science with a mission women with vision a - nrf business plan 2011... · the nrf joins in the...
TRANSCRIPT
b
The United Nations has proclaimed 2011 as the International Year of Chemistry and the world also celebrates the Centenary of International Women’s Day. In a remarkable confluence of events, 2011 is also the centennial of the awarding of the Nobel Prize in Chemistry to Marie Curie for her work on radioactivity.
As such, the National Research Foundation (NRF) feels it fitting to use these joint celebrations as the theme for its 2011-2014 Annual Performance Plan. The NRF joins in the global recognition of the chemical sciences, and their inspirational women researchers, upon which our lives and our future are based.
1
isiZulu: – I-National Research Foundation inentokozo enkulu ngokwethula
uhlelo lonyaka lokwenziwa komsebenzi luka-2011/12-2013/14. Lolu hlelo
lunikeza umqondo ngemisebenzi kanye nokuhlosiwe kwe-ejensi exhasa
ngezimali i-Research ne Innovation Support ne Advancement (RISA),
i-Science Advancement Agency (SAASTA) kanye ne- National Research
Facilities.
isiXhosa – I-National Research Foundation iyakuvuyela ukuthi thaca
kwayo uyilo lokusebenza lonyaka luka-2011/12-2013/14. Olu yilo luxela
imisebenzi kunye nezinto ejolise kuzo i-arhente exhasayo i-Research ne
Innovation Support ne Advancement (RISA), i-Science Advancement
Agency (SAASTA), kunye ne-National Research Facilities.
isiNdebele – I-National Research Foundation ithanda ukwethula ihlelo
lokusebenza lomnyaka mali u-2011/12-2013/14. Ihlelweli liveza imisebenzi
neminqopho yomzenda omsekeli wezeemali i-Research ne Innovation
Support ne Advancement (RISA), i-Science Advancement Agency
SAASTA) kunye ne-National Research Facilities.
SiSwati – I-National Research Foundation iyatfokotela kwetfula
luhlelo lwemnyaka lwekusebenta lwayo lwa-2011/12-2013/14. Loluhlelo
lukhombisa imisebenti kanye netinhloso te-ejensi yekusita ngetimali
i-Research ne Innovation Support ne Advancement (i-RISA), i-Science
Advancement Agency (i-SAASTA), kanye ne-National Research Facilities.
XiTsonga – National Research Foundation ya tinyungubyisa ku andlala
nkunguhato wa matirhelo ya lembe ra 2011/12-2013/14. Nkunguhato
lowu wu hlamusela migingiriko na leswi languteriweke swa rhavi ra
mpfuneto hi timali Research na Innovation Support na Advancement
(RISA), Science Advancement Agency (SAASTA), na National Research
Facilities.
Sepedi – National Research Foundation ka boikgantšho e hlagiša
peakanyo ya yona ya mošomo wa ngwaga ka ngwaga ya 2011/12-2013/14.
Pego ye e akaretša mešomo le ditebanyo tša setheo sa thekgo ya
ditšhelete sa Research le Innovation Support le Advancement (RISA),
Science Advancement Agency (SAASTA) le National Research Facilities.
Sesotho – National Research Foundation e motlotlo ho nehelana ka
morero wa tshebetso ya selemo le selemo wa yona wa 2011/12-2013/14.
Morero ona o hlalosa diketsahalo le dintho tse tla shejwa haholo
ke ejensi e thusang ka ditjhelete Research le Innovation Support le
Advancement (RISA), Science Advancement Agency (SAASTA), le
National Research Facilities.
TshiVenda – National Research Foundation nga dakalo i khou vha
netshedza pulane ya mashumele ya mwaha nga nwaha ya 2011/12-2013/14.
Hei pulane i bvisela khagala mishumo na ndivho dza zhendedzi na u
netshedza masheleni Research na Innovation Support na Advancement
(RISA), Science Advancement Agency (SAASTA), na National Research
Facilities.
Setswana – National Research Foundation e motlotlo go tlhagisa
thulaganyo ya go dira ga yona ga ngwaga le ngwaga wa 2011/12-2013/14.
Thulaganyo e e tlhagisa ditiro le ditotiwa tsa setheo sa thuso ka matlole
Research le Innovation Support le Advancement (RISA), Science
Advancement Agency (SAASTA), le National Research Facilities.
Afrikaans – Die Nasionale Navorsingstigting bied met genoë sy
jaarlikse werkverrigtingplan vir 2011/12-2013/14 aan. Hierdie plan skets
die bedrywighede en doelwitte van die Befondsingsagentskap vir
Wetenskap (RISA), die Bevorderingsagentskap vir Wetenskap (SAASTA)
en die Nasionale Navorsingsfasiliteite.
The National Research Foundation takes pleasure in presenting its Annual Performance Plan for
2011/12-2013/14. This plan outlines the activities and targets of the funding agency Research and
Innovation Support and Advancement (RISA), the Science Advancement Agency (SAASTA), and
the National Research Facilities.
INTRODUCTION
2
Corporate Annual Performance Plan of
the National Research Foundation
2011/12–2013/14
PO Box 2600
Pretoria 0001
Tel: +27 12 481-4000
Fax: +27 12 349-1179
E-mail: [email protected]
www.nrf.ac.za
Produced by: words’worth
+27 11 646 0956
CONTENTS
EXECUTIVE SUMMARY ......................................................................................................................................... 6
The NRF Strategic Plan: Vision 2015 ............................................................................................................................. 6
The NRF strategic goals ................................................................................................................................................................ 7
The alignment between the NRF strategic priorities and recent policies ............................. 7
Human Capital Development ................................................................................................................................................... 7
Student support ............................................................................................................................................................................. 8
Emerging reseachers ................................................................................................................................................................ 9
Established researchers ...................................................................................................................................................... 10
Strategic imperatives .................................................................................................................................................................... 10
Strategic research infrastructure and equipment provision ............................................................. 10
The NRF financial plan .................................................................................................................................................................. 11
NRF human resources ................................................................................................................................................................... 12
Changes in the science landscape ................................................................................................................................... 12
Structure of the 2011/14 Annual Performance Plan ..................................................................................... 12
CORPORATE STRATEGIC OVERVIEW .................................................................................................... 14
Brief history of the NRF ............................................................................................................................................................. 14
The mandate of the NRF ........................................................................................................................................................... 15
Development of the NRF strategic plan ................................................................................................................... 15
NRF Vision 2015 .................................................................................................................................................................................. 15
NRF mission statement ........................................................................................................................................................ 15
Strategic goals ...................................................................................................................................................................................... 15
Corporate values ................................................................................................................................................................................ 15
Organisational environment ................................................................................................................................................. 15
Business standards ................................................................................................................................................................... 15
Core competencies of the NRF .................................................................................................................................... 16
Organisational structure .................................................................................................................................................... 16
Clustering of NRF business divisions and activities ............................................................................. 16
3
CONTENTS
The performance delivery environment .................................................... 18
The South African science landscape .................................................... 18
The role of the NRF in the science landscape ............................. 20
Relevant policies in the delivery environment ........................... 20
Important developments in the
delivery environment .............................................................................................. 24
Corporate performance indicators
according to the NRF strategic goals .......................................................... 25
Corporate sustainability indicators ............................................................... 28
FINANCE AND BUSINESS SYSTEMS ............................................ 32
Scope ............................................................................................................................................... 32
Financial plan .......................................................................................................................... 33
Budget and sources of income ..................................................................... 33
NRF investment principles ................................................................................. 33
Overview of 2012 budget and MTEF estimates ......................... 34
Three-year projection of the NRF 2011/12
The NRF line item allocation in RISA baseline
for the 2011-2012 MTEF .......................................................................................... 35
NRF sources of funding for the year ending
31 March 2012 .................................................................................................................. 35
Comparison of sources of funding 2008-2012 ............................ 35
Abridged financial statement 2011/12–2013/14 ............................. 37
Information and Communication Technology (ICT) .................... 38
Corporate Governance ................................................................................................ 39
New Business Development (NBD) ................................................................ 40
HUMAN RESOURCES AND
STAKEHOLDER RELATIONS ................................................................. 44
Scope .............................................................................................................................................. 44
Human Resources ............................................................................................................. 45
Corporate Communications ................................................................................... 46
Corporate Legal Services and Industrial Relations ..................... 47
RESEARCH AND INNOVATION SUPPORT
AND ADVANCEMENT (RISA) ................................................................ 50
Purpose and scope .......................................................................................................... 50
Sources of funding ............................................................................................................. 51
Investment areas and business cycle ........................................................... 51
Values of bursaries and scholarships ............................................................ 51
Knowledge Fields Development (KFD) ....................................................... 59
Applied Research and Innovation (ARI) ...................................................... 61
Human and Institutional Capacity
Development (HICD) ....................................................................................................... 63
International Relations and Cooperation (IR&C) ............................ 65
Knowledge Management and Evaluation (KME) ............................. 69
Grants Management and Systems
Administration (GMSA) ................................................................................................ 72
RISA and SAASTA performance indicators
according to the NRF strategic goals ........................................................... 73
SOUTH AFRICAN AGENCY FOR SCIENCE
AND TECHNOLOGY ADVANCEMENT (SAASTA) .................. 78
4
CONTENTS (CONTINUED)
NATIONAL RESEARCH FACILITIES ............................................... 82
The South African Astronomical Observatory (SAAO) ........ 87
The Hartebeesthoek Radio Astronomy Observatory
(HartRAO) .................................................................................................................................. 90
The Hermanus Magnetic Observatory (HMO) ................................... 92
The National Zoological Gardens of
South Africa (NZG) .......................................................................................................... 94
The South African Institute for Aquatic Biodiversity
(SAIAB) .......................................................................................................................................... 97
The South African Environmental Observation Network
(SAEON) ..................................................................................................................................... 100
iThemba Laboratory for Accelerator Based Sciences
(iThemba LABS) ................................................................................................................ 104
National Research Facilities Indicators ................................................... 107
KEY PERFORMANCE TARGETS
2011/12-2013/14 ................................................................................................ 112
Balanced Scorecard approach ............................................................................ 113
Balanced Scorecard framework ........................................................................ 114
ACRONYMS ............................................................................................................ 117
CONTACT DETAILS ....................................................................................... 120
THE NRF SUPPORTING FRAMEWORK ...................................... 123
A Exemptions granted from the provisions
of the PFMA ................................................................................................................. 123
B Risk Management Plan ................................................................................... 123
C Fraud Prevention Plan ..................................................................................... 123
D Materiality and Significance Framework ..................................... 123
E Schedule of the NRF Board’s main activities ......................... 123
F Structure and composition of the NRF Board
and its committees .............................................................................................. 123
G Employment Equity Plan ............................................................................... 123
H Business Development Strategy .......................................................... 123
I Communication Plan ......................................................................................... 123
J ICT Plan ............................................................................................................................ 123
6
the nrf strategic plan: vision 2015In February 2008, the NRF Board approved the NRF Strategic Plan, the NRF Vision 2015. With the 2011-2014 Annual Performance Plan the NRF, through its respective business divisions, is entering the third year of implementing this ambitious longer-term strategy.
During 2011/12, the NRF seven–year Strategic Plan is due for a mid-term Board Assessment. The process will be initiated as soon as the Minister has appointed the new NRF Board. It is expected that the revision process will be finalised during June/July 2011, and both the outgoing and incoming NRF Boards will be involved in the process.
7
ExECUTIVE SUMMARy
THE NRF STRATEGIC GOALS
In NRF Vision 2015, the NRF adopted
the following strategic goals:l Promote internationally competitive
research as a basis for the
knowledge economy;l Grow a representative science and
technology workforce in South
Africa;l Provide cutting-edge research,
technology and innovation platforms; l Operate world-class evaluation and
grant-making systems; andl Contribute to a vibrant national
innovation system.
THE ALIGNMENT BETWEEN THE
NRF STRATEGIC PRIORITIES AND
RECENT POLICIES
Despite the dynamic policy and
operational environment within which
the NRF functions (kindly refer to the
Performance Delivery Environment on
page 18) it is clear that the strategic
goals of the organisation are of a
longer-term nature and are well aligned
to recent policy shifts, such as the 12
Outcomes of Government, the New
Growth Path, and the Industrial Policy
Action Plan (IPAP2). The NRF Annual
Performance Plan also addresses issues
raised in the Medium Term Strategic
Framework (MTEF) for 2009-2014.
Some of the imperatives mentioned in
these policy documents include:l Developing a skilled and capable
workforce to support an inclusive
growth path within a knowledge
economy based on research,
development and innovation;l Broadening the access to post-
secondary education and improve
the Higher Education throughput
rate; l Keeping up with global technological
trends and fully exploit our
comparative advantages, including
the use of Information and
Communication Technologies (ICTs); l Focusing on sectors with the
potential to develop long-term
advanced capabilities such as nuclear
sciences, advanced materials and
aerospace; andl Building strategies and support
programmes for innovation in firms,
and research and development in the
private and public sectors.
When comparing the NRF strategic
goals with the above imperatives, it
is evident that the NRF has a crucial
role to play in delivering on national
objectives, especially with regard to: l Developing human capital; l Providing science and technology
infrastructure; and l Promoting and supporting
knowledge generation in areas of
strategic importance.
HUMAN CAPITAL DEVELOPMENT
As a contributor to the national
imperative to develop human capital,
the NRF is well positioned to: l Support growth in research and
supervisory capacities in the system,
and thereby increase both human
capacity development and knowledge
generation; l Facilitate at all levels the funding
and training of competent human
resources to address the severe
shortages of researchers and
academics, in particular from
previously disadvantaged
areas; andl Promote and provide training
for human resources in the high-
technology environment of the
National Research Facilities.
Alb
ert
S va
n Ja
arsv
eld
8
ExECUTIVE SUMMARy (CONTINUED)
The NRF has an integrated approach
to Human Capital Development and
promotes and supports a pipeline of
human capital through all its different
business divisions. The South African
Agency for Science and Technology
Advancement (SAASTA) focuses
on coordinating across all National
Research Facilities the science
communication, science education,
science awareness and science
engagement programmes of the NRF.
In its own right SAASTA conducts
programmes for building the science
skills base from the bottom up. Figure 1
shows the expected SAASTA investment
in human capital development and
science awareness platform provision
for 2011/12.
Through Research and Innovation
Support and Administration (RISA),
the NRF is building skills in the next
generation of researchers (students),
emerging researchers and established
researchers (refer to Figure 2).
A variety of programmes are in place
to support the respective categories
of researchers and levels of research
skills (see Figure 3). These programmes
promote the building of human capital,
while at the same time supporting the
generation of new knowledge.
The investment levels for the
respective interventions are not yet
considered optimal and considerable
growth in investment across these
platforms is envisaged.
STUDENT SUPPORT
During 2011/12 the NRF will expand its
student support for first-generation
postgraduate students from working-
class families. In addition, the South
African PhD Project will continue to
encourage potential students to enrol
for and complete their PhD studies, both
locally and abroad. It is expected that
the increased value of bursaries and
scholarships to students, at all levels of
postgraduate study, will be sustained
going forward. The increase during the
2010/11 financial year was made possible
through the injection of R52,7m
received from the DST in mid-2010.
