(b) An outline of the structure of the portfolio of the Portfolio\nentity. departments\nmandatory\n17AE(2) Part 3: Annual Where the outcomes and programs administered If applicable,\nPerformance by the entity differ from any Portfolio Budget Mandatory\nStatements Statement, Portfolio Additional Estimates\nStatement or other portfolio estimates statement\nthat was prepared for the entity for the period,\ninclude details of variation and reasons for\nchange.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- 1, 3 and 5)\nSpecial appropriations 192,460 764,698 (572,238)\nExpenses not requiring appropriation in\n405 4,900 (4,495)\nthe Budget year3\nAdministered total 342,173 908,877 (566,704)\nDepartmental expenses\nDepartmental appropriation 148,645 153,834\n(5,189)\ns74 External Revenue1 131 1,106 (975)\nExpenses not requiring appropriation in\n1,989 6,497 (4,508)\nthe Budget year3\nDepartmental total 150,765 161,437 (10,672)\nTotal expenses for Outcome 1 492,938 1,070,314 (577,376)\n2024–25 2024–25\nAverage staffing level (number) 425 405\n1 Budget relates to the estimated actuals reported in the Portfolio Budget Statements (PBS) 2025–26\nwhich includes adjustments made to the 2024–25 Budget in the Portfolio Additional Estimates Statements\n(PAES) 2024–25.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 89]\nBudget Variance Commentary Administered Schedule of Comprehensive Income\nfor the period ended 30 June 2025\nThe following provides an explanation of major variances between the Original Budget as presented in the\n2024-25 Portfolio Budget Statements and actual expenditure, net asset position and cash flows for 2025.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 92]\nAdministered Cash Flow Statement\nAdministered Budget Variance Commentary\nfor the period ended 30 June 2025\nThe following provides an explanation of major variances between the Original Budget as presented in the\n2024-25 Portfolio Budget Statements and actual expenditure and net asset position for 2025.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 93]\nAdministered Cash Flow Statement\nAdministered Budget Variance Commentary\nfor the period ended 30 June 2025\nThe following provides an explanation of major variances between the Original Budget as presented in the\n2024-25 Portfolio Budget Statements and actual expenditure and net asset position for 2025.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n\n### Strategic Priorities\n\n- Figure 5: An overview of our performance summary\nStrategic Objective 1 PM1.1 PM1.2 PM1.3\nStrategic Objective 2 PM2.1 PM2.2 PM2.3\nStrategic Objective 3 PM3.1 PM3.2\nStrategic Objective 4 PM4.1 PM4.2\nKey\nBaseline First year of data collection\nUp to 25% of key activities/outcomes have been completed\nNot achieved\nin the reporting period\nBetween 25 and 50% of key activities/outcomes have been\nPartially achieved\ncompleted in the reporting period\nModerately Between 50 and 75% of key activities/outcomes have been\nachieved completed in the reporting period\nBetween 75 and 100% of key activities/outcomes have been\nOn track\ncompleted in the reporting period\nAll key activities/outcomes have been completed in the\nAchieved\nreporting period\n24 | Annual Report 2023-24 Part 3: Annual performance statements\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 50]\nPM 8: Building a national picture of hazard risk, targeting investment and understanding\neffective mitigation measures\nPlanned Performance Result 2024–25 2023–24 2022–23\nResult Result Result\nDeliver on the Hazards Insurance Partnership\n(HIP) strategic priorities as per annual Achieved On track N/A\nwork plan.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [pages 50,51,52,53,54]\nPartnership\n(HIP) strategic priorities as per annual Achieved On track N/A\nwork plan.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 6]\nContents\nAcknowledgement of Country 3\nGlossary 4\nMessage from the Coordinator-General 8\nAbout the National Emergency Management Agency 10\nPurpose and key activities 14\nKey activity 1: Preparedness 16\nKey activity 2: Response 18\nKey activity 3: Recovery 20\nKey activity 4: Risk reduction and resilience 23\nRelationships 25\nPerformance framework 27\nAssessing our performance 29\nPerformance measures and targets 30\nGovernance and risk oversight 44\nOpportunities and risks 47\nIntegrity 52\nClimate risk 52\nOur environment 53\nEmergency management governance 54\nEmergency management reviews 54\nOur stakeholders and commitment to engage 56\nRecovery Leaders Forum 57\nCharitable, Not-for-profit and Philanthropic Roundtable 57\nAustralian Institute for Disaster Resilience 57\nNatural Hazards Research Australia 57\nSubsidiaries 57\nOur capability 58\nOur people 58\nEmergency management expertise 58\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Figure 3: Aspects of the National Coordination Mechanism\nNEMA | Corporate Plan 2025–26 to 2028–29 Purpose and key activities 19\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Resilient homes funds\nIncludes betterment\nFigure 4: Four categories of funding\nNEMA | Corporate Plan 2025–26 to 2028–29 Purpose and key activities 21\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Table 1: Linked Commonwealth entities and programs\nNEMA | Corporate Plan 2025–26 to 2028–29 Purpose and key activities 26\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- [Page 28]\nEnterprise Performance Management Framework\nAuthority\nPGPA Rule Associated RMGs\nPGPA Act\nAccountable\nCoordinator-General\nMeasuring\nPlanning Reporting\nPeriodically reviewing\nIdentifying key activities and Performance statements are\nperformance information\nmeasures that link to our purpose prepared and presented\nagainst anticipated results\nGovernance Enterprise Performance\nAnnual Report\nMeasures Enterprise Performance Monitoring Assurance\nAudit and Risk\n(s46, Division 3A, RMG-136)\nCommitee, (RMG-131) ANAO,\nExecutive Internal Audit\nGroup Audit Trails\nAnnual Performance Statement\n(s37, 16EA, RMG-131, RPG)\nPortfolio Budget Statements\n(s36, Finance Secretary Direction)\nSupporting Framework & Systems\nRisk Management, Governance, Evaluation Strategy & Work Plan,\nData Strategy, Enterprise Program Management\nReview\nMeasures are reviewed to ensure they are appropriate for the next cycle\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- [Page 31]\nPlanned performance results and targets\n2025–26 2026–27 2027–28 2028–29\n100% of national 100% of national 100% of national 100% of national\npreparedness preparedness preparedness preparedness\ndeliverables are deliverables are deliverables are deliverables are\nachieved including: achieved including: achieved including: achieved including:\ni.\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Figure 4: Strategic objectives\nStrategic Over the reporting period, we led and coordinated national\nObjective 1 response activities, including:\nLeading and coordinating • multiple Crisis Coordination Team (CCT) activations\nnational action and resulting in over 212 days of active crisis coordination\nassistance across the crisis\n• convening 80 National Coordination Mechanisms (NCMs)\nmanagement continuum.\n• successful delivery of the 2023–24 Higher Risk\nWeather Season (HRWS) Preparedness Program;\nthe 2023–24 National Crisis Exercising Program;\nand 2023–24 preparedness strategic plan review.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 42]\nPM 4: Communities, leaders and stakeholders make effective decisions through decision\nsupport information and predictive analysis\n2024–25 2023–24 2022–23\nPerformance Measure Results\nResult Result Result\nCommunities, leaders and stakeholders make\nModerately\neffective decisions through decision support N/A N/A\nachieved\ninformation and predictive analysis.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [pages 42,43,44]\nalysis\n2024–25 2023–24 2022–23\nPerformance Measure Results\nResult Result Result\nCommunities, leaders and stakeholders make\nModerately\neffective decisions through decision support N/A N/A\nachieved\ninformation and predictive analysis.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- PM 5: The government supports jurisdictions to deliver timely and targeted recovery\nassistance to communities impacted by disasters\n2024–25 2023–24 2022–23\nPerformance Measure Result\nResult Result Result\nThe government supports jurisdictions\nto deliver timely and targeted recovery Partially\nOn track On track\nassistance to communities impacted achieved\nby disasters.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [pages 44,45,46]\ncted by disasters\n2024–25 2023–24 2022–23\nPerformance Measure Result\nResult Result Result\nThe government supports jurisdictions\nto deliver timely and targeted recovery Partially\nOn track On track\nassistance to communities impacted achieved\nby disasters.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- PM 7: Disaster risk reduction investment supports communities, businesses and individuals to\nbe better prepared for, and more resilient to, disaster events\nPerformance Measure Result 2024–25 2023–24 2022–23\nResult Result Result\nDisaster risk reduction investment\nsupports communities, businesses and\nOn track Achieved On track\nindividuals to be better prepared for, and\nmore resilient to, disaster events.