Executive Summary The 2024 Value of CSIRO (Commonwealth Scientific and Industrial Research Organisation) report provides an assessment of CSIROÕs current impact, drawing on an expanding portfolio of externally validated impact case studies. This study represents an advancement over previous analyses, as it continues to evaluate CSIROÕs direct and indirect contributions to national and international innovation systems while adding a focus on the internal and external factors that influence the organisationÕs capacity for optimising its impact. The report offers a holistic analysis of CSIROÕs internal operations and the external engagement necessary to maximise its social, environmental, and economic contributions to the nation. Central to this analysis is the Impact Maturity Model (IMM), developed and refined by CSIRO since 2020. The IMM offers an integrated approach that provides a nuanced and targeted assessment of CSIROÕs impact capacity, identifying areas of strengths and opportunities for further development, enabling the organisation to enhance its performance and achieve higher levels of impact maturity. The report highlights CSIROÕs purpose to tackle the nationÕs most significant challenges through cutting-edge science and technology, with the ultimate vision of creating a better future for Australia. CSIRO focuses on four primary objectives to deliver on its purpose: impact translation; purpose-driven science and technology; engaging and empowering talent; and world-class infrastructure. The organisation deliberately targets six key Challenge areas crucial to Australians: health and wellbeing; food security and quality; secure Australia and region; resilient and valuable environments; sustainable energy and resources; and future industries. CSIROÕS ECONOMIC IMPACT The assessment results indicate that by 2034, the CSIRO activities covered in the portfolio of 84 case studies (representing $3.7 billion in funding) will accrue $32 billion in benefits (present value [PV]), which indicates a net present value (NPV) of $28.4 billion in benefits generated beyond the dollars invested. The benefit-cost ratio (BCR) is 8.8-to-1, meaning for every dollar invested in the CSIRO activities covered in the case studies, $8.80 in benefits are accrued. If these same returns can be expected across the rest of the portfolio of CSIRO activities (i.e., initiatives not yet covered in case studies), this implies that CSIROÕs 2024 operating expenditure of $1.7 billion will generate PV benefits of $14.96 billion, for an NPV of $13.26 billion. CSIROÕS IMPACT MATURITY This report provides an analysis of CSIROÕs impact maturity, highlighting core strengths and areas for development. It outlines key lessons learnt to guide future improvements and provides priority action items aimed at driving growth. The findings offer insights into how CSIRO can continue to improve its impact maturity and contribute more effectively to AustraliaÕs national innovation system (see Figure E.1). These findings are summarised below. Figure E.1: CSIROÕs Impact Maturity Analysis Based on the IMM: From Identification to Progress Current Performance CSIROÕs impact maturity reflects its ability to strategically position itself within AustraliaÕs research and innovation landscape. While CSIRO has made significant strides in understanding its strengths in contributing to impact realisation, key areas were identified through the current assessment which require further investigation and development, as highlighted in Table E.1 below. Table E.1: Strengths and Areas for Development Relating to CSIROÕs Impact Maturity STRENGTHS AREAS FOR DEVELOPMENT Strategic planning and impact considerations: CSIRO has enhanced its strategic planning by incorporating impact considerations into investment decisions and conducting impact planning workshops. Employee capabilities: CSIRO employees exhibit strong absorptive capacity, proactivity, versatility, and adaptability, which are essential for impactful solutions. Multidisciplinary expertise: The organisation's diverse and multidisciplinary team strengthens its capacity to tackle multifaceted challenges both effectively and efficiently. Innovation and entrepreneurship: Initiatives such as SME Connect and the ON Program support entrepreneurship and start-ups, contributing to Australia's economic growth. Reputation and credibility: CSIRO's strong reputation for scientific excellence supports its strategic alliances and funding opportunities. Commercialisation: Misaligned key performance indicators (KPIs), a low risk appetite, and inadequate reward systems affect CSIRO's ability to commercialise research effectively. Collaboration: Effective collaboration with both external parties and internal teams needs improvement to better enable impactful outcomes. Infrastructure: Fit-for-purpose infrastructure and sustained financial support for key infrastructure require further consideration. Market understanding: Despite progress, further refinement is needed to strengthen commercialisation and expand staff expertise in relation to market-driven commercial impact pathways. Cost of services: CSIRO's services are considered expensive for SMEs, limiting collaboration opportunities. Funding and financial resilience: Better alignment with market demands is required to improve realisation of impact and financial sustainability. CSIROÕS RESEARCH AND INNOVATION (R&I) ENVIRONMENT Ð EVALUATION AGAINST SYSTEMIC CHALLENGES This report also presents the systemic weaknesses identified in the recent Research Assessment in Australia: Evidence for Modernisation report by the Australian Council of Learned Academies (ACOLA), and discusses how CSIROÕs processes, including the potential adoption of the IMM, address these gaps (see Section 3.4.1 for details). Key Lessons for Guiding Future Improvements Table E.2 highlights key lessons identified through the review process, offering a roadmap to guide future improvements in CSIROÕs impact maturity. Table E.2: Five Key Lessons to Inform the Continued Growth of CSIROÕs Impact Maturity THEME LESSONS LEARNT Strategic planning & impact focus CSIRO has made significant strides in strategic planning by integrating impact-focused thinking and data into its investment decisions. Regular planning workshops have been instrumental in aligning projects with both strategic objectives and societal needs, ensuring the organisation remains adaptable to regulatory changes, global trends, and funding challenges. To truly embed an impact-oriented approach across the organisation, it is essential to extend this focus equally across all research areas and programs, ensuring consistent alignment in planning, decision-making, and performance management. Commercialisation & risk appetite CSIROÕs capacity to deliver impact can be improved by increasing its risk appetite for commercialisation, aligning performance metrics with societal and market benefits, and learning from failures through broadening initiatives such as the Missions ProgramÕs ÔLessons LearntÕ database across the organisation. Raising and embedding these areas into processes such as the Board Strategy Day and CSIROÕs Risk Framework, as well as the annual planning and performance cycle, will establish a more transparent, objective, and longer-term impact evaluation schedule to ensure all investments are set to be assessed. Human capital & absorptive capacity CSIRO employees demonstrate strong absorptive capacity, translating fundamental research into practical applications through their proactive, versatile, and adaptable approach, essential for providing impactful solutions. However, CSIRO staff need to play a stronger role in raising the awareness and absorptive capacity of the end users for their solutions (from both industry and government). This not only benefits the end users but also contributes to impact realisation by accelerating innovation and technological transfer and mobilisation. Financial structure & funding challenges CSIROÕs funding is diverse, with 60% from direct appropriation, 28% from research and development (R&D) contracts, and 13% from grants and other sources. However, securing financial investment during the final stages of significant funding periods remains challenging, particularly for commercial testing or deployment. Investors frequently hesitate to commit additional funds without clear evidence of a return on investment (ROI) or proven market demand. Additionally, the costs involved in these final phases can be substantial, further complicating the decision-making process for both investors and CSIRO. Expanding the use of ex-ante impact assessments at earlier phases of a research programÕs value chain (e.g., as demonstrated by Future Science Platform [FSP] case studies) can provide credible and rigorous data and analyses to attract investment partners and support decision-making. Importance of research infrastructure CSIROÕs advanced infrastructure supports high-precision research in critical areas, enhancing research quality and efficiency. However, the lack of fit-for-purpose infrastructure in emerging fields increases costs and causes delays, affecting project viability and impact capacity. Expanding the success of centralising facilities and the effectiveness of collaboration hubs at CSIRO can further reduce resource duplication, foster partnerships, and enable improved access to advanced infrastructure and multidisciplinary expertise. Growing the digital enhancements driven by the Digital Steering Committee has potential to improve data integration and global collaboration, streamlining processes and increasing research efficiency for greater impact. Priority Action Items Finally, the report highlights the top priority actions for CSIRO to continuously enhance its impact capacity maturity, as detailed in Table E.3 below. Table E.3: High-Priority Action Items to Improve CSIROÕs Impact Maturity AREAS HIGH-PRIORITY ACTION ITEMS Enhancing commercialisation & impact Increase CSIROÕs and partnersÕ risk appetite for commercialisation, implement impact-focused reward systems, and ensure the translation of scientific excellence into tangible end-user benefits to enhance CSIROÕs overall impact. Strengthening internal cooperation & governance Strengthen strategic planning, governance, and internal cooperation to improve response times to external requests and ensure alignment of efforts to maximise impact. Fostering stakeholder engagement Prioritise effective engagement with stakeholders, including SMEs and Traditional Owners, and implement robust feedback mechanisms to improve the adoption and relevance of solutions. Developing sustainable funding models Develop sustainable funding models, diversify sources, and align projects with market needs to ensure financial stability and enhance the impact of R&I. CONCLUSION The evidence in this report demonstrates that CSIRO is driving substantial triple bottom line benefits for the nation, with a notable 8.8-to-1 ROI. While these results are strong, opportunities still exist to further enhance CSIROÕs impact. Maximising CSIROÕs contributions to AustraliaÕs R&I landscape requires optimising its impact capacity. Although the R&I environment is inherently complex, with each sector facing unique challenges, the IMM offers a practical path to advancing impact maturity. Looking ahead, expanding the analysis beyond impact case studies to a broader dataset will provide more comprehensive insights into CSIROÕs impact capacity. Establishing systems for consistent data collection and analysis will further enable data-driven decisions and continuous improvement in impact management. While no single solution can guarantee success, applying this model significantly increases the likelihood of CSIRO improving the realisation of its impact potential and enhancing its overall impact maturity in a continually evolving landscape. 