To provide meaningful measurement
of the outcome of NRF inputs, the
organisation will have to overcome
the challenge of obtaining data on
the graduation rate of NRF–supported
students from Higher Education
Figure 1: SAASTA investment in human capital development and science awareness platform provision (R’000)
R15 850
R13 095
R24 098
n Science education – R24 mn Science communication – 13 mn Science engagement – R16 m
R636 R295
R65
Figure 2: RISA support for Human Capacity Development (R’000)
n Next generation researchersn Emerging researchersn Established researchers
9
Figure 3: HCD Excellence Pipeline
StudentshipSupport
– Freestanding – Grantholder
R285 R18 R7 R7 R7 R79 R18 R10 R160 R28
Postdoc Thuthuka PhD track
Thuthuka Post-PhD
track
Thuthuka Rating track
Incentive FundingRated
Competitive Funding Rated
Blue-sky Research
South African Research Chairs
InitiativeSARChI
Centres of Excellence
(CoE)
Next generation Emerging Established
Institutions (HEIs). Discussions on
mechanisms to obtain such data are
being facilitated by the DST with the
Department of Higher Education and
Training (DHET).
The investment in supporting the next
generation of researchers is shown in
Figure 4 over the page.
R6
Discipline based
Strategic focus
Funding base: R’m – Note: The estimated grantholder-linked bursary values have been substracted from budgets of specific funding programmes and lumped together under student support.
Competitive Funding Unrated
10
ExECUTIVE SUMMARy (CONTINUED)
EMERGING RESEARCHERS
The expanded Thuthuka funding
framework, which includes the
rating track, has the potential to
offer significant advancements in
supporting emerging black and women
researchers. Despite having clear
demographic targets, the expanded
Thuthuka framework is open to
applications from all race and gender
groups. The idea behind this initiative
is, firstly, to address the fact that
only about 34% of South African
academics have PhDs – a statistic
that lags international norms – and,
secondly, to shift the demographics
of the rated researcher cohort
to be more representative of the
country’s population. The newly rated
researchers from designated groups
will also receive Incentive Funding once
their ratings have been confirmed.
The investment in supporting emerging
researchers is shown in Figure 5.
ESTABLISHED RESEARCHERS
It remains the focus of the NRF to offer
an appropriate mix of programmes
and funding mechanisms to address
the needs of researchers across the
spectrum of basic, applied and strategic
research. The investment in promoting
research at the high end of human
capital development and knowledge
generation is indicated in Figure 6
on the next page. These values have
had the student support expenditure
excluded from them and therefore only
reflect operating costs.
STRATEGIC IMPERATIVES
In addition to human capital
development, the NRF funds numerous
strategic investment areas. These
include the African Origins Platform,
the South African Antarctic Programme,
Global Change Initiatives, Community
engagement research, and the like,
which add an additional R207m that
is available to all researchers on a
competitive basis (see Figure 6).
STRATEGIC RESEARCH
INFRASTRUCTURE AND
EqUIPMENT PROVISION
To fulfil its mandate, the NRF supports
cutting-edge research, technology
and innovation platforms and provides
research equipment and national
research infrastructure. Although
South Africa can boast pockets of
world-class research facilities at
selected institutions, for the most part,
Figure 4: Investment in supporting the next generation of researchers
200
194 148 41 42 5
R’m
Free
stan
ding
bu
rsar
ies
Gra
ntho
lder
linke
d
Free
stan
ding
Po
stdo
ctor
al
fello
wsh
ips
Oth
er r
elat
ed
gran
ts
Thut
huka
Ph
D t
rack
150
100
50
0
Figure 5: Investment in supporting emerging researchers
40
15 3 41
40
R’m
Thut
huka
po
st-P
hD t
rack
Thut
huka
ra
ting
tra
ck
Oth
er p
rogr
amm
es
to s
uppo
rt e
mer
ging
re
sear
cher
s
Com
peti
tive
fu
ndin
g fo
r un
rate
d re
sear
cher
s
Post
doct
oral
fe
llow
ship
s
35
30
25
20
15
10
5
0
11
79 18 226 96 1779 34
R’m
Ince
ntiv
e fu
ndin
g
Com
peti
tive
Vari
ous
stra
tegi
cVa
riou
s in
tern
atio
nal
SARC
hI
CoE
Blue
Ski
es
250
200
150
100
50
0
is mainly attributed to the significant
once-off injection of some R255
million in the 2010/11 financial year to
address specific initiatives as well as to
increase the bursary values. This once-
off injection will have a roll-over impact
in the new year from a performance
perspective. From 2011/12 onwards, the
NRF has received a baseline allocation
without multiple line items or overt
ring-fencing, allowing it to exercise
some flexibility in funding splits per
business unit. The baseline increase of
5,3% will be managed prudently and
efficiently in the light of the various
funding demands and cost of services
that may exceed general inflation. The
NRF has also embarked on developing
a comprehensive funding framework
that will be used to decide on a
balanced allocation of resources to its
various business units into the future.
Over the 2011/12 financial period, the
NRF will:
l Supplement core funds with contract
funds through focused marketing
and fundraising activities;l Continue to implement cost-saving
initiatives; l Manage contracts efficiently and
cost-effectively and towards full cost
recovery; l Cooperate effectively with
stakeholders, clients and other role
players within the National System of
Innovation (NSI) to ensure economies
of scale and eliminate duplication
of efforts that impact on financial
resources; and
Figure 6: Funding for established researchers
significant investments are required
to create and maintain a research
environment within which world-class
research can be realised at HEIs. A
breakdown of the intended investment
in research infrastructure is provided
in Table 1.
During 2011, it will be crucial for the
NRF to embark on implementing
the recapitalisation strategy for the
National Research Facilities.
THE NRF FINANCIAL PLAN
Analysis of the budget allocations to
the NRF (as set out in Section B) in
comparison to the prior year reflects
a decrease over the MTEF period. This
Table 1: Expected investments in research infrastructure
CategoryBudget for 2011/12
(Rm)Cutting-edge research equipment investments (RISA) 144,6
Local and international collaboration with regard to equipment usage (RISA) 2,2
High-end research platforms (NFs) 473,3
Strategic Infrastructure Investment (SKA – Providing new science platform for radio astronomy) 413,081
12
ExECUTIVE SUMMARy (CONTINUED)
l Comply fully with the Public Financial
Management Act (PFMA) and
other relevant legislation, including
National Treasury prescripts.
NRF HUMAN RESOURCES
The transformation of the NRF
workforce is of critical importance.
Internally the NRF will have to: l Address staff turnover, staff retention,
succession planning and recruitment
in an extremely competitive labour
market where skilled staff are highly
sought after and mobile; and l Specifically recruit senior scientists
and engineers to continue with
current high-quality research
programmes and to assist when new
projects are initiated.
The NRF has earmarked sufficient
funding in line with inflation for the
Improvement in Service Conditions
(ISC) of its employees. The salary
budget includes salary adjustments,
performance incentives, vacant posts
and new posts that have to be filled.
CHANGES IN THE SCIENCE
LANDSCAPE
There is an intention to transfer the
Hermanus Magnetic Observatory (HMO)
from the NRF and incorporate it into
the newly established South African
National Space Agency (SANSA) during
the course of 2011. This change will
be managed in such a manner that
the transfer of assets, liabilities and
personnel will take place once the
transfer has been gazetted.
The expected amendment to the
NRF Act during 2011 may pose a
challenge to the NRF, especially if
amendments impact on the scope
and/or organisational and operational
arrangements.
STRUCTURE OF THE 2011-2014
ANNUAL PERFORMANCE PLAN
The 2011-2014 NRF Annual Performance
Plan provides a corporate overview
that briefly outlines the history of
the organisation, its mandate, vision,
mission, values and strategic goals. It
also describes the core competencies
and composition of the public entity.
The 2011-2014 NRF Annual Performance
Plan contains information on the
corporate functions of the organisation,
in particular: l Finance and Business Systems; and
l Human Resources and Stakeholder
Relations.
Separate sections address the activities
and challenges of the main divisions of
the NRF, namely RISA, SAASTA and the
National Research Facilities.
The final section sets performance
targets for 2011-2014 in the key
performance areas according to the
Balanced Scorecard approach and
according to the strategic goals of the
organisation.
The Annexures to the Annual
Performance Plan contain policies that
form the supporting framework of the
operations of the NRF.
14
Brief history of the nrfThe NRF was established through the National Research Foundation Act (Act No. 23 of 1998), following a system-wide review conducted for the Department of Arts, Culture, Science and Technology (DACST). The new entity incorporated the functions of the research funding agencies that had previously serviced various sections of the research community, namely the former Centre for Science Development (CSD) of the Human Sciences Research Council (HSRC) and the former Foundation for Research Development (FRD), which included several National Research Facilities.
As an independent government agency, the NRF promotes and supports research in all fields of knowledge. It also conducts research and provides access to National Research Facilities. The NRF provides services to the research community, especially at Higher Education Institutions (HEIs), with a view to promoting high-level human capital development. However, the NRF is also involved in diverse science awareness activities that promote public understanding of science on a broader front. The NRF aims to uphold excellence in all its investments in knowledge, people and infrastructure.
15
THE MANDATE OF THE NRF
The NRF receives its mandate from the
National Research Foundation Act (Act
No. 23 of 1998). According to Section 3
of the Act, the object of the NRF is to:
promote and support research
through
funding, human resource development
and the
provision of the necessary facilities
in order to
facilitate the creation of knowledge,
innovation and development in all
fields of science and technology,
including indigenous knowledge,
and thereby to
contribute to the improvement of the
quality of life
of all the people of the Republic.
DEVELOPMENT OF THE NRF
STRATEGIC PLAN
The NRF Strategic Plan, Vision
2015 (http://www.nrf.ac.za/doc/
nrf_vision_nrf_2015.pdf) was the result
of organisational introspection and
reorientation that was initiated during
2007. Vision 2015 took into account
policy inputs such as the Review of the
South African NSI by the Organisation for
Economic Cooperation and Development
(OECD) and the Ten-year Innovation
Plan of the Department of Science and
Technology (DST), titled Innovation
Towards a Knowledge-Based Economy.
Broad stakeholder consultation preceded
the NRF Board approval of the NRF
strategy early in 2008.
The NRF seven–year Strategic Plan is
due for a mid-term Board Assessment.
The process will be initiated as soon
as the Minister has appointed the new
NRF Board. It is expected that the
revision process will commence during
June/July 2011, and both the outgoing
and incoming NRF Boards will be
involved in the process.
NRF VISION 2015
The NRF has a vision of ensuring
research excellence within a transformed
research workforce that espouses a
sustainable environment not only for
the benefit of the present generation
but also for future generations of South
Africans. In short, the NRF vision is: l World-class research;l Transformed society; andl Sustainable environment.
NRF MISSION STATEMENT
To contribute to the knowledge
economy in South Africa by attaining
at least 1% of global research and
development (R&D) output by 2015.
STRATEGIC GOALS
The NRF has adopted the following
broad strategic goals:l Promote internationally competitive
research as the basis for a
knowledge economy;l Grow a representative science and
technology workforce in South Africa;l Provide cutting-edge research,
technology and innovation platforms; l Operate world-class evaluation and
grant-making systems; and l Contribute to a vibrant national
innovation system.
CORPORATE VALUES
The NRF values to which all staff
members subscribe are:l Passion for excellence;l World-class service;l Integrity;l Respect;l People-centred; andl Accountability.
ORGANISATIONAL ENVIRONMENT
BUSINESS STANDARDS
The NRF corporate values underpin
all operations of the organisation. The
CORPORATE STRATEGIC OVERVIEW
16
CORPORATE STRATEGIC OVERVIEW (CONTINUED)
NRF is committed to interacting with its
stakeholders in a manner that is ethical,
professional and service-oriented.
Internally, organisational practices
based on these values create a work
environment that fosters personal
development and integrity, builds
teamwork, and values and rewards
performance.
Operating standards are implemented,
refined and audited to ensure that
the public entity has information and
knowledge that allows for informed
decisions that are to the benefit of the
entity itself and its clients.
CORE COMPETENCIES OF THE NRF
The core competencies of the NRF are
embedded in:l Leading-edge grant management
systems;l World-class research evaluation and
benchmarking practices;l Science and technology management
experience; l State-of-the-art research platforms;
l Specialised research capacity at the
National Research Facilities; l Strategic information accumulation
and dissemination capability;
l Capacity to catalyse local and
international science cooperation,
networks and partnerships; and l Science advancement expertise and
platforms.
ORGANISATIONAL STRUCTURE
The NRF comprises three main
divisions, namely:l Research and Innovation Support
and Advancement (RISA);l South African Agency for Science
and Technology Advancement
(SAASTA); and l National Research Facilities.
The divisions are supported by the
following corporate services:l Finance and Business Systems, which
comprise the following functions:
– Finance;
– Governance;
– ICT; and
– New Business Development.l Human Resources and Stakeholder
Relations, which comprise the
following functions:
– Human Resources;
– Legal Services; and
– Corporate Communications.
CLUSTERING OF NRF BUSINESS
DIVISIONS AND ACTIVITIES
The activities of the NRF are clustered
as follows:
Research and Innovation Support and
Advancement (RISA)
RISA takes responsibility forl Programmes and functions largely
supported by the Parliamentary Core
Grant; andl Programmes managed by the NRF as
a service provider.
South African Agency for Science
and Technology Advancement
(SAASTA)
SAASTA’s main function is to stimulate
the interface between science and
society and to coordinate science
and technology (S&T) education,
communication, outreach and
advancement across the business units
of the NRF.
National Research Facilities
The facilities are clustered in terms of
the area of knowledge production or the
national need that is serviced.
Astro/Space/Geosciencesl South African Astronomical
17
Observatory (SAAO), which is
also responsible for managing the
Southern African Large Telescope
(SALT);l Hartebeesthoek Radio Astronomy
Observatory (HartRAO). This facility
is aligned with the SKA bid project
and the Karoo Array Telescope
(KAT-7); andl Hermanus Magnetic Observatory
(HMO). It should be noted that there
is an intention to transfer the HMO
from the NRF and incorporate it
into the new South African National
Space Agency (SANSA) during the
course of 2011.
Biodiversity/Conservationl South African Institute for Aquatic
Biodiversity (SAIAB);l South African Environmental
Observation Network (SAEON), an
emerging National Research Facility;
andl National Zoological Gardens of South
Africa (NZG).
Nuclear Sciencesl iThemba Laboratory for Accelerator
Based Sciences (iThemba LABS). This
includes both the Western Cape and
Gauteng branches of the facility.