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- Rating Performance\nBaseline First year of data collection\nUp to 25% of outputs/outcomes have been completed in the reporting\nNot achieved\nperiod\nBetween 26 and 64% of outputs/outcomes have been completed in the\nPartially achieved\nreporting period\nSubstantially Between 65 and 99% of outputs/outcomes have been completed in the\nachieved reporting period\nAchieved All outputs/outcomes have been completed in the reporting period\nTable 2: Key for performance ratings\nNEMA | Corporate Plan 2025–26 to 2028–29 Performance framework 29\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- [Page 35]\nPlanned\nThis target has been selected as 100% represents the minimum standard NEMA\nperformance\nhas set to ensure response resources and capabilities are deployed appropriately\nresult and\nand in a timely manner to aid response efforts to disaster impacted jurisdictions.\ntarget rationale\nThe methodology for this performance measure is an analysis of whether\napproved appropriate response resources and capabilities have been deployed\nMethodology\n100% of the time, and in a timely manner, to aid response efforts to disaster\nimpacted jurisdictions.\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Figure 5: An overview of our performance summary\nStrategic Objective 1 PM1.1 PM1.2 PM1.3\nStrategic Objective 2 PM2.1 PM2.2 PM2.3\nStrategic Objective 3 PM3.1 PM3.2\nStrategic Objective 4 PM4.1 PM4.2\nKey\nBaseline First year of data collection\nUp to 25% of key activities/outcomes have been completed\nNot achieved\nin the reporting period\nBetween 25 and 50% of key activities/outcomes have been\nPartially achieved\ncompleted in the reporting period\nModerately Between 50 and 75% of key activities/outcomes have been\nachieved completed in the reporting period\nBetween 75 and 100% of key activities/outcomes have been\nOn track\ncompleted in the reporting period\nAll key activities/outcomes have been completed in the\nAchieved\nreporting period\n24 | Annual Report 2023-24 Part 3: Annual performance statements\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- For the reporting period:\n• 96% of the timeliness targets were met across all events for the reporting period, including\n151 Category A and B activations, 22 Category C and D requests, and 23 AGDRP and\nDisaster Recovery Allowance activations The target of 100% was not achieved due to the\nfederal election caretaker period, however no immediate recovery needs were delayed.\n• 100% of advice provided by NEMA to the Minister for Emergency Management on DRFA\nfunding requests for the reporting period addressed the DRFA principles.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- ACHIEVED\nResult and Planned Results to date\nrationale for performance\nresult\n100% achievement ACHIEVED\nof all program All planned program design and delivery milestones for 2023–24\ndesign and were completed and are reported as a percentage against the\ndelivery target of 100%:\nmilestones for\n1.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 5]\nGlossary Description\nPBS Portfolio Budget Statement\nPGPA Act Public Governance, Performance and Accountability Act 2013\nPM Performance Measure\nPM&C Department of Prime Minister and Cabinet\nPSMB Public Safety Mobile Broadband\nRAP Reconciliation Action Plan\nRLF Recovery Leaders Forum\nTRS Tiered Recovery Support\nWHS Work Health and Safety\nWHS Act Work Health and Safety Act 2011 (Cth)\nNEMA | Corporate Plan 2025–26 to 2028–29 Glossary 5\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- PBS Program 1.5: PBS Program 1.2: PBS Program 1.1: PBS Program 1.3:\nEmergency Australian Government NEMA Australian Government\nManagement Disaster and Resilience,\nEmergency Financial Preparedness\nSupport and Disaster Risk\nReduction Support\nKey activity 1: Key activity 2: Key activity 3: Key activity 4:\nPreparedness Response Recovery Risk reduction and\nresilience\nPerformance Measure PM 3, PM 4 PM5 PM 6, PM 7\n(PM) 1, PM 2\nThis information is used to inform branch business and risk plans, staff\ndevelopment plans, budgets and resourcing.\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Basis of the\nThis measure is a measure of outputs and utilises quantitative data.\nmeasure\nBeneficiary Jurisdictions and International Partners\nEmergency Management and Response Group National Resilience Capability\nOwner\nPrograms Division\nLink to\nProgram 1.5: Emergency Management\n2025-26 PBS\nChanges since Sub-planned performance result 3(a)(ii): National plans are activated 100% of the\nprevious year time they are required, within 48 hours has been removed.\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Planned performance results and targets\n2025–26 2026–27 2027–28 2028–29\na) 100% of program a) 100% of program a) 100% of program a) The Planned\ndesign and delivery design and delivery design and delivery performance result\noutputs for outputs for Round 4 outputs for for 2028-29 will\nRound 3 of the DRF are achieved DRF.\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $12.370\n, 1,114\nmillion | This Revenue from Government\nchange occurred after the publication of the 2024–25 Portfolio Statement of Financial Position Interest 2.2A 693 540 1,371\nBudget Statements and resulted in additional funding of $12.370\nEmployee provisions Other revenue 2.2B 7,467 3,985 1,114\nmillion for staffing and supplier costs. | `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)` |\n| $257.9 million, $2.1 billion, 257.9 million, 2.1 billion | NEMA’s 2023–24 administered expenses were $257.9 million, compared to $2.1 billion in\n2022–23. | `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)` |\n\n## Key Achievements\n\n- 100% ACHIEVED\nachievement In the reporting period we:\nof key\n• completed a full review of one national plan,\ndeliverables for\nAustralian Government Plan for the Reception of\nthe 2023–24\nAustralian Citizens and Approved Foreign Nationals\npreparedness\nEvacuated from Overseas (AUSRECEPLAN)\nstrategic plan\nreview. • achieved baseline reporting of participation in CASP\ntraining; CASP principles training was delivered to 68\nNEMA officers, 28 participants from Australian Government\nagencies and 17 participants from jurisdictional agencies.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 38]\nCapability project description Reporting period achievements\nThe DRA Volunteer Uplift program is The 3 planned grant milestones were achieved\nbeing delivered through a Commonwealth in the reporting period, including:\nGrant Agreement to support the rapid\n• Milestone 9 – DRA and government joint\nuplift of DRA’s capacity as an organisation,\npublic awareness campaign\nincluding costs associated with recruitment,\ndeployment, equipment and training of 5,200 • Milestone 10 – Enhanced training\nnew volunteers in addition to DRA’s existing framework\ndisaster volunteer workforce.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- Industry will hold and maintain • Milestone 4 was 40% delivered.\nthese on behalf of the Australian Government\nThis resulted in a 93% overall achievement,\nin storage sites ready to despatch within\nnoting that each milestone was weighted\n24 hours of NEMA tasking a supplier to\ndifferently against a target of 100%.\nmove goods.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- Measure 1.3\nON TRACK\nResult and Planned Results to date\nrationale for performance\nresult\nDemonstrated ACHIEVED\nprogress to further The Second National Action Plan to implement the NDRRF was\noperationalise the endorsed in August 2023 and reporting to the United Nations\nNDRRF through Office for Disaster Risk Reduction was completed in March\nachievement of 2024.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- We are\nexecuted in February 2025 following\nresponsible for delivering the Cell Broadcast\nextensive negotiations, with Milestone 1\nEntity (CBE) contract with Telstra as the\nachieved upon signing.\nprovider, and the department is responsible\nfor delivering the Cell Broadcast Centre (CBC) • Milestone 2 for CBE Design Acceptance\ncontracts with Telstra, TPG and Optus. was achieved on 27 June 2025, which\nestablishes and demonstrates delivery\nof the agreed project governance and\nprogress reporting to the Commonwealth.\n• An NMS webinar was held in May 2025\nwhich provided all stakeholders an update\non the NMS project.\n• The Australia-New Zealand Emergency\nManagement Committee (ANZEMC)\nagreed to the NMS strategic roadmap in\nJune 2025.\n• The NMS Intergovernmental Agreement\n(IGA) negotiations progressed with states\nand territories with co-funding principles\nestablished.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- This capability, once implemented, delivered and 4 moderately achieved, resulting\nwill provide public safety personnel with in 70% overall achievement with all milestones\nprioritised, fast, safe and secure data, video equally weighted against a target of 100%.\nand voice communications, supported by\nsatellite and deployable mobile broadband This included:\nservices.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- ACHIEVED\nResult and Planned Results to date\nrationale for performance\nresult\n100% achievement ACHIEVED\nof all program All planned program design and delivery milestones for 2023–24\ndesign and were completed and are reported as a percentage against the\ndelivery target of 100%:\nmilestones for\n1.