Achieving positive impact together

Transcription

1 Achieving positive impact together Operational plan

2 your csiro As Australia s national science organisation CSIRO is one of the largest and most diverse scientific organisations in the world. We have been at the forefront of science since Our innovation, excellence and collaborative approach places us in the top ten applied research agencies globally. At CSIRO we shape the future. We do this by using science to solve real issues. Our research makes a difference to industry, people and the planet. our vision Our science is used to make a profound and positive impact for the future of Australia and humanity. our mission We deliver innovative solutions for industry, society and the environment through great science. CSIRO, the Commonwealth Scientific and Industrial Research Organisation, is Australia's national science agency and one of the largest and most diverse research agencies in the world. CSIRO is an Australian Government statutory authority in the Department of Industry, constituted and operating under the provisions of the Science and Industry Research Act This document is in accordance with the requirements of section 35 of the Science and Industry Research Act Cover image: Engineers and technicians at CSIRO s solar thermal research facility, Newcastle, NSW. In May 2014 the team generated hot and pressurised supercritical steam using solar power. Supercritical steam generated is currently used in the most advanced fossil fuel power stations. The research by CSIRO is yet another step towards lower cost renewable energy.

3 Contents Your CSIRO Our vision Our mission iii iv vi Addressing tomorrow The Chief Executive CSIRO Big ideas start here Generating positive impact: our operating model Part one 1 Our commitment 1 CSIRO s values compass: guiding our planning, behaviour, decisions and actions 1 Key planning documents Part two 3 Our strategy 3 Strategic objectives 4 Programs 4 Program 1.1 Research National Flagships, Science and Services 5 Program 1.2 Research infrastructure National Facilities and Collections 5 Program 1.3 Science and Industry Endowment Fund (SIEF) Part three 7 Implementing our strategy 7 Key Executive Actions Part four 11 Resourcing our strategy 11 Resourcing our activities 11 Program expenditure 16 Global precincts Part five 19 Monitoring and reporting 19 Monitoring our strategy and performance 20 CSIRO governance 22 Monitoring our risks

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5 Addressing tomorrow The Chief Executive CSIRO is one of the most multidisciplinary research organisations in the world. It plays a vital role in enhancing collaboration within the Australian national innovation system, and as a trusted advisor to government, industry and the community. We are continually evolving to enhance the value we deliver to the nation, our partners and customers, and to strengthen our global competitiveness as one of the top ten applied research agencies in the world. As such, we are reforming our innovation organisation to improve our productivity, better serve our customers and partners and enhance our capacity to deliver positive impact for the world around us. From 1 July 2014 CSIRO was streamlined into three lines of business: impact science, national facilities and collections and CSIRO services. This transformational change will position us as one of the most multi-disciplinary national R&D organisation in the world, will lift our role as the pre-eminent manager of national facilities and further improve the services we provide to the community and business. It is the next step in our strategic journey. Delivering impact through science: Our National Research Flagships Our biggest change is in streamlining our science and research around nine National Research Flagships focused on delivering positive impact for the major challenges and opportunities facing the nation and humanity. This change builds on 10 years of developing the Flagship model as an effective vehicle for mobilising multidisciplinary capability and scientific research that addresses critical challenges like the nexus of energy, food, land and water. Through this change we will streamline our management layers and processes. Building knowledge CSIRO is the pre-eminent manager of national facilities for the nation. Our role is to be an effective and efficient custodian of science infrastructure for the benefit of the Australian research and business community. Throughout the year we will deliver on a number of projects including the new Marine Research Vessel, Investigator, the Australian Square Kilometre Array Pathfinder (ASKAP) Radio Telescope, and the Pawsey Supercomputing Centre in Perth. In addition, our Precincts Strategy will continue to bring CSIRO together with the best in the nation. Driving innovation Services CSIRO Services will deliver more efficient, customer focused services to business, government, education, research and the community. Over the coming year we will pay special attention to promoting new, easy to access innovation services that support industries to deliver high value-added products and services, increase productivity and enhance our nation s position as a leader in R&D commercialisation. Eyes on the stars, feet on the ground As a visionary yet grounded organisation we realise that we will need to continue to refine our structure in light of internal and external feedback and to work within a tight external environment. As this is the final year of our four-year strategy, the year ahead will also see us focus on developing our next strategy for We are proud to be a world-leading research organisation focused on making a difference. Each of us at CSIRO has a role to play in building this success. I look forward to working with all of you to achieving our objectives. Dr Megan Clark Chief Executive CSIRO Operational plan iii