KM&E: Knowledge Management and Evaluation
IR&C: International Relations and Cooperation
HICD: Human and Institutional Capacity
Development
ARI: Applied Research and Innovation
KFD: Knowledge Fields Development
GMSA: Grants Management and Systems
Administration
ICT: Information and Communication Technology
SKA: Square Kilometre Array
SANAP: South African National Antarctic
Programme
SAASTA: South African Agency for Science and
Technology Advancement
SAEON: South African Environmental Observation
Network
SAAO: South African Astronomical Observatory
HartRAO: Hartebeesthoek Radio Astronomy
Observatory
HMO: Hermanus Magnetic Observatory
iThemba LABS: iThemba Laboratory for
Accelerator Based Sciences
NZG: National Zoological Gardens
SAIAB: South African Institute for Aquatic
Biodiversity
Figure 7: An overview of the organisational structure
SAASTA
NRF Board
Corporate SecretaryNRF President
Finance and Business Systems Human Resources and Stakeholder Relations
Human Resources
Legal Services
Corporate Communication
ICT
Finance
Governance
New Business Development
KM&E
IR&C
HICD
ARI
KFD
GMSA
SKA Project
SANAP
SAEON
SAAO
HartRAO
HMO
NZG
SAIAB
Vice-President: Research and Innovation Support and Advancement (RISA)
Vice-President: Research Infrastructure and National Research Facilities
Research Fellows – disciplinary inputs and strategy development
Social Sciences
Humanities
Physical and Mathematical Sciences
Life Sciences
Engineering Sciences
iThemba LABS
18
CORPORATE STRATEGIC OVERVIEW (CONTINUED)
Figure 7 on the previous page provides
an overview of the organisational
structure.
Changes in the organisational
environment
The following changes in the
organisational environment should be
noted:l Since the adoption of the NRF
Strategic Plan, new decision-making
and governance structures have
been established, among others,
the NRF corporate executive. It is
expected that these developments
will contribute to higher levels
of efficiency and organisational
effectiveness;l Aligned with this shift, the necessary
human resources in support of the
corporate functions were appointed;l During 2010, the five-yearly
institutional review of the
NRF was completed, and the
recommendations will be made
public, considered and implemented
by the respective business divisions;l The NRF Act of 1998 still has to be
revised and may result in changes
in scope and/or organisation and
operations; and l It is expected that the Hermanus
Magnetic Observatory (HMO) will be
incorporated into the South African
National Space Agency (SANSA)
during the course of 2011. This
change will be managed in such a
manner that the transfer of assets,
liabilities and personnel will take
place efficiently.
THE PERFORMANCE DELIVERY
ENVIRONMENT
THE SOUTH AFRICAN SCIENCE
LANDSCAPE
The NRF operates in the delivery
environment of the South African
science landscape. The science
landscape comprises several
Figure 8: The South African science landscape
19
National
Research
Foundation
Figure 5: The 10-year Innovation Plan’s four pillars of the knowledge economy
Figure 9: Stakeholder relations between the NRF vision and composition
Public S&T awareness and communication
(SAASTA)
Research and Innovation Supportand Advancement
(RISA)
Research platforms (National Research
Facilities)
World-class researchTransformed society
Sustainable environment
20
CORPORATE STRATEGIC OVERVIEW (CONTINUED)
institutions and interventions, all of
which form part of and contribute
to the NSI. An outline of some of the
major role players, as reflected in the
Organisation for Economic Cooperation
and Development’s (OECD) (2007)
mapping of the system, is provided in
Figure 8 on page 18.
THE ROLE OF THE NRF
IN THE SCIENCE LANDSCAPE
The White Paper on Science and
Technology, Preparing for the 21st
Century (1996), outlines in broad terms
the responsibilities of the NRF in the NSI.
The NRF is mandated to fulfil a dual
function in the NSI.
In the first instance the NRF is a
value-adding intermediary agency
between top-down steering policies
and strategies of government on the
one hand and research-performing
institutions (mainly universities) and
researchers on the other hand. In this
function the NRF guides (through
funding and other initiatives) the
system according to relevant policies
that are implemented within the NRF’s
sphere of influence (including the
higher education landscape, science
councils and industry).
Secondly, the National Research
Facilities are research performers,
conducting and facilitating research.
They provide the infrastructure
platform from which research in
areas of priority and/or geographical
advantage can be conducted.
Figure 8 indicates the role of the NRF
at the Agency level (Level 3) and at the
Research and Innovation Performer
level (Level 4).
RELEVANT POLICIES IN THE
DELIVERY ENVIRONMENT
Two deciding policies of the DST are
the indicator-based 2002 National
Research and Development Strategy
(NRDS) and the 2007 Ten-year
Innovation Plan. Other important
policies include the 12 Outcomes of
Government (refer to Box 1 on page 22)
and the New Growth Path (refer to Box
2 on page 23).
The National Research and
Development Strategy (NRDS)
The NRDS of 2002 emphasises the
importance of knowledge areas
where South Africa has an obvious or
potential geographical advantage and/
or where South Africa has a clear and
established knowledge advantage.
The National Research Facilities SAAO
and HartRAO/MeerKAT are integral to
the National Space Strategy. The NRF
supports this strategy by promoting
astronomy in the following ways:l “Big science” projects such as SALT
and the Square Kilometre Array
(SKA) bid; andl Programmes such as the National
Astronomy and Space Science
Programme (NASSP), the Multiwave
initiative and Astronomy Research
Chairs as part of the South African
Research Chairs Initiative (SARChI).
Other research fields of geographical
advantage include: l Human palaeontology, supported
by the Palaeontological Scientific
Trust (PAST) and the African Origins
Programme (AOP);l Antarctic research, supported by
the South African National Antarctic
Programme (SANAP); and l Indigenous Knowledge Systems
(IKS), supported by the DST/NRF IKS
programme specifically in the areas
of Food and Health, and Education
21
and Curriculum Development.
In the area of biodiversity the NRF is
involved through:l National Research Facilities, such as
SAIAB, SAEON and the NZG; andl Specific programmes, including
the Wildlife Biological Resource
Centre (wBRC), the South African
Biosystematics Initiative (SABI);
the African Coelacanth Ecosystem
Programme (ACEP); the International
Barcode of Life project (iBOL); South
African Research Chairs Initiative
(SARChI), Centres of Excellence
(CoE) in Invasion Biology and Birds
as Key Indicators of Biodiversity, the
Tree Health Programme, as well as
through its collaboration with the
South African Network for Coastal
and Oceanic Research (SANCOR).
The 2007 Ten-Year Innovation Plan
The Ten-year Innovation Plan
emphasises South Africa’s grand
challenges in science and technology
namely:l Space science and technology;l Bioeconomy;l Energy security;l Global change; and
l Human and social dynamics.
A summary of the grand challenges
addressed by the NRF is provided in
Table 2 on the next page.
The outcomes approach of
government
In terms of the 12 Outcomes adopted
by the Cabinet Lekgotla in January
2010 (refer to Box 1 on the next page),
the science system has to strengthen
and support the competitiveness of the
country by focusing on the following
primary outcomes (in order of priority):l A skilled and capable workforce to
support an inclusive growth path;
andl Improved quality of basic education.
In addition to these primary outcomes,
the NRF can make smaller and
secondary contributions to a number
of additional outcomes, through the
research programmes and science
platforms that it supports and funds: l A long and healthy life for all South
Africans;l Vibrant, equitable and sustainable
rural communities with food security
for all;
l Sustainable human settlements and
improved quality of household life;l Environmental assets and natural
resources that are well protected and
continually enhanced; and l Creating a better South Africa and
contributing to a better and safer
Africa and world.
In this regard the NRF will, in terms of
its mandate, also be in a position to
contribute to two of the major outputs
expected of the Ministry of Science and
Technology, namely: l Promoting and supporting the
increase of high-level human capital
required in research, development
and innovation for a growing
knowledge economy; andl Providing support to industry-
university partnerships.
22
CORPORATE STRATEGIC OVERVIEW (CONTINUED)
Table 2: Proposed NRF support for the grand challenges
Grand Challenge NRF Initiative
Bioeconomy Drug Discovery Programme (including the French South African Technology Institute (F’SATI))
Centres of Excellence (CoE):
Biomedical Research: Tuberculosis
Tree Health Biotechnology
Epidemiological Modelling
Invasion Biology
Birds as Key Indicators of Biodiversity
Marine and Coastal Management (MCM)
International Barcode of Life (iBOL)
National Bioinformatics Network (NBN)
Space science and technology
Ihlabathi (Core to Space) programme
Space weather programme
Multi-wavelength Astronomy (MWLA)
Square Kilometre Array (Karoo Array Telescope [KAT] and MeerKAT)
Southern African Large Telescope (SALT)
Space geodesy
Energy security South African Nuclear Human Asset and Research Programme (SANHARP)
Joint Institute for Nuclear Research (JINR)
Research Chair for Nuclear Engineering
Research Chair in Carbon Technology and Materials
Research Chair in Hydrogen Fuel Cells
Global change Applied Centre for Climate and Earth Systems Science (ACCESS)
Centre of Excellence: Biosafety
Inkaba ye Afrika
Radiation monitoring (HMO)
Long-term environmental observation (SAEON)
Global Change Research Plan (GCRP)
Environmental Isotope Laboratory (iThemba LABS)
Accelerator Mass Spectroscopy (AMS) unit (iThemba LABS)
Human and social dynamics
Research Chairs in Social Sciences and Humanities
Community-University Partnership Programme: Community-based Assessment project
Mathematics Education Chairs (First Rand)
Community Engagement with Science
Box 1: The 12 ouTComes oF GoveRNmeNT
1. Improved quality of basic education;
2. A long and healthy life for all South Africans;
3. All people in South Africa are, and feel, safe;
4. Decent employment through inclusive economic
growth;
5. A skilled and capable workforce to support an
inclusive growth path;
6. An efficient, competitive and responsive economic
infrastructure network;
7. Vibrant, equitable and sustainable rural communities
with food security for all;
8. Sustainable human settlements and improved
quality of household life;
9. A responsive, accountable, effective and efficient
local government system;
10. Environmental assets and natural resources that are
well protected and continually enhanced;
11. Creating a better South Africa and contributing to a
better and safer Africa and world; and
12. An efficient, effective and development-oriented
public service and an empowered, fair and inclusive
citizenship.
www.thepresidency.gov.za
23
Box 2:
AsPeCTs oF The New GRowTh PATh RelevANT To The NsI
l Infrastructure development is identified as a critical driver of job creation across the economy. The
document identifies investments in five key physical and social infrastructure areas, namely energy,
transport, communication, water and housing.
l Scarce and key skills were identified and government departments and agencies should work
together to meet targets, which include the aim to produce.
l 30 000 more engineers by 2014, with an improved focus on high school maths and science and
changes to university funding formulae to achieve this; and
l 50 000 more artisans by 2015, with annual targets for Eskom and Transnet and for individual Sector
Education and Training Authority (SETAs).
l Areas of strength should be used as a driver of the programme to create jobs. Strong sectors
include agriculture, mining, tourism and other high-level services, the green economy and
manufacturing.
l In the green economy, expansions in construction and the production of technologies for solar and
wind energy, and biofuels, are supported by the draft plan for electricity. This plan proposes that
green energy sources should contribute 30% of new energy generation in the next 20 years. Clean
manufacturing services are projected to create 300 000 jobs over the next decade.
l The New Growth Path calls for re-industrialisation in the South African economy based on improving
manufacturing performance through innovation, strong skills development and reduced input costs
in the economy. The document targets a doubling of South Africa’s research and development
investment to 2% of GDP by 2018. http://www.pmg.org.za/files/docs/101123new-growth-path.pdf)
l The New Growth Path identifies the employment potential of tourism and other high-level services
and calls for South Africa to position itself as the higher education hub of the African continent.
The New Growth Path:
The Framework
The New Growth Path forms the
framework for reducing poverty and
unemployment. Box 2 provides a
summary of the issues relevant to the
NSI and the NRF.
The New Growth Path outlines specific
areas where infrastructure and research
and technological development are
required. The NRF already makes
substantial contributions to these
areas through numerous large science
infrastructure projects, such as the
Square Kilometre Aray (SKA) bid;
Southern African Large Telescope
(SALT); the Proton Therapy Centre;
High Resolution Transmission Electronic
Microscope (HRTEM); the National
Research Facilities recapitalisation
strategy; the Department of Higher
Education Training (DHET) Scarce
Skills programme; the DHET CoE in
Renewable Energy; the CoE in Invasion
Biology; Maths and Maths Numeracy
Chairs; African Institute of Mathematical
Sciences (AIMS); and Radio-isotope
production capacity. The organisation
will, in its allocation of funds, give
increasing attention to these focus
areas.
24
CORPORATE STRATEGIC OVERVIEW (CONTINUED)
IMPORTANT DEVELOPMENTS IN
THE DELIVERY ENVIRONMENT
Structural arrangements
During 2009, the Department
of Education was split into two
departments: the Department of Basic
Education and the Department of
Higher Education and Training. The
scope of the latter covers all public and
private HEIs, colleges and the skills
development sectors, which include the
SETAs, the National Skills Authority
(NSA) and the National Skills Fund
(NSF). The NRF manages the Scarce
Skills programme on behalf of the
Department of Higher Education.
In addition, the re-alignment of
two important NRF stakeholder
departments, namely the departments
of Agriculture, Fisheries and Forestry
on the one hand, and Water and
Environmental Affairs (DEA) on the
other, impacts on the NRF service
delivery environment. This is important
as the NRF manages significant
research and development initiatives
in conjunction with these departments
(for example, the South African
Network for Coastal and Oceanic
Research (SANCOR) and the South
African National Antarctic Programme
(SANAP).
The Technology Innovation Agency
The Innovation Fund is now being
managed and administered through
the Technology Innovation Agency
(TIA) – a development that relieves
the NRF of some responsibilities
within the “innovation chain”,
especially downstream, towards
commercialisation. In addition, the
Intellectual Property Rights (IPR)
from Publicly Financed Research
and Development Act has been
promulgated and the National
Intellectual Property Management
Office (NIMPO) was established during
2010.
South African National Space
Agency
The South African National Space
Agency (SANSA) has been established.
There is an intention to transfer the
HMO from the NRF and incorporate it
into SANSA during the course of 2011.
This change will be managed in such
a manner that the transfer of assets,
liabilities and personnel will take place
once the approval transfer has been
gazetted. A working group between
SANSA and the NRF and HMO has been
established and meets on a monthly
basis to plan the way forward.
Review of the science landscape
In June 2010, the Minister of Science
and Technology, Mrs Naledi Pandor,
appointed a ministerial task team
to review the science, technology
and innovation landscape and its
readiness to meet the needs of
South Africa. The NRF has made
inputs to the enquiry and is ready to
consider the implications of the final
recommendations and decisions for
the NRF.