1 Introduction CSIRO is an impact-oriented organisation dedicated to continuously enhancing its ability to address major challenges through innovative science and technology, thereby delivering significant benefits to all Australians. Every 2 years, CSIRO assesses the value it provides to the nation by analysing its impact. The 2024 Value of CSIRO report presents the results of CSIROÕs current impact assessment, drawing on an increasingly extensive portfolio of externally conducted or validated impact case studies. In addition to previous iterations of this assessment, the 2024 assessment also evaluates CSIROÕs direct and indirect contributions within the national and international innovation systems through specifically exploring the internal and external factors that affect optimal impact realisation. This new assessment dimension acknowledges that the ability of all organisations to measure, manage, and enhance their impact capacity and its maturity is crucial for fostering sustainable and inclusive impact realisation. The assessment provides a holistic analysis that depicts both the key components of CSIROÕs internal operating environment, and the requirements for effective engagement in its external operating environment, that are necessary to optimise its contribution to triple bottom line (TBL) impacts (social, environmental, and economic). To achieve this, the analysis is based largely on an Impact Maturity Model (IMM) developed and updated by CSIRO since 2020. Although this model is currently still evolving, it is unique in the international innovation system and represents a conceptual advancement aimed at enabling CSIRO to achieve a higher level of impact maturity to support the effective realisation of impact within both the national and global innovation systems. It offers an integrated perspective on CSIROÕs impact capacity, enabling a nuanced and targeted assessment designed to gauge and improve its performance. The adoption of this approach is anticipated to enhance the quantity, quality, and interoperability of the impact-relevant data required to support effective impact management. Harmonising data and improving its coherence, consistency, and comparability with strategic clarity, are essential steps towards overcoming barriers to impact realisation. Sections 3 and 4 of this report explore the implications of this report for the future direction of CSIROÕs impact processes, presenting a consolidated view of the Ôlessons learntÕ from this assessment, as well as a consideration of the actions CSIRO can take to support the continuous improvement of its impact capacity maturity. As part of this Ôlessons learntÕ approach, Section 3.4 also explores the systemic weaknesses identified in the recent Research Assessment in Australia: Evidence for Modernisation (RAAEM) report by the Australian Council of Learned Academies (ACOLA), commissioned by AustraliaÕs Chief Scientist, Dr. Cathy Foley, discussing how CSIROÕs processes, including the potential adoption of CSIROÕs IMM, address some of these gaps.1 1.1 BACKGROUND For over a century, CSIRO has served as AustraliaÕs national science agency, working across the national and international innovation systems to enhance the quality of life for all Australians. As an Australian Government statutory authority within the Industry, Science, and Resources portfolio, it operates under the Science and Industry Research Act 1949. CSIROÕs mission is to tackle the nationÕs most significant challenges through cutting-edge science and technology, with the ultimate vision of creating a better future for Australia. To achieve this mission, CSIRO focuses on four primary objectives: ¥ Impact translation ¥ Purpose-driven science and technology ¥ Engaging and empowering talent ¥ World-class infrastructure. CSIRO deliberately targets six key Challenge areas that are crucial to Australians: 1. Health and wellbeing 2. Food security and quality 3. Secure Australia and region 4. Resilient and valuable environments 5. Sustainable energy and resources 6. Future industries. By acting as a bridge for Australian innovation, CSIRO engages in best practice knowledge generation and translation processes in collaboration with other innovators in the public and private sectors to transform discoveries and ideas into technologies and services that benefit the nation. 1.1.1 History of Value of CSIRO Reports To date, CSIRO primarily assesses impact by completing case studies of the economic impact of research activities and programs. Each case study provides detailed insight into the impacts of specific CSIRO activities, and as the portfolio of case studies grows, it provides broader insight into the impact of CSIRO activities overall. The analysis presented in this report Ð as with previous iterations of the Value of CSIRO report Ð is grounded in these case studies of CSIROÕs science, meaning that the return on investment (ROI) figures calculated specifically represent returns to the nation associated with CSIROÕs core activity and fundamental purpose Ð science. As of 2024, the case study portfolio consists of 84 case studies with time series of benefits and costs covering research initiated within the last 25 years and capped at 10 years of projected values. 1.1.2 CSIROÕs Impact Maturity Model The IMM is a comprehensive framework designed to articulate, evaluate, and enhance internal organisational performance across six key resource capitals: Cultural, Human, Social, Financial, Physical, and Innovation Environment (see Figure 1.1). These key resource capitals interact synergistically with the external environment to drive and strengthen impact realisation, culminating in TBL impacts.2 Figure 1.1: CSIROÕs Impact Maturity Model 2 Dowd, A., Keenan, T., & Graham, K. (Eds). (Forthcoming). Cornerstones of Impact Management: How to Plan, Implement, Assess and Understand Factors for Success. CSIRO Publishing, Clayton, VIC. Determinants for Impact Capacity: CSIROÕs determinants for impact capacity encompass the six key resource capitals and their associated specific capacities (see Table 1.1). The capacities of cultural capital focus on a mission-driven ethos and impact-focused rewards that encourage employees to focus their efforts on contributing to impact realisation. Human capital is associated with impact-focused skills, knowledge, and leadership, emphasising the ability to absorb new knowledge and proactive engagement with key collaborators and other relevant parties. Social capital highlights the importance of networks and relationships, and fostering trust and connectedness, for effective collaboration. Financial capital relates to funding mechanisms, such as external revenue and intellectual property income. Physical capital includes the necessary infrastructure, equipment, and associated resources Ð such as research facilities and digital assets Ð required to enable the organisation to contribute effectively to impact realisation. The innovation environment covers the internal and external factors that drive impactful outcomes through strategic planning and good governance, as well as the aspects of CSIRO that support its unique value proposition. Table 1.1: CSIROÕs Impact Maturity Model Ð Six Capitals for Determining Impact Capacity CAPITAL TYPE DEFINITION CAPACITY FACTORS Cultural In a culture of impact, employees feel that what they are working on is meaningful, significant, and purpose-based. Everyone concerned is highly inspired by the common purpose, which becomes the driving force behind everything that they do. Mission-driven Impact-focused reward systems Human Knowledge and skills that are easily transferable and are required to realise and optimise impact. Absorptive Leadership Proactive personality Breadth of capability Social The human networks, relationships, and channels of communication and engagement required to realise impact. Trust Connectedness Quality of relationships Financial Mechanisms and finance required to support the realisation of impact. Value creation Funding Physical Resources and infrastructure necessary to realise impact. Infrastructure and equipment Innovation environment The knowledge creation and translation environment, internal systems and processes, as well as the external operating system that supports impact. Unique value proposition Strategic planning Good governance Driving and Strengthening Impact Realisation: Driving factors include elements such as CSIROÕs social licence to operate (SLO) and the external environmentÕs capacity to adopt innovations, ensuring acceptance, as well as utilisation and scaling, of innovations. Strengthening factors focus on science excellence and effective engagement with external partners, enhancing impact by amplifying the reach and translation of outputs into meaningful outcomes. Delivery of Impacts: The nature and interaction of these internal and external environment factors result in TBL impacts. Feedback from this process informs continuous improvements in impact capacity, creating a dynamic system which supports the sustained realisation of impact. The IMM offers a robust, integrated approach to improving organisational impact realisation by recognising and addressing both internal capacities and external drivers and strengthening factors. These factors collectively assist in increasing the scale, reach, and translation of research and innovation (R&I) outputs by enabling and maximising desired outcomes. It is important to note that while the aspects of the IMM reasonably represent CSIRO based on this early-stage assessment, the nature of resource capitals, and the driving and strengthening factors of success, are specific to each R&I organisation and their specific broader system of operation, and must be identified and defined accordingly. 1.2 REPORT OBJECTIVES The primary objectives of this report are to: 1. Provide a quantitative estimate of the return on AustraliaÕs investment in CSIRO (Section 2) 2. Provide a qualitative review of the direct and indirect impacts of CSIRO in the innovation system (Sections 2 & 3) 3. Analyse data drawn from CSIROÕs impact case study repository and other evaluations to assess the validity of CSIROÕs IMM as a framework to conceptualise the determinants of successful impact realisation (Section 3) 4. Demonstrate how the IMM could inform future data collection for, and assessment of, CSIROÕs impact capacity based on the assessment of the modelÕs validity (Section 3) 5. Explore Ôlessons learntÕ to improve CSIROÕs impact maturity based on this expanded review (Section 3). 3 ¥ Tensions in the Commercialisation Process (TICP) report4 ¥ CSIRO program evaluations (e.g., Future Science Platforms [FSPs] Ð Review of the ÔLessons LearntÕ from the Initial Funding Round of the FSP Program) ¥ Research Assessment in Australia: Evidence for Modernisation report5 ¥ Insights attained during recent interviews with relevant parties (including customers, investors, partners, CSIRO employees, etc.) ¥ Selected international and domestic reports containing best practice examples in this domain to contextualise CSIROÕs performance with respect to global best practices. 1.3 METHODOLOGY The methodology for this analysis of CSIROÕs value involved several key components, ensuring a robust and nuanced evaluation. Data Collection Over 100 impact case studies Ð completed in accordance with the principles and processes articulated in CSIROÕs Impact Evaluation Guide Ð were reviewed for the quantitative assessment of CSIROÕs ROI and the qualitative assessment of impact realised. Impact case studies were either completed by CSIROÕs internal Impact Evaluation team or were commissioned by CSIRO and completed by external evaluators, including ACIL Allen, ACIL Tasman, the Centre for International Economics (CIE), Deloitte Access Economics (DAE), RTI International, or Tractuum. These studies provided a rich dataset with opportunities to learn from detailed accounts of potential and/or realised impacts, leading to a deeper understanding of the mechanisms of systemic change, and facilitating the ability to assess CSIROÕs performance across multiple dimensions. Additionally, other evaluations conducted within the CSIRO context, as well as other data (e.g., relevant external reports), were incorporated in the assessment, including (but not limited to): ¥ Benchmarking of Research and Technology OrganisationsÕ Business Processes (BRTOBP) report 3 Social Research Centre. (2024). Benchmarking of Research and Technology OrganisationsÕ Business Processes. 4 CSIRO. (2022). Tensions in the Commercialisation Process. Internal Report Ð Commercial in Confidence. This report is referenced as ÔTICPÕ throughout the remainder of this report. 