6 CSIRO: BIG IDEAS START HERE 55 $1B SITES OVER 5,000 $1BILLION+ TOP 10 APPLIED TALENTED STAFF BUDGET RESEARCH AGENCY GLOBALLY INDUSTRY PARTNERS OUR INNOVATIONS FAST WLAN WIRELESS LOCAL AREA NETWORK POLYMER BANKNOTES RELENZA FLU TREATMENT BARLEYMAX HIGH-FIBRE WHOLEGRAIN EQUIVAC HeV VACCINE FOR HENDRA VIRUS TOTAL WELLBEING DIET EXTENDED WEAR CONTACT LENSES NOVACQ PRAWN FEED SOFTLY WASHING LIQUID Some of these innovations were developed with collaborators and other parties may have rights to manufacture or market the relevant products including trade mark rights. iv Achieving positive impact together

7 GLOBAL PRECINCTS MAJOR INFRASTRUCTURE MARINE RESEARCH VESSEL HOBART TAS NATURAL & ENVIRONMENTAL SCIENCES CANBERRA ACT NATIONAL RESOURCE SCIENCES PRECINCT PERTH WA ECOSCIENCES BRISBANE QLD HUMAN LIFE SCIENCES PARKVILLE VIC ASKAP RADIO TELESCOPE MURCHISON WA THE PAWSEY SUPERCOMPUTING CENTRE PERTH WA MANUFACTURING & MATERIALS INNOVATION PRECINCT CLAYTON VIC $585.6M $126.5M AGRICULTURE Helping Australian farmers and industry improve productivity and sustainability across the agriculture sector. $85.5M ENERGY Enhancing Australia s economic competitiveness and regional energy security while enabling the transition to a lower emissions energy future. $71.3M MANUFACTURING Developing cleaner advanced materials and technologies to enable manufacturers to secure a competitive and sustainable future. 9 NATIONAL RESEARCH FLAGSHIPS FOCUSED ON THE BIGGEST CHALLENGES FACING THE NATION $16.9M BIOSECURITY Helping to protect Australia from biosecurity threats and risks posed by serious exotic and endemic pests and diseases. $41.6M FOOD & NUTRITION Supporting the health and wellbeing of Australians and the sustainability and viability of the Australian food industry. $52.1M MINERALS Growing Australia s resource base, increase productivity and driving environmental performance. $46.1M DIGITAL PRODUCTIVITY Addressing some of Australia s and the world s most pressing economic and developmental challenges using data digital technologies. $76.8M LAND & WATER A globally recognised provider of innovative research solutions to the most significant land, water and ecosystem management challenges. $69.0M OCEANS & ATMOSPHERE Helping to manage and understand Australia's marine estate and atmospheric environment, plan for and respond to climate related hazards and ensure sustainable coastal development and growth of marine industries. CSIRO Operational plan v

8 Generating positive impact: our operating model At CSIRO we exist to make a positive impact and want the legacy of our work to last for many generations. On 1 July 2014 we implemented a new operational structure that will improve our ability to focus on the biggest challenges facing Australia and the world around us. This structure will see CSIRO organised by three distinct lines of business that recognise the contributions each make and how we engage with our clients and partners. Perhaps the greatest change is the restructuring of our previous Flagships and Divisions operational model into a smaller number of new larger Flagships tasked with addressing national challenges. These will combine both our projects and people and integrate all activities from capability development through to science delivery. These three lines of business will ensure CSIRO is more agile, effective, efficient and easy to deal with. NATIONAL FACILITIES & COLLECTIONS Infrastructure and biological collections managed by CSIRO for the benefit of research and industry. IMPACT SCIENCE Nine National Research Flagships with a focus on the biggest challenges facing the nation. CSIRO SERVICES Commercial, customercentric products and services for industry, government and the community. vi Achieving positive impact together

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11 PART ONE Part one Our commitment CSIRO delivers scientific research to benefit Australian industry and the community, encourages and facilitates the application of research, and contributes to the achievement of national objectives. CSIRO s values compass: guiding our planning, behaviour, decisions and actions. Embracing scientific excellence and working together ethically and with integrity in everything we do. Building trust and respect each day with our communities, partners and colleagues, knowing that with trust comes accountability. Igniting our creative spirit, exploring new horizons and creating an environment where innovation thrives. Consistently delivering on our commitments. Do what we say we will do. Striving towards a healthy, safe and sustainable future. Key planning documents The major components of CSIRO s planning framework are outlined below. EXTERNAL: INTERNAL: STRATEGIC PLAN PORTFOLIO BUDGET STATEMENT SCIENCE AND INDUSTRY RESEARCH ACT 1949 OPERATIONAL PLAN LINE OF BUSINESS AND ENTERPRISE SUPPORT PLANS INDIVIDUAL PERFORMANCE AGREEMENTS CSIRO Operational plan