25
Table 3: Corporate Performance Indicators (including THRIP) according to the NRF Strategic Plan
strategic goal
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%)or
Number
Ratio(%)or
Number
Proportion or number
%
Ratio(%)or
Number
Ratio(%)or
Number
Ratio(%)or
Number
Promoting internationally competitive research as basis for a knowledge economy
Percentage of total resources expensed to grants (including scholarships) as proportion of RISA expenditure (R’000)
78% 77% 931 850 / 1 180 169 79% 80% 80% 80%
RISA grant expenditure (including scholarships) as percentage of R4 billion per annum target (2015) (R’000)
16% 25% 930 850 / 4 000 000 23% 23% 25% 28%
Average number of ISI publications per NRF-supported researcher across all disciplines
N/A 1,7 1,85 N/A 1,9 1,9 1,9
Average number of ISI publications per NRF-employed researcher N/A 1,84 1,84 N/A 2 2 2
Growing a representative science and technology workforce in south Africa (externally)
Proportion of active researchers supported by NRF (ISI active ~ 3 000) 68% 81% 2 442 / 3 000 81% 81% 81% 82%
NRF-rated researchers as a proportion of active researchers in the country (ISI active ~ 3 000)
55% 64% 2 142 / 3 000 71% 72% 72% 72%
Proportion of NRF-rated researchers from designated groups to total number of rated researchers
Black 15% 16% 367 / 2 142 17% 18% 19% 19%
Women 25% 26% 578 / 2 142 27% 27% 28% 28%
Proportion of NRF-funded PhDs to total PhDs registered nationally
13% 14% 1 265 / 9 992 13% 14% 14% 14%
Proportion of NRF grantholders from designated groups to total number of NRF grantholders
Black 26% 27% 629 / 2 423 26% 30% 30% 30%
Women 37% 37% 844 / 2 423 35% 40% 40% 40%
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
26
CORPORATE STRATEGIC OVERVIEW (CONTINUED)
Table 3: Corporate Performance Indicators according to the NRF Strategic Plan (continued)
strategic goal
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%)or
Number
Ratio(%)or
Number
Proportion or number
%
Ratio(%)or
Number
Ratio(%)or
Number
Ratio(%)or
Number
Growing a representative science and technology workforce in south Africa: Corporate human resources and transformation (NRF internally)
Proportion of NRF staff members from designated groups to total NRF staff
Black 70% 69% 811 / 1 140 71% 73% 75% 77%
Women 38% 39% 458 / 1 140 40% 42% 43% 44%
Disabilities 1% 1% 15 / 1 140 1% 2% 2% 2%
Proportion of South Africans from designated groups in three highest employment levels
Black 52% 46% 66 / 191 35% 40% 43% 46%
Women 37% 34% 42 / 191 22% 26% 30% 32%
Proportion of foreign nationals employed to total NRF staff 2% 3,1% 37 / 1 140 3,2% 3,5% 3,5% 3,5%
Staff turnover: below 5% 7% 8,4% 82 / 1 140 7,2% 5% 5% 5%
Proportion of seconded staff employed (to provide additional internal expertise) to total NRF staff
0% 0,1% 2 / 1 140 0,2% 1% 1% 1%
Proportion of training expenditure to total salary budget (R’ 000)
1,8% 1,5% 6 227 /338 425 1,8% 2% 2% 2%
Proportion of NRF staff with postgraduate qualifications 21% 19% 270 / 1 140 24% 25% 25% 26%
DST interns seconded to business units N/A 42 42 42
Providing cutting-edge research, technology and innovation platforms
Proportion of NRF investment in providing research platforms at National Research Facilities (R’000)
N/A N/A 156 163 / 360 346 43% 40% 40% 39%
Proportion of RISA grant investment (excluding scholarships) in research equipment at Research Institutions and National Research Facilities (R’000)
4% 8% 101 929 / 821 926 12% 14% 8% 8%
Proportion of RISA competitive grants investment (excluding scholarships) in National Research Facilities (R’000)
2% 3% 31 687 / 821 926 4% 4% 4% 4%
Proportion of RISA expenses invested in RISA information services and platforms (R’000)
2,4% 1,5% 14 192 / 1 180 169 1% 3% 3% 3%
Proportion investment in Capex (R’000) 4% 6,6% 146 994 / 1 826 278 8% 8% 8% 8%
Proportion of RISA grant expenses (excluding scholarships) allocated to researchers and HEIs for access to National Research Facilities and equipment (R’000)
N/A 2% 2% 2%
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
27
Table 3: Corporate Performance Indicators according to the NRF Strategic Plan (continued)
strategic goal Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%)or
Number
Ratio(%)or
Number
Proportion or number
%
Ratio(%)or
Number
Ratio(%)or
Number
Ratio(%)or
Number
operating world-class evaluation and grant-making systems
Proportion of available grant funding disbursed (R’000) 58% 64% 944 563 / 1 126 889 84% 86% 87% 87%
Proportion of rated researchers funded by NRF 55% 61% 1 310 / 2 142 61% 65% 65% 65%
Contributing to a vibrant national innovation system
Proportion of contract income received from DST to total income (R’000) N/A 541 532 / 1 760 347 31% 29% 27% 25%
Proportion of contract income received from sources other than DST to total income (R’000)
N/A 313 124 / 1 760 347 18% 20% 22% 24%
Proportion of total contract income to total income (R’000) 43% 42% 854 656 / 1 760 347 49% 49% 49% 49%
Proportion of operating expenditure to total expenditure (R’000) 22% 21% 383 643 / 1 826 278 21% 20% 20% 20%
Proportion of remuneration to total expenditure (R’000) 20% 17% 338 425 / 1 826 278 19% 20% 20% 20%
Ratio of ICT expenditure to total expenditure (R’000) N/A N/A 34 064 / 1 826 278 2% 5% 5% 5%
Ratio of RISA grant investment in Social Sciences and Humanities (R’000) N/A N/A 139 727 / 821 926 17% 28% 28% 28%
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure (R’000)
8% 8% 70 059 / 821 926 9% 10% 13% 13%
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
28
CORPORATE STRATEGIC OVERVIEW (CONTINUED)
Table 4: Corporate sustainability Indicators based on GRI Guidelines
strategic goal Indicator description 2009/2010 Actuals
eNvIRoNmeNTAl Total
EN4 Energy: Quantity of electricity used (Unit: kWh) 36 673 113
EN8 Water: Quantity of water used (Unit: kL) 252 210
EN14 Biodiversity: Does the business unit have a biodiversity impact reduction plan (Yes/ No / N/A)
Yes, SAIAB, SAEON and NZG are business units where this indicator is relevant.
EN16 Emissions, effluents and waste: Total direct and indirect greenhouse gas emissions by weight (Unit: tonnes)
44 754,46
EN17 Other relevant indirect greenhouse gas emissions by weight (Unit: kg)
soCIAl PeRFoRmANCe: labour Practices and Decent work Actual Total %
employment:
LA1
Total workforce by employment type, employment contract and region Total permanent 1 085
Non-permanent employees 50
LA2
Proportion of full-time employees who leave the business unit for any reason, such as resignations, dismissals, retirements, medical boarded deaths in service to the total full-time staff complement 121 1 085 11%
Labour/Management Relations:
LA4
Proportion of full-time employees who are union (any union) members to the total full-time staff complement. 642 1 085 59%
Occupational Health And Safety:
LA6 Proportion of full-time employees (see definition above) who participate in SHE committees to the total full-time staff complement. 95 1 085 9%
LA7
Number of fatalities in reporting period Standardised reporting framework is still being developed for this indicator.Number of injuries in reporting period
Number of lost days in reporting period
Proportion of absent days to total working days (see definition below) in reporting period
29
Table 4: Corporate sustainability Indicators based on GRI Guidelines
soCIAl PeRFoRmANCe: labour Practices and Decent work (continued) Actual Total %
Training and education:
LA10 Proportion of expenditure on training in the reporting period to the total salary expenditure in the same period (R) 431 615 57 798 678 1%
LA12
Proportion of full-time staff members that had formal performance reviews, in terms of the IPMS in the reporting period. 807 1 045 77%
Diversity And equal opportunity:
LA13 Proportion of top management team of organisation: Women 0 5 0%
Black 2 5 40%
LA14 Ratio of the average basic salary of full-time male employees to the average basic salary of full-time female employees of the organisation
Standardised reporting framework is still being developed for this indicator.
soCIAl PeRFoRmANCe: society
Corruption:
SO3 Proportion of full-time staff members who participated in a formal presentation concerning financial policy and the whistle-blowing hot line to the total number of full-time employees in the organisation
Standardised reporting framework is still being developed for this indicator.
eCoNomIC
economic Performance:
EC3 Proportion of post-retirement medical aid liability to total income Standardised reporting framework is still being developed for this indicator. Proportion of business unit contributions towards retirement plans of its full-time
employees to the total income for the period
EC4 Proportion of government income to total income (including contracts) (R) 1 401 481 1 538 489 91%
Indirect economic Impacts
EC8 Ratio of capital expenditure spent on science advancement (for example capex investments into outreach, science communication, excluding all research activity) to the total capital expenditure of the NF in the reporting period
32
scopeThe objective of the Finance and Business Systems unit is to ensure that the NRF has the appropriate financial and business systems to enable it to achieve its mandate and vision. The functions within this unit include Finance, Information and Communication Technology (ICT), Corporate Governance and New Business Development (NBD).
33
FINANCE AND BUSINESS SySTEMS
FINANCIAL PLAN
The NRF’s business plan and its
funding are aligned with the Medium-
Term Expenditure Framework (MTEF)
cycle based on a three-year allocation.
The appropriation according to the
Estimates of National Expenditure
(ENE) forms the core of the NRF funds.
As a national agency of government,
the NRF also undertakes various
programmes and projects on a contract
basis.
BUDGET AND SOURCES OF INCOME
The NRF receives 95% of its funding
from government through MTEF
appropriations in three forms:l Baseline allocation;l Ring-fenced funds as specified by the
DST; and l Contract funds for specific projects
and programmes from the DST and
other government departments.
Some 5% of income is generated
from sales of services, entrance fees
and interest.
South Africa has not been impervious
to the impact of the global economic
contraction, which has had direct
consequences for the year-on-year
growth of funds. Despite the tight
fiscal situation, the NRF received a
5,3% increase in its MTEF baseline
allocation, with additional ring-fenced
funding directed to the SARChI
programme. During 2010/11 the NRF
received a significant once-off injection
of R255 million directed at a range of
research and infrastructure initiatives
that will overlap into the new financial
year.
Tables 5-7 on pages 34-35 provide
further details on the budget up to
31 March 2012, the three-year MTEF
projections for discretionary and ring-
fenced funds, as well as sources of
funding (Figure 10 on page 35).
It is clear that contract funding remains
significant in comparison to the core
baseline funding over which the NRF
has a greater level of discretion in
application. For the first time, the NRF
received a single line MTEF allocation,
allowing some level of flexibility in
deploying its resources. Going forward,
the NRF in conjunction with the DST
has embarked on preparing a funding
model that will establish a framework
for the key business divisions of
the NRF, namely RISA, the National
Research Facilities and SAASTA.
This will also take cognisance of the
multitude of contracts and ring-fenced
funds that are intended to ameliorate
the negative funding trajectory in the
two outer years’ MTEF allocation.
NRF INVESTMENT PRINCIPLES
The level of research funding demand
far outstrips the modest funding
increases, which by implication requires
the NRF to continuously make prudent
investment choices in an efficient
manner. In line with this, the NRF
formulated eight principles to guide
its investment and business approach
across the range of its interventions,
functions, facilities and programmes:l Competitive funding applies to all
types of funding applications;l A balanced strategy-driven versus
demand-pull approach is followed; l Investments are subject to rigorous
merit-based peer reviews and
rating of the research outputs of
individuals; l The PhD is regarded as a critical
systems driver; l The NRF promotes cross-fertilisation
and rotation of expertise and talent
between itself and other entities in
the NSI;l The NRF strives to appropriately
allocate resources throughout the
organisation for efficient delivery of
services and strategic goals;
Bish
en S
ingh
FINANCE AND BUSINESS SySTEMS (CONTINUED)
l Core principles of fairness,
transparency and accountability apply
to all investment processes; andl Contributing to the transformation
of society in terms of race, gender
and disability is always considered to
redress systemic social and economic
inequalities.
OVERVIEW OF 2012 BUDGET AND
MTEF ESTIMATES
The NRF budget allocation from the
DST for the year ending 31 March 2012
is indicated in Table 5.
Budget 2011/12Projected
2010/11
RIsA Corporate vP
Facilities iThemba sAAo hartRAo sAIAB hmo sAAsTA NZG sAeoN sKA
ToTAlNRF
ToTAlNRF
R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000
Government grant 433 391 50 254 4 770 132 615 38 849 21 079 12 636 10 090 16 103 51 039 18 317 – 789 143 765 832
Government grant: Ring-fenced allocation 299 891 – – – – – – – – – – – 299 891 –
Additional government grant allocation – – – – – – – – – – – – – 255 434
Ring-fenced funds carried forward 108 327 – – 5 360 2 073 1 496 445 135 – 7 616 – – 125 452 29 038
Contract income 517 348 – – 20 974 22 762 528 5 177 5 773 37 190 378 11 070 371 050 992 250 1 322 952
Interest received 22 030 4 500 – 430 150 674 900 356 1 600 1 200 350 17 031 49 221 71 647
Internal allocation (36 550) – – 9 746 3 310 3 089 5 557 2 552 8 866 2 130 1 301 – – –
NZG Entrance fees – – – – – – – – – 24 220 – – 24 220 22 425
NZG Retail and other sales – – – – – – – – – 9 979 – – 9 979 9 492
Other income 1 000 – – 10 592 20 493 107 41 1 680 600 5 751 298 25 000 65 562 19 738
Total income 1 345 437 54 754 4 770 179 717 87 638 26 973 24 757 20 587 64 359 102 312 31 335 413 081 2 355 719 2 496 558
Salaries: General salary increase 67 952 24 531 3 270 100 642 40 620 13 397 12 957 13 010 12 851 60 094 7 571 45 107 402 001 379 251
New and vacant posts 2 991 1 286 130 2 165 4 594 678 – 700 867 247 9 148 10 922 33 728 –
NRF-DST Internship stipends 11 335 – – – – – – – – – – – 11 335 15 996
Running and programme expenses 65 391 20 163 1 303 82 963 35 705 8 924 7 632 7 111 35 659 36 394 9 816 116 580 427 641 455 139
Strategic interventions – 6 610 – – – – – – – – – – 6 610 –
Grants and bursaries 1 196 686 627 – 1 643 6 612 – 1 870 2 241 14 465 – 1 179 81 260 1 306 583 1 559 347
Total expenditure 1 344 354 53 216 4 703 187 413 87 531 22 999 22 459 23 062 63 842 96 735 27 714 253 869 2 187 898 2 409 733
Budgeted unspent funds/(deficit) for the year 1 082 1 538 67 (7 696) 107 3 974 2 298 (2 475) 517 5 577 3 621 159 212 167 821 86 825
Capital expenditure (6 034) (211) (45) (12 735) (2 507) (4 939) (3 476) (1 247) (2 030) (7 616) (3 621) (163 446) (207 907) (200 540)
Non-cash flow items – Depreciation 4 952 – – 21 455 2 400 965 1 178 1 521 870 2 039 474 4 234 40 086 40 861
Net budgeted unspent funds/(deficit) for the year 0 1 326 22 1 024 (0) 0 (1) (2 202) (643) (0) 473 0 0 (72 854)
Table 5: Abridged consolidated income statement for the year ending 31 March 2012
35
NRF SOURCES OF FUNDING FOR THE YEAR ENDING
31 MARCH 2012
Table 8 on the next page provides further detail and a three-year
overview of the sources of funding per NRF business division.
COMPARISON OF SOURCES OF FUNDING 2008-2012
The current MTEF allocation shows a significant shift from
ring-fenced funds to baseline allocation (core grant) following
from positive and constructive deliberations with the DST
and the Minister. It is expected that on-going deliberations
regarding contract and ring-fenced funded projects will
correct the gap between the funding sources in favour of
increasing the discretionary funds over the three-year MTEF
period. This positive development would allow the NRF more
flexibility and direct influence in terms of its financial and
annual performance planning.