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- Capability project description Reporting period achievements\nThe NEMS is designed to deploy critical Over the reporting period, we planned to\ngoods and services to support Australian deliver 4 project milestones:\ncommunities before, during and after\n• Milestone 1 was 100% delivered\ndisasters.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [pages 35,36,37,38]\nlestone 1).\nterritories request non-financial assistance\n• A second open tender process\nfrom the Australian Government.\n(Tranche 2) to enhance the capabilities,\ncapacity and competition amongst\nsuppliers for the NEMS Standing Offer\nPanel (Milestone 2).\n• An agreed costing model (Milestone 3).\n• Strategic partnership negotiations with\nthe National Critical Care and Trauma\nResponse Centre (NCCTRC) progressed\nand will continue to progress as business\nas usual.\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- We successfully delivered 2 of the 3 activities, resulting in an overall result of 60%\nachievement (noting the result is an aggregate of the sub-planned performance results against\nthe target of 100% and each sub-planned performance result is weighted differently).\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- Rating Performance\nBaseline First year of data collection\nUp to 25% of outputs/outcomes have been completed in the reporting\nNot achieved\nperiod\nBetween 26 and 64% of outputs/outcomes have been completed in the\nPartially achieved\nreporting period\nSubstantially Between 65 and 99% of outputs/outcomes have been completed in the\nachieved reporting period\nAchieved All outputs/outcomes have been completed in the reporting period\nTable 2: Key for performance ratings\nNEMA | Corporate Plan 2025–26 to 2028–29 Performance framework 29\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Planned performance results and targets\n2025–26 2026–27 2027–28 2028–29\na) An effective and a) An effective and a) An effective and a) An effective and\nconnected disaster connected disaster connected disaster connected disaster\nrisk reduction risk reduction risk reduction risk reduction\nknowledge system knowledge system knowledge system knowledge system\nthat provides that provides that provides that provides\nan increased an increased an increased an increased\nunderstanding of understanding of understanding of understanding of\ndisaster risk and disaster risk and how disaster risk and disaster risk and\nhow to reduce it. to reduce it. how to reduce it. how to reduce it.\nb) Insights delivered b) Insights delivered b) Insights delivered b) Insights delivered\nfrom the HIP and the from the HIP and the from the HIP and from the HIP and\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- As we move\ncommunity develop in responding to forward, I am confident that together we will\nand recovering from all-hazard crises continue to strengthen our national emergency\n• prepare to deliver the National management system and meet the challenges of\nMessaging System and roll it out for use the future with determination, unity and purpose.\nacross Australia by October 2026\nStatement of Preparation\n• continue to work closely with First Nations\ncommunities to incorporate traditional I, as the Accountable Authority of the National\nknowledge and cultural values into our\nEmergency Management Agency, present the\nplanning, response and recovery strategies\nNational Emergency Management Agency\n• continue to invest in disaster risk reduction Corporate Plan 2025–26 to 2028–29, as required\nand build community resilience\nunder paragraph 35(1) (b) of the Public Governance,\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- [Page 28]\nEnterprise Performance Management Framework\nAuthority\nPGPA Rule Associated RMGs\nPGPA Act\nAccountable\nCoordinator-General\nMeasuring\nPlanning Reporting\nPeriodically reviewing\nIdentifying key activities and Performance statements are\nperformance information\nmeasures that link to our purpose prepared and presented\nagainst anticipated results\nGovernance Enterprise Performance\nAnnual Report\nMeasures Enterprise Performance Monitoring Assurance\nAudit and Risk\n(s46, Division 3A, RMG-136)\nCommitee, (RMG-131) ANAO,\nExecutive Internal Audit\nGroup Audit Trails\nAnnual Performance Statement\n(s37, 16EA, RMG-131, RPG)\nPortfolio Budget Statements\n(s36, Finance Secretary Direction)\nSupporting Framework & Systems\nRisk Management, Governance, Evaluation Strategy & Work Plan,\nData Strategy, Enterprise Program Management\nReview\nMeasures are reviewed to ensure they are appropriate for the next cycle\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- Rating Performance\nBaseline First year of data collection\nUp to 25% of outputs/outcomes have been completed in the reporting\nNot achieved\nperiod\nBetween 26 and 64% of outputs/outcomes have been completed in the\nPartially achieved\nreporting period\nSubstantially Between 65 and 99% of outputs/outcomes have been completed in the\nachieved reporting period\nAchieved All outputs/outcomes have been completed in the reporting period\nTable 2: Key for performance ratings\nNEMA | Corporate Plan 2025–26 to 2028–29 Performance framework 29\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- [Page 4]\nContents\nLetter of transmittal 6\nPart 1: Coordinator-General’s Review 7\nPart 2: About us 10\nOverview 11\nAccountable Authority 11\nOur leadership 14\nPart 3: Annual performance statements 17\nOur performance framework 19\nAnalysis of performance 21\nPerformance summary 24\nActivity snapshots 25\nPerformance results 28\nPart 4: Management and accountability 53\nAudit and Risk Committee 60\nFraud and corruption 63\nFreedom of information 63\nCorrection of material errors in previous annual report 63\nExternal scrutiny 63\nManagement of human resources 64\nWork health and safety 65\nEthical standards 65\nAsset management 65\nShared services 66\nProcurement and contract management 66\nAdvertising and market research 69\nGrants 69\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- Figure 5: An overview of our performance summary\nStrategic Objective 1 PM1.1 PM1.2 PM1.3\nStrategic Objective 2 PM2.1 PM2.2 PM2.3\nStrategic Objective 3 PM3.1 PM3.2\nStrategic Objective 4 PM4.1 PM4.2\nKey\nBaseline First year of data collection\nUp to 25% of key activities/outcomes have been completed\nNot achieved\nin the reporting period\nBetween 25 and 50% of key activities/outcomes have been\nPartially achieved\ncompleted in the reporting period\nModerately Between 50 and 75% of key activities/outcomes have been\nachieved completed in the reporting period\nBetween 75 and 100% of key activities/outcomes have been\nOn track\ncompleted in the reporting period\nAll key activities/outcomes have been completed in the\nAchieved\nreporting period\n24 | Annual Report 2023-24 Part 3: Annual performance statements\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 61]\nNational Emergency Management Agency\nTable 1: Audit and Risk Committee Membership (2023–24)\nMember Qualifications, knowledge, skills or experience Number of Total annual Additional\nname meetings remuneration information\nattended (GST inc.)\nMr Lembit Mr Suur has led innovations in public sector governance design and practice, 6/6 $20,019.47 Chair\nSuur process improvement and efficiency, performance monitoring, reporting and\naccountability structures.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 138]\nNational Emergency Management Agency\nList of tables\nList of Tables\nTable 1: Audit and Risk Committee Membership (2023–24) 61\nTable 2: Parliamentary Committee inquiries and reviews 64\nTable 3: Expenditure on reportable consultancy contracts (2023–24) 67\nTable 4: Expenditure on reportable non-consultancy contracts (2023–24) 67\nTable 5: Organisations receiving a share of reportable consultancy contract expenditure\n(2023–24) 68\nTable 6: Organisations receiving a share of reportable non-consultancy contract expenditure\n(2023-24) 68\nTable 7: Greenhouse Gas Emissions Inventory – location-based method (2023–24) 72\nTable 8: Greenhouse Gas Emissions Inventory – market-based method (2023–24) 73\nTable 9: Annual legal services expenditure (2023–24) 74\nTable 10: Entity Resource Statement and expenses for outcomes 75\nTable 11: All ongoing employees (2023–24) 123\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- The risk of not detecting a material\nflows for the year then ended. misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion,\n( T b h ) e f p in re an se c n ia t l f s a t i a r t ly e m th e e n f t i s n a o n f c t i h a e l p E o n s t i i t t i y o , n w o h f i c t h h e I h E a n v ti e t y au as d i a t t e d 3 , 0 c J o u m ne pr 2 is 0 e 2 5 th a e n f d o i l t lo s w fi i n n a g n a c s ia a l t p 3 e 0 rf o Ju rm ne a n 2 c 0 e 2 5 a n a d n d c a f s o h r forgery, intentional omissions, misrepresentations, or the override of internal control;\nthe y f e lo a w r t s h f e o n r e th n e d e y d ea : r then ended. • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 136]\nTerm Description\nAAIs Accountable Authority Instructions\nADF Australian Defence Force\nAGCMF Australian Government Crisis Management Framework\nAGDRP Australian Government Disaster Recovery Payment\nAM Member of the Order of Australia\nAPS Australian Public Service\nANAO Australian National Audit Office\nANZEMC Australia-New Zealand Emergency Management Committee\nCBE Cell Broadcast Entity\nCCT Crisis Coordination Team\nCIS Crisis Intelligence Section\nCOO Chief Operating Officer\nCPO Coordination and Planning Officer\nCPRs Commonwealth Procurement Rules\nDIN Diversity and Inclusion Network\nDRA Disaster Relief Australia\nDRF Disaster Ready Fund\nDRFA Disaster Recovery Funding Arrangements\nDRR Disaster Resilience and Recovery\nDRR TLWG Disaster Risk Reduction Time Limited Working Group\nEAP Employee Assistance Program\nEL Executive Level\nEM-TAP Emergency Management Targeted Action Plan\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [pages 57,58]\nnd address emerging challenges. concentrating on 4 user-driven themes:\nIn 2025–26, we will work closely with the sector • understanding and mitigating risk\nto determine shared priorities for collaboration\n• resilient recovery\nand engagement.