Conduct, and encourage the uptake of, world-class scientific research.
CSIRO relies on excellent science to deliver benefits to industry, society and the environment, and we don’t do this alone. In collaboration with our research and industry partners and strategic investments, we help translate scientific discoveries into practical applications for the world.
We work to achieve this purpose through three Functions:
Function 1.1: Provide and facilitate uptake of excellent scientific and technology solutions to deliver impact to the nation. | ||||
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Key activities
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Outcomes
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Performance and targets* against the outcomes |
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Performance Criteria | 2018-19 | 2019-20 | 2020-21 | 2021-22 |
Demonstrate triple-bottom line impacts through:
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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 |
* CSIRO is currently undertaking a review of all performance measures. An updated set of metrics and targets will be finalised for the 2019-20 Corporate Plan.
Function 1.2: Connect to global science, technology and innovation to access new opportunities for Australian innovation | ||||
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CSIRO subsidiaries play a critical part in our ability to meet our purpose. CSIRO has an offshore representation (science laboratory and corporate) in North and South America (US and Chile), Europe (Montpelier) and South East Asia (Singapore) to support CSIRO’s global engagement. Our international presence aims to enhance our support to staff in order to build and deepen relationships, boost commercialisation pathways and access new markets – ultimately for national benefit. |
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Key activities
International offices are to:
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Outcomes
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Performance and targets* against the outcomes |
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Performance Criteria | 2018-19 | 2019-20 | 2020-21 | 2021-22 |
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 |
* CSIRO is currently undertaking a review of all performance measures. An updated set of metrics and targets will be finalised for the 2019-20 Corporate Plan.
Function 1.3: Manage funding for industrial scientific research activities and assist industry through research collaboration and capacity building |
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CSIRO uses two subsidiaries to deliver against this Function:
In addition, the latest subsidiary of CSIRO is National ICT Australia (NICTA). NICTA is not a vehicle for delivery against this Function. NICTA became a controlled entity of CSIRO in August 2015, and is operating to hold intellectual property and commercialise research related to strategic information and communications technology (ICT) research. |
CSIRO Innovation Fund As part of the National Innovation and Science Agenda (NISA) announced by the Australian Government in December 2015, CSIRO has established the CSIRO Innovation Fund to invest in the development of early stage technology opportunities from the public research sector, to increase their translation into commercial opportunities to be taken up by Australian industry. |
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Key activities
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Outcomes Australian industries maintain and improved their competitiveness through the application of new technologies and solutions. |
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Performance and targets against the outcomes |
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Performance Criteria | 2018-19 | 2019-20 | 2020-21 | 2021-22 | |
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 |
SIEF The SIEF was established by the Science and Industry Endowment (SIEF) Act 1926, for the purpose of supporting scientific and industrial research for the benefit of Australia and its people. The SIEF makes strategic investments in scientific research that addresses issues of national priority for Australia. |
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Key activities
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Outcomes
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Performance and targets against the outcomes |
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Performance Criteria | 2018-19 | 2019-20 | 2020-21 | 2021-22 |
Evidence of outcomes and impacts of SIEF funded projects |
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 |
>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 |
>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 |
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 |
12 projects |
As per 2018-19 |
As per 2018-19 |
N/A. Minimal projects remaining beyond 2020-21 |