Table 6: Three-year projection of the NRF 2011/12 mTeF allocation
NRF baseline
2011/12
R’000
2012/13
R’000
2013/14
R’000
RISA and Corporate 489 928 476 593 501 855
National Research Facilities 264 796 259 500 272 475
SAASTA 16 103 15 781 16 570
SAEON 18 317 17 951 18 956
Total baseline 789 144 769 825 809 856
Ring-fenced – SARChI 299 891 298 331 316 231
Total NRF 1 089 035 1 068 156 1 126 087
Year-on-year baseline movement 5,3% (2,4%) 5,2%
THE NRF LINE ITEM ALLOCATION INCLUDED IN RISA
BASELINE FOR THE 2011-2012 MTEF
To ensure continuity of existing programmes, the RISA
budget has the line item allocations as outlined in Table 7. The
funding framework, which is expected to be finalised by mid-
year, will have an impact on the budget levels from 2012/13
onwards.
Table 7: The NRF line item allocation included in RISA baseline for the 2011-2012 MTEF
RIsA
2011/12
R’000
2012/13
R’000
2013/14
R’000
Science and Technology Agreement Fund (STAF) 63 427 62 158 65 266
Centres of Excellence 44 065 44 065 46 268
Key International Science Capacity 4 312 4 226 4 437
Southern African Large Telescope (SALT) 6 282 6 596 6 926
High Energy Stereoscopic System (HESS) 295 310 326
South African Biosystematics Initiative (SABI) 3 403 3 335 3 502
Total 121 784 120 690 126 725
0
l Contracts and other l Funds brought forwardl Ringfenced grant from DST l Core grant from DST
2007/08 2008/09 2009/10 2010/11 2011/12
2,6
2,2
2,4
2,0
1,8
1,6
1,4
1,2
800
600
400
200
Figure 10: Comparison of sources of funding 2008-2012 (R’m)
36
Table 8 : NRF sources of funding for the year ending 31 march 2012
Actual2009/10
Projection2010/11
Budget2011/12
RIsA DST – RISA core grant and Ring-fenced 455 576 423 534 733 282
DST – Innovation Fund 109 988 – –
DTI – THRIP 164 571 171 912 155 000
DoL – Scarce Skills Development Fund 38 268 16 584 –
RISA Contracts and Other 465 636 923 178 457 155
Corporate and vP Facilities
Corporate and VP Facilities MTEF 45 869 55 024
Corporate and VP Facilities Contracts and Other 5 517 4 500
sAAsTA SAASTA MTEF 14 970 15 377 16 103
SAASTA Contracts and Other 31 677 57 803 48 256
National Research Facilities
iThemba MTEF and Ring-fenced 117 323 125 109 132 615
iThemba Contracts and Other 24 733 72 392 47 102
SAAO MTEF and Ring-fenced 28 597 36 724 38 849
SAAO Contracts and Other 21 624 44 132 48 788
HartRAO MTEF and Ring-fenced 19 310 19 886 21 079
HartRAO Contracts and Other 1 342 20 008 5 894
SAIAB MTEF and Ring-fenced 10 922 11 921 12 636
SAIAB Contracts and Other 15 794 22 145 12 120
HMO MTEF and Ring-fenced 8 767 9 519 10 090
HMO Contracts and Other 6 730 18 886 10 496
NZG MTEF and Ring-fenced 44 871 48 150 51 039
NZG Contracts and Other 37 212 73 249 51 274
sAeoN SAEON MTEF 16 989 17 119 18 317
SAEON Contracts and Other 1 040 9 780 13 019
sKA SKA MTEF 12 000 – –
SKA Contracts and Other 165 108 307 764 413 081
summARY Total NRF Science Vote Funding 729 325 753 208 1 089 034
Contracts and Other Funding 1 083 723 1 743 350 1 266 685
Total Funding 1 813 048 2 496 558 2 355 719
Additional allocation received from DST in October 2010 included under contracts.
FINANCE AND BUSINESS SySTEMS (CONTINUED)
37
Table 9: Abridged financial statements 2011/12-2013/14
INCome sTATemeNT 2011/12 2012/13 2013/14
CATeGoRY R’000 R’000 R’000
Government grant 1 089 035 1 068 156 1 126 087
Funds brought forward 125 452 12 570 –
Contract income 992 250 808 614 932 386
Interest received 49 221 32 134 32 580
Other income 99 760 67 326 71 540
Total income 2 355 719 1 988 800 2 162 593
Salaries 447 064 482 465 510 818
Running and programme expenses 434 251 378 461 394 234
Grants and bursaries 1 306 583 1 109 661 1 138 832
Total expenditure 2 187 898 1 970 588 2 043 884
Budgeted unspent funds for the year * 167 821 18 213 118 708
Less: Net capital expenditure (167 821) (18 213) (118 708)
Net budgeted unspent funds for the year (0) 0 (0)
* SKA budgeted capital expenditure of R352,868m for 2012/13 and R190,612m for 2013/14 not included until motivations for income to National Treasury have received a positive response.
BAlANCe sheeT 2011/12 2012/13 2013/14
R’000 R’000 R’000
Property, plant and equipment and intangible assets
759 675 777 888 896 597
Inventory 6 000 6 500 7 000
Receivables and prepayments 298 000 332 000 327 000
Cash and Investments 583 736 560 958 248 056
Total assets 1 647 411 1 677 346 1 478 653
Accumulated fund and SALT fund 14 097 13 096 13 095
Capital fund 758 575 776 788 895 497
Post-retirement medical liability 113 471 116 605 119 589
Income received in advance 666 078 673 223 348 138
Payables and Provisions 95 190 97 634 102 334
Total liabilities 1 647 411 1 677 346 1 478 653
CAsh Flow sTATemeNT 2011/12 2012/13 2013/14
R’000 R’000 R’000
Cash flow from operating activities (57 202) 80 632 (152 595)
Cash flow from investing activities (207 907) (58 619) (160 107)
Cash flow from financing activities (270) (235) (200)
Net decrease in cash and cash equivalents (265 379) (21 778) (312 902)
38
FINANCE AND BUSINESS SySTEMS (CONTINUED)
BusinessDivision Description outputs
estimatedproject costs
R’000
Project duration 2010/11 R’000
2011/12 R’000
2012/13 R’000
2013/14 R’000 Additional infrastructure/capital start Finish
RISA Computer, office equipment and building refurbishment
Enhanced working environment and improved efficiency
N/A Based on ongoing review and availability of funds
10 587 6 290 6 400 6 307 Expansion of the NRF Head office (Pretoria) to accommodate business growth in RISA and the Corporate office estimated at R20 million.
National Facilities
Upgrade and replacement of scientific equipment
Access to state-of-the-art research equipment and facilities
N/A 106 856 36 141 14 519 3 205 A Strategic Research Infrastructure plan is in the process of development and it is estimated that some R600 million would be required for replacement/new research infrastructure at National Facilities.
SAASTA Computer and office equipment
Enhanced working environment to enable delivery on various contract projects
N/A 2 596 2 030 1 000 650 Pending a national strategy on science advancement, the SAASTA Johannesburg Observatory site may require R60 million to upgrade.
SKAproject
Construction of KAT-7 and MeerKAT comprising 64 radio antennae
World-class telescope for many years based on mission-driven innovation enabling South Africa to undertake cutting-edge research into deep space
3 037 052 2002/03 2015/16 80 501 163 446 36 700 149 945 The full scope of completion of the MeerKAT project is expected to cost approximately R1 billion more.
Total 200 540 207 907 58 619 160 107
INFORMATION AND
COMMUNICATION
TECHNOLOGY
PURPOSE AND SCOPE
The primary goal of the Information
and Communication Technology (ICT)
division is to provide world-class IT
services and support to RISA and
SAASTA. The ICT division has three
service units: software development,
infrastructure and network services,
and the service desk.
MAIN ACTIVITIES
During 2011-2012, the ICT division will
focus on: l Implementing a culture of service
and accountability in line with NRF
values;l Ensuring transparency and
Additional infrastructure and capital plansThe additional infrastructure and capital plans are dependent on the approval of additional funding by National Treasury. The additional plans will only be initiated and implemented once the MTEF submission has been done and approval thereof received.
Table 10: Infrastructure and other capital plans 2010/11-2013/14
39
understanding of ICT costs, benefits,
strategy, policies and service levels;l Rolling out soft-skills facilitation and
training aimed at improving ethics,
attitude and professionalism;l Ensuring proper use of application
functionality by providing end-user
training and documentation;l Responding to governance
requirements in line with RISA
objectives;l Ensuring that ICT services are highly
available;l Improving and maintaining a
favourable image of the department;l Ensuring satisfaction of end-users
with service offerings and service
level agreements;l Delivering projects on time and on
budget and thus meeting project
office quality;l Ensuring minimum business impact
in the event of an ICT service
disruption or change; l Ensuring ICT compliance with laws
and regulations; andl Ensuring that ICT demonstrates cost-
efficient service quality, continuous
improvement and readiness for
future change.
CHALLENGES
The ICT division has identified the
following as potential challenges in
2011-2012:l Inability to attract and maintain
competent technical skills. The
unique projects and state-of-the-art
technology at RISA can help attract
and maintain competent technical
skills; andl Information security. A project has
been registered to address this risk.
CORPORATE GOVERNANCE
PURPOSE AND SCOPE
The purpose of Corporate Governance
is to ensure that the governance
principles discussed in the King III
Report are implemented throughout
the organisation. The scope of the
activities pursued by Corporate
Governance is fulfilled by the following
five functions: l Strategic Planning and Reporting; l Business Intelligence; l Internal Audit; l Risk Management; and l Sustainability Management.
MAIN ACTIVITIES
Strategic Planning and Reporting
The main role of the Strategic Planning
and Reporting unit is to facilitate
the planning process in the NRF for
compliance with legislation and the
rules of engagement with the DST. The
unit is also responsible for monitoring
and reporting on performance in
an integrated, transparent, and
meaningful manner, a vital component
of good governance. Products of the
unit include Strategic Plans, Annual
Performance Plans, Quarterly Reports,
Annual Performance Reports, Key
Performance Indicator (KPI) Reports
and Impact Reports.
Business Intelligence
Business Intelligence is responsible for
data generation, and its distribution
within the NRF and to its stakeholders.
The managed data focus on, but are
not limited to, the NRF statutory
reporting requirements. The unit also
provides accurate, relevant, reliable
and up-to-date data as a basis for
decision-making in the organisation.
Internal Audit
The primary purpose of Internal Audit
is to ensure that adequate risk-based
controls are in place and functioning
well. Internal Audit coordinates internal
and external audits, files all audit
40
reports, prepares summary reports of
audit findings and provides input and
assists with preparing the audit plan.
Enterprise Risk Management
In managing large sums of money
and expensive assets, the need to
follow a risk-based approach arises.
Such approach is brought to light by
Enterprise Risk Management (ERM).
The purpose of the ERM unit is to
identify, assess, act upon and record
risks within the NRF. In addition, it
follows up on audit findings, evaluates,
and flags risk gaps and opportunities.
Sustainability Management
The role and purpose of the
Sustainability Management function
within the NRF is to integrate
corporate responsibility – related
to environmental, social and
economic performance – into the
business strategy and operations
of the organisation. Sustainability
Management focuses on preparing
a measurement of the NRF carbon
footprint, making progress toward
Environmental Management System
(ISO) 14001 implementation roll-out
and engaging in awareness campaigns.
CHALLENGES
The challenges that the five
governance functions have identified in
2011-2012 are interlinked, namely: l Facilitating adherence to statutory
and regulatory frameworks;l Providing the organisation with
useful information as a basis for
decision-making;l Obtaining buy-in for risk
management; and l Rolling out the Environmental
Management System.
NEW BUSINESS DEVELOPMENT
PURPOSE AND SCOPE
The New Business Development (NBD)
division’s primary purpose is being the
custodian of the NRF Growth Strategy.
The aim of the strategy is to diversify
and grow the NRF’s financial resources
to enable the realisation of NRF Vision
2015. NBD will achieve this through:l Facilitating access to and leveraging
local and international sources of
funding for research; andl Promoting the NRF as the “agency of
choice” for science, technology and
innovation promotion and support.
As a corporate function, NBD’s scope
covers:
l Developing and implementing policy
and practice around new business
development;l Growing the knowledge of the NRF
on funding opportunities (nationally
and internationally);l Increasing and diversifying the inflow
of funds from different sources;l Working with facilities, units and
sub-units across the NRF to establish
needs, share knowledge on funding
opportunities and develop proposals;l Developing value propositions for
targeted funding institutions, and
approaching these institutions; andl Ensuring contractual compliance by
the NRF with conditions for funded
initiatives.
MAIN ACTIVITIES
The core activity of NBD is to match
funding opportunities with the
initiatives of the NRF. These activities
follow the so-called New Business
Development Project Cycle which is
illustrated in Figure 11 on the next page.
It is worth noting that: l The project cycle maps the ideal
sequence and not every initiative will
necessarily be subjected to every
step of the cycle; and
FINANCE AND BUSINESS SySTEMS (CONTINUED)
Figure 11: New business development project cycle
14Close project
1Apply for funding support
2Engage owner
of initiative
3Evaluate
funding support application
4Engage
stakeholders
5Establish project
management team
6Conduct market
research7
Develop fundingproposal
8Engage funder
9Submit funding proposal
10Agree
contract
11Implement
project
12Monitor, evaluate,
report
13Solidify
relationship with
funder
New Business Development
project cycle
42
l The approved initiatives of the NRF
requiring funding are at different
stages of the project cycle.
During 2011/12, NBD has to endeavour
to supplement NRF funds as indicated
in Figure 12.
This reflects the expected incremental
increases of the MTEF allocation
and identified initiatives, as well as
scenarios linked to success in securing
funding for identified needs.
CHALLENGESl The NRF will alleviate any negative
perception of the organisation in
the stakeholder community by
continuous, proactive promotion
of the NRF and through improved
service delivery; l The ability of NBD to secure lucrative
and beneficial funding from funders
needs to be strengthened;l Securing long-term funding during
the financial crisis, without the
ability to leverage funds, is a major
constraint; and l Breaking the perception that the NRF
is an agency linked exclusively to the
DST is a challenge despite examples
of departmental funding.
Figure 12: Projection of NRF funding (R’m)
FINANCE AND BUSINESS SySTEMS (CONTINUED)
5 000
4 000
3 000
2 000
1 000
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/150
l Core and ring-fencedl Contracts
l Totall Growth
44
SCOPE
The objective of the Human Resources and Stakeholder Relations unit is to ensure that the NRF has the appropriate human resources to enable it to achieve its mandate, as well as the necessary support services to ensure healthy stakeholder relations. The Human Resources and Stakeholder Relations unit includes Human Resources, Legal Services and Corporate Communications.
45
HUMAN RESOURCES
PURPOSE AND SCOPE
Corporate Human Resources (HR),
in partnership with the HR offices
at the respective NRF facilities, is
responsible for providing the NRF with
a comprehensive, strategic human
resource management service to
enable the NRF to successfully achieve
its vision, mission, strategic objectives
and overall mandate.