5 ACOLA (Australian Council of Learned Academies). (2023). Research Assessment in Australia: Evidence for Modernisation. https://acola.org/wp-content/uploads/2023/11/ACOLA_ResearchAssessment_FINAL.pdf Data Analysis ROI methodology We estimated the impact of CSIRO activities by comparing the present value (PV) of benefits with the PV of costs for technologies and programs delivered. We compared a time series of benefits and costs across 84 individual impact case studies covering research initiated within the last 25 years and capped at 10 years of projected values. Framework As previously highlighted, the analysis was grounded in the evaluation of six resource capitals: Cultural, Human, Social, Financial, Physical, and Innovation Environment. These resource capitals were assessed using a comprehensive framework, the IMM, which integrates both internal capacities and external driving and strengthening factors to provide insights into organisational impact capacity. Evaluation metrics The data for this report has been retrospectively analysed to determine its alignment with the frameworkÕs evaluation criteria. A thorough analysis was conducted to adapt the data accordingly, evaluating capacities across various resource capitals. Mixed-methods review process Data analysis involved a detailed review of case studies, relevant party interviews, and internal reports (as highlighted above). Qualitative data were systematically coded, as per the IMM framework, to identify recurring themes and patterns. This qualitative approach was complemented by quantitative data where available, ensuring a balanced, triangulated, and comprehensive analysis. Limitations Purpose-specific data collection The data used for analysis and validation of the IMM were not originally collected for this specific purpose, which may limit the precision and applicability of the findings. Data gaps Gaps in the data could affect the comprehensiveness and accuracy of the analysis. Incomplete or missing information can lead to potential biases or missed insights. Selection bias This analysis is based primarily on impact case studies that focus on successful initiatives. As such, it may not fully capture the organisationÕs broader experience, including both its successes and less successful efforts. This limitation should be considered when interpreting the findings. Data interpretation issues Interpreting the available data posed challenges due to inconsistencies in the manner, and the varied contexts, in which the data were collected. This could impact the reliability of the conclusions drawn from the analysis. Statistical significance Since targeted questions specific to this exercise were not included during the review process, some analyses lack statistical significance. This limitation may affect the robustness of the findings and their generalisability. Comparability The BRTOBP report noted fundamental differences in size and revenue among the participating organisations, making comparisons challenging. For instance, total revenue and staff numbers varied by a factor of ten in some cases. 1.4 REPORT STRUCTURE The report is organised as follows: ¥ Section 2 establishes the monetised value of CSIRO as represented by the ROI across the increasing portfolio of Economic Impact Assessment Case Studies; and provides additional, non-monetised metrics of impact. ¥ Section 3 analyses CSIROÕs internal environment using the IMM framework, focusing on various resource capitals and their relevance to CSIRO. It provides an overall impact maturity analysis, highlighting strengths, areas for improvement, key lessons, and priority action items, and concludes with a summary of key takeaways. ¥ Section 4 presents future directions, particularly in terms of adopting the IMM for assessing and enhancing CSIROÕs impact capacity. 2 Establishing the Value of CSIRO Economic Impact Assessment Case Studies provide robust evidence of strong, consistent returns to the Australian people from the work that CSIRO does. 2.1 QUANTIFYING THE VALUE OF CSIRO To date, CSIRO primarily assesses its contribution to impact by completing case studies of the economic impact of research activities and programs.6 Each case study provides detailed insight into the impacts of specific CSIRO activities, and as the portfolio of case studies grows, it provides broader insight into the impact of CSIRO activities overall. CSIRO maintains rigorous impact analysis standards that help ensure the results of individual assessments are comparable. As a result, the costs and monetised impacts can be aggregated across case studies to assess the aggregate ROI represented by the portfolio. As in the 2020 7 and 2022 8 Value of CSIRO reports, we estimated the impact of CSIRO activities by comparing the PV 9 of benefits with the PV of costs for technologies and programs delivered by the organisation. We compared a time series of benefits and costs covering research initiated within the last 25 years and capped at 10 years of projected values. Continuing to shift this time series forward with each new Value of CSIRO report produces a moving average of the value CSIRO delivers. Our methods are detailed below and are consistent with the 2020 and 2022 versions of this report. 2.1.1 Portfolio of CSIRO Impact Case Studies CSIROÕs primary impact evaluation approach is to prepare case studies of research outcomes. We reviewed 133 case studies published between 2010 and 2024. These case studies assessed the benefits and costs of research initiated between 1965 and 2023, with nearly all the studies covering research initiated after the year 2000. Each study was completed by one of seven institutions: ACIL Allen, ACIL Tasman, CIE, DAE, RTI, Tractuum, or CSIROÕs internal Impact Evaluation team. Of the 133 case studies, 112 were included in the 2022 Value of CSIRO report, and 21 were delivered to CSIRO since the publication of that report. Of the total 133 studies, 42 were either qualitative studies or had insufficient benefit or cost data to be incorporated into the analysis. We further filtered the studies to only those with benefits and costs beginning in 1999 or later, which removed seven additional studies. This meant there were 84 studies available to inform our analysis (see Table 2.1). Table 2.1: Number of CSIRO Impact Analysis Case Studies Reviewed and Included in the Analysis for Each Value of CSIRO Report Since 2020 2020 VALUE OF CSIRO REPORT NEW TO 2022 VALUE OF CSIRO REPORT NEW TO 2024 VALUE OF CSIRO REPORT TOTAL Total studies reviewed 63 49 21 133 Studies with sufficient benefit and cost data for inclusion in our analysis 41 31 18 90 Studies with data beginning within the last 25 years* 38 30 16 84 *Note that the date range matching this criterion changes with each report, so studies from previous years may be removed. Table A.1 in the Appendix provides a complete list of the case studies reviewed, including the title, author, date range covered, and whether each case study was included in the 2020, 2022, and/or 2024 Value of CSIRO reports. Analysis of Impact Case Studies As in previous reports, we reviewed the available data and benefit-cost analysis (BCA) calculation methods for each case study completed since the 2022 Value of CSIRO report. We verified the accuracy of the data and methods for each, and standardised methods or made other corrections or adjustments as needed. We focused on the reported research costs funded directly by CSIRO and on the estimated benefits attributable to CSIRO. We did not review the underlying assumptions for each case studyÕs valuation approach. When sufficient time series data for benefits and costs were available for a study, we standardised the studyÕs BCA methods by performing inflation and discounting adjustments for each year of data. We adjusted for inflation (i.e., converted from nominal to real values) using the Australian Consumer Price Index (CPI). We discounted benefit and cost time series to 2024 values using the benchmark 7% real social discount rate specified by the CSIRO Impact Evaluation Guide.10 We used 2024 as the base year for both inflation and discounting adjustments, as recommended in the guide. We also updated the inflation and discounting of the previously audited and synthesised case study portfolio from 2022 to 2024 values using the same methods. 2.1.2 Aggregated Times Series of Benefits and Costs After reviewing, standardising, and updating the case study data, we updated the dataset comprising the time series of benefits and costs for all case studies with time series data. Following previous methods, we identified which values from the new studies were realised versus projected at the time of publication for each study. Next, we limited the set of case studies included to those covering research initiated within 25 years (i.e., between 1999 and 2024). We removed benefit and cost projections beyond 10 years for each case study to reduce the uncertainty inherent in estimating future benefits and costs. This shortened the benefit and/or cost projections for three newly completed case studies that included projected values for anywhere from 11 to 16 years into the future. Figure A.1 in the Appendix shows the years and type (actual versus projected) of benefit and cost data for each case study in the portfolio. This figure shows that projected values of either benefits or costs are limited to no more than 10 years, while there is no limit to the number of years of actual (realised) benefit or cost data included. We aggregated benefits across all case studies and years to generate the PV of benefits of CSIRO research. We used the same method to generate the PV of costs. We calculated the net present value (NPV) of CSIRO research activities and programs by subtracting the PV of costs from the PV of benefits, and calculated the benefit-cost ratio (BCR) by dividing the PV of benefits by the PV of costs. 2.1.3 Economic Impact Analysis Results and Trend Analysis Table 2.2 summarises the portfolio result for this yearÕs analysis, along with results from previous years. The current analysis relies on a sample of 84 case studies spanning selected CSIRO activities conducted beginning in 1999 and projecting forward in time through 2034. The case studies represent $3.7 billion in funding (PV of costs) over that period. The results indicate that by 2034, the CSIRO activities covered in the case study portfolio will have accrued $32.0 billion in benefits (PV of benefits). This indicates an NPV of $28.4 billion in benefits generated beyond the dollars invested.11 Table 2.2: Summary of Impact Case Study Portfolio Analysis Results for the 2020, 2022, and 2024 Value of CSIRO Reports NUMBER OF CASE STUDIES DATA YEAR RANGE PV BENEFITS ($M) a PV COSTS ($M) NPV ($M) BCR 2020 Report 54 1995Ð2029 b $11,613.5 $1,528.9 $10,084.7 7.6:1 2022 Report 68 1998Ð2031 c $22,531.5 $2,671.7 $19,859.9 8.4:1 2024 Report 84 1999Ð2034 $32,006.5 $3,655.8 $28,350.7 8.8:1 Notes: a) m = million b) The eligible range for case studies in this report was 1995 through 2030, but the case studies only covered 1995 through 2029. c) The eligible range for case studies in this report was 1997 through 2032, but the case studies only covered 1998 through 2031. 10 CSIRO. (2024). Impact Evaluation Guide. Canberra, Australia: CSIRO. 11 Note that while the NPV of the case study portfolio has consistently and largely increased with each new Value of CSIRO report, this is at least partially because of the increasing size of the case study portfolio, rather than an increase in the value of CSIRO activities captured in the portfolio. It is more appropriate to compare the BCR over time, as this measure is not impacted by the scale of the total benefits and costs represented in the portfolio. Further comparing the streams of benefits and costs represented in the portfolio, we find a BCR of 8.8-to-1. In other words, for every dollar invested in the CSIRO activities covered in the case studies, $8.80 in benefits are accrued. The BCR has remained consistently strong and increasing over time as more impact case studies have been added to the portfolio, indicating robust evidence for the positive impact that CSIRO activities generate for the Australian people. If these same returns can be expected across the rest of the portfolio of CSIRO activities (initiatives not yet covered in case studies), this implies that CSIROÕs 2024 operating expenditure of $1.7 billion will generate PV benefits of $14.96 billion, for an NPV of $13.26 billion. The estimated returns likely represent a conservative figure, as they do not capture the broader impacts that cannot be easily quantified, including CSIROÕs contributions to expanding the national knowledge base, fostering human capital development, shaping policy, raising public awareness of science and innovation, advancing education, enhancing national reputation, and preserving AustraliaÕs conservation efforts and cultural heritage. 