We provide innovative scientific and technology solutions to national challenges and opportunities to benefit industry, the environment and the community, through scientific research and capability development, services and advice.
A complete list of all performance indicators to measure and assess our performance are outlined below. We are currently undertaking a comprehensive review of all our performance measures. They will be refined, where necessary, to better align our purpose, corporate plan and the PBS. The result of this process will be presented in the Corporate Plan 2019-20.
Purpose 1: Conduct, and encourage the uptake of, world-class scientific research
| Function | Performance Criteria | 2018-19 PBS Program |
Targets Targets for 2020-21 and onwards will be confirmed or adjusted during 2018/19 FY |
|||
|---|---|---|---|---|---|---|
| 2018-19 | 2019-20 | 2020-21 | 2021-22 | |||
| 1.1 Provide and facilitate uptake of excellent scientific and technology solutions to deliver impact to the nation |
Demonstrate triple-bottom line impacts through:
|
1 |
|
|
As per 2019-20 |
As per 2018-19 |
|
Customer satisfaction |
- |
Customer Net Promoter Score +18 |
Customer Net Promoter Score +20 |
As per 2019-20 | As per 2019-20 | |
|
Public perception of CSIRO |
- |
Increase positive public perception of CSIRO to 80% |
As per 2018-19 | As per 2019-20 | As per 2019-20 | |
|
Feedback received from universities involved in the ON program |
- |
Maintain willingness to recommend at 80% (highly recommend) |
As per 2018-19 | As per 2018-19 | As per 2018-19 | |
|
Normalised citation rate relative to global average performance |
- |
Maintain at top quartile of Australian universities & >50% above global average |
As per 2018-19 | As per 2018-19 | As per 2018-19 | |
|
Strategic innovation investment (including future science platforms and central competitive funds) |
- |
Increase by $30m to $62m |
Increase by $40m to $72m |
As per 2019-20 | As per 2019-20 | |
| 1.2 Connect to global science, technology and innovation to access new opportunities for Australian innovation |
Evidence of triple-bottom line impacts from global activities, with demonstrated benefits to Australia |
- |
Minimum of 6 externally validated impact case studies |
20% growth on number of impact case studies conducted each year |
As per 2019-20 | As per 2019-20 |
|
Establishing new, significant and strategic level MOUs |
- |
8 negotiated per year |
As per 2018-19 | As per 2018-19 | As per 2018-19 | |
| 1.3 Manage funding for industrial scientific research activities and assist industry through research collaboration and capacity building | Pipeline of investable propositions from the CSIRO Innovation Fund 1, LP from publically funded research institutions |
- |
As least 5 investable propositions pursued | As per 2018-19 | As per 2018-19 | As per 2018-19 |
| Evidence of outcomes and impacts of SIEF funded projects |
3 |
Minimum of 2 case studies | As per 2018-19 | As per 2018-19 | As per 2018-19 | |
| Proportion of SIEF research projects involving more than one organisation |
3 |
>94% of projects involve more than one organisation | As per 2018-19 | As per 2018-19 | N/A. Minimal projects remaining beyond 2020-21 | |
| Utilisation of the SIEF funded research infrastructure |
3 |
>60% operational time used 20% usage in collaborative projects |
As per 2018-19 | As per 2018-19 | N/A. Minimal projects remaining beyond 2020-21 | |
| Technologies receiving ongoing commercialisation support from venture capital or industry sources after one year of completing the SIEF Experimental Development Program |
3 |
Minimum of 1 case study of a technology receiving ongoing commercial support | As per 2018-19 | As per 2018-19 | As per 2018-19 | |
| Number of projects where additional SIEF STEM+ Business Fellowships are spent on research between the company and the STEM+ Fellow’s host research team or with others |
3 |
12 projects |
As per 2018-19 | As per 2018-19 | N/A. Minimal projects remaining beyond 2020-21 | |
Purpose 2: Mobilise and develop the best talent, for the benefit of Australia
| Function | Performance Criteria | 2018-19 PBS Program |
Targets Targets for 2020-21 and onwards will be confirmed or adjusted during 2018/19 FY |
|||
|---|---|---|---|---|---|---|
| 2018-19 | 2019-20 | 2020-21 | 2021-22 | |||
|
2.1 Promote Science, Technology, Engineering and Mathematics capability development and education |
Utilisation of science outreach programs |
- |
Increase participation in programs by 10% |
As per 2018-19 |
Maintain participation in programs |
Maintain participation in programs |
|
Innovation hubs established by the ON program to facilitate partnering activity |
- |
5 hubs established |
As per 2018-19 |
As per 2018-19 |
As per 2018-19 |
|
Purpose 3: Manage research infrastructure on behalf of the nation
| Function | Performance Criteria | 2018-19 PBS Program |
Targets Targets for 2020-21 and onwards will be confirmed or adjusted during 2018/19 FY |
|||
|---|---|---|---|---|---|---|
| 2018-19 | 2019-20 | 2020-21 | 2021-22 | |||
| 3.1 Ensure utilisation of national facilities and collections | Utilisation of research infrastructure and collections (use of facilities and collections as measured through: successful observations, time lost during observations and operations, core-hour use, outward loans and successful research days delivered) | 2 | Minimum of 70% successful astronomy observations | As per 2018-19 | As per 2018-19 | As per 2018-19 |
| 2 | Maximum 5% time lost during scheduled observation | As per 2018-19 | As per 2018-19 | As per 2018-19 | ||
| 2 | 90% core hours on Magnus supercomputer | As per 2018-19 | As per 2018-19 | As per 2018-19 | ||
| 2 | 70% outward loans (over 5 years) - combined utilisation of national research collections | As per 2018-19 | As per 2018-19 | As per 2018-19 | ||
| 2 | Minimum of 90% successful research days delivered on Marine National Facility | As per 2018-19 | As per 2018-19 | As per 2018-19 | ||
| 2 | Maximum of 10% time lost during scheduled Marine National Facility operations | As per 2018-19 | As per 2018-19 | As per 2018-19 | ||
| Maintenance and operation of the research infrastructure to appropriate standards | - | Maintain compliance with Australian legislation and regulations and ISO accreditations | As per 2018-19 | As per 2018-19 | As per 2018-19 | |
Overarching Function: Be a healthy and sustainable organisation
| Function | Performance Criteria | 2018-19 PBS Program |
Targets Targets for 2020-21 and onwards will be confirmed or adjusted during 2018/19 FY |
|||
|---|---|---|---|---|---|---|
| 2018-19 | 2019-20 | 2020-21 | 2021-22 | |||
| Be a healthy and sustainable organisation | Females shortlisted for leaders | - | >35% of candidates shortlisted for leadership roles are females | >40% of candidates shortlisted for leadership roles are females | As per 2019-20 | As per 2019-20 |
| Staff engagement | - | Maintain 80% of staff engagement, as measured through the Staff Survey | As 2018-19 | As per 2018-19 | As per 2018-19 | |
| Staff morale | - | 84% of staff are proud to be associated with CSIRO | 85% of staff are proud to be associated with CSIRO | As per 2019-20 | As per 2019-20 | |
| Regulatory reportable Comcare incidents | - | No more than 9 reportable Comcare incidents | No more than 8 reportable Comcare incidents | As 2019-20 | As per 2019-20 | |
| HSE audits and reviews completed on time | - | 90% of HSE audits and reviews completed on time | 95% of HSE audits and reviews completed on time | As per 2019-20 | As per 2019-20 | |
| Meet or exceed bottom line budget operating result | - | Achieved bottom line operating result | As per 2018-19 | As per 2018-19 | As per 2018-19 | |