\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- This is achieved through sharing\npolicies, research and information on national the latest information, tools and resources, and\nrecovery issues with a focus on better outcomes through delivery of important services, including:\nfor communities and building resilience.\n• guidance material and resources that help\nCharitable, Not-for-profit and individuals and organisations understand,\nplan for and manage disaster risk\nPhilanthropic Roundtable\n• hosting forums, workshops and other events\nThe Charitable, Not-for-Profit and Philanthropic that connect practitioners, researchers,\nRoundtable supports delivery of Recommendation government and community representatives\n21.3 of the Royal Commission into National Natural to share experience and good practice\nDisaster Arrangements, which called for regular • knowledge management and development,\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- When reflecting on the past year, a few moments really stand\nout to me:\n• In Queensland, we saw around 900 mm of rain fall over a 24-hour period due to Tropical\nCyclone Jasper, bringing with it major damage to communities and connectivity issues.\n• In Victoria, over a 24-hour period, catastrophic fire conditions were followed by storms\nand major flooding leaving over 620,000 homes and businesses without power.\n• In Western Australia, flooding previously considered ‘once-in-a-lifetime’ resulted\nin 2,000-kilometre detours, creating major logistical challenges to resupply remote\ncommunities.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- I also:\nIn my opinion, the financial statements of the National Emergency Management Agency (the Entity) for the year\n(a) comply with Australian Accounting Standards – Simplified Disclosures and the Public Governance,\nended 30 June 2025: • identify and assess the risks of material misstatement of the financial statements, whether due to fraud or\nPerformance and Accountability (Financial Reporting) Rule 2015; and\n(a) comply with Australian Accounting Standards – Simplified Disclosures and the Public Governance, error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is\n(b) p Pe re rf s o e r n m t a fa n i c rl e y a t n h d e A fin cc a o n u c n ia t l a p b o il s it i y ti o (F n i n o a f n t c h i e a l E R n e t p it o y r a ti s n a g t ) 3 R 0 u l J e u 2 n 0 e 1 2 5 0 ;\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 4]\nGlossary\nGlossary Description\nAGCMF Australian Government Crisis Management Framework\nAGDRP Australian Government Disaster Recovery Payment\nAFDRS Australian Fire Danger Rating System\nAI Artificial intelligence\nAIDR Australian Institute of Disaster Resilience\nALGA Australian Local Government Association\nANZEMC Australia–New Zealand Emergency Management Committee\nAPS Australian Public Service\nCCT Crisis Coordination Team\nCPOs Coordination and Planning Officers\nCRLO Commonwealth Recovery Liaison Officer\nD&I Diversity & Inclusion\nDRA Disaster Relief Australia\nDRF Disaster Ready Fund\nDRFA Disaster Recovery Funding Arrangements\nEPMO Enterprise Portfolio Management Office\nHIP Hazards Insurance Partnership\nHRWS Higher Risk Weather Season\nNAFC National Aerial Firefighting Centre\nNCM National Coordination Mechanism\nNDRRF National Disaster Risk Reduction Framework\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Our values\nImpartial Committed Accountable Respectful Ethical\nto service\nOur behaviours\nBe Be Have Value Empower\ndynamic respectful integrity others people\nNEMA | Corporate Plan 2025–26 to 2028–29 About NEMA 11\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- As we move\ncommunity develop in responding to forward, I am confident that together we will\nand recovering from all-hazard crises continue to strengthen our national emergency\n• prepare to deliver the National management system and meet the challenges of\nMessaging System and roll it out for use the future with determination, unity and purpose.\nacross Australia by October 2026\nStatement of Preparation\n• continue to work closely with First Nations\ncommunities to incorporate traditional I, as the Accountable Authority of the National\nknowledge and cultural values into our\nEmergency Management Agency, present the\nplanning, response and recovery strategies\nNational Emergency Management Agency\n• continue to invest in disaster risk reduction Corporate Plan 2025–26 to 2028–29, as required\nand build community resilience\nunder paragraph 35(1) (b) of the Public Governance,\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- [Page 136]\nNational Emergency Management Agency\nTerm Description\nNJCOP National Joint Common Operating Picture\nNMS National Messaging System\nNPE National PSMB Entity\nNPMO National Program Management Office\nNRRA National Recovery and Resilience Agency\nNSR National Situation Room\nPDMS Parliamentary Document Management System\nPGPA Act Public Governance Performance, and Accountability Act 2013\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\nPSMB Public Safety Mobile Broadband\nQRA Queensland Reconstruction Authority\nRFA Request for assistance\nRFT Request for Tender\nRPO Regional Planning Officer\nRSO Recovery Support Officer\nSES Senior Executive Service\nSME Small and Medium Enterprise\nSysMEL Systemic Monitoring, Evaluation and Learning System\nthe Hon The Honourable\nUNDRR United Nations Office for Disaster Risk Reduction\nWHS Workplace Health and Safety\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 137]\nAppendix\n3\nTerm Description\nLAT Large Air Tanker\nLGA Local Government Area\nLO Liaison Officer\nM&E Monitoring and evaluation\nMMKB Mitigations measure knowledge base\nMP Member of Parliament\nNAFC National Aerial Firefighting Centre\nNCM National Coordination Mechanism\nNDRRF National Disaster Risk Reduction Framework\nNEMA National Emergency Management Agency\nNEMS National Emergency Management Stockpile\nNJCOP National Joint Common Operating Picture\nNMS National Messaging System\nNSR National Situation Room\nNSW New South Wales\nPBS Portfolio Budget Statements\nPDMS Parliamentary Document Management System\nPGPA Act Public Governance Performance and Accountability Act 2013\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\nPM Performance Measure\nPM&C Department of the Prime Minister and Cabinet\nPS Act Public Service Act 1999\nPSM Public Service Medal\n Source: `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf (https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf)`\n- [Page 68]\nNational Emergency Management Agency\nTable 5: Organisations receiving a share of reportable consultancy contract expenditure\n(2023–24)\nName of Organisation Organisation ABN Expenditure\n$’000 (GST inc.)\nDeloitte Touche Tohmatsu ABN 74 490 121 060 $2,758\nScyne Advisory Pty Ltd ABN 20 607 773 295 $945\nKPMG ABN 51 194 660 183 $882\nAustralian Strategic Policy Institute ABN 77 097 369 045 $646\nV Ahuja & Others ABN 22 041 424 954 $378\nTable 6: Organisations receiving a share of reportable non-consultancy contract expenditure\n(2023-24)\nName of Organisation Organisation ABN Expenditure\n$’000 (GST inc.)\nHumanihut Pty Ltd ABN 71 163 752 994\n13,619\nEvolve FM Pty Ltd ABN 52 605 472 580\n5,092\nAustralasian Fire and Emergency ABN 52 060 049 327\n3,277\nService Authorities Council Limited\nSynergy Group Australia Pty Ltd ABN 65 119 369 827\n2,543\nHudson Global Resources ABN 21 002 888 762 2,242\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [pages 68,69,70]\name of Organisation Organisation ABN Expenditure\n$’000 (GST inc.)\nHumanihut Pty Ltd ABN 71 163 752 994\n13,619\nEvolve FM Pty Ltd ABN 52 605 472 580\n5,092\nAustralasian Fire and Emergency ABN 52 060 049 327\n3,277\nService Authorities Council Limited\nSynergy Group Australia Pty Ltd ABN 65 119 369 827\n2,543\nHudson Global Resources ABN 21 002 888 762 2,242\nAustralian National Audit Office Access Clauses\nDuring 2023–24, we did not enter into any contracts with a value greater than $100,000 that\ndid not contain an ANAO access clause.