2.2 ADDITIONAL METRICS OF IMPACT As mentioned previously, the economic impact estimates above do not fully capture the value CSIRO provides to Australia. They do not capture the broader impacts that cannot be easily quantified, including CSIROÕs contributions to expanding the national knowledge base, fostering human capital development, shaping policy, raising public awareness of science and innovation, advancing education, enhancing national reputation, and preserving AustraliaÕs conservation efforts and cultural heritage. The additional metrics below provide more indicators of CSIROÕs impact that are not easily monetisable. 2.2.1 Impact Translation CSIRO aims to advance AustraliaÕs translation and commercialisation of science through collaborative networks. Research publications are one method for advancing translation and nurturing research collaborations. As of 2024, CSIRO had 3,412 publications with an average normalised citation impact of 1.5, indicating the strong contributions of CSIROÕs trusted research results to the scientific knowledge base. CSIROÕs extensive collaboration is displayed through its publication record, as about 91% of CSIROÕs research publications are published jointly with external collaborators. Importantly, CSIROÕs research translation efforts extend beyond scientific knowledge dissemination. CSIRO works to ensure that its science and technology are adopted and create value for industry. As of 2024, CSIRO held over 690 families of patents and more than 600 active technology licences. Industry is also a direct customer of CSIROÕs research services; and CSIROÕs consumer surveys have indicated continuous high ratings in terms of awareness and positive sentiment. CSIRO also invests directly in industry by supporting deep tech start-ups through the ON Program and the Innovation Fund managed by Main Sequence Ventures (MSV). The ON Program supports Australian scientists to create start-ups to commercialise their research with activities including business planning, development of presentation skills, raising of capital, and recruiting of a Board. Since its initiation in 2015, the ON Program has supported more than 70 companies and created over 700 jobs. The Innovation Fund invests in companies borne out of AustraliaÕs research sector and supports the transition to commercialisation. Since its inception in 2017, the Innovation Fund has supported over 60 ventures and created over 2,200 jobs. 2.2.2 Purpose-Driven Science and Technology CSIRO aims to deliver impact at scale aligned with the challenges it is solving and the portfolios of research directed to them. CSIRO further aims to invest in the right future science and technology to solve tomorrowÕs challenges. The impact assessment results in Section 2.1 provides evidence of CSIROÕs success in meeting this objective across multiple science investments, aimed at addressing national challenges. 2.2.3 Engage and Empower Talent CSIRO aims to attract world-class talent and strengthen AustraliaÕs science, technology, engineering, and mathematics (STEM) pipeline. CSIRO further aims to build a culture that makes CSIRO be an employer of choice and operate in an adaptable, resilient, and responsive way. CSIRO directly supports the people of Australia by providing high-paying jobs and striving to ensure a vibrant, safe, and positive work culture to nurture and attract world-class talent. CSIRO employs over 6,600 people in Australia and globally, and operates sites in every state and territory of Australia (see Figure 2.2). Figure 2.1: CSIRO Staff per State and Territory 12 CSIROÕs undergraduate education programs include the Undergraduate Vacation Scholarship, which engages students in STEM workshops and career development opportunities, and the Undergraduate Research Opportunities Program, which facilitates traineeships for students in research laboratories. CSIRO supports postgraduate students through either sponsored studentships via a full or top-up stipend, supervised-only studentships, CSIROÕs Industry PhD Program, or postgraduate internships. Figure 2.1: CSIRO Staff per State and Territory CSIRO helps meet AustraliaÕs growing demand for STEM skills by nurturing and developing the next generation of STEM researchers through its education and outreach programs. CSIRO engaged over 1,500 undergraduate and postgraduate students in the 2023Ð2024 FY. 2.2.4 World-Class Infrastructure As AustraliaÕs national science agency, CSIRO maintains science infrastructure and collections for public use. These include the Australian Centre for Disease Preparedness (ACDP), Australian Telescope National Facility, National Research Collections Australia, and Atlas of Living Australia, among others. Impact case studies provide monetised estimates of the impacts of three such elements: the Marine National Facility (MNF), Pawsey Supercomputing Centre, and Australian Synchrotron. Each of these case studies is summarised below. 2.3.4.1 Marine National Facility The MNF supports research and education about oceanography, seafloor geology, marine life, weather, and climate that further Australian science on a global scale. Launched in 2014, CSIROÕs new premier research vessel (RV), the RV Investigator, has overhauled Australian ocean observation capabilities. The RV Investigator is a 94-metre research vessel outfitted with world-class instrumentation and gear that is capable of spending up to 300 days per year at sea. The RV Investigator generates value by collecting robust data about oceans, marine life, the seafloor, and the atmosphere. These data are made available at no cost for use by the public and play a critical role in evidence-based decision-making, resource and risk management strategies, and offshore activities. Users from all segments of Australian society leverage these data to deepen and expand their collective understanding of ocean ecosystems, climate and weather changes, and fisheries. RTIÕs economic impact analysis of the MNF 13 reviewed four of its main value streams: Seabed Mapping, Ecosystem Health, Weather Forecasting, and Shipwreck Discovery. Cumulatively, these impacts are projected to yield $5.3 billion in 2024 dollars to AustraliaÕs economy through 2031. These benefits greatly surpass the $1.1 billion cost of MNF improvements and operations, yielding a BCR of 5.0-to-1. 2.3.4.2 Pawsey Supercomputing CentreThe Pawsey Supercomputing Centre (Pawsey) is a world-class petascale facility. It supports a range of cutting-edge research, including radio astronomy, engineering, physics, chemistry, earth sciences, and life sciences. Pawsey helps researchers interpret complex data and demonstrates how to adopt scalable computational approaches to advance the biggest scientific questions. In a single year, Pawsey has the capacity to support over 1,500 researchers and 194 projects and to upskill over 600 Australians in high-performance computing and data activities.The benefits of Pawsey are far-reaching and include accelerating scientific progress and offering a proving ground for commercial ventures that require supercomputing access. There are also scientific discoveries that could not take place but for supercomputing capabilities, such as those relying on large genetic datasets. Pawsey also provides expertise and attracts talent in the fields of data engineering, warehousing, data mining, statistical analysis, cloud and system architecture, data management, machine learning, and visualisation. Finally, Pawsey yields social benefits by forging international relationships in supercomputing and large-scale data processing and analysis. 12 CSIRO. (2021). Annual Report 2020Ð21. Canberra, Australia: CSIRO. 13 RTI. (2020). Impact Analysis of the Marine National Facility. Prepared for CSIRO. Pawsey presents a long-term investment in advanced infrastructure for public use. While positive returns are expected over the next 30 years, short-term returns over 10 years are negative.14 This displays the important role of a national agency like CSIRO in maintaining science infrastructure, because private industry would not be able to make a long-term investment of this nature. 2.3.4.3 Australia Telescope National Facility The CSIRO Australia Telescope National Facility (ATNF) is one of the worldÕs most advanced radio astronomy facilities, and the only one of its kind in the Southern Hemisphere. The ATNF is used by astronomers from around the world, 24 hours a day, every day, to learn about our universe. One of the facilities within the ATNF, the Australia Square Kilometre Array Pathfinder (ASKAP), comprises 36 nearly identical parabolic antennas that collaborate as a single astronomical interferometer, offering a collective surface area of approximately 4,000 square metres. ASKAPÕs distinctive capabilities, encompassing its wide field of view, swift survey speed, and advanced data processing techniques, empower scientists to explore astronomical phenomena with unparalleled precision. Furthermore, ASKAP serves as a technology demonstration for the Square Kilometre Array (SKA) project, an ambitious global initiative aiming to construct a radio telescope of even greater magnitude and sensitivity. Thanks largely to the success of ASKAP, Australia is hosting SKA-Low, one of two global SKA facilities, at the Murchison Radio-astronomy Observatory alongside ASKAP. Projections from the Prime Minister and the Hon Scott Morrison MP in 2021 indicated that SKA-Low would attract an estimated $1.8 billion in foreign income flows into Australia in its first 30 years of operations.15 In addition, ASKAP has prioritised meaningful cooperation and consultation with the Wajarri Yamatji people, who hold the Traditional Ownership of the land. These efforts have included recognition and respect, cultural heritage preservation, and employment and capacity building. These commitments are formalised through an Indigenous Land Use Agreement, signifying a dedication to equitable and mutually advantageous terms for land use, as well as appropriate compensation arrangements. 2.3.4.4 National Research Collections Australia The National Research Collections Australia (NRCA) is a state-operated biological collection under CSIRO, hosting AustraliaÕs biodiversity. It includes specimens of wildlife, insects, plants, tree seeds, and algae. NRCA supports bioprospecting, biodiversity management, and research that benefits Australian industries, government, and academia. RTIÕs 2024 impact analysis16 highlighted NRCAÕs contribution across various sectors, such as environmental conservation, food security, biotechnology, and disease prevention. The assessment found that NRCA plays a vital role in research, public health, and industry applications. Its collections help with disease tracking, biotechnology innovations, and environmental preservation by supporting biodiversity studies. NRCAÕs digitisation is expanding access to its resources, encouraging further global research collaboration. Investments in advanced facilities and trained staff ensure that these collections are preserved and accessible for research and industrial use. This provides Australia with economic, environmental, and social benefits, and supports NRCAÕs role as essential in maintaining AustraliaÕs rich ecological history while providing scientific knowledge. 3 CSIROÕs Impact Capacity: An Ecosystem Analysis This section provides an analysis of CSIROÕs impact capacity using the IMM. It delves into the internal impact capitals Ð Cultural, Human, Social, Financial, Physical, and Innovation Environment Ð and their related capacities (see Table 1.1) to examine how CSIRO engages with the external system through driving and strengthening factors. The discussion culminates with insights on continuous impact maturity growth, highlighting current performance, key lessons, priority actions, and key takeaways. 