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13 PART TWO Part two Our strategy The Strategic Plan describes the vision and key focus areas for CSIRO to further develop its role in the National and Global Innovation Systems. The Strategic Plan conveys the broad objectives for the Organisation and sets out the key policies and strategies to be pursued to achieve those objectives. In June 2011 the CSIRO Board approved the CSIRO Strategic Plan for The strategy embraces the Organisation s distinct role as a large-scale, multidisciplinary and mission directed science organisation. As a trusted advisor on the big issues facing the nation, CSIRO continues to play a key role in Australia s productivity and competitiveness. It seeks to attract the best and brightest minds to work collaboratively and conduct world-class research that fuels the innovation system. Strategic objectives The CSIRO strategy establishes five pillars for the four-year period. NATIONAL RESEARCH FLAGSHIPS SCIENCE EXCELLENCE AND PREPAREDNESS DEEP COLLABORATION AND CONNECTION INNOVATION ORGANISATION TRUSTED ADVISOR Focus and increase the Organisation s resources invested in delivering profound impact in response to national challenges and opportunities through the National Research Flagship Program. Invest in people and infrastructure to maintain and develop national scientific breadth and depth in support of delivering profound impact and scientific preparedness. Build deep connections with and among the best partners in Australia and the world to complement our science capability and accelerate impact delivery. Boost our capacity to operate as one organisation to respond to the changing nature of science, deliver profound impact and build capability for the future. Play a leading role in the trusted delivery of scientific evidence, advice and interpretation to the Australian Government, public and industry. 1 CSIRO Operational plan

14 Programs This section provides an overview of the activities that CSIRO undertakes to fulfil its mission and deliver on its commitment to the Parliament and people of Australia as outlined in its Portfolio Budget Statement. CSIRO research investment is divided into three programs: Research - National Flagships, Science and Services, Research Infrastructure National Facilities and Collections, and Science and Industry Endowment Fund. Each program includes performance indicators and targets to assess and monitor the performance of CSIRO in achieving the outcomes of the programs. PROGRAM 1.1 RESEARCH NATIONAL FLAGSHIPS, SCIENCE AND SERVICES National Research Flagships aim to increase economic, social and environmental wellbeing in areas of complex challenges through the provision of information, advice and scientific solutions. National challenges being addressed through this program include agriculture, biosecurity, climate, productivity, energy, food, health, manufacturing and mining. Flagships operate on a large scale and with long timeframes, and have a strong focus on identifying a clear path to adoption and impact to deliver real benefits to the Australian economy, community and environment. CSIRO Services is an extension brand and business model - it delivers services that do not typically include elements of scientific discovery and research to differentiated customer segments. CSIRO Services provides an entrepreneurial, lower cost, lower overhead service. CSIRO Services runs outreach programs, and builds new networks and relationships for the benefit of CSIRO as whole. The key performance indicators for CSIRO research and services are: Evidence of economic, social and environmental impacts through demonstrated uptake and adoption of research outputs Maintain or increase the number of refereed publications Maintain customer satisfaction Awareness of science by CSIRO stakeholders Maintain or improve science excellence in CSIRO research capabilities and the impact of their research outputs as assessed through a rolling program of rigorous peer review Utilisation and success of science outreach programs. 4 Achieving positive impact together

15 PART TWO PROGRAM 1.2 RESEARCH INFRASTRUCTURE NATIONAL FACILITIES AND COLLECTIONS National facilities and collections include those amenities where CSIRO is the owner and/or operator of a facility which is available for use by external parties, namely the Australian research community. Both international and Australian users can access the facility without the support of CSIRO science. Facilities are resourced with CSIRO staff to run and support the facility s operations. The key performance indicators for CSIRO s National Facilities and Collections are: Utilisation of the facilities and collections Maintain and operate to appropriate standards Maintain or increase the proportion of collections available to researchers and the public, including digitised and nondigitised collections Demonstrated response to national events by providing science-ready facilities in support of CSIRO and external party research. PROGRAM 1.3 SCIENCE AND INDUSTRY ENDOWMENT FUND (SIEF) The SIEF was established by Commonwealth legislation, the Science and Industry Endowment 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. The key performance indicators for SIEF are: Proportion of projects align with SIEF purpose and strategic objectives Proportion of projects involving more than one organisation Financial contributions of partners Number of publications from SIEF projects Number of Early Career Researchers funded through SIEF projects. CSIRO Operational plan