\n Source: `annual-reports/2023-24.pdf (https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)`\n- [Page 4]\nGlossary\nGlossary Description\nAGCMF Australian Government Crisis Management Framework\nAGDRP Australian Government Disaster Recovery Payment\nAFDRS Australian Fire Danger Rating System\nAI Artificial intelligence\nAIDR Australian Institute of Disaster Resilience\nALGA Australian Local Government Association\nANZEMC Australia–New Zealand Emergency Management Committee\nAPS Australian Public Service\nCCT Crisis Coordination Team\nCPOs Coordination and Planning Officers\nCRLO Commonwealth Recovery Liaison Officer\nD&I Diversity & Inclusion\nDRA Disaster Relief Australia\nDRF Disaster Ready Fund\nDRFA Disaster Recovery Funding Arrangements\nEPMO Enterprise Portfolio Management Office\nHIP Hazards Insurance Partnership\nHRWS Higher Risk Weather Season\nNAFC National Aerial Firefighting Centre\nNCM National Coordination Mechanism\nNDRRF National Disaster Risk Reduction Framework\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n- [Page 5]\nGlossary Description\nPBS Portfolio Budget Statement\nPGPA Act Public Governance, Performance and Accountability Act 2013\nPM Performance Measure\nPM&C Department of Prime Minister and Cabinet\nPSMB Public Safety Mobile Broadband\nRAP Reconciliation Action Plan\nRLF Recovery Leaders Forum\nTRS Tiered Recovery Support\nWHS Work Health and Safety\nWHS Act Work Health and Safety Act 2011 (Cth)\nNEMA | Corporate Plan 2025–26 to 2028–29 Glossary 5\n Source: `corporate-plans/2025-26.pdf (https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf\n- `strategies/NEMA-20Statement-20of-20Strategic-20Intent-202023_0.pdf` - strategies - https://nema.gov.au/sites/default/files/2024-08/NEMA%20Statement%20of%20Strategic%20Intent%202023_0.pdf\n- `strategies/National-20Emergency-20Management-20Agency-20Data-20Strategy-202023-25_0.pdf` - strategies - https://nema.gov.au/sites/default/files/2024-08/National%20Emergency%20Management%20Agency%20Data%20Strategy%202023-25_0.pdf\n- `pages/about.html` - pages - https://nema.gov.au/about-us\n- `pages/homepage.html` - pages - https://nema.gov.au/#/\n- `pages/leadership.html` - pages - https://nema.gov.au/about-us/our-people\n- `pages/news-latest.html` - pages - https://nema.gov.au/about-us/latest-news\n- `pages/priorities-index.html` - pages - https://nema.gov.au/our-work\n- `pages/priorities-index__00.html` - pages - https://nema.gov.au/about-us/freedom-of-information/information-publication-scheme\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/NEMA-Org-Structure-20April-202026.pdf` - other-pdfs - https://www.nema.gov.au/sites/default/files/2026-04/NEMA-Org-Structure%20April%202026.pdf\n- `other-pdfs/J250660-20--20NEMA-20--20Annual-20Report-20--20B5-20--20Accessible-20FA3-20Web.pdf` - other-pdfs - https://nema.gov.au/sites/default/files/2025-10/J250660%20-%20NEMA%20-%20Annual%20Report%20-%20B5%20-%20Accessible%20FA3%20Web.pdf\n- `other-pdfs/NEMA-20Corporate-20Plan-202025-26-20to-202028-29.pdf` - other-pdfs - https://nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf\n- `other-pdfs/NEMA-20non-SES-20Employment-20Determination-202022.pdf` - other-pdfs - https://nema.gov.au/sites/default/files/2024-09/NEMA%20non-SES%20Employment%20Determination%202022.pdf\n- `other-pdfs/NEMA-20non-SES-20Employment-20Determination-202022_0.pdf` - other-pdfs - https://nema.gov.au/sites/default/files/2024-09/NEMA%20non-SES%20Employment%20Determination%202022_0.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# National Emergency Management Agency — Legislation Administered\n\n**Generated**: 2026-05-12T23:13:26+00:00\n**Source**: LLM extraction (gemini-flash-lite) from latest annual report and corporate plan\n**Tokens**: 25,425 in / 1,949 out · cost: $0.00332\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2023-24.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 19 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public%20Governance%2C%20Performance%20and%20Accountability%20Act%202013) | 2013 | Act | NEMA is subject to this Act for its governance and accountability. |\n| [Public Governance, Performance and Accountability Rule 2014](https://www.legislation.gov.au/search?query=Public%20Governance%2C%20Performance%20and%20Accountability%20Rule%202014) | 2014 | Rule | NEMA is subject to this Rule for its governance and accountability. |\n| [Disaster Recovery Funding Arrangements](https://www.legislation.gov.au/search?query=Disaster%20Recovery%20Funding%20Arrangements) | None | Instrument | NEMA facilitates recovery financial assistance to disaster-affected individuals and communities through these arrangements. |\n| [Australian Government Disaster Recovery Payments](https://www.legislation.gov.au/search?query=Australian%20Government%20Disaster%20Recovery%20Payments) | None | Instrument | NEMA facilitates recovery financial assistance to disaster-affected individuals and communities through these payments. |\n| [Disaster Recovery Allowance](https://www.legislation.gov.au/search?query=Disaster%20Recovery%20Allowance) | None | Instrument | NEMA facilitates recovery financial assistance to disaster-affected individuals and communities through this allowance. |\n| [Disaster Ready Fund](https://www.legislation.gov.au/search?query=Disaster%20Ready%20Fund) | None | Instrument | NEMA invests in projects that significantly reduce disaster risk and build long-term resilience through this fund. |\n| [Australian Government Crisis Management Framework](https://www.legislation.gov.au/search?query=Australian%20Government%20Crisis%20Management%20Framework) | None | Instrument | NEMA leads reforms and activities to support the Australian Government and jurisdictions in line with this framework. |\n| [National Disaster Risk Reduction Framework](https://www.legislation.gov.au/search?query=National%20Disaster%20Risk%20Reduction%20Framework) | None | Instrument | NEMA guides its vision through the Second National Action Plan to implement this framework. |\n| [Australian Government Plan for the Reception of Australian Citizens and Approved Foreign Nationals Evacuated from Overseas](https://www.legislation.gov.au/search?query=Australian%20Government%20Plan%20for%20the%20Reception%20of%20Australian%20Citizens%20and%20Approved%20Foreign%20Nationals%20Evacuated%20from%20Overseas) | None | Plan | NEMA administers this national plan. |\n| [Australian Government Disaster Response Plan](https://www.legislation.gov.au/search?query=Australian%20Government%20Disaster%20Response%20Plan) | None | Plan | NEMA supports the Australian Government Crisis Coordination Team in coordinating responses under this plan. |\n| [Australian Government Overseas Assistance Plan](https://www.legislation.gov.au/search?query=Australian%20Government%20Overseas%20Assistance%20Plan) | None | Plan | NEMA supports the Australian Government Crisis Coordination Team in coordinating responses under this plan. |\n| [Australian Government Aviation Disaster Response Plan](https://www.legislation.gov.au/search?query=Australian%20Government%20Aviation%20Disaster%20Response%20Plan) | None | Plan | NEMA coordinates national preparedness and response activities under this plan. |\n| [Australian Government Space Re-Entry Debris Plan](https://www.legislation.gov.au/search?query=Australian%20Government%20Space%20Re-Entry%20Debris%20Plan) | None | Plan | NEMA coordinates national preparedness and response activities under this plan. |\n| [Australian Government Response Plan for Overseas Mass Casualty Incidents](https://www.legislation.gov.au/search?query=Australian%20Government%20Response%20Plan%20for%20Overseas%20Mass%20Casualty%20Incidents) | None | Plan | NEMA coordinates national preparedness and response activities under this plan. |\n| [National Messaging System](https://www.legislation.gov.au/search?query=National%20Messaging%20System) | None | System | NEMA is responsible for delivering and rolling out this system. |\n| [Public Safety Mobile Broadband](https://www.legislation.gov.au/search?query=Public%20Safety%20Mobile%20Broadband) | None | System | NEMA leads the delivery of this national public safety capability project. |\n| [National Emergency Management Stockpile](https://www.legislation.gov.au/search?query=National%20Emergency%20Management%20Stockpile) | None | Stockpile | NEMA manages and augments state and territory capabilities through this stockpile. |\n| [Work Health and Safety Act 2011](https://www.legislation.gov.au/search?query=Work%20Health%20and%20Safety%20Act%202011) | 2011 | Act | NEMA has responsibilities under this Act for the health and safety of its employees. |\n| [Environmental Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environmental%20Protection%20and%20Biodiversity%20Conservation%20Act%201999) | 1999 | Act | NEMA reports on its environmental performance in accordance with this Act. |", "global_initiatives_md": "# National Emergency Management Agency — Global Initiatives Catalogue\n\n## Focus areas\n* National crisis coordination and response\n* Disaster risk reduction and resilience\n* Emergency management capability building\n* Recovery assistance and support\n\n## National crisis coordination and response\n\n### National Response Operations Centre (NROC)\n**Jurisdiction**: United Kingdom\n**Run by**: Cabinet Office (CO) and the Home Office\n**Year**: Established in 2016, with ongoing enhancements\n**Status**: Active\n**What it does (2–3 sentences)**: The NROC provides a central hub for coordinating the UK government's response to national emergencies. It brings together representatives from various government departments and agencies to ensure a unified and effective response, manage information flow, and support decision-making.\n**Why it Australia (1–2 sentences)**: Offers insights into a centralised coordination model for all-hazards events, which could inform the structure and operation of Australia's Crisis Coordination Centre (CCT).