3.2.1 Cultural Capital Endua Opportunity Off-grid communities face growing energy demand, high costs, and significant environmental impacts from diesel generators, while renewable sources like wind and solar struggle with intermittency. As Australia aims to become 100% renewable energy-powered, the need for sustainable off-grid energy solutions is increasingly urgent. Globally, over 1 billion people still lack access to electricity. Response The Endua initiative, launched in 2021 under a ÔCompany Creation Model,Õ brings together key partners: CSIRO (technical expertise), Ampol (industry knowledge), MSV (investment), and Entrepreneur-in-Residence Paul Sernia. The collaboration is focused on developing hydrogen-powered energy storage systems to deliver scalable, clean energy solutions for off-grid communities. Impact The new hydrogen storage technology is envisioned to deliver triple bottom line impacts through producing economically, environmentally friendly, and societally feasible renewable energy solutions. The successful development and adoption of the proposed systems is expected to address energy security and decarbonisation, boost renewables penetration, build a new industry in Australia, and help realise the nationÕs vision to be 100% renewable energy powered whilst addressing the growing commercial and domestic power demand in off-grid areas. The ÔCompany Creation ModelÕ fosters rapid development and commercialisation of this innovative technology. Cultural Capital Exemplar The Endua initiative exemplifies cultural capital through its strong mission-driven approach, focusing on decarbonisation and clean energy solutions for off-grid communities. Its structured collaboration between key partners reflects deliberate strategic planning and impact-focused execution. The initiative is designed with governance and oversight built into its model, ensuring each partnerÕs contributions align with the overarching mission to address climate change and energy security in Australia. Q-Sera (RAPClot) Opportunity Emergency departments in hospitals require rapid, stable, and complete clotting of blood samples to enhance efficiency and accuracy during analysis, particularly for batch processing. This ensures that analysis can begin promptly, avoiding delays caused by waiting for samples to reach the laboratory. Solution Q-Sera engaged CSIRO to develop a suitable spray-coat and manufacture blood collection tubes. CSIRO collaborated with On Board Solutions for spray machines Greiner Bio-One and Terumo Engineering for blood collection tubes, and universities to develop patented RAPClot tubes for rapid, reliable, stable, and superior blood sample tubes, saving 12.5 minutes compared to other products on the market. Impact By engaging CSIRO, the development timeline was accelerated by 18 months, resulting in savings of over $200,000. The estimated BCR is 6.82 to 1, with an NPV of $2.78 million (between 2023Ð2032). The solution also reduced the need for re-centrifuging samples due to unstable clotting, lowered the incidence of incorrect analyte readings in blood samples, and accelerated revenue through faster research and development (R&D) outcomes. Cultural Capital Exemplar This partnership exemplifies CSIROÕs commitment to addressing significant and meaningful challenges, supporting Australian start-ups with impactful innovation. Q-Sera also benefited from CSIROÕs Kick-Start Program, which assists innovative Australian start-ups and small businesses by providing funding, research expertise, and capabilities to foster growth and development. 3.2.2 Human Capital Maintaining Access to EU Markets for Australian Canola Opportunity AustraliaÕs non-GMO canola exports to the EU, the countryÕs largest and most lucrative market, were at risk due to stricter GHG savings targets introduced by the European CommissionÕs Renewable Energy Directive. Failure to meet these revised standards would have resulted in significant financial losses and disrupted access to the premium EU market. Solution CSIRO, working alongside Lifecycles and Meo Carbon, developed a detailed life cycle assessment (LCA) of GHG emissions from Australian canola production. This report was the first to be accepted by the EU, ensuring that Australian exports complied with the new regulations. Australian trade officials in Brussels, Belgium, in collaboration with CSIRO, worked swiftly to have the report implemented in time to protect the 2017 canola harvest. Impact Since the reportÕs acceptance in 2017, over 4.4 million tonnes of Australian canola, valued at more than $2.5 billion, have been exported to the EU, preserving access to this critical market (as reported in 2019). The timely acceptance of the report ensured that Australia retained its competitive edge, protecting the industry from potential market disruption. The BCR of this effort has been estimated in the range of 19.1Ð22.9. Additionally, the NPV of the initiative is estimated at between $88.7 million and $89.5 million, underscoring the substantial financial benefits of maintaining market access. Beyond economic gains, this success also established a framework for future environmental assessments in Australian agriculture, ensuring ongoing sustainability and competitiveness in global markets. Human Capital Exemplar CSIROÕs quick response to the EUÕs regulatory changes was enabled by its expertise in LCAs, developed over years of research. The collaboration with Lifecycles and Meo Carbon combined diverse skills to produce a rigorous report that met the EUÕs standards. The team navigated tight deadlines and complex requirements, ensuring timely delivery. This project was not just about immediate needs; it established a framework for future agricultural assessments, supporting the long-term sustainability and competitiveness of Australian agriculture. Strong leadership and collaboration ensured that the project met its goals ahead of schedule, safeguarding AustraliaÕs trade relationships. FMD (Foot-and-Mouth Disease) Opportunity An outbreak of an emergency animal disease (EAD) such as FMD poses a serious economic and social threat to AustraliaÕs livestock production, trade, and tourism sectors. A 2022 estimate suggested that a large-scale FMD outbreak could result in direct economic losses of approximately $80 billion. Although Australia has been FMD-free since 1872, concerns about increased risks and the nationÕs preparedness for an EAD remain high. Solution CSIRO partnered with government departments, universities, and industry stakeholders to address this challenge. The project delivered a comprehensive vaccine bank covering a range of viral strains, developed SPREAD models for producer-led surveillance systems, and created testing, sampling, and management protocols for FMD across all livestock groups, including beef, sheep, cattle, goats, and pigs. Impact The initiative generated new knowledge and technologies to enhance biosecurity risk management and reduce the economic impact of potential FMD outbreaks by enabling faster recovery to normal trade conditions. It also strengthened trust and reporting through improved collaboration between researchers, government, and industry. CSIROÕs involvement in the FMD Ready Program is valued at $53.54 million over 10 years, with a BCR of 2.5 to 1. Human Capital Exemplar This project showcases CSIROÕs capability to leverage its diverse, transdisciplinary workforce Ð including expertise in science, modelling, and economics Ð to deliver solutions to complex problems. It demonstrates the importance of a collaborative approach between livestock industries, governments, and research organisations to tackle challenges that are beyond the reach of less-diverse teams. 3.2.3 Social Capital 3.2.4 Financial Capital 3.2.5 Physical Capital 3.2.6 Innovation Environment Capital 3.3 IMPACT TRANSLATION Ð ENGAGING WITH THE EXTERNAL SYSTEM This section reflects on how critical external factors drive As the external context is dynamic, it is crucial to regularly and strengthen the realisation of impacts. Key elements, review and adapt to potential challenges and opportunities such as an organisationÕs SLO and science excellence, are in relation to these factors for impact success. Recognising essential examples. Without considering these factors, and leveraging these external factors is vital for achieving even the most robust internal management and capacity sustained and meaningful outcomes.building efforts may fall short of realising their impact potential. 3.3.1 Driving Factors Addressing these areas would enhance acceptance and adoption of CSIROÕs R&I outputs, better align projects with market needs, address the risk appetite of partners, and contribute to a supportive policy and funding environment. Impact Maturity: . Maintain a keen focus on SLO assessment during initiatives by building trust and Opportunities for collaboration with relevant parties from the outset. Depending on the use case, growthleveraging tools such as those offered by Voconiq might be an effective option for achieving these objectives.. Align projects with market needs to boost innovation relevance and adoption, leveraging programs like ON to refine value propositions and enhance clarity on commercialisation pathways . Engage commercialisation partners early in the R&I process, especially for high-investment and conservative market deployments, to improve prospects of uptake and market penetration. Employ strategies to mitigate early-stage investment risks and attract venture capital to ensure sustained support through the innovation development phase to enhance impact capacity. Advocate for supportive government policies and stable funding sources (e.g., deployment grants) for improved impact capacity. Promote and leverage sector-based specialised accelerators in fields like healthcare and energy to enhance impact capacity. DRIVING FACTORS: Mediating variables that influence how initiatives realise impact.Drivers of Impact SLO is crucial for the acceptance of CSIROÕs research outputs. Realisation for CSIROMarket demand is key to impactful innovations, requiring alignment with industry needs and strategic focus on competitive advantage. The risk appetite of partners affects innovation funding, while regulatory alignment can enhance or hinder progress. CSIROÕs commitment to aligning innovations with regulatory frameworks is crucial for successful impact realisation. This focus ensures scalability and market readiness, while misaligned policies can hinder progress and limit potential.High adoption costs and the need for convenience are significant factors, and early engagement with commercial partners can help overcome barriers. Supportive policy and funding environments, along with sector-based accelerators, further influence impact capacity. 3.3.2 Strengthening Factors 3.4 STRIVING FOR CONTINUOUS IMPACT MATURITY GROWTH This section provides a concluding reflection on CSIROÕs impact maturity within the R&I landscape. As depicted in Figure 3.1, it is structured to first identify key strengths and areas for development. It ties together the findings from this review and examines them in the context of the recent ACOLA report, which highlights systemic weaknesses within the Australian research environment. This is followed by presenting learnings from critical lessons that guide future improvements; outlining targeted priority action items essential for continuous improvement; and highlighting the importance of continuous improvement, offering insights into how CSIRO can further strengthen its impact maturity and contribute more effectively to the national innovation system. Figure 3.1: CSIROÕs Impact Maturity Analysis Based on the IMM: From Identification to Progress Figure 3.1: CSIROÕs Impact Maturity Analysis Based on the IMM: From Identification to Progress 3.4.1 CSIROÕs Impact Maturity Ð Current Performance CSIROÕs impact maturity has a significant effect on the organisationÕs ability to realise its impact potential. The alignment of initiatives with strategic objectives and the incorporation of impact considerations into investment decisions have enhanced CSIROÕs strategic planning. Annual performance evaluations and external impact case study validations have improved oversight of the organisationÕs impact focus, showcasing global best practices. However, challenges with research translation (especially commercialisation of CSIRO science and technology) due to misaligned KPIs, low risk appetite, and reward systems that discourage translation efforts hinder the organisationÕs ability to realise impactful solutions. CSIRO staffÕs strong absorptive capacity, proactivity, versatility, and adaptability are essential for delivering impactful solutions. Effective collaboration with external parties and internal teams is crucial for impactful outcomes. However, the lack of fit-for-purpose infrastructure and difficulties in obtaining sustained financial support for infrastructure growth and maintenance pose challenges for the organisation. Overall, while CSIRO has made significant strides in aligning its projects with strategic objectives and enhancing its strategic planning, there are areas for improvement in research translation (particularly commercialisation pathways), infrastructure, internal collaboration, and other processes that affect the realisation of impacts. Table 3.1 provides a summary of the key strengths and areas requiring further investigation and development. Table 3.1: Areas of Strength and Development for CSIROÕs Impact Maturity STRENGTHS AREAS FOR DEVELOPMENT