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17 PART THREE Part three Implementing our strategy Key Executive Actions (KEAs) confirm the annual priorities to be undertaken to deliver on the CSIRO Strategy. Each year the CSIRO Executive Team and Board identify KEAs which focuses attention on the most important priorities for the Organisation. The Operational Plan identifies nine KEAs to progress the CSIRO Strategy. Key Executive Actions STRATEGIC OBJECTIVE 1 NATIONAL RESEARCH FLAGSHIPS FOCUS AND INCREASE THE ORGANISATION S RESOURCES INVESTED IN DELIVERING PROFOUND IMPACT IN RESPONSE TO NATIONAL CHALLENGES AND OPPORTUNITIES THROUGH THE NATIONAL RESEARCH FLAGSHIP PROGRAM. KEA 1 IMPACT SCIENCE LINE OF BUSINESS Finalise and communicate the formation of the nine new Flagships as CSIRO s key vehicle to deliver profound national impact. Complete the transition to focus our resources invested through the National Research Flagship Program. Embed the Impact 2020 planning, monitoring and evaluation framework and accountabilities to a consistent standard across all Flagships. STRATEGIC OBJECTIVE 2 SCIENCE EXCELLENCE INVEST IN PEOPLE AND INFRASTRUCTURE TO MAINTAIN AND DEVELOP NATIONAL SCIENTIFIC BREADTH AND DEPTH IN SUPPORT OF DELIVERING PROFOUND IMPACT AND SCIENTIFIC PREPAREDNESS. KEA 2 SCIENCE PLATFORMS Flagships will complete and commence implementation of approved science direction and capability plans covering workforce and talent, global science standing, infrastructure, collaborations (internal and external) and future science platforms aligned with their Flagship goals and impact objectives. STRATEGIC OBJECTIVE 3 DEEP COLLABORATION AND CONNECTION BUILD DEEP CONNECTIONS WITH AND AMONG THE BEST PARTNERS IN AUSTRALIA AND THE WORLD TO COMPLEMENT OUR SCIENCE CAPABILITY AND ACCELERATE IMPACT DELIVERY. KEA 3 NATIONAL RESEARCH FACILITIES AND COLLECTIONS KEA 4 CSIRO SERVICES LINE OF BUSINESS KEA 5 PRECINCTS Finalise the formation of the National Facilities and Collections line of business, and commence implementation of a strategy to optimise infrastructure utilisation and condition, that will support a long term sustainable funding model for these assets. Finalise the formation of the CSIRO Commercial Services line of business including the development and commencement of a strategy that transitions the line to budget neutrality by 2016/17. Deliver CSIRO Global Precincts in line with individual precinct plans with commitment from key collaborators and partners, with a particular focus during the year on progressing the Canberra and Clayton Precincts, and re-positioning our efforts in the Parkville Precinct. CSIRO Operational plan

18 CSIRO GLOBAL KEA 6 BUSINESS DEVELOPMENT AND KEY PARTNERSHIPS Build industry research alliances, active licenses and the proportion of external funding from industry sources: a. Increase the total value of long-term strategic partnership agreements with industry by 10 per cent. b. Increase the number of active licences by 15 per cent, and increase the proportion of licenses to Australian small-medium enterprises. c. Maintain our customers current willingness to recommend result of 8.4 out of 10. STRATEGIC OBJECTIVE 4 INNOVATION ORGANISATION BOOST OUR CAPACITY TO OPERATE AS ONE ORGANISATION TO RESPOND TO THE CHANGING NATURE OF SCIENCE; DELIVER PROFOUND IMPACT AND BUILD CAPABILITY FOR THE FUTURE. KEA 7 INTEGRATED REFORM PROGRAM KEA 8 PRODUCTIVITY, EFFICIENCY AND SUSTAINABLE FUNDING Finalise successful implementation of CSIRO s Integrated Reform Program objectives to realise staff wellbeing, productivity and efficiency benefits, with a focus in the financial year on: a. Delivery against agreed program charter and project plan, with progress towards desired benefits being realised. b. Continue to manage and support staff and leadership transitions through the reform process, and maintain staff engagement as measured through staff surveys. c. Implementation of staff wellbeing initiatives including Pearce Review Phase 1 and 2 recommendations, the Diversity & Inclusion Strategy and deployment of the Fatality Prevention Strategy initiatives. d. Finalise, implement and embed process, system and incentive improvements through the Supporting the Research Operating Model (SROM) project to facilitate the seamless collaboration across organisational boundaries. Deliver the 2014/15 budget with particular emphasis on the full and timely completion of the redundancy and savings program. Achieve an agreed position with key stakeholders on the Enterprise Agreement, property rationalisation to reduce the fixed cost base of the organisation and optimise funding to science. Develop long-term cash flow and capital plans as input to the development of, and final alignment with, the CSIRO Strategy and four year budget. STRATEGIC OBJECTIVE 5 TRUSTED ADVISOR PLAY A LEADING ROLE IN THE TRUSTED DELIVERY OF SCIENTIFIC EVIDENCE, ADVICE AND INTERPRETATION TO THE AUSTRALIAN GOVERNMENT, PUBLIC AND INDUSTRY. KEA 9 CSIRO STRATEGY Develop and progress a robust CSIRO Strategic Plan to position the organisation for longer term differentiation and sustainability, in particular leading a process to: a. Engage Government, industry and research stakeholders to ensure endorsement and resourcing of CSIRO s Strategy and associated growth options. b. Further articulate our future impact, market, science direction, capability and property directions. c. Identify areas of global priority and CSIRO s approach to manage and service international operations. 8 Achieving positive impact together