\n**Find more**: [UK National Response Operations Centre](https://www.gov.uk/government/organisations/cabinet-office/about/our-structure#national-response-operations-centre)\n\n### Emergency Management Assistance Compact (EMAC)\n**Jurisdiction**: United States\n**Run by**: State governments, facilitated by the National Emergency Management Association (NEMA)\n**Year**: Established in 1996\n**Status**: Active\n**What it does (2–3 sentences)**: EMAC is a mutual aid agreement that allows states to share resources, personnel, and equipment during emergencies and disasters. It provides a legal and financial framework for interstate assistance, ensuring that states can receive the support they need without bureaucratic hurdles.\n**Why it Australia (1–2 sentences)**: Provides a model for interstate resource sharing and mutual assistance agreements, which could be adapted for Australian states and territories to enhance national response capacity.\n**Find more**: [Emergency Management Assistance Compact](https://www.emac.org/)\n\n### National Security Council (NSC) — Homeland Security Council (HSC)\n**Jurisdiction**: United States\n**Run by**: The White House\n**Year**: NSC established 1947, HSC established 2001\n**Status**: Active\n**What it does (2–3 sentences)**: The HSC advises the President on homeland security and emergency management issues, coordinating policy development and implementation across federal agencies. It plays a crucial role in ensuring a cohesive national approach to preparedness, response, and recovery.\n**Why it Australia (1–2 sentences)**: Demonstrates a high-level coordination mechanism for national security and emergency management policy, offering lessons for Australia's approach to integrating these functions.\n**Find more**: [Homeland Security Council](https://www.whitehouse.gov/briefing-room/statements-releases/2023/09/13/fact-sheet-president-biden-announces-key-homeland-security-council-appointments/)\n\n### National Emergency Management Agency (NEMA) — Crisis Management Centre (CMC)\n**Jurisdiction**: Singapore\n**Run by**: National Emergency Management Agency (NEMA)\n**Year**: Established in 2021\n**Status**: Active\n**What it does (2–3 sentences)**: The CMC serves as the central operational hub for coordinating Singapore's response to national emergencies. It integrates capabilities across various agencies to manage incidents, disseminate information, and ensure effective decision-making during crises.\n**Why it Australia (1–2 sentences)**: Offers a contemporary example of a dedicated national crisis management centre, providing insights into its operational setup and inter-agency integration.\n**Find more**: [Singapore NEMA Crisis Management Centre](https://www.nema.gov.sg/about-us/our-mandate/)\n\n## Disaster risk reduction and resilience\n\n### National Disaster Risk Reduction Framework (NDRRF)\n**Jurisdiction**: Canada\n**Run by**: Public Safety Canada\n**Year**: First adopted in 2017, with subsequent action plans\n**Status**: Active\n**What it does (2–3 sentences)**: The NDRRF outlines Canada's approach to reducing disaster risk and building resilience. It focuses on understanding risks, investing in mitigation and adaptation, and strengthening disaster response and recovery capabilities.\n**Why it Australia (1–2 sentences)**: Provides a comprehensive framework for national disaster risk reduction that Australia could draw upon for its own strategy, particularly in aligning actions across different levels of government.\n**Find more**: [Canada's Disaster Risk Reduction Framework](https://www.publicsafety.gc.ca/cnt/ntnl-scrt/crtcl-nfrstrctr/drr-rcdr-eng.aspx)\n\n### Building Back Better Framework\n**Jurisdiction**: United States\n**Run by**: Federal Emergency Management Agency (FEMA)\n**Year**: Evolved over time, with significant emphasis post-2015\n**Status**: Active\n**What it does (2–3 sentences)**: This framework guides recovery efforts to not only rebuild damaged infrastructure and communities but also to improve them to be more resilient to future disasters. It encourages investments in mitigation and preparedness as part of the recovery process.\n**Why it Australia (1–2 sentences)**: Offers a structured approach to integrating resilience and mitigation into disaster recovery, which could inform Australia's recovery funding and program design.\n**Find more**: [FEMA Building Back Better](https://www.fema.gov/disaster/reconstruction/building-back-better)\n\n### Sendai Framework for Disaster Risk Reduction\n**Jurisdiction**: Global (United Nations)\n**Run by**: United Nations Office for Disaster Risk Reduction (UNDRR)\n**Year**: Adopted in 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The Sendai Framework is a global agreement that sets out a 15-year plan to substantially reduce disaster risk and losses in lives, livelihoods, and health. It provides a roadmap for countries to implement policies and actions to build resilience.\n**Why it Australia (1–2 sentences)**: As a global standard, it provides a benchmark for Australia's disaster risk reduction efforts and encourages alignment with international best practices.\n**Find more**: [Sendai Framework for Disaster Risk Reduction](https://www.undrr.org/the-sendai-framework)\n\n### Hazard Insurance Partnership (HIP)\n**Jurisdiction**: Australia (Commonwealth)\n**Run by**: National Emergency Management Agency (NEMA) and the Insurance Council of Australia\n**Year**: Ongoing collaboration, formalised through various initiatives\n**Status**: Active\n**What it does (2–3 sentences)**: This partnership aims to improve the understanding of natural hazard risks across Australia by bringing together government and the insurance industry. It facilitates data sharing and analysis to inform risk reduction strategies and investment decisions.\n**Why it Australia (1–2 sentences)**: While an Australian initiative, its collaborative model with the insurance sector for risk understanding is a strong example of public-private partnership that other jurisdictions might emulate.\n**Find more**: [NEMA Hazard Insurance Partnership](https://www.nema.gov.au/about-us/our-partnerships/hazard-insurance-partnership)\n\n## Emergency management capability building\n\n### National Emergency Management System (NEMS)\n**Jurisdiction**: United States\n**Run by**: Federal Emergency Management Agency (FEMA)\n**Year**: Ongoing development and implementation\n**Status**: Active\n**What it does (2–3 sentences)**: NEMS is FEMA's framework for coordinating emergency management activities across all levels of government and the private sector. It aims to standardise capabilities, improve interoperability, and enhance the overall effectiveness of emergency management.\n**Why it Australia (1–2 sentences)**: Offers a comprehensive model for a national emergency management system, which could inform the development and integration of Australia's own national capabilities and systems.\n**Find more**: [FEMA National Emergency Management System](https://www.fema.gov/emergency-managers/nems)\n\n### Deployable Assets Program\n**Jurisdiction**: Canada\n**Run by**: Public Safety Canada\n**Year**: Ongoing program with various components\n**Status**: Active\n**What it does (2–3 sentences)**: This program focuses on acquiring and maintaining critical deployable assets that can be rapidly mobilised to support provinces and territories during emergencies. It includes equipment for communication, logistics, and specialised response functions.\n**Why it Australia (1–2 sentences)**: Provides a model for government investment in and management of specialised, deployable emergency response assets that can be shared nationally.\n**Find more**: [Public Safety Canada - Emergency Management](https://www.publicsafety.gc.ca/cnt/ntnl-scrt/crtcl-nfrstrctr/em-eng.aspx)\n\n### National Emergency Management Capability (NEMS)\n**Jurisdiction**: Australia (Commonwealth)\n**Run by**: National Emergency Management Agency (NEMA)\n**Year**: Under development, with resourcing secured for 2024-25\n**Status**: Active (in development)\n**What it does (2–3 sentences)**: NEMA is establishing a National Emergency Management Capability to enhance Australia's ability to respond to nationally significant, cross-jurisdictional, and international crises. This involves developing core capabilities and coordinating national efforts.\n**Why it Australia (1–2 sentences)**: This is an Australian initiative, but its development process and objectives are relevant for benchmarking against international efforts in building national emergency management capacity.\n**Find more**: [NEMA Corporate Plan 2025-26 to 2028-29](https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf)\n\n### National Crisis Exercising Program\n**Jurisdiction**: Australia (Commonwealth)\n**Run by**: National Emergency Management Agency (NEMA)\n**Year**: Ongoing, with deliverables reported in 2023-24\n**Status**: Active\n**What it does (2–3 sentences)**: This program involves conducting national-level exercises to test and improve the coordination and effectiveness of Australia's emergency management arrangements. It simulates various crisis scenarios to identify gaps and enhance preparedness.\n**Why it Australia (1–2 sentences)**: While an Australian initiative, its structured approach to national crisis simulation and evaluation is a key component of capability building that can be compared internationally.