Strategic planning and impact considerations: CSIRO has enhanced its strategic planning by incorporating impact considerations into investment decisions and conducting impact planning workshops. Employee capabilities: CSIRO employees exhibit strong absorptive capacity, proactivity, versatility, and adaptability, which are essential for impactful solutions. Multidisciplinary expertise: The organisationÕs diverse and multidisciplinary team strengthens its capacity to tackle multifaceted challenges both effectively and efficiently. Innovation and entrepreneurship: Initiatives such as SME Connect and the ON Program support entrepreneurship and start-ups, contributing to AustraliaÕs economic growth. Reputation and credibility: CSIROÕs strong reputation for scientific excellence supports its strategic alliances and funding opportunities. Commercialisation: Misaligned KPIs, a low-risk appetite, and inadequate reward systems affect CSIROÕs ability to commercialise research effectively. Collaboration: Effective collaboration with both external parties and internal teams needs improvement to better enable impactful outcomes. Infrastructure: Fit-for-purpose infrastructure and sustained financial support for key infrastructure require further consideration. Market understanding: Despite progress, further refinement is needed to strengthen commercialisation and expand staff expertise in relation to market-driven commercial impact pathways. Cost of services: CSIROÕs services are considered expensive for SMEs, limiting collaboration opportunities. Funding and financial resilience: Better alignment with market demands is required to improve realisation of impact and financial sustainability. Analysis of CSIROÕs R&I Environment Compared to Systemic Weaknesses This section explores the key systemic weaknesses outlined in the RAAEM report prepared by ACOLA in 2023. As highlighted in Section 1 of this report, it further examines how CSIROÕs processes, including the potential use of the IMM, respond to some of these challenges while enhancing the organisationÕs impact capacity and adaptability within AustraliaÕs evolving R&I landscape. CHALLENGE 1: Overreliance on quantitative metrics Ð The RAAEM report stresses issues relating to an overreliance on quantitative metrics like publication counts and citation numbers, overshadowing research quality and broader impact. RESPONSE The Value of CSIRO report highlights a shift from these misaligned KPIs to fit-for-purpose metrics that measure real-world TBL impacts. CSIROÕs IMM emphasises impact-focused reward systems as an important capacity associated with the organisationÕs Cultural Capital, ensuring comprehensive performance evaluations that recognise and value what truly matters. CHALLENGE 2: Recognition of diverse contributions Ð ACOLA notes a lack of recognition for diverse contributions such as mentorship, outreach, team science, and innovations. RESPONSE The IMM captures these elements through its consideration of ÔHuman Capital,Õ supporting a more inclusive approach to impact assessment. CHALLENGE 3: Industry engagement and career progression Ð The RAAEM report criticises inadequate recognition of industry-focused work, hindering career progression for researchers and fostering an overly competitive environment. RESPONSE CSIRO emphasises engagement for realising impacts, with impact planning workshops and case studies focusing on relevant party engagement through joint projects, commercialisation and outreach activities, training, development, secondments, co-publications, etc. These aspects are accounted for as aspects of the Social and Cultural Capitals in the IMM. CHALLENGE 4: Diversity and inclusion Ð The RAAEM report identifies biases and inequities in current evaluation practices, disadvantaging certain groups and limiting diversity within the research workforce. RESPONSE CSIRO promotes diversity and inclusion, integrating these metrics into performance assessments (e.g., BRTOBP report) and the IMM, and recognises these as significant elements that underpin the organisationÕs impact maturity. CHALLENGE 5: Frameworks for research assessment - The Pillars of Modern Research Assessment framework presented in the RAAEM report and developed through extensive consultation with relevant parties focuses on diverse contributions, equity, integrity, and transparency to address the limitations of traditional evaluation methods and metrics (e.g., publication counts). The model emphasises broad principles such as collaboration, collegiality, transparency, integrity, and equity, providing a strong ethical and inclusive foundation for assessing research. RESPONSE The IMM complements and extends the ÔPillarsÕ modelÕs foundational principles, by providing a detailed, actionable implementation approach for systems-thinking assessment practice. The IMM offers a detailed, structured, and practical approach for impact capacity assessment, emphasising cultural, human, social, financial, and innovative capitals as the key resource elements to consider as the basis for effect impact capacity in R&I organisations. It offers a step towards advancing the standardisation of the impact capacity review process and building data-driven impact maturity, while also addressing the complexities and dynamic nature of modern research environments. CONCLUSION: CSIROÕs assessment processes based on the IMM address many of the systemic weaknesses highlighted in the RAAEM report. By adopting the IMM, conducting impact planning workshops, and commissioning impact case studies, CSIRO ensures a robust framework for tracking and bolstering key aspects of research impact. 3.4.2 CSIROÕs Impact Maturity Ð Key Lessons Table 3.2 presents the key lessons identified based on this review, offering insights that can help CSIRO further enhance its impact maturity in future. These lessons span diverse areas, providing a comprehensive roadmap for consideration. Table 3.2: Five Key Lessons to Inform the Continued Growth of CSIROÕs Impact Maturity THEME LESSONS LEARNT Strategic planning & impact focus CSIRO has made significant strides in strategic planning by integrating impact-focused thinking and data into its investment decisions. Regular planning workshops have been instrumental in aligning projects with both strategic objectives and societal needs, ensuring the organisation remains adaptable to regulatory changes, global trends, and funding challenges. To truly embed an impact-oriented approach across the organisation, it is essential to extend this focus equally across all research areas and programs, ensuring consistent alignment in planning, decision-making, and performance management. Commercialisation & risk appetite CSIROÕs capacity to deliver impact can be improved by increasing its risk appetite for commercialisation, aligning performance metrics with societal and market benefits, and learning from failures through initiatives like the Missions ProgramÕs ÔLessons LearntÕ database. Raising and embedding these areas into processes such as the Board Strategy Day, CSIROÕs Risk Framework, as well as the Annual Planning and Performance Cycle, will establish a more transparent, objective, and longer-term impact evaluation schedule to ensure all investments are set to be assessed. Human capital & absorptive capacity CSIRO employees demonstrate strong absorptive capacity, translating fundamental research into practical applications through their proactive, versatile, and adaptable approach, essential for providing impactful solutions. However, CSIRO staff need to play a stronger role in raising the awareness and absorptive capacity of the end users for their solutions (from both industry and government). This not only benefits the end users but also contributes to impact realisation by accelerating innovation and technological transfer and mobilisation. Financial structure & funding challenges CSIROÕs funding is diverse, with 60% from direct appropriation, 28% from R&D contracts, and 13% from grants and other sources. However, securing financial investment during the final stages of significant funding periods remains challenging, particularly for commercial testing or deployment. Investors frequently hesitate to commit additional funds without clear evidence of an ROI or proven market demand. Additionally, the costs involved in these final phases can be substantial, further complicating the decision-making process for both investors and CSIRO. Expanding the use of ex-ante impact assessments at earlier phases of a research programÕs value chain (e.g., as demonstrated by FSP case studies) can provide credible and rigorous data and analyses to attract investment partners and support decision-making. Importance of research infrastructure CSIROÕs advanced infrastructure supports high-precision research in critical areas, enhancing research quality and efficiency. However, the lack of fit-for-purpose infrastructure in emerging fields increases costs and causes delays, affecting project viability and impact capacity. Expanding the success of centralising facilities and the effectiveness of collaboration hubs at CSIRO can further reduce resource duplication, foster partnerships, and enable improved access to advanced infrastructure and multidisciplinary expertise. Growing the digital enhancements driven by the Digital Steering Committee has potential to improve data integration and global collaboration, streamlining processes and increasing research efficiency for greater impact. 3.4.3 CSIROÕs Impact Maturity Ð Priority Growth Actions Overall, this report has provided approximately 45 actions CSIRO could undertake to improve its impact maturity, across the six capitals and associated capacities, and the impact realisation driving and strengthening factors articulated in the IMM. These actions focus on advancing commercialisation, improving internal collaboration, strengthening strategic planning, and deepening stakeholder engagement. Table 3.3 highlights the highest-priority actions for driving growth in CSIROÕs impact capacity. Table 3.3: High-Priority Action Items to Improve CSIROÕs Impact Maturity AREAS HIGH-PRIORITY ACTION ITEMS Enhancing commercialisation & impact Increase CSIROÕs and partnersÕ risk appetite for commercialisation, implement impact-focused reward systems, and ensure the translation of scientific excellence into tangible end-user benefits to enhance CSIROÕs overall impact. Strengthening internal cooperation & governance Strengthen strategic planning, governance, and internal cooperation to improve response times to external requests and ensure alignment of efforts to maximise impact. Fostering stakeholder engagement Prioritise effective engagement with stakeholders, including SMEs and Traditional Owners, and implement robust feedback mechanisms to improve the adoption and relevance of solutions. Developing sustainable funding models Develop sustainable funding models, diversify sources, and align projects with market needs to ensure financial stability and enhance the impact of R&I. 3.4.4 Key Takeaways Optimising CSIROÕs impact capacity is crucial for maximising its contribution to AustraliaÕs R&I landscape. The IMM offers a structured framework to guide this optimisation, ensuring that all capitals Ð Cultural, Human, Social, Financial, Physical, and Innovation Environment Ð work together effectively for optimal impact performance. While the R&I environment is inherently complex, with each case and sector presenting its own unique challenges, the IMM provides a pathway to enhance impact maturity. Although there is no Ôone-size-fits-allÕ solution that guarantees impact, applying this model greatly improves the chances of success, positioning CSIRO to better realise its impact potential in an ever-evolving landscape. 