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21 PART FOUR Part four Resourcing our strategy CSIRO is accountable for the appropriate, effective and efficient use of the resources entrusted to the Organisation. The Portfolio Budget Statement describes the program of activities, funding and performance metrics that CSIRO will undertake to achieve its outcomes. Resourcing our activities (Source: CSIRO Internal Budget ) This section provides an overview of the activities that CSIRO will undertake to fulfil its mission through a summary of planned allocation of resources to these activities through the CSIRO s science investment process. These figures represent total expenditure and are sourced through CSIRO s Board approved internal budget and the CSIRO Portfolio Budget Statement. Program expenditure AREA OF EXPENDITURE TOTAL EXPENSES ($M) 2 Program 1.1 Research National Flagships, Science and Services 1,095 Program 1.2 National Research Infrastructure National Facilities & Services 163 Program 1.3 Science and Industry Endowment Fund (SIEF) 24 TOTAL EXPENSES 1,282 Total CSIRO staffing levels FUNCTIONAL AREA AVERAGE STAFFING LEVEL 3 National Research Flagships 3,331 Enterprise Support, National Facilities and Collections, and CSIRO Services 1,703 TOTAL 5,034 2 Source: CSIRO Portfolio Budget Statement Source: CSIRO Human Resources. Based on estimated Average Staffing Level (ASL) for CSIRO Operational plan

22 CSIRO S National Flagships The National Research Flagships operate on a large scale over long timeframes, with a strong focus on identifying a clear path to deliver real impact and benefits to the Australian economy, community and environment. Each Flagship addresses a specific impact goal which is summarised below. Programs within each Flagship represent a dedicated focus area of research. TOTAL: AVG. STAFFING LEVELS 4 3,331 TOTAL EXPENDITURE 5 $585.6M AVG. STAFFING LEVELS 718 TOTAL EXPENDITURE $126.5M AGRICULTURE FLAGSHIP Helping Australian farmers and industry improve productivity and sustainability across the agriculture sector. PROGRAMS: Breakthrough genetic breeding technologies Breeding higher value food crops Crop improvement for novel fibre, food and industrial products Productive and adaptive livestock systems Integrated agricultural systems Integrated sustainable aquaculture production Sustaining agricultural soil and landscapes Agriculture and food security in a changing world AVG. STAFFING LEVELS 97 TOTAL EXPENDITURE $16.9M BIOSECURITY FLAGSHIP Helping to protect Australia from biosecurity threats and risks posed by serious exotic and endemic pests and diseases. PROGRAMS: Biosecurity risk and preparedness Managing invasive species impacts One health approach to emerging infectious disease 4 Source: CSIRO Human Resources. Based on estimated Average Staffing Level (ASL) for Proposed Total Expenditure for Source: CSIRO Internal Budget. Expenditure numbers are Direct costs only and exclude overhead allocations. Note: Total Flagship budgets will not reconcile to PBS Program 1.1 which includes the sum of Flagships, Commercial Services and allocations of organisation overheads. 12 Achieving positive impact together

23 PART FOUR AVG. STAFFING LEVELS 367 TOTAL EXPENDITURE $46.1M DIGITAL PRODUCTIVITY FLAGSHIP Addressing some of Australia s and the world s most pressing economic and developmental challenges using data digital technologies. PROGRAMS: ehealth Autonomous systems Wireless and networks Government and commercial services Data analytics Transformational biology future science platform Sensors and sensor networks future science platform Computational and simulation science future science platform AVG. STAFFING LEVELS 310 TOTAL EXPENDITURE $85.5M ENERGY FLAGSHIP Enhancing Australia s economic competitiveness and regional energy security while enabling the transition to a lower emissions energy future. PROGRAMS: Grids and energy efficiency systems Coal mining Oil gas and fuels Low emissions technology Unconventional gas AVG. STAFFING LEVELS 200 TOTAL EXPENDITURE $41.6M FOOD & NUTRITION FLAGSHIP Supporting the health and wellbeing of Australians and the sustainability and viability of the Australian food industry. PROGRAMS: Food science Nutrition and health Bioproducts CSIRO Operational plan