\n**Find more**: [NEMA Annual Report 2023-24](https://www.nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf)\n\n## Recovery assistance and support\n\n### Disaster Recovery Funding Arrangements (DRFA)\n**Jurisdiction**: Australia (Commonwealth and State/Territory Governments)\n**Run by**: Joint Commonwealth, State and Territory responsibility\n**Year**: Ongoing, with significant reforms and updates over time\n**Status**: Active\n**What it does (2–3 sentences)**: The DRFA provides financial assistance to states and territories to help them respond to and recover from declared natural disaster events. It covers a range of measures, including relief and recovery grants for individuals, communities, and infrastructure.\n**Why it Australia (1–2 sentences)**: This is Australia's primary mechanism for disaster recovery funding. Benchmarking its structure and effectiveness against international models can identify areas for improvement.\n**Find more**: [Australian Government Disaster Recovery Funding Arrangements](https://www.em.gov.au/disaster-funding/disaster-recovery-funding-arrangements)\n\n### National Disaster Recovery Framework (NDRF)\n**Jurisdiction**: United States\n**Run by**: Federal Emergency Management Agency (FEMA)\n**Year**: First published in 2016, updated periodically\n**Status**: Active\n**What it does (2–3 sentences)**: The NDRF establishes a national approach to disaster recovery, outlining principles, roles, and responsibilities for coordinating recovery efforts. It aims to ensure that recovery is timely, efficient, and supports community resilience.\n**Why it Australia (1–2 sentences)**: Provides a comprehensive framework for national disaster recovery coordination that Australia could use to refine its own recovery policies and inter-jurisdictional agreements.\n**Find more**: [FEMA National Disaster Recovery Framework](https://www.fema.gov/emergency-managers/recovery/ndrf)\n\n### Community Recovery Fund\n**Jurisdiction**: New Zealand\n**Run by**: Department of Internal Affairs\n**Year**: Established following major disaster events, with ongoing funding mechanisms\n**Status**: Active\n**What it does (2–3 sentences)**: This fund provides financial support for community-led recovery initiatives following significant disaster events. It aims to empower communities to rebuild and enhance their social, economic, and environmental resilience.\n**Why it Australia (1–2 sentences)**: Offers a model for supporting community-driven recovery efforts, which could complement Australia's direct financial assistance programs.\n**Find more**: [New Zealand Community Recovery Fund](https://www.dia.govt.nz/Community-Recovery-Fund)\n\n### Disaster Recovery Allowance (DRA)\n**Jurisdiction**: Australia (Commonwealth)\n**Run by**: Australian Government, administered by Services Australia\n**Year**: Implemented following disaster declarations\n**Status**: Active\n**What it does (2–3 sentences)**: The DRA provides short-term financial assistance to eligible individuals who have lost their income as a direct result of a major disaster. It is designed to help people meet immediate needs while they get back on their feet.\n**Why it Australia (1–2 sentences)**: This is an Australian initiative that provides a direct income support measure. Understanding its effectiveness and comparing it to similar international short-term income support mechanisms is valuable.\n**Find more**: [Australian Government Disaster Recovery Allowance](https://www.servicesaustralia.gov.au/individuals-and-families/payment-finder/disaster-recovery-allowance)\n\n*These entries are generated based on publicly available information and the provided strategy brief. They represent an LLM's interpretation and should be verified with official sources before any public citation.*", "strategy": { "reporting_period": "2023-24", "corporate_plan_period": "2025-26 to 2028-29", "vision": "To enable more secure, stronger and resilient communities before, during and after emergencies. [CP p.11]", "vision_source_page": 11, "purposes": "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]", "purposes_source_page": 11, "how_we_deliver": "Our agency is required to respond to more disaster and emergency events, for longer periods, across the crisis continuum, requiring an investment in capability and complexity. Staff contributing to the preparedness and response phases of emergency management require specific expertise within their roles. [CP p.16]", "how_we_deliver_source_page": 16, "government_priorities": [ { "text": "Leading and coordinating national action and assistance across the emergency management continuum.", "source_page": 20 }, { "text": "Building scalable, coordinated emergency management capability for nationally significant, cross-jurisdictional and international crises.", "source_page": 20 }, { "text": "Building evidence, intelligence and insights to empower communities, leaders and stakeholders to make effective decisions.", "source_page": 20 }, { "text": "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.", "source_page": 20 } ], "outcomes": [ { "name": "Outcome 1: Preparedness", "description": "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": [ "Lead and coordinate national preparedness", "Build national capabilities", "Lead policy to support the Australian Government, jurisdictions and the Australian community" ], "source_page": 16 }, { "name": "Outcome 2: Response", "description": "Lead and coordinate Australian Government response and support international response when required. [CP p.18]", "key_activities": [ "Lead and coordinate Australian Government response", "Support international response when required" ], "source_page": 18 }, { "name": "Outcome 3: Recovery", "description": "Lead and coordinate effective Australian Government recovery support to disaster impacted states, territories, local government and communities. [CP p.20]", "key_activities": [ "Lead and coordinate effective Australian Government recovery support" ], "source_page": 20 }, { "name": "Outcome 4: Risk reduction and resilience", "description": "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": [ "Lead reforms and activities to support the Australian Government and jurisdictions to respond to all-hazard emergencies and disasters" ], "source_page": 23 } ], "values": [ "Impartial", "Accountable", "Respectful", "Ethical", "to service" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Disaster risk reduction projects", "target": "27 GW (cumulative)", "source_page": 30 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Disaster risk reduction projects", "result": "Target met", "status": "Achieved", "source_page": 29 } ], "_source_urls": { "annual_report_url": "https://nema.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24.pdf", "corporate_plan_url": "https://www.nema.gov.au/sites/default/files/2025-09/NEMA%20Corporate%20Plan%202025-26%20to%202028-29.pdf" } }, "ideas": [ { "id": "sysmel-baseline-establishment", "category": "Data & Performance", "title": "Establish baseline for Systemic Monitoring and Evaluation of Learning (SysMEL)", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Government, emergency managers, communities", "description": "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.", "evidence_quote": "MODERATELY ACHIEVED. We have undertaken data collection activities, workshops and consultations to inform development of the SysMEL. Further work is required to advance the SysMEL methodology and establish a baseline to monitor how Australia is progressing against actions outlined in the National Disaster Risk Reduction Framework.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Form a dedicated SysMEL development team.", "Consult with state and territory agencies to identify existing data sources and reporting capabilities.", "Develop a comprehensive SysMEL methodology including key performance indicators and data collection protocols.", "Pilot the SysMEL methodology with a selected number of disaster events or regions.", "Establish a baseline report on Australia's progress against the NDRRF.", "Develop a plan for ongoing SysMEL data collection, analysis, and reporting." ], "risks_to_manage": [ "Lack of consistent data across jurisdictions.", "Resistance to new reporting requirements from state and territory agencies.", "Insufficient technical expertise within NEMA to develop and manage the SysMEL." ] }, { "id": "deployable-asset-readiness-protocol", "category": "Risk & Assurance", "title": "Develop and test readiness protocols for deployable emergency management assets", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Emergency response teams, affected communities", "description": "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.", "evidence_quote": "ON TRACK. Procurement of deployable assets; and establishment of a NEMS Capability with 2024–25 resourcing secured. Establishing strategic partnerships with relevant Australian Government agencies entities continues.