4 Future Direction The analysis conducted to test the validity of the IMM within the context of assessing CSIROÕs impact capacity demonstrates that it is a valuable tool for providing an integrated view of CSIROÕs capabilities and identifying areas for optimisation. As the organisationÕs maturity evolves, the critical capacities under each capital will also shift, requiring continuous adaptation. To ensure meaningful use of this tool in measuring and enhancing CSIROÕs impact capacity, targeted data collection must become an integral part of the organisationÕs impact management operations. Expanding the analysis beyond impact case studies and applying it to a statistically significant dataset will offer a more comprehensive and reliable understanding of CSIROÕs impact capacity. This broader approach will address the limitations, such as selection bias, data gaps, and statistical uncertainties, associated with this analysis, ensuring more representative insights. Establishing coherent systems and databases for consistent data collection is essential for driving data-driven insights into the factors influencing CSIROÕs impact capacity. This will support more strategic and informed decision-making. By harmonising data and enhancing its clarity, CSIRO can align its decisions with its long-term goals of optimising its impact potential. APPENDIX Contents SECTION PAGE ES EXECUTIVE SUMMARY.................................................................................................................1 CSIROÕs Economic Impact..........................................................................................................1 CSIROÕs Impact Maturity............................................................................................................1 Current Performance.........................................................................................................2 Key Lessons for Guiding Future Improvements...............................................................2 Priority Action Items..........................................................................................................4 Conclusion..................................................................................................................................4 1 INTRODUCTION.............................................................................................................................5 1.1 Background........................................................................................................................5 1.2 Report Objectives..............................................................................................................8 1.3 Methodology......................................................................................................................8 Data Collection .................................................................................................................8 Data Analysis......................................................................................................................9 Limitations..........................................................................................................................9 1.4 Report Structure.................................................................................................................9 2 ESTABLISHING THE VALUE OF CSIRO.....................................................................................10 2.1 Quantifying the Value of CSIRO .....................................................................................10 2.2 Additional Metrics of Impact..........................................................................................12 3 CSIROÕS IMPACT CAPACITY: AN ECOSYSTEM ANALYSIS ...................................................15 3.1 Impact Maturity Model..............................................................................................15 3.2 Internal Environment Ð Resource Capitals Framework Analysis.............................15 3.3 Impact Translation Ð Engaging with the External System ......................................27 3.4 Striving for Continuous Impact Maturity Growth...................................................29 4 FUTURE DIRECTION...................................................................................................................34 A APPENDIX......................................................................................................................................35 A.1 Impact Case Study Portfolio Details................................................................................35 Figures SECTION PAGE Tables SECTION PAGE E.1: CSIROÕs Impact Maturity Analysis Based on the IMM: From Identification to Progress.......1 1.1: CSIROÕs Impact Maturity Model................................................................................................6 2.1: CSIRO Staff per State and Territory.........................................................................................13 3.1: CSIROÕs Impact Maturity Analysis Based on the IMM: From Identification to Progress.....29 A.1: Benefit and Cost Data for Each Study by Year and Type (Actual vs. Projected)...................41 E.1: Strengths and Areas for Development Relating to CSIROÕs Impact Maturity........................2 E.2: Five Key Lessons to Inform the Continued Growth of CSIROÕs Impact Maturity...................3 E.3: High-Priority Action Items to Improve CSIROÕs Impact Maturity...........................................4 1.1: CSIROÕs Impact Maturity Model Ð Six Capitals for Determining Impact Capacity.................7 2.1: Number of CSIRO Impact Analysis Case Studies Reviewed and Included in the Analysis for Each Value of CSIRO Report Since 2020...........................................................................10 2.2: Summary of Impact Case Study Portfolio Analysis Results for the 2020, 2022, and 2024 Value of CSIRO Reports...........................................................................................................11 3.1: Areas of Strength and Development for CSIROÕs Impact Maturity.......................................30 3.2: Five Key Lessons to Inform the Continued Growth of CSIROÕs Impact Maturity.................32 3.3: High-Priority Action Items to Improve CSIROÕs Impact Maturity..........................................33 A.1: High-Level Summary of CSIRO Impact Case Studies...............................................................35 LIST OF ACRONYMS ACDP Australian Centre for Disease Preparedness ACOLA Australian Council of Learned Academies APaIR Annual Performance and Investment Reviews APSIM Agricultural Production System sIMulator ARISA Applied Research and Innovation System in Agriculture ASKAP Australia Square Kilometre Array Pathfinder ATNF Australia Telescope National Facility AUD Australian Dollar BCA (also CBA) Benefit-Cost Analysis (or Cost-Benefit Analysis) BCR Benefit-Cost Ratio BRTOBP Benchmarking of Research and Technology OrganisationsÕ Business Processes CETO Cylindrical Energy Transfer Oscillator CIE Centre for International Economics CPI Consumer Price Index CRI Commercial Readiness Index CSIRO Commonwealth Scientific and Industrial Research Organisation DAA Dietitians Association of Australia DAE Deloitte Access Economics DAP Data Access Portal EAD Emergency Animal Disease EASI Earth Analytics Science and Innovation ECR Early Career Researcher EO Earth Observation EU European Union FMD Foot-and-Mouth Disease FSP Future Science Platform FTE Full-Time Equivalent FY Financial Year GDP Gross Domestic Product GHG Greenhouse Gas GRDC Grains Research and Development Corporation IMM Impact Maturity Model IP Intellectual Property IRL Investment Readiness Level IRR Internal Rate of Return KPI Key Performance Indicator LCA Life Cycle Assessment M&E Monitoring and Evaluation MDI Medical Developments International MEL Monitoring, Evaluation, and Learning MICE Medical Image Communication Exchange MNF Marine National Facility MSV Main Sequence Ventures N&SFS Northern and Southern Farming Systems NBDL National Biodiversity Library NEMA National Emergency Management Agency NPV Net Present Value NRCA National Research Collections Australia ODC Open Data Cube PET Polyethylene Terephthalate PV Present Value R&D Research and Development R&I Research and Innovation RAAEM Research Assessment in Australia: Evidence for Modernisation (report) RAFT Reversible Addition-Fragmentation chain Transfer RD&E Research, Development, and Extension ROI Return on Investment RTO Research and Technology Organisation RV Research Vessel (Investigator) SEA-MES Southeast Australian Marine Ecosystem Survey SIEF Science and Industry Endowment Fund SKA Square Kilometre Array SLAM Simultaneous Localisation and Mapping SLO Social Licence to Operate SMEs Small and Medium Enterprises STEM Science, Technology, Engineering, and Mathematics TBL Triple Bottom Line (i.e., economic, social, and environmental Ð in relation to impact) TICP Tensions in the Commercialisation Process (Report) TRL Technology Readiness Level TWD Total Wellbeing Diet Figure 1.1: CSIROÕs Impact Maturity Model 3.1 IMPACT MATURITY MODEL The IMM offers a framework for standardising capacity review and building efforts. This initial analysis, based on a detailed review of a broad range of material (as outlined in Section 1.1.2 above), sets the stage for ongoing evaluation and improvement. 3.2 INTERNAL ENVIRONMENT Ð RESOURCE CAPITALS FRAMEWORK ANALYSIS This section introduces the analysis of six key resource capitals (i.e., Cultural, Human, Social, Financial, Physical, and Innovation Environment), each with CSIRO-specific capacities which are crucial for the organisation to understand and strengthen in order to enhance its contribution to impact. The analysis identifies both current successes and areas for growth within each capital, offering actionable insights to further advance impact maturity. Exemplar case studies are provided throughout to support and illustrate the analysis. Exemplar Impact Case Studies Ð Cultural Capital CULTURAL CAPITAL: In a culture of impact, employees feel that their work is meaningful, significant, and purpose-based. Everyone concerned is highly inspired by the common purpose, which becomes the driving force behind everything that they do. Current Performance: WhatÕs working and should be sustained CSIRO is increasingly demonstrating a strong alignment between its projects and its objectives, enhancing its strategic planning by incorporating impact considerations into investment decisions and conducting multiple impact planning workshops each year. The organisation has improved its oversight of its impact focus through annual evaluations and external validation of impact, showcasing global best practices in impact evaluations. CSIRO should continue reinforcing the strategic planning, governance, and oversight processes that are effectively aligning projects with its impact goals. Further, it should sustain its focus on mission-driven initiatives to ensure continued relevance and effectiveness in realising impactful outcomes for the nation. Enhancing these areas will enable CSIRO to respond more swiftly to external needs and foster a more collaborative and agile environment. Impact Maturity: Opportunities for growth . Increase risk appetite for commercialisation . Implement impact-focused reward systems . Celebrate failures; move beyond the era of cherry-picking successful initiatives for impact assessment to improve transparency, data sharing, and feedback loops from lessons learnt . Prioritise market pull initiatives, while balancing market signals with fundamental science to support future growth . Enhance internal cooperation to assist with shortening response time to external requests HUMAN CAPITAL: Knowledge and skills that are easily transferable and are required to realise and optimise impact. Current Performance: WhatÕs working and should be sustained CSIRO staff exhibit strong absorptive capacity by monitoring external environments and integrating research into practical applications. The organisationÕs diverse and multidisciplinary science teams excel in tackling complex challenges through advanced scientific research. CSIRO staff demonstrate proactivity, versatility, inventiveness, and adaptability, essential for impactful solutions. CSIRO should continue to improve its focus on strategic planning and market understanding. By addressing these areas, CSIRO would be better positioned to tackle complex challenges, deliver impactful solutions, and maintain a competitive edge in the global market. Impact Maturity: Opportunities for growth . Shift focus to translating scientific excellence into tangible end-user benefits . Improve support systems to strengthen pathways for delivering impactful solutions (e.g., improved staff involvement in commercialisation activities; well-resourced support teams; timely support availability; and streamlined internal processes) . Integrate scientific and entrepreneurial mindsets, use end-user-focused approaches through leveraging accelerator programs such as ON, and recalibrate funding programs to prioritise downstream impact . Support continuous training and development; maintain scientific excellence through continuous development of human capital to preserve CSIROÕs competitive edge in the innovation system . Foster a talented, multidisciplinary, and collaborative workforce by embedding these principles in the design of various initiatives . Cultivate leadership that embodies CSIROÕs core values and provides necessary support to drive focus on impact. R&I teams should offer a clear and coherent articulation of support requirements to the organisationÕs leadership. Exemplar Impact Case Studies Ð Human Capital SOCIAL CAPITAL: The human networks, relationships, and channels of communication and engagement required to realise impact. Current Performance: WhatÕs working and should be sustained CSIROÕs growing focus on understanding relevant party motivations has enhanced its ability to align projects with stakeholder needs, strengthening its overall impact capacity. Maintaining this focus is crucial. The organisationÕs trusted reputation as a leading scientific agency has been critical for the widespread adoption of its R&I outputs both in Australia and internationally. Collaboration with the broader scientific community has expanded access to knowledge and resources, reinforcing CSIROÕs capacity for impactful outcomes. High-quality relationships with external stakeholders have been crucial to driving the realisation of impacts from CSIROÕs projects. Engagement with relevant parties and effective feedback mechanisms have facilitated the adoption of solutions, while ex-ante impact assessments have improved decision-making and impact realisation. By addressing these issues, CSIRO would be better positioned to achieve its objectives and maximise its impact. Impact Maturity: Opportunities for growth . Strengthen the understanding of strategic relevant parties within the organisation. Enhance the understanding of key relevant party groups and their roles in pathways to impact through a focus on ÔSo what?