24 AVG. STAFFING LEVELS 539 TOTAL EXPENDITURE $76.8M LAND & WATER FLAGSHIP Enabling the sustainable management of our land, water, and ecosystem biodiversity assets. PROGRAMS: Ecosystems and biodiversity knowledge and systems Environmental contaminant mitigation and technologies Water resources management Liveable sustainable and resilient cities Adaptive social and economic systems Landscape intensification Earth observation and informatics future science platform AVG. STAFFING LEVELS 406 TOTAL EXPENDITURE $71.3M MANUFACTURING FLAGSHIP Developing cleaner advanced materials and technologies to enable manufacturers to secure a competitive and sustainable future. PROGRAMS: High performance metal industries Advanced fibres and chemical industries Devices and engineered products Biomedical manufacturing Advanced materials future science platform Intelligent processing future science platform AVG. STAFFING LEVELS 307 TOTAL EXPENDITURE $52.1M MINERAL RESOURCES FLAGSHIP Growing Australia s resource base, increase productivity and driving environmental performance. PROGRAMS: Discovering Australia s mineral resources Intelligent mining and resource management Processing Australian ores Resources, community and environment 14 Achieving positive impact together

25 PART FOUR AVG. STAFFING LEVELS 387 TOTAL EXPENDITURE $69.0M OCEANS & ATMOSPHERE FLAGSHIP Helping to manage and understand Australia's marine estate and atmospheric environment, plan for and respond to climate related hazards and ensure sustainable coastal development and growth of marine industries. PROGRAMS: Climate variability, risk, and adaptation Earth system assessment Coastal development and management Marine resources and industries Engineering and technology CSIRO staff by function area CSIRO looks to its staff to support its values and to work together in a collaborative and positive way to achieve the Organisation s aims. CSIRO seeks to attract the best minds and be a place where people want to work, and where people are challenged and supported to achieve their full potential. CSIRO staff are employed under section 32 of the Science and Industry Research Act The following table shows the number of staff employed in different job categories. 6 Functional areas are described as follows: Research Projects staff members who perform scientific or associated works, under the broad direction of research scientists/engineers or research managers, usually by assisting with the planning and completion of more practical aspects of the work. Research Scientists and Engineers staff members who conduct scientific research. Administrative Services staff members who provide administrative and management services to support the effective provision of research and development activities. Technical Services staff members who provide support for scientific research in a diverse range of laboratory and field situations. Communications and Information staff members who provide information, editorial or industry liaison services either within or outside CSIRO. Research Management staff members who initiate, develop, lead and promote CSIRO s research capability. General Management staff members who manage corporate resources or corporate policy development, facilitate the strategic development of organisational capability, and/or create opportunities, matching CSIRO s capabilities to client needs. Research Consulting staff members who initiate and deliver research services for industry. General Services staff members who provide routine site maintenance activities. Senior Specialist staff members whose specialist skills are in high market demand. 7 Source: CSIRO Human Resources. Based on estimated Average Staffing Level (ASL) for CSIRO Operational plan

26 Global precincts CSIRO has developed a 20-year view of the evolution of its national footprint which aligns infrastructure, science directions and partnerships. Some of the key features of the plan are: Consolidate capital city sites. Enhance vibrancy of regional sites with appropriate science agendas and connections. Build critical mass of research and development in areas of importance to Australia. Develop the precinct concept with partners across the nation. In line with the Strategy, CSIRO identified an intention to support the development of a number of Global Precincts. Global Precincts are designed to consolidate resources and optimise opportunities to build on and integrate research and development in natural and environmental sciences, resource sciences, eco-sciences, human life sciences, and manufacturing and materials sciences. We will also continue to support national centres and vibrant regional sites in other areas of strength. NATURAL AND ENVIRONMENTAL SCIENCES CANBERRA DEEP COLLABORATION BETWEEN CSIRO, ANU AND OTHER ALLIED PARTNERS IN PLANT AND ENVIRONMENTAL SCIENCES. NATIONAL RESOURCE SCIENCES PRECINCT PERTH LEADING MINERALS AND ENERGY RESEARCH DEVELOPMENT CENTRE AND A KEY INFLUENCER GLOBALLY. ECOSCIENCES BRISBANE WORLD S LARGEST ENVIRONMENTAL SCIENCES HUB SOLVING THE NATION S CRITICAL ENVIRONMENTAL CHALLENGES AND OPPORTUNITIES. HUMAN LIFE SCIENCES PARKVILLE INTEGRATE WORLD-CLASS HEALTHCARE, RESEARCH AND EDUCATION TO RAPIDLY TRANSLATE DISCOVERIES INTO CLINICAL PRACTICE. AUSTRALIAN MANUFACTURING AND MATERIALS INNOVATION PRECINCT CLAYTON A HUB FOR A WIDER NETWORK OF INDUSTRY AND RESEARCH-BASED ORGANISATIONS TO CONNECT, COLLABORATE AND FOCUS ON TRANSLATING RESEARCH OUTCOMES TO INDUSTRY. 16 Achieving positive impact together

