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Multiple lines of evidence are used to monitor overall achievement against our strategy, including reporting against ten Enterprise Strategy Measures (ESMs).
The ten ESMs are designed to provide evidence of our performance across four dimensions that are critical to the success of the CSIRO Strategy 2011–15. These dimensions are:
Table 2.3 provides a summary of actions taken and progress achieved against our ESMs.
1. Develop measures in 2011–12 for benchmarking our performance for delivery of triple-bottom-line1 impact through evaluating realised benefits. Be recognised as one of the top three global applied science organisations by 2014–15 for impact delivery as measured against our 20 global peers.
In 2011–12, CSIRO commenced the process of developing a balanced scorecard to measure the Organisation’s performance in terms of financial, people, outputs and adoption of research to benchmark against its global peers. The aim is to demonstrate that, by 2014–15, CSIRO is recognised as one of the top three applied science organisations globally. The next steps to achieve this will be to work with peers to coordinate the data collection process during 2012–13, with a view to reporting the first set of results in 2013–14.
2. Develop future impact pipelines for at least 80 per cent of the Flagships Portfolio by June 2012; evaluate potential triple-bottom-line value for at least 50 per cent of the Flagship future pipeline by June 2013 and 80 per cent by June 2014. Deliver Flagships’ goals at a rate meeting or exceeding initial time-to-goal expectations
As at 30 June 2012, 89 per cent of the National Research Flagships Portfolio (eight of the nine Flagships) successfully completed development of their future intended impact statements. This included defining the triple-bottom-line outcome statements and time-to-goal estimates for the various themes of science research that deliver the eight Flagships. This work has laid the foundation for evaluating the estimated time-to-goal delivery for the Flagships' outcomes and provides a base against which CSIRO can ensure initial time-to-goal expectations are being met or exceeded.
For more information see the Operational Plan Key Executive Actions.
3. Baseline customers’ ‘willingness to recommend’ in 2011–12 and improve our performance year-on-year over the strategy.
This year, CSIRO completed a trial to test the validity of a proposed customer satisfaction survey. Results of this trial are being incorporated into a final survey, which is expected to be implemented in 2012–13 and performance benchmarked in 2013–14.
4. Increase the community awareness of impact derived from CSIRO activities from the established baseline in 2010–11 to 75 per cent by 2014–15.
In 2011, 40 per cent of Australians questioned in an on-line survey were able to name at least one contribution they believed CSIRO had made to their life. In an effort to increase this result to 75 per cent by 2014–15, CSIRO developed a five-year community engagement strategy designed to increase community awareness of the impact of CSIRO’s research.
For more information see Program 3 – Science Outreach: Education and Scientific Publishing.
5. Science quality is maintained or improved in Environment and Ecology, Agricultural Sciences, Plant and Animal Sciences, and Geosciences as measured through benchmarking against global peers (science productivity, citations per paper, collaboration). CSIRO maintains breadth in at least 14 fields in the top one per cent globally based on ISI/Thomson Reuters total citation data.
In 2011–12, CSIRO remained in the top 0.1 per cent of global institutions in four major research fields – Environment and Ecology, Agricultural Sciences, Plant and Animal Sciences, and Geosciences. These four fields account for 60 per cent of CSIRO’s total output in terms of citations and publication numbers. In addition, CSIRO ranks in the top 1 per cent of global science institutions across a further ten fields. In total, across 22 globally recognised research fields, CSIRO has maintained its position of being in the top 1 per cent of global institutions in 14 of these fields.
For more information see Program 2 – Core Research and Services.
6. Progress towards establishing precincts of global standing in the Plant and Agricultural Sciences, Resource Sciences, Environmental Sciences, Materials and Manufacturing Sciences and Human Life Sciences meets Precinct Development Plans by 2014–15.
The CSIRO Board approved the establishment of five global precincts to consolidate resources and optimise opportunities to build on and integrate research and development.
For more information see the Operational Plan Key Executive Actions.
7. No fatalities or major injuries of CSIRO people. Lost time injury frequency rate (LTIFR)2 and medical treatment injury frequency rate (MTIFR)3 improves year-on-year and is in the top quartile of like organisations by 2014–15.
In 2010–11, CSIRO introduced a new method of reporting major injuries for LTIFR and MTIFR. Using this new approach for the first full year, the reported LTIs were 53 and the MTIs were 80. CSIRO’s Energy Technology Division achieved the best performance in terms of our Zero Harm objective with no LTIs or MTIs reported.
Muscular skeletal type injuries present the greatest risk across CSIRO, with 53 per cent of LTIs and 63 per cent of MTIs resulting from body stressing. An enterprise team is currently developing an intervention plan with activities to reduce body stressing type injuries.
For more information on CSIRO’s Health, Safety and Environment.
8. Awareness of CSIRO’s Values increases from the established baseline of 73 per cent (2010–11) to 95 per cent in 2011–12. A baseline for the use of Values in guiding behaviours and decision-making is established by June 2012 and improves year-on-year over the strategy period.
Results from an all Staff Survey indicated an eight per cent increase in staff’s awareness of CSIRO’s Values between 2010–11 and 2011–12. This positive result is evident by the improved overall awareness and application of CSIRO’s Values. Results indicated that staff are actively applying CSIRO’s Values.
CSIRO continues to review responses to survey questions to improve the application of our values in the Organisation. Progress against this metric will be assessed through subsequent surveys.
9. CSIRO’s financial, operating and capital management performance meets approved annual budget.
CSIRO’s financial, operating and capital management performance was within the approved annual budget. The final result for the year is an overall surplus. This result can be attributed to the wireless local area network (WLAN) licence settlement late in the financial year. CSIRO will not fully spend its capital budget due principally to an underspend on major projects.
10. Direct investment of CSIRO resources towards major national challenges and opportunities through the National Research Flagships increases to 65 per cent by 2014–15.
In 2011–12, direct investment in the National Research Flagships Program remained consistent with previous years at 42 per cent. This is expected to increase to 49 per cent in 2012–13 due to the establishment of the Biosecurity and Digital Productivity and Services Flagships on 1 July 2012.
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Last updated: Last updated: 23 June 2015
Printed from: Strategy progress – Enterprise Strategy Measures (http://csiroaucd2-cdc.it.csiro.au/en/About/Our-impact/Reporting-our-impact/Annual-reports/11-12-annual-report/Part2/Strategy-progress)