Õ, ÔWho cares?Õ, and ÔWho benefits?Õ questions. . Maintain and grow CSIROÕs trusted reputation while fostering multisector cooperation to deliver effective solutions . Prioritise effective relevant party engagement and implement strong feedback mechanisms to address relevant party needs and concerns, improving the likelihood, efficiency, and efficacy of solution adoption . Foster quality relationships through improved communication and engagement, and long-term collaboration, to optimise impact. Ensure prompt engagement, quick responses, ongoing management, and dedicated relationship managers/project coordinators to enhance the engagement experience. . Implement regular revisits of ex-ante impact assessments at suitable intervals to enhance feedback loops, contribute to effective decision-making, and improve the implementation, monitoring, and evaluation of scientific interventions . Cultivate strong internal relationships between R&I and non-R&I teams, ensuring early and effective collaboration to align efforts and maximise downstream impact . Improve collaboration with SMEs to improve prospects for scale and depth of downstream TBL impacts FINANCIAL CAPITAL: Mechanisms and finance required to support the delivery of impact. Current Performance: WhatÕs working and should be sustained CSIROÕs SME Connect and ON Program have successfully supported entrepreneurship, enabling start-ups like Coviu and Emesent to thrive, contributing to AustraliaÕs economic growth and innovation ecosystem. CSIROÕs funding structure includes contributions from government appropriations (60%), R&D contracts (28%), and grants and other sources (13%), providing a broad funding base. CSIRO maintains a high patent output relative to its revenue, with increasing focus on improving IP quality and alignment with strategic and commercial goals. Improving these areas would enhance CSIROÕs impact and financial resilience, commercial viability, collaboration with SMEs, resource efficiency, and sustained assistance for commercialisation stages. Impact Maturity: Opportunities for growth . Increase the focus on R&D contracts to reduce reliance on government funding, enhance financial stability, and improve alignment with market needs. This would balance funding sources to strengthen strategic flexibility and capacity for impactful research. . Align with strategic intent, external partner vision, market awareness, and planning to improve resource utilisation efficiency. Impact planning workshops and ex-ante impact assessments can support this effort. . Tailor funding strategies to sector-specific needs, ensuring adequate periods for testing and development. Additionally, implement exit strategies for low-TRL technologies to bridge funding gaps and improve impact potential . Focus on filing high-quality patents that align with strategic goals and commercialisation potential, and implement robust tracking and governance mechanisms in IP decision-making to ensure effective use of resources . Develop sustainable funding models and improve the design of funding and grant programs to improve end-of-program support and enhance impact realisation potential . Identify opportunities to optimise pricing models, making CSIROÕs services more accessible to SMEs in emerging sectors, thereby expanding collaboration opportunities INNOVATION ENVIRONMENT CAPITAL: CSIROÕs research environment and internal systems and processes, as well as the external operating system that supports impact. Current Performance: WhatÕs working and should be sustained CSIRO leverages its competitive advantage, such as research infrastructure and multidisciplinary expertise, to enhance the national ROI by supporting science priorities and driving growth through strategic investments. CSIROÕs focus on non-R&D innovations, such as adopting new business models and organisational methods, has demonstrated enhanced efficiency and fast-tracked market entry, as seen in initiatives like v2food and Endua. Continuing this focus will be crucial for sustaining and amplifying impact realisation. CSIRO fosters innovation and entrepreneurship through a holistic approach that combines supportive policies, financial backing, and collaborative programs like ON and MSV. The organisation demonstrates its dedication to environmental sustainability by adopting green technologies and minimising waste. Addressing these areas would enhance supporting science priorities and driving growth through strategic investment decisions, further cultivate a broader innovation system conducive to innovation, improve the chances of successful technology commercialisation, and boost visibility. Impact Maturity: Opportunities for growth . Implement thorough evaluations of CSIROÕs competitive advantages during investment decision-making to ensure growth, contribution to impact, and maintenance of a competitive advantage . Standardise TRL assessments, incorporate independent evaluations, and establish longer-term collaboration agreements, including ongoing retainer contracts, to improve the transition from research to commercial application. This approach will strengthen relationships with relevant parties, support commercialisation partners through regulatory processes, streamline the process, and enhance the partnership experience, maximising the prospects of impact realisation. . Expand coverage of policy and infrastructure assessments to enhance impact tracking, establish feedback loops for improvement, and ensure effective resource allocation for high-impact initiatives . Leverage robust communication channels to enhance the visibility of CSIRO initiatives and their impact potential STRENGTHENING FACTORS: Moderating variables that affect the strength, scale, and direction of the impact capacity achieved by initiatives. Current Performance: WhatÕs working and should be sustained CSIROÕs strong reputation for science excellence drives credibility, partnerships, funding, and policy influence, ensuring R&I in areas of strategic importance for realisation of TBL impacts. CSIRO is also working to improve engagement with Traditional Owners to ensure culturally appropriate projects. Addressing the areas mentioned would enhance CSIROÕs already positive reputation for scientific excellence, improve its credibility, facilitate strategic alliances, and expand funding sources by selecting the right partners and enriching engagement with Traditional Owners. Impact Maturity: Opportunities for growth . Select commercialisation partners based on TRL and required expertise to ensure effective technology implementation and adoption . Ensure clear communication and expectation management with partners to avoid misalignments and contractual misunderstandings . Foster mutual trust, commitment to collaboration outcomes, and effective communication to enhance RTO-SME partnerships . Address barriers such as insufficient funding support, lack of SME awareness of RTO capabilities, and IP ownership concerns through strategic goal alignment and partner training programs . Improve engagement with Traditional Owners and consider how initiatives benefit Indigenous groups, while fostering capabilities, inclusivity, and job creation opportunities . Incorporate Traditional OwnersÕ perspectives and knowledge to ensure culturally appropriate and respectful projects, fostering trust and collaboration A.1 IMPACT CASE STUDY PORTFOLIO DETAILS Table A.1: High-Level Summary of CSIRO Impact Case Studies Figure A.1: Benefit and Cost Data for Each Study by Year and Type (Actual vs. Projected) * The Science of Industry and Endowment Fund (SIEF) Projects 1 ACOLA (Australian Council of Learned Academies). (2023). Research Assessment in Australia: Evidence for Modernisation. https://acola.org/wp-content/uploads/2023/11/ACOLA_ResearchAssessment_FINAL.pdf 6 Case studies are completed by the CSIRO Strategy team or by outside contractors, currently including CIE, RTI International, and Tractuum, and formerly including DAE, ACIL Allen, and ACIL Tasman. 7 RTI. (2021). The Value of CSIRO: The Broader Impact of CSIROÕs Portfolio of Activities 2020 Update. Prepared for CSIRO. 8 RTI. (2023). The Value of CSIRO: The Broader Impact of CSIROÕs Portfolio of Activities 2022 Update. Prepared for CSIRO. 9 The sum of values across time while taking inflation and social time preferences around spending into account. See the appendix for more calculation details. 14 CIE. (2019). Pawsey: Making Big Things Happen. Prepared for CSIRO. 15 The Hon Christian Porter MP. (2021). Australia to Invest $387 Million in the WorldÕs Largest Radio Telescope. Joint media release with the Prime Minister the Hon Scott Morrison MP. 16 RTI. (2024). Impact Assessment of the National Research Collections Australia. Prepared for CSIRO. PHYSICAL CAPITAL: Resources and infrastructure necessary to deliver impact. Current Performance: WhatÕs working and should be sustained CSIROÕs physical facilities bolster research activities in critical areas, contribute to economic development, and promote innovation by supporting pivotal projects and attracting investments. Centralised facilities and collaboration hubs at CSIRO reduce duplication, foster partnerships, and provide access to advanced infrastructure and multidisciplinary expertise to SMEs. Digital enhancements like data digitisation also improve data integration and global collaboration. Training programs, like those through infrastructure facilities, effectively build capacity in researchers and industry, enhancing internal and external skills critical to innovation. Addressing the infrastructure challenges would strengthen CSIROÕs research activities, support high-precision research, reduce duplication of efforts, foster partnerships, provide access to state-of-the-art infrastructure, and augment the capabilities of students, researchers, and industry experts across the broader national innovation system. Impact Maturity: Opportunities for growth . Implement comprehensive data collection mechanisms to capture detailed information on infrastructure usage and outcomes . Develop enhanced reporting frameworks to document and link infrastructure use to specific impacts, providing evidence-based data for impact assessments . Foster system-wide collaborations, secure infrastructure funding, and create shared facilities to support project execution and timely delivery . Advocate for long-term funding solutions and diversify sources to ensure sustained investment in infrastructure development and maintenance . Implement regular infrastructure impact assessments and establish M&E programs to continuously track, assess, and demonstrate the value of CSIROÕs physical and e-infrastructures, incorporating customer feedback to enable periodic adjustments and improvements to enhance impact realisation