27 PART FOUR THIS YEAR WE WILL: DELIVER CSIRO PRECINCTS IN LINE WITH INDIVIDUAL PRECINCT PLANS WITH COMMITMENT FROM KEY COLLABORATORS AND PARTNERS HAVE A PARTICULAR FOCUS DURING THE YEAR ON PROGRESSING THE CANBERRA AND CLAYTON PRECINCTS ESTABLISH OUR POSITION IN THE PARKVILLE PRECINCT CSIRO Operational plan

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29 PART FIVE Part five Monitoring and reporting CSIRO monitors its performance and risks systematically throughout the year. This process informs our decision making and provides opportunities to evaluate our appropriateness, effectiveness and efficiency. Each year CSIRO reports its performance in an annual report to Parliament. The annual report includes reporting against deliverables and key performance indicators in the Portfolio Budget Statement, and the implementation of strategic priorities identified in the Operational Plan. CSIRO also monitors its performance throughout the year with: regular reports to the Executive Team and Board to assist with their decision-making and governance responsibilities detailed planning and review processes operating at a range of levels, including flagships, functional areas, and individuals. Monitoring our strategy and performance Multiple lines of evidence will be used to monitor overall achievement of our Strategy, including reporting against the Enterprise Strategy Measures (ESM) outlined here. IMPACT SCIENCE PEOPLE RESOURCES Delivering results with relevance and impact across areas of importance for Australia. Performing highquality science. Building and maintaining strong relationships with customers, staff and other stakeholders. Effective resourcing of CSIRO's activities. CSIRO Operational plan

30 Impact ESM 1 Develop measures in for benchmarking our performance for delivery of triple-bottom-line impact through evaluating realised benefits. Be recognised as one of the top three global applied science organisations by for impact delivery as measured against our 20 global peers. ESM 2 Develop future impact pipelines for at least 80 per cent of the Flagship 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 Deliver Flagship goals at a rate meeting or exceeding initial time to goal expectations. ESM 3 Baseline customers willingness to recommend in and improve our performance year-on-year over the strategy. ESM 4 Increase community awareness of impact derived from CSIRO activities from the established baseline of 50 per cent ( ) to 75 per cent by Science ESM 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 citations data. ESM 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 to meet precinct development plans by CSIRO governance Enterprise governance provides direction, control and accountability to enable CSIRO to achieve its objectives. CSIRO's Governance Framework covers: the ways in which CSIRO is organised, directed and managed how it engages with the outside world how it monitors its performance the ways it is held accountable for its decisions and actions. CSIRO recognises that good governance cannot be measured in purely financial terms. As a public sector body, CSIRO's performance is measured against broader national, social and community objectives. The Board comprises a non-executive Chairman, up to eight other non-executive Members and a full-time Chief Executive. Current Board Members and their appointed roles are: Mr Simon McKeon: CSIRO Board Chairman Dr Megan Clark: Chief Executive and CSIRO Board member Dr Eileen Doyle: CSIRO Board Deputy Chairman Ms Mary Boydell: CSIRO Board Member Mr Hutch Ranck: CSIRO Board Member Professor Tom Spurling: CSIRO Board Member Professor Peter Høj: CSIRO Board Member Ms Shirley In't Veld: CSIRO Board Member Ms Jane Bennett: CSIRO Board Member Dr Peter Riddles: CSIRO Board Member. People ESM 7 Number of fatalities or major injuries of CSIRO people. Lost time injury frequency rates and medical treatment frequency rate improves year-on-year and is in the top quartile of like organisations. ESM 8 Awareness of CSIRO s Values increases yearon-year from the established baseline of 73 per cent in to 95 per cent in 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. Resources ESM 9 CSIRO s financial, operating and capital management performance meets approved annual budget. ESM 10 Direct investment of CSIRO challenges and opportunities through the National Research Flagships increases to 65 per cent by Achieving positive impact together