The Corporate Human Resources
function leads and guides the HR
strategic direction of the NRF, and is
responsible for plans and activities
pertaining to:l Strategic staff acquisition and
retention; l Providing systems, policies
and administration across the
organisation; l Determining group remuneration and
benefit arrangements;l Employee support and relations;l Employee training and development;
and l Organisational development.
The function is accountable for
ensuring that best practice is applied
across the NRF in terms of:
l Policy development, adherence and
compliance;l Setting standards and enabling
consistency in the implementation of
HR practices;l Information-sharing for decision-
making across the organisation;l Management reporting; andl Capacity building.
MAIN ACTIVITIES
Informed by the needs expressed in
the strategic and Annual Performance
Plans of the various units, the
Corporate HR function will also pay
particular attention to facilitating
and enabling the following ongoing
activities in 2011-2012:l Improving HR service quality and
efficiency, and alignment to business
needs; l Improving retention and recruitment
processes, especially those relating
to sourcing individuals with the skills
sets required within the organisation,
by implementing the assessment
tools for the selection process;l Further implementing the revised
NRF Succession Planning Process as
a necessary and practical planning
and career management mechanism.
This will help retain key and high
potential staff;l Establishing an NRF-customised
Executive Development Programme; l Improving skills development
planning and reporting across all
NRF business divisions;l Submitting a consolidated NRF
Workplace Skills Plan, and an NRF
Annual Training Report; l Reviewing and implementing the
Corporate HIV/AIDS and Employee
Health and Wellness Strategy
and policy through the appointed
committees across all business
divisions;l Implementing employment equity
processes to achieve targets and
goals set in the various business
units’ plans. Target setting in this
area will receive special attention
and be included in the performance
contracts of the executive directors. l Continuing to provide strategic input
and advice to key projects such as
the SKA on relevant strategic and
operational HR inputs required to
ensure success;l Advancing the implementation of the
new HR system, Dynamique Resource
Link (DRL), across the NRF and all its
facilities;l Continuing to review and realign HR
Patr
ick
Thom
pson
HUMAN RESOURCES AND STAKEHOLDER RELATIONS
46
payroll processes and procedures
across all business divisions to
address and deal with audit queries
in a corrective and proactive manner;l Maintaining and enhancing the newly
developed remuneration policy
in line with the market trends to
ensure that the strategic objectives
in relation to market positioning and
staff retention are met; and l Extending the rollout of the current
job evaluation process and market
benchmarking strategy to the
National Research Facilities to align
with the new remuneration policy.
CHALLENGES
The HR function has identified the
following as potential challenges in
respect of the period 2011-2012:l Ensuring the financial sustainability
of the Integrated Performance
Management System (IPMS) and
performance rewards will be critical.
Tight control in performance
evaluation, proper moderation of
performance evaluation outcomes
and strict control in filling vacant
positions will be essential; l Relevant staff retention strategies
and succession plans need to be
implemented to sustain the business
and to manage staff turnover; and l Continued careful management of
labour relations within the legislative
framework and NRF policy and within
the salary mandates set by the NRF
Board will be critical during 2011.
CORPORATE COMMUNICATIONS
PURPOSE AND SCOPE
The purpose of the Corporate
Communications function is to provide
the following services as they relate to
the corporate brand:
• Internal communications;
• Management of media relations;
• Stakeholder relations;
• External communications;
• Corporate identity management;
• Copy writing and editing
• Graphic design and advertising; and
• Events management.
MAIN ACTIVITIES
Based on its intention to secure a
positive corporate image for the NRF,
Corporate Communications plans
to engage in the following activities
during 2011-2012: l Build capacity within the unit with
regard to skills such as document
writing, science writing, content and
product development;
l Build and maintain a strong
communicators’ community of
practice; l Create platforms for stakeholder
engagement;l Find platforms for positioning the
NRF as the “agency of choice”, and
the NRF leadership as thought-
leaders;l Build effective brand touch points,
for example, through web presence,
exhibitions, and marketing collateral;l Promote brand architecture and
message orientation within the NRF; l Create tools and platforms for
internal communications; l Set up platforms for media
engagement; and l Develop advertising tools and
platforms.
CHALLENGES
Corporate Communications has
identified the following as potential
challenges in 2011-2012:l Inability to recruit suitably qualified
personnel; appointing an advertising
and public relations agency will
mitigate this challenge; l Non-availability of senior executives
for media engagements; this can be
alleviated by developing a second
HUMAN RESOURCES AND STAKEHOLDER RELATIONS (CONTINUED)
47
layer of possible organisational
spokespersons; l Lack of free-flowing information
from internal information holders;
this can be mitigated by identifying
and building rapport with internal
information holders.
CORPORATE LEGAL SERVICES AND
INDUSTRIAL RELATIONS
PURPOSE AND SCOPE
Corporate Legal Services and Industrial
Relations is a corporate function and
its scope stretches across the entire
NRF.
The purpose of the function is
to cater for a range of legal and
industrial relations support services
and to provide input and legal advice
to the NRF. These services range
from statutory interpretation of the
legislation and regulations applying to
the NRF and its business units, contract
drafting and vetting (including service
level agreements), as well as the
management of various employment
relations processes.
MAIN ACTIVITIES
During 2011-2012, the function will
focus on the following activities:
l Developing and rolling out responses
to address the needs of business
units as identified through the
consultative process initiated in the
previous financial year; l Building capacity in the form of
staff recruitment and the necessary
infrastructure acquisition; l Rolling out a work-flow chart to
guide business divisions and manage
business expectations;l Consolidating existing relationships
with law firms on the NRF-approved
list;l Reviewing major commercial
contracts and implementing a
contract management system; and l Attending to ad-hoc instructions.
CHALLENGES
The function has identified the
following as potential challenges during
2011-2012: l Management of business unit
expectations with regard to realistic
turnaround times. This risk will be
mitigated by agreeing on realistic
and achievable delivery times with
business divisions; l Getting to grips with the rights
and obligations of the NRF and in
particular the National Research
Facilities as contained in the
various contracts. This challenge
will be addressed by acquiring
and implementing a contract
management system suited to the
NRF environment; and l Shortage of human capacity
satisfying all the business divisions’
legal needs when volumes of
work increase. This aspect can
be addressed by getting external
legal service providers to assist the
affected business divisions.
50
pUrpose anD scopeResearch and Innovation Support and Advancement (RISA) is the funding agency that translates government strategies into funding offerings and development programmes for the benefit of research institutions and researchers.
RISA promotes and supports research and research capacity in all fields of research and technology. This is achieved through investing on a competitive basis in research, people and infrastructure.
51
RISA Gan
sen
Pilla
y
SOURCES OF FUNDING
RISA disburses funding from various
sources, including: l Discretionary funds allocated to the
NRF via the DST;l Ring-fenced and contract funds
received from the DST; and l Contract funds received from other
government departments, for
example:
– Department of Higher Education
and Training (DHET);
– Department of Trade and Industry
(the dti); and
– Department of Environmental
Affairs (DEA).
These ring-fenced and contract funds
are disbursed according to strict
criteria laid down by the respective
sponsors.
INVESTMENT AREAS AND
BUSINESS CYCLE
RISA has identified broad investment
areas. They are listed in Table 11 on the
next page, together with an indication
of the proportion of the total NRF
grant budget presently set aside for
each investment area. Resources will
be allocated according to the priorities
set in the NRF strategy. Investments
are therefore driven by strategy and
not simply by demand. Where possible,
investments using the discretionary
budget are made to balance any
inadequacies that may arise in the
contract and ring-fenced funding, thus
ensuring that the total investment is
aligned with the strategic context.
Table 11 on the next page provides an
overview of the funding offerings and
opportunities provided to grantholders
per investment area. Table 12 on page
53 shows the business cycle followed to
manage these offerings between 2011
and 2014. Opportunities are diversified,
yet streamlined, to cater for the needs
of stakeholders while increasing
operational efficiencies.
VALUES OF BURSARIES AND
SCHOLARSHIPS
Bursary values for freestanding and
grantholder-linked bursaries show
an increase for 2011/12 (refer to
Table 13 on page 59).
Freestanding scholarships and
fellowships are awarded directly to
students undertaking full-time study
on a competitive basis. Students must
apply for these awards themselves, and
remain responsible for submitting all
required documentation. Financially
needy students, as identified by their
universities, will be offered additional
resources. The principle is that
financial need should not preclude
academic excellence. In the same vein,
disabled students are provided with
additional funding to help overcome
the impact of their disability on their
studies.
For grantholder-linked bursaries,
grantholders may nominate qualifying
students linked to their research plan
where funds have been awarded in the
following four categories:l Grantholder-linked student
assistantships – for full-time students
in the final year of an undergraduate
degree/diploma, and full-time
honours/4th year BTech students;l Grantholder-linked postgraduate
bursaries – for full-time or part-time
master’s and doctoral students (not
for staff);l Grantholder-linked Postdoctoral
Fellowships; and l Grantholder-linked Staff
Development Grants – for staff
registered for master’s or doctoral
degrees only.
52
Table 11: RIsA’s investment areas
Investment area
Discretionarygrant budget
Ring-fencedgrant budget
Contractgrant
budget*
Total grant budget
Amount (R’m)
% of total
Amount (R’m)
% of total
Amount (R’m)
% of total
Amount (R’m)
% of total
Established researchers (SARChI, Incentive funding for rated researchers, Competitive supported for rated researchers)
82,1 28,2% 258,8 68% 29,9 6% 370,8 32%
Human capital development (Thuthuka; research niche areas; free-standing support for postgraduate student)
78,9 27,1% 2,0 1% 94,7 19% 175,6 15%
Strategic Knowledge Fields (many varied opportunities; and CoE) 68,9 23,7% 47,8 13% 70 14% 186,7 16%
Applied Research and Innovation (including THRIP) 1,0 0,3% 0,0 0% 155,4 31% 156,4 13%
Strategic platforms (equipment; nano-science flagship projects and programmes directed by the NRF)
5,6 1,9% 0,0 0% 139,6 28% 145,2 12%
International initiatives (Including bilateral and binational agreements)
12,0 4,1% 69,9 18% 8 2% 89,9 8%
Community engagement research 5,3 1,8% 0,0 0% 0 0% 5,3 0%
Focus Area Programmes (existing commitments that are being phased out)
37,3 12,8% 0,0 0% 0 0% 37,3 3%
Total 291,1 100,0% 378,5 100% 497,6 100% 1 167,2 100%
* These budgets are difficult to predict as they are awarded on an ad hoc basis
RISA (CONTINUED)
53
Call schedule for 2010
Investment area Funding Programme2010 2011
Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr
established researchers
SARChI Call Subject to discussion with Funders
Incentive funding for Rated researchers Invitation
Competitive Support for Rated Researchers Call x
Competitive Support for Unrated Researchers No call
Bioinformatics Subject to discussion with funders
hICD
Thuthuka Call x
RNAs Call x
Bioinformatics and Functional Genomics (M,D,PD) Call
Space Science and Technology (H,M,D,PD) Call
Professional Development Programme (PD) Call
NIH-NRF Research Transition Programme (PD) Call
SHIP/DST Innovation and SSDF Call x
Disabled (M, D) Call x
Postdoctoral Call x Call
NRF/DAAD for Master’s and Doctoral Call x
Hon/ MA and Doctoral Block Grant Block grants: Applications, nominations and monitoring
SKA Scholarships Programme Call x
strategic Knowledge Fields
CoE (DEA) No call
CoE call for DST No call
Blue Skies Call x
SABI Call Subject to the availability of funds
SEAChange Call Subject to the availability of funds
SANAP – closed call Call Subject to discussion with Funders
AOP (Instrastructure call) Call x
ACEP No call
AGAP Call x
IKSa Subject to discussion with Funders
Education Research Call Subject to the availability of funds
Drug Discovery Call Subject to discussion with funders
PAST Call X
Table 12: Business cycle: Major funding opportunities managed by RISA
54
RISA (CONTINUED)
Table 12: Business cycle: Major funding opportunities managed by RISA (continued)
Call schedule for 2010
Investment area Funding Programme2010 2011
Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr
Applied and Industrial Research and Innovation
THRIP Call x
SANHARP Bursaries and School Outreach Programme NRF internal selection processes
strategic Platforms
Research Infrastructure Support Programme (NEP, NNEP, Grand Challenges
Call
Research and Innovation Reward Programme Closed call for facilities
Competitive Support for Collaborative research with NF Call x
Synchrotron/Mobility Grants Call x
International Initiatives
Binationals (SA - x) No fixed timelines, call depends on negotiations with international partners
Bilaterals (NRF - x) No fixed timelines, call depends on negotiations with international partners
Focus on Africa No fixed timelines, call depends on negotiations with international partners
Royal Society No call
KISCa Programme phased out
KICaa Call x
Community engagement
Community Engagement Grants Call x
Individual evaluation and Rating
For 2010 2010 x
For 2011 2011
Key
Shaded bar = Shaded bars represent call periods.
Year of funding = The year in the shaded bar refers to the funding year. NB: Changes may be made to this schedule, which will be communicated via the NRF website.
X = Expected date for results
Call = Call for proposals
55
Table 12: Business cycle: Major funding opportunities managed by RISA (continued)
Call schedule for 2011
Investment area Funding Programme2010 2011 2012
Dec Jan Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr
established Researchers
SARChI Call Subject to discussion with Funders
Incentive funding for Rated Researchers Call
Competitive Support for Rated Researchers
Call x
Competitive Support for Unrated Researchers
Call x
Bioinformatics Call Subject to discussion with Funders
hICD
Thuthuka Call x
RNAs Announcement to follow x
Space Science and Technology (H,M,D, PD)
Call
Professional Development Programme (PD)
Call
SHIP/DST Innovation and SSDF Call x
Disabled (M, D) Call x
Postdoctoral Call x Call
NRF/DAAD for Master’s and Doctoral Call x
Hon/MA and Doctoral Block Grants Block Grants: Applications, nominations and monitoring
SKA Scholarships Programme Call x
strategic Knowledge Fields
CoE (DEA) No Call
CoE call for DST No Call
Blue Skies No Call
SABI No Call
SEAChange Call Subject to discussion with Funders
SANAP – closed call Call Subject to discussion with Funders
AOP (Instrastructure call) Call x
ACEP Call Subject to discussion with Funders
AGAP Call x
IKS Call Subject to discussion with Funders
Education Research No Call
Drug Discovery Call Subject to discussion with Funders
PAST Call X
56
RISA (CONTINUED)
Call schedule for 2011
Investment area Funding Programme2010 2011 2012
Dec Jan Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr
Applied and Industrial Research and Innovation
THRIP Call x
SANHARP Bursaries and School Outreach Programme
NRF internal selection processes
strategic Platforms
Research Infrastructure Support Programme (NEP, NNEP, Grand Challenges
Call X
Research and Innovation Reward Programme
Closed call for Facilities
Competitive Support for Collaborative Research with NF
No Call
Synchrotron/Mobility Grants No Call
International Initiatives
Binationals (SA - x) No fixed timelines, call depends on negotiations with international partners
Binaterals (NRF - x) No fixed timelines, call depends on negotiations with international partners
Focus on Africa No fixed timelines, call depends on negotiations with international partners
Royal Society No Call
KIC Call x
Community engagement
Community Engagement Grants No Call
Individual evaluation and Rating
For 2011 2011 x
For 2012 2012
Table 12: Business cycle: Major funding opportunities managed by RISA (continued)
Key
Shaded bar = Shaded bars represent call periods. NB! Changes may be made to this schedule, which will be communicated via the NRF website.