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Identify all procured deployable assets and their intended use.", "Develop standard operating procedures for asset deployment, including activation triggers and logistical support.", "Establish a regular maintenance and testing schedule for all assets.", "Incorporate asset deployment scenarios into national crisis exercises.", "Train relevant personnel on the use and maintenance of the assets." ], "risks_to_manage": [ "Assets degrading due to infrequent use or poor maintenance.", "Delays in deployment due to unclear command and control arrangements.", "Lack of trained personnel to operate and maintain specialised equipment." ] }, { "id": "national-crisis-exercising-frequency", "category": "Strategy & Reform", "title": "Increase frequency and scope of national crisis exercises", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Government, emergency managers, first responders", "description": "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.", "evidence_quote": "ACHIEVED. All HRWS preparedness program deliverables were completed. Three national crisis exercises were conducted. A full review of one national plan was completed.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Develop a rolling 3-year national crisis exercise plan with at least one major exercise per year.", "Incorporate multi-jurisdictional and cross-sectoral participation in all exercises.", "Design exercises to test cascading and compounding disaster effects.", "Establish a robust after-action review process with clear accountability for implementing recommendations.", "Explore incorporating simulated public information campaigns into exercises." ], "risks_to_manage": [ "Resource constraints (personnel, budget) for increased exercise frequency.", "Jurisdictional buy-in and participation challenges.", "Difficulty in simulating realistic complex disaster scenarios." ] }, { "id": "public-awareness-campaign-nems", "category": "Citizen Services", "title": "Launch a national public awareness campaign for the National Emergency Management Stockpile (NEMS)", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "General public, communities", "description": "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.", "evidence_quote": "ON TRACK. The NMS rollout will be supported by 3 complementary work streams: a national public awareness campaign, a national training program for system users, and national operating protocols co-designed with states and territories. Each work stream was established during 2023–24.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Develop campaign messaging explaining the purpose and scope of NEMS.", "Utilise a range of communication channels (social media, mainstream media, community groups).", "Highlight how NEMS contributes to community resilience and preparedness.", "Provide clear information on where to find more details about NEMA's capabilities.", "Measure campaign reach and public understanding of NEMS." ], "risks_to_manage": [ "Public confusion about the difference between NEMS and personal preparedness.", "Campaign messaging not reaching vulnerable or remote communities.", "Limited budget for a sustained public awareness effort." ] }, { "id": "disaster-risk-reduction-investment-transparency", "category": "Data & Performance", "title": "Enhance transparency of Disaster Ready Fund (DRF) investment decisions", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Communities, local governments, researchers", "description": "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.", "evidence_quote": "ON TRACK. The Australian Government’s Disaster Ready Fund (DRF) continued to invest in projects which significantly reduce disaster risk and build long-term resilience in the face of increasing disasters.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Publish a detailed breakdown of DRF funding allocations by state/territory and project type.", "Provide summaries of the risk reduction assessments that underpinned successful applications.", "Develop a public-facing dashboard to track DRF-funded project progress and outcomes.", "Regularly update information on the DRF website.", "Seek feedback from successful applicants and community stakeholders on reporting clarity." ], "risks_to_manage": [ "Commercial-in-confidence issues with project details.", "Administrative burden of increased reporting.", "Ensuring reporting is accessible and understandable to a non-expert audience." ] }, { "id": "interoperability-framework-cross-jurisdictional", "category": "Regulation & Policy", "title": "Develop a formal interoperability framework for cross-jurisdictional emergency management systems", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Emergency services, government agencies, affected communities", "description": "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.", "evidence_quote": "ON TRACK. Procurement of deployable assets; and establishment of a NEMS Capability with 2024–25 resourcing secured. Establishing strategic partnerships with relevant Australian Government agencies entities continues.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Establish a working group with representatives from all state and territory emergency management agencies.", "Identify key data exchange requirements and standards for critical emergency management functions (e.g., incident reporting, resource allocation, situational awareness).", "Develop a national interoperability standard or set of standards.", "Pilot the framework with a cross-jurisdictional exercise.", "Develop a roadmap for the adoption of the framework by all jurisdictions." ], "risks_to_manage": [ "Technical challenges in integrating disparate IT systems.", "Resistance from jurisdictions to adopt new standards or modify existing systems.", "Ongoing maintenance and updates to the framework and associated standards." ] }, { "id": "crisis-coordination-team-post-event-review", "category": "Case Processing", "title": "Mandate post-event reviews for all Crisis Coordination Team (CCT) activations", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "NEMA, government, emergency management sector", "description": "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.", "evidence_quote": "ACHIEVED. A CCT was activated 100% of the time prior to a RFA from 1 July 2023 to 30 June 2024, with 16 CCT activations in total. Through the CCT a range of events have been actively managed and coordinated, including responses to Tropical Cyclone Jasper and the repatriation of people from Israel and Occupied Palestinian Territory.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Develop a standardised template for CCT post-event reviews.", "Define clear timelines for conducting and submitting reviews after each CCT activation.", "Establish a process for collating and analysing lessons learned from multiple reviews.", "Integrate findings into training materials and standard operating procedures.", "Communicate key lessons learned to relevant stakeholders." ], "risks_to_manage": [ "Review fatigue among CCT members.", "Lack of timely data or input from all involved parties.", "Failure to act on identified lessons learned." ] }, { "id": "disaster-resilience-data-sharing-agreement", "category": "Data & Performance", "title": "Establish formal data-sharing agreements for disaster resilience data", "scale": "Large", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Researchers, policymakers, emergency managers", "description": "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.", "evidence_quote": "MODERATELY ACHIEVED. We have undertaken data collection activities, workshops and consultations to inform development of the SysMEL. Further work is required to advance the SysMEL methodology and establish a baseline to monitor how Australia is progressing against actions outlined in the National Disaster Risk Reduction Framework.", "source": "annual-reports/2023-24.pages.jsonl", "implementation_steps": [ "Identify key data sets required for disaster risk reduction analysis (e.g., hazard mapping, infrastructure vulnerability, socio-economic data).", "Engage with potential data providers to understand their data governance and sharing policies.", "Develop standardised data-sharing agreement templates that address privacy, security, and usage rights.", "Prioritise agreements with agencies holding critical hazard and vulnerability data.", "Invest in secure data platforms for aggregation and analysis." ], "risks_to_manage": [ "Privacy concerns and data security risks.", "Legal and administrative hurdles in establishing agreements.", "Ensuring data quality and consistency across different sources." ] } ], 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"https://www.legislation.gov.au/search?query=Disaster%20Ready%20Fund" }, { "title": "Australian Government Crisis Management Framework", "year": null, "type": "Instrument", "role": "NEMA leads reforms and activities to support the Australian Government and jurisdictions in line with this framework.", "register_url": "https://www.legislation.gov.au/search?query=Australian%20Government%20Crisis%20Management%20Framework" }, { "title": "National Disaster Risk Reduction Framework", "year": null, "type": "Instrument", "role": "NEMA guides its vision through the Second National Action Plan to implement this framework.", "register_url": "https://www.legislation.gov.au/search?query=National%20Disaster%20Risk%20Reduction%20Framework" }, { "title": "Australian Government Plan for the Reception of Australian Citizens and Approved Foreign Nationals Evacuated from Overseas", "year": null, "type": "Plan", "role": "NEMA administers this national plan.", "register_url": 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