31 PART FIVE CSIRO BOARD AND COMMITTEES The CSIRO Board is responsible to the Australian Government for the overall governance, strategy and performance of the Organisation. CSIRO is accountable to the Minister for Industry as part of the Industry Portfolio. THE PRIMARY FUNCTIONS OF THE BOARD ARE TO: ensure the proper and efficient performance of the functions of the Organisation determine the policy of the Organisation with respect to any matter, and give directions to the Chief Executive. THE BOARD OPERATES IN PART THROUGH TWO STANDING COMMITTEES: 1. People, Health and Safety Committee which assists the Board to fulfil its governance responsibilities in relation to organisational development, people related activities and health and safety. 2. Audit and Risk Committee which assists CSIRO and its Board in the areas of financial management, risk management, internal control and compliance. CSIRO EXECUTIVE TEAM AND COMMITTEES OUR EXECUTIVE TEAM COMPRISES OF THE: Chief Executive Deputy Chief Executive Chief Financial Officer Science Executive Directors Executive Director, National Facilities & Collections The Executive Team s role is to determine matters, or make recommendations to the Chief Executive and through the Chief Executive to the Board, regarding the direction and operations of the Organisation. THE ET IS SUPPORTED BY TWO COMMITTEES: 1. Science, Strategy, Investment and Impact Committee which supports the ET in directing and controlling the Organisation s strategic science, capability, capital, support and impact planning, investment and performance management. 2. Major Transactions Committee which supports the ET in directing and controlling CSIRO s involvement in major transactions and related matters and investment. CONSULTATIVE AND ADVISORY MECHANISMS CONSULTATIVE COUNCIL STRATEGIC ADVISORY COMMITTEES FLAGSHIP ADVISORY COMMITTEES The Consultative Council comprises of a Chairperson and up to seven Management Members, all appointed by the Board. The Consultative Council is to consider and report to the Board on any matter affecting or of general interest to the officers of the Organisation, including any matters that are referred to the Council by the Board. Committee members are from both industry and other stakeholder groups such as academia. The Strategic Advisory Committees provide independent, external strategic advice to CSIRO on the national challenges and opportunities to deliver impact to Australian industry, community or environment. Committee members are from industry and other stakeholders. The Flagship Advisory Committees provide independent, external advice to CSIRO through the Flagship Director on how to maximise the effectiveness of the Flagship portfolio to achieve its goals. They also assist CSIRO on broader strategic issues relevant to the sectors in which the Flagship operates. CSIRO Operational plan

32 Monitoring our risks CSIRO is committed to the effective identification and management of risk. Key areas of risk to CSIRO include: scientific, financial, commercial and legal, health and safety, environmental and reputational. The management of risk is the responsibility of all managers and staff. Effective management of risk is vital to successfully capturing the opportunities created through scientific research and delivering on our purpose as an Organisation. By actively identifying and managing risks we aim to increase our effectiveness as an organisation and provide greater certainty and confidence for the Government, staff members, collaborators, partners and other stakeholders in the community about CSIRO s operations. CSIRO s Organisational Risk Plan was developed in alignment with the organisation s Strategy and reflects CSIRO s approach and posture in managing the risks that threaten the achievement of our goals and objectives. CSIRO s Risk System is a comprehensive framework that supports the detection and assessment of individual risk elements s well as the identification of the enabling elements that support enterprise risk management. CSIRO risk system OUTPUT ELEMENTS STRATEGIC CONTEXT EXTERNAL FACTORS ORGANISATIONAL RISK PROFILE ET RISK RADAR DIVISION FLAGSHIP FUNCTION MAJOR PROJECT MANAGEMENT PROJECT MANAGEMENT MAJOR TRANSACTIONS ISSUES MANAGEMENT HSE RISK POLICY CSIRO RISK METHODOLOGY RISK STANDARDS & PROCEDURES RISK UNIT STRATEGIC & OPERATIONAL PLANS ENABLING ELEMENTS 22 Achieving positive impact together

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36 CONTACT US t f e enquiries@csiro.au w At CSIRO we shape the future. We do this by using science to solve real issues. Our research has a positive impact on industry, people and the planet. As Australia s national science agency we ve been pushing the edge of what s possible for over 85 years. Today we have more than 5,000 talented people working out of 55 centres in Australia and one internationally. Our people work closely with industry and communities to leave a lasting legacy. Collectively, our innovation and excellence places us in the top ten applied research agencies in the world. At CSIRO we ask, we seek and we solve. FOLLOW US ON: B&M