Year of funding = The year in the shaded bar refers to the funding year.
X = Expected date for results
Call= Call for proposals
57
Table 12: Business cycle: Major funding opportunities managed by RISA (continued)
Call schedule for 2012
Investment area Funding Programme2011 2012 2013
Dec Jan Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr
established researchers
SARChI Call Subject to discussion with Funders
Incentive Funding for Rated Researchers Announcement to follow
Competitive Support for Rated Researchers
Call x
Competitive Support for Unrated Researchers
Next Call to be made in 2014
Bioinformatics No Call
hICD
Thuthuka Call x
RNAs No Call
SHIP/DST Innovation and SSDF Call x
Professional Development Programme (PD)
Call
Disabled (M, D) Call x
Postdoctoral Call x Call
NRF/DAAD for Master’s and Doctoral Call x
Hon/MA and Doctoral Block Grant Block Grants: Applications, nominations and monitoring
SKA Scholarships Programme Call x
strategic Knowledge Fields
CoE (DEA) No Call
CoE call for DST No Call
Blue Skies Next Call to be made in 2013
SABIa Call Subject to the availability of funding
SEAChange Call Subject to the availability of funding
SANAP – closed call Call Subject to discussion with DST
AOP (Insfrastructure call) Call x
ACEP No Call
AGAP Call x
IKS Call Subject to discussion with Funders
Education Research Next Call to be made in 2013
Drug Discovery Call Subject to discussion with Funders
PAST Call X
58
RISA (CONTINUED)
Table 12: Business cycle: Major funding opportunities managed by RISA (continued)
Call schedule for 2012
Investment area Funding Programme2011 2012 2013
Dec Jan Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr
Applied and Industrial Research and Innovation
THRIP Call x
SANHARP Bursaries and School Outreach Programme
NRF internal selection processes
strategic Platforms
Research Infrastructure Support Programme (NEP, NNEP, Grand Challenges
Call
Research and Innovation Reward Programme
Closed call for Facilities
Competitive Support for Collaborative Research with NF
Call x
Synchrotron/Mobility Grants No Call
International Initiatives
Binationals (SA – x) No fixed timelines, call depends on negotiations with international partners
Bilaterals (NRF – x) No fixed timelines, call depends on negotiations with international partners
Focus on Africa No fixed timelines, call depends on negotiations with international partners
Royal Society No Call
KIC Call x
Community engagement
Community Engagement Grants Next Call to be made in 2013
Individual evaluation and Rating
For 2012 2012 x
For 2013 2013
Key
Shaded bar = Shaded bars represent call periods. NB: Changes may be made to this schedule, which will be communicated via the NRF website.
Year of funding = The year in the shaded bar refers to the funding year.
X = Expected date for results
Call = Call for proposals
59
Table 13: Values of bursaries and scholarships
Freestanding scholarships and fellowships
Prestigious and equity scholarships (full-time study/research only)
Honours/BTech (final year) – block grant R20 000 p.a.
Master’s degree – block grant R40 000 p.a.
Doctoral degree (in South Africa) R60 000 p.a.
Doctoral degree (abroad) US$12 000 p.a.
Postdoctoral Fellowship (in South Africa) R120 000 p.a.
Postdoctoral Fellowship (abroad) US$16 500 p.a.
Once-off travel grant during tenure of Master’s, Doctoral, Postdoctoral award
R5 000
Department of higher education and Training scarce skills Development Fund
Honours (full-time) – block grant R35 000 p.a.
Master’s (full-time) R60 000 p.a.
Doctoral (full-time) R90 000 p.a.
Postdoctoral R190 000 p.a.
Innovation scholarships
Honours: Bursary – block grant R35 000 p.a.
Master’s (full-time) R60 000 p.a.
Travel grant R10 000 (once off)
Doctoral (full-time) R90 000 p.a.
Travel grant (abroad) R40 000 (max)
Travel grant (local) R15 000 (max)
Postdoctoral Fellowship
Postdoctoral Award R165 000
Contribution towards running expenses R35 000
Total R200 000 p.a.
Grantholder-linked bursaries
student assistantships
Final year undergraduate (full-time) R8 000 p.a.
Honours/BTech (full-time) R20 000 p.a.
KNOWLEDGE FIELDS DEVELOPMENT
PURPOSE AND SCOPE
The broad aim of the directorate for Knowledge Fields
Development (KFD) is, within the context of national research
and developmental challenges and strategic initiatives, to
facilitate the:l Advancement of the frontiers of existing knowledge; l Development of new fields of knowledge; and l Generation of the necessary associated research capacity
Knowledge Fields Development aims to: l Investigate, map and analyse research interests and trends
within and across disciplines and knowledge fields;l Promote active interaction between researchers within and
Bursaries and Fellowships
Master’s degree (full-time) R40 000 p.a.
Master’s degree (part-time) R10 000 p.a.
Doctoral degree (full-time) R60 000 p.a.
Doctoral degree (part-time) R12 000 p.a.
Postdoctoral (pro-rata per month) R80 000 p.a.
south African National Antarctic Programme (sANAP) and African origins Project (AoP)
Student assistantships
Final year undergraduate (full-time) R8 000 p.a.
Honours/BTech (full-time) R25 000 p.a.
Bursaries and Fellowships
Master’s degree (full-time) R40 000 p.a.
Master’s degree (part-time) R10 000 p.a.
Doctoral degree (full-time) R65 000 p.a.
Doctoral degree (part-time) R12 000 p.a.
Postdoctoral (pro-rata per month) R90 000 p.a.
60
across disciplines and knowledge
fields;l Strengthen the scientific and
professional organisations in the
South African research community;l Facilitate expanding the frontiers of
existing knowledge and creating new
knowledge; andl Refine or redefine calls for research
proposals in light of developments
and interventions.
MAIN ACTIVITIES AND
PROGRAMMES
To achieve its strategic goals, KFD will:l Employ a range of tools to mobilise
resources, both human and financial,
for stimulating the development and
advancement of knowledge fields; l Identify, facilitate the development
of, and fund research capacities
in the form of students and
postdoctoral fellows (through
grantholder-linked and freestanding
bursaries) and “small” items of
research equipment; andl Develop and manage funding
programmes and research projects.
KFD will pursue its strategic goals
through the following programmes:
National Strategic initiatives, ring-
fenced/contract programmes
KFD manages programmes proposed
by and agreed to by partners and
collaborators in government. These
programmes address national priorities
and include:l African Origins Platform Research
(AOP);l Drug Recovery Training Programme;l Community University Partnership
Programme (CUPP);l Indigenous Knowledge Systems (IKS);l Multi Wavelength Astronomy
Research (MWLA);l National Astrophysics and Space
Science Programme (NASAP);l South African National Antarctic
Programme (SANAP); l South African Biosystematics
Initiative (SABI); and l South African Network for Coastal
and Oceanic Research (SANCOR)
The Focus Area Programme (FAP)
This programme is being phased out
and the funds that become available
will be gradually deployed in seven
broad areas of investment.
Programmes funded through
discretionary funds
KFD funds the following programmes
through the NRF discretionary funds:l Blue Skies; l Competitive Programme for Rated
Researchers; l Competitive Support for Unrated
Researchers; l Community Engagement; and l Education Research.
Other KFD activities, projects and
engagement with the NSI
KFD is involved in the following
activities:l Monitoring the DST-Community-
University Partnership programme
based at the four rural universities; l Promoting the Science and
Society Dialogue – KFD will work in
conjunction with SAASTA during the
Science Communication Conference; l Presenting the NRF position
on research integrity during
the National Research Integrity
Conference/Workshop; l The Centres of Excellence
programme, which includes the
Centres listed in Box 3 on page 61;l The Akili Complexity and Integration
Initiative, aimed at promoting the
RISA (CONTINUED)
61
utilisation of research findings for
social benefit (refer to Box 4 on
page 62).
CHALLENGES
KFD faces the following challenges:l The slow process of renewing
contracts with DEA Oceans and
Coasts/SANCOR is causing stunted
growth. The NRF CEO and DST
Deputy-General and DEA have
undertaken to assist in accelerating
the process. l KFD needs to find solutions to the
delays in contract renewals and
release of funds by partners. l KFD has to develop and increase
the profile of the Akili network of
practice by demonstrating that shifts
in the concept of applied research
are delivering tangible benefits to
society.
It should be noted that the National
Institute for Theoretical Physics
(NITheP) is currently being managed as
a Centre of Excellence at the University
of Stellenbosch and funds for this
programme are close to R11m.
Box 3: DsT/NRF CeNTRes oF exCelleNCe
APPLIED RESEARCH AND
INNOVATION
PURPOSE AND SCOPE
Applied Research and Innovation
(ARI) promotes and develops applied
research within the NSI. The focus of
applied research is two-fold: firstly,
research that moves outcomes through
the innovation value chain towards
commercialisation; and secondly,
research that informs policy, legislation
and implementation that underpins
societal well-being. Societal well-being
arenas include sustainability, poverty
alleviation, food security, community
security, housing, governance, and
health.
MAIN ACTIVITIES AND
PROGRAMMES
ARI consists of three programmes and
Akili Initiative project:
Centres of excellence (Coes) host institutions
Centre of Excellence in Applied Centre for Climate
and Earth Systems Science (ACCESS)
Council for Scientific and Industrial Research
Centre of Excellence in Catalysis University of Cape Town
Centre of Excellence in Biomedical Tuberculosis
(TB) Research
Stellenbosch University and University of the
Witwatersrand
Centre of Excellence in Birds as Key to Biodiversity Percy FitzPatrick Institute at the University of
Cape Town
Centre of Excellence in Invasion Biology Stellenbosch University
Centre of Excellence in Epidemiological Modelling
and Analysis
Stellenbosch University
Centre of Excellence in Strong Materials University of the Witwatersrand
Centre of Excellence in Tree Health Biotechnology Forestry and Agricultural Biotechnology Institute
(FABI) at the University of Pretoria
Budget for 2011/12: R55 million
62
RISA (CONTINUED)
Box 4: AKIlI ComPlexITY AND INTeGRATIoN INITIATIve
The Akili Complexity and Integration Initiative resides within the Applied Research and Innovation
(ARI) directorate, which conceives of “applied” research as being research in service of society –
research with outcomes that service immediate, as well as medium- and long-term needs. Akili seeks
to acknowledge and promote all methods and approaches that facilitate research being effectively
implemented to the benefit of human beings. The initiative seeks to create a network of researchers
and practitioners who are interested in the interface of research and its use on the ground. The
approach is to acknowledge that “people on the planet” comprise integrated socio-ecological
systems. The initiative therefore takes a trans-disciplinary approach, applies systems thinking and
acknowledges that socio-ecological systems are complex and that an understanding of complexity is
fundamental to the practice and implementation of most research processes.
Budget for 2011/12: R1 million
The Technology and Human
Resources for Industry Programme
(THRIP)
Funded by the Department of Trade
and Industry (the dti) with a budget of
R150m, THRIP promotes partnerships
in pre-commercial research between
business and the public-funded
research base, including universities
and research institutions. The core
business is to leverage collaborative
research partnerships in science,
engineering and technology on a cost-
sharing basis. The purpose of these
partnerships is to provide technology
solutions for industry, and to produce
a flow of highly skilled researchers and
technology managers for industry.
South African Nuclear Human
Asset and Research Programme
(SANHARP)
As a DST-funded programme with a
budget of R15m, SANHARP focuses
on developing a human capacity
pipeline into the nuclear industry. The
programme is linked with two South
African Research Chair Initiative
(SARChI) chairs and their associated
research outcomes. The DST plans to
increase the scope to a broad energy
initiative with an increased budget.
Bio-informatics and Functional
Genomics Programme
The aim of this funding programme is
to support bio-informatics applications
in biotechnology projects in line with
national priorities as set out in the
South African Biotechnology Strategy
and the DST Ten-year Innovation
Plan. It is a three-year bio-informatics
research programme ending in 2012/13.
Other ARI activities
In 2011-2014, ARI has planned the
following to contribute to the growth
plan of the NRF:l Managing an applied research
budget for additional government
departments or enterprises;l Motivating and securing an increase
in the THRIP budget from the dti; andl Facilitating the growth of SANHARP
into a broad energy programme with
relevant stakeholders.
CHALLENGESl ARI must make sure that THRIP
Annual Performance Plan targets are
met to ensure that funding from the
the dti is continued; l ARI has to engage key stakeholders
in the development of significant
contracts like SANHARP and Akili in
63
order to unleash their full potential; l ARI will work closely with NBD to
secure new significant business; andl ARI will work toward aligning its
processes with NRF standard
business processes.
HUMAN AND INSTITUTIONAL
CAPACITY DEVELOPMENT
PURPOSE AND SCOPE
The goal of the Human and
Institutional Capacity Development
(HICD) directorate is to develop
institutional research capabilities
and infrastructure in parallel with
developing the appropriate human
capital to drive the research and
development strategies within the NSI.
The scope of HICD covers the five
strategic goals of the NRF. In terms of
the goals, HICD plans to achieve the
following:
Promoting internationally
competitive research as the basis
for a knowledge economyl Increase in quality research outputs
by Master’s and doctoral candidates,
postdoctoral researchers and all
research grantholders;l 160 Research Chairs by 2015;
l 120 new rated researchers from
Thuthuka and Research Niche Areas
by 2015; andl Increase in patents from rated
researchers, research chairs and
strategic platforms.
Growing a representative science and
technology workforce in South Africal By 2015, 40% of all grantholders
should be female and 60% should be
black; and l By 2015, 50% of all student bursaries
and postdoctoral fellowships should
be awarded to female candidates and
80% to black candidates.
Operating world-class evaluation and
grant-making systems l Align funding instruments to support
career pathing of students and
emerging researchers; l Research management costs are not
to exceed 10% of total costs; andl Internationalise research
performance assessments for
strategic research platforms.
Providing cutting-edge research,
technology and innovation platformsl Enhance National Research Facility
infrastructure through strategic
investments;
l The first High Resolution
Transmission Electron Microscope
(HRTEM) platform in Africa should be
operational in 2011; andl Facilitate collaborative research
projects between National Research
Facilities and universities.
Contributing to a vibrant national
innovation systeml Implement a dedicated Research
Fellowship Programme for emerging
black and women researchers;l Collectively fund 1 000 SET PhDs per
annum by 2015 through the SA PhD
Project;l Develop a total of 100 new academics
through postdoctoral career awards;l Facilitate new research interns
and SET graduates entering the
workforce each year; andl Enhance strategic partnerships with
academia, industry and funders.
MAIN ACTIVITIES
HICD comprises five programmes.
The South African PhD project
The primary activities of the South
African PhD Project are to:l Develop a “one-stop-shop”
clearinghouse comprising an
64
RISA (CONTINUED)
interactive website for visitors,
focusing on students, academics,
employers and funders;l Form doctoral student associations
to serve as peer and mentor support
networks as well as to provide forums
for knowledge sharing and discussions
on current and emerging topics; andl Foster collaborative public-private
partnerships for human capital
development in South Africa.
Human Capacity Programme
The Human Capacity Programme
(HCP) focuses on supporting the
establishment of a highly skilled human
resource base in South Africa through
various sub-programmes, namely:l Student and Postdoctoral support
that focuses on the funding of
postgraduates at the honours,
master’s and doctoral levels as well
as postdoctoral fellows; l DST-NRF Internship Programme
through which unemployed Science
Engineering and Technology (SET)
graduates are offered an opportunity
to improve their skills and to acquire
competencies that will facilitate
their entry into the SET workforce or
postgraduate training programmes;
and
l Strategic projects for human capital
development in defined priority areas
or disciplines.
Institutional Capacity Programme
The Institutional Capacity Programme
(ICP) supports and implements funding
initiatives through research grants, to
develop and enhance human capital
development and to strengthen
sustained institutional research
capacity at public higher education and
research institutions. The ICP makes
provision for three types of grants: l The Thuthuka (TTK) Programme
focuses on supporting developing
researchers at tertiary institutions
to obtain their PhD degrees, and
on black and women academics to
establish themselves as independent
researchers; l Research Niche Area (RNA)
Programme, which is a higher-level
funding mechanism designed to
create permanent or semi-permanent
national hubs or centres of specialised
research aimed at developing national
and international expertise within
defined research areas; and l Royal Society Partnership
Programme, which brings together
researchers from the United
Kingdom and South African
universities in collaborative research-
strengthening activities.
South African Research Chairs
(SARC) and Rated Researchers
Incentive Funding
The programme drives its objective of
strengthening human and knowledge
capacity and advancement of research
excellence through two programmes,
namely:l Rated Researchers Incentive Funding
(RRIF) that encourages researchers
to obtain and maintain and NRF
rating; andl South African Research Chairs
(SARC), which comprises the South
African Research Chairs Initiative
(SARChI) and Research and
Development Chairs.
SARChI is one of the key national
strategic interventions established
to strengthen research leadership
and capacity. The programme helps
South African publicly funded
universities create opportunities to
retain and attract outstanding, world-
renowned researchers who will train
the next generation of academics
and researchers and also advance
65
production and application of new
knowledge. Research Chairs are
awarded to publicly funded universities
capable of hosting a research Chair in
their own right or in collaboration with
publicly funded research institutions.
Research and Development Chairs are
a public-private partnership comprising
two initiatives: the FirstRand
Foundation South African Mathematics
Education Chairs Initiative and the
South African Numeracy and Literacy
Chairs Initiative. In contrast to the
SARChI Chairs, which are primarily
research-based, these Chairs focus
on research and development with a
particular focus on delivering evidence-
based solutions.
Strategic Platforms Programme
The Strategic Platforms Programme
focuses on:l Establishing enabling infrastructure,
including state-of-the-art research
equipment and national facilities
(refer to Box 5 on the High
Resolution Transmission Electron
Microscope);l Providing access to research
equipment and facilities through
mobility and research grants;
l Promoting collaboration between
researchers working at universities
and those at National Research
Facilities through collaborative
research grants;l Rewarding researchers at the
National Research Facilities for high-
quality research outputs;l Supporting flagship research
projects in strategic areas, such as
nanotechnology; andl Developing specialised technical
expertise within existing and
developing strategic platforms.
Key partners are the DST, the National
Research Facilities, industry and
national and international academia.
The activities of the Strategic
Platforms Programme are grouped into
four broad areas as indicated in Figure
13 on page 67.
CHALLENGES
Challenges for HICD include: l Ensuring that activities are well
aligned with government’s strategies;l Undertaking an analysis of the
available pool of black and women
researchers and academics at South
African universities and using this as
a basis for strategic interventions,
and implementing dedicated
programmes to accelerate the
development of emerging black and
women researchers; andl Engaging with the university and
research community to effect uptake
of new funds for human capital
development and infrastructure
investments.
INTERNATIONAL RELATIONS AND
COOPERATION
PURPOSE AND SCOPE
Within government, the DST is the
custodian of international science
cooperation, agreements and
memberships. The DST assigns the
NRF as the implementing agency for
these agreements and memberships.
The NRF is drawn into the process at a
relatively early stage to:l Develop the Science and Technology
Cooperation Agreements;l Draft the programme of cooperation,
which generally details modalities,
criteria, priorities and conditions; andl Negotiate funding levels.
Science and Technology Agreements
develop scientific relations
between research communities of
intergovernmental signatories and
66
RISA (CONTINUED)
Box 5: The hIGh ResoluTIoN TRANsmIssIoN eleCTRoN mICRosCoPe (hRTem)
The High Resolution Electron Microscope (HRTEM) Centre in South Africa will catapult the country to the top end of the global nanotechnology stakes. Sasol
has contributed R6 million towards the establishment of this centre, which will play a crucial role in achieving the goals identified in the strategies of the DST,
including the National Research and Development Strategy, the Ten-Year Innovation Plan and the National Nanotechnology Strategy. The DST has committed
R69 million over three financial years – from 2008/09 to 2010/11 – to cover the costs associated with procuring the HRTEM instrument placed at Nelson Mandela
Metropolitan University (NMMU).
The Centre for HRTEM will be able to make significant contributions in some of the following critical areas identified by the DST:l Need for safe and clean energy;l Hydrogen economy;l Space science; andl Strengthening of biotechnology.
The objectives of the Centre are to:l Provide state-of-the-art infrastructure and resources for nano- and atomic-scale electron microscopy;l Transfer knowledge to local institutions, industry and society for the benefit of South Africa; l Generate and apply new knowledge for the benefit of South Africa and the world; l Provide training for postgraduate students through cutting-edge research; l Strengthen research in nano- and atomic-scale electron microscopy across disciplines; l Maintain participation in international and national research networks and projects; and l Develop technical skills and expertise for HRTEM applications.
In order to fulfill its objectives, the Centre will undertake three integrated activities:l Human capacity development: training of postgraduate students at Master’s and doctoral levels will be undertaken, as well as training of staff and students
at other institutions and private companies. Postdoctoral researchers will be encouraged and supported. l Basic and applied research: multi- and cross-disciplinary grant-funded research with local and international collaborators will be undertaken to solve broad
problems and create new knowledge. l Contract research: research will be undertaken to solve industry-specific problems, which will contribute to the improvement of the quality of life of South
Africans.
HRT
EM b
uild
ing
to b
e co
mpl
eted
dur
ing
2011
.
Figure 13: Four investment areas for the Strategic Platforms Programme
EQUIPMENT-RELATED TRAVEL GRANTS
l Facilitating access to research equipment and
facilities through mobility grants
NATIONAL RESEARCH FACILITIES
l Rewarding researchers at National Facilities for preparing quality
research publications l Supporting collaborative research
and access to National Facilities by university researchers
NANOTECHNOLOGYl Nanotechnology Flagship Projects
INFRASTRUCTUREl National Equipment Programme.
l National Nanotechnology
Equipment Programme
l Bridging finance
STRATEGICPLATFORMS
68
establish long-term, sustainable
scientific cooperation and networks.
The main purpose of cooperative
research is to support projects of
scientific excellence by promoting
the exchange of researchers and
stimulating interaction between
scientific communities. There is
great emphasis on training. The
agreements also encourage the
inclusion of PhD students and the
exchange of postdoctoral fellows within
approved projects. The NRF may enter
into cooperation agreements with
counterpart organisations, independent
of the overarching intergovernmental
agreements. Membership of
international science bodies gives South
African scientists access to knowledge,
data and networking opportunities.
The following factors inform
international relations within the
domains of science:l Ideological shifts regarding the aims
and ethics of science (especially
bioscience) are becoming more
apparent at international fora such
as in the International Council for
Science (ICSU), the International
Social Science Council (ISSC) and the
United Nations Educational Scientific
and Cultural Organisation (UNESCO);l Restructuring and/or re-organisation
of higher education systems and
institutions;l Social, economic and political needs
as expressed at national, regional
and continental levels (for example,
the AU-NEPAD Consolidated Plan of
Action; and the UN-driven Millennium
Development Goals – MDGs) are
increasingly “driving” the strategic
agendas of scientific collaboration,
especially on the continent;l Emphasis is being placed on the
alignment of policy instruments and
funding mechanisms; andl The changing nature of research
support itself has consequences
for the manner in which service
delivery at an international level is
effected – with a greater emphasis
being placed on “big science” and
on multinational, regional research
cooperation on global challenges.
MAIN ACTIVITIES
International Relations and
Cooperation (IR&C) will focus on the
following activities during 2011-2012: l Facilitating access to regional,
continental and international
opportunities and resources
through bilateral, trilateral, poly-
and multilateral cooperative and
collaborative engagements;l Contributing to the socio-economic
and sustainable development of
South Africa and of the region
by promoting and supporting
continental and regional scientific
collaboration;l Facilitating and providing technical
advice, expertise and support in
the domains of science diplomacy
and the nature and functions of a
research support agency;l Facilitating the generation and
transfer of knowledge and technology
to achieve internationally competitive
status for South Africa; andl Stabilising the IR&C directorate by
appointing strategic expertise so as
to expand and consolidate its scope
within the NSI.
CHALLENGESl The fluctuation of the Rand impacts
on the budget, although most of the
memberships are decided at a policy
level by the DST. IR&C has a definite
role to play by influencing decisions
on memberships and ensuring that
the benefits of these memberships
are maximised; and
RISA (CONTINUED)
69
l Prioritisation remains a challenge
when there are so many
opportunities for international
cooperation.
KNOWLEDGE MANAGEMENT AND
EVALUATION
PURPOSE AND SCOPE
The Knowledge Management and
Evaluation (KM&E) directorate is
responsible for:l Implementing and acting as
custodian of knowledge management
processes and principles primarily
within the NRF, and generally in the
wider NSI context;l Providing information management
services and advice;l Appraising, monitoring, evaluating
and reviewing internal and external
programmes; and l Evaluating and rating individuals.
MAIN ACTIVITIES
The directorate comprises the following
functions:
The Monitoring and Evaluation Unit
This unit will make a contribution to
the NRF strategic goals through its
activities, namely:l Promoting internationally competitive
research by benchmarking South
African researchers in the NSI against
international norms. Ratings are
allocated based on a researcher’s
recent research outputs and impact as
evaluated by peer reviewers. The unit
will also contribute by managing and
facilitating reviews of programmes/
activities commissioned by internal
and external entities. The findings
and recommendations of these
reviews assist the entities reviewed to
becoming internationally competitive
(refer to Box 6 on page 70).l Operating world-class evaluation
systems by ensuring that international
best practice in monitoring and
evaluation is applied and maintained.
The evaluation and rating system
for individual researchers and
institutional/programme reviews
makes use of scientific monitoring
and evaluation principles, which
are constantly reviewed to ensure
integrity and validity of the systems
and tools applied. The goal is to
continually improve the average
turnaround time for applications.l Growing a representative science
and technology workforce in South
Africa by rating researchers that
are acknowledged by their peers
nationally and internationally
for the impact of their research
outputs. They are perceived to
be the best supervisors to impart
cutting-edge and relevant skills to
students who will eventually enter
the workforce. The demographics
of rated researchers and those
serving on Specialist Committees
are to be based on the promotion of
excellence.
The Information Resources and
Services Unit
This unit will contribute to the NRF
strategic goals as follows: l Operating world-class evaluation and
grant-making systems by providing
accurate, reliable and up-to-date
data and information retrievable
with high precision. This will be
achieved through the acquisition of
electronic resources for bibliometric
tools and full text databases such as
Scopus and Thomson Reuters Web of
Knowledge, as well as print resources.l Providing cutting-edge research,
technology and innovation
platforms by providing information
and data infrastructure for
scholarly publishing according
to open access principles. This
service will enhance international
70
collaboration and contribute to the
advancement of science. The unit is
taking a leadership role nationally
in implementing leading edge
research, technology and innovation
platforms through projects such as
the Digitisation project; the South
African Data Archive; the South
African Network of Skills Abroad;
the NExUS Database system; the
World Data Systems (WDS); and
the National Electronic Theses and
Dissertations (NETD) project.
CHALLENGES l KM&E will intensify the screening
of applications at institutional level
and conduct a targeted marketing
approach to demystify the rating
process. In doing so, KM&E will
minimise premature submission of
applications for rating by institutions;l The constant use of the same
reviewers causes reviewer fatigue;
and tracking the use of reviewers
across programmes will therefore be
improved;
l KM&E will continue to implement a
File Plan to reduce the possible risk
of litigation and to foster efficiency
and professionalism in the NRF; l KM&E will start implementing an
RISA (CONTINUED)
Box 6: PRoGRess wITh The NRF RevIew
The on-site reviews of the five NRF clusters have been concluded and the respective review reports
received. The reports on the individual clusters were considered and accepted by the members of the
Review Reference Group at their meeting in November 2010.
The Group compiling the synthesis report on the NRF as a whole met in Pretoria from 6-9 December
2010. The latter group based its report on the findings and recommendations contained in the cluster
review reports as well as their interviews with stakeholders. The synthesis report was received during
the latter half of January 2011 and the NRF Corporate Executive was asked to prepare its management
response to this report. The synthesis report and response were accepted by the Review Reference
Group on 28 February 2011. The review reports of all five clusters and their management responses,
the synthesis report and the NRF strategic management response will be submitted to the NRF Board
for consideration at its meeting on 30 March 2011. Thereafter the report will be submitted to the DST.
As soon as NRF Monitoring and Evaluation receives the go-ahead, the reports will be made available in
the public domain and placed on the NRF website.
Electronic Document and Records
Management System (eDRMS)
that will manage the full life cycle
of records and provide access to
accurate records in support of
decision-making processes; l KM&E is implementing a portal
for human capacity development
in the field of Digital Preservation
Management. The National Electronic
Theses and Dissertations Project
is a similar project that includes
an ETD portal. These projects have
challenges pertaining to facilitation/
interaction with various stakeholders
and HEIs.l The accessibility of relevant
eResources is crucial for the NRF’s
RISA and National Research Facilities
and requires active facilitation of
national licences; and .l Data acquisition for the WDS, BHH
and SADA depends on the data
sharing policies of organisations.
This is currently a challenge and
should be enforced by government
71
Monitor progress
Funding decisions
Appeals
Set strategy and adjust selection criteria
Make recommendations
Figure 14: Grants management cycle
Assess applications
Screen applications
Open a call
Communicate decisions
Grant paying Awarding and strategising
Grant-making
Award
72
policies based on the UNESCO/OECD
declaration signed by South Africa.
GRANTS MANAGEMENT AND
SYSTEMS ADMINISTRATION
PURPOSE AND SCOPE
The Grants Management and Systems
Administration (GMSA) directorate was
established to perform and coordinate
all RISA’s grants management
activities and to manage funding
processes in a way that separates the
“programme architecture” from the
“programme funding implementation”.
The purpose of this arrangement is to
ensure the integrity and fairness of
the system.
As a granting directorate, GMSA aims
to provide an efficient and effective
grant-making service for the benefit
of the scientific community in South
Africa. The establishment of GMSA
resulted in the centralisation of grant
management activities, which in turn
helped to achieve economies of scale
and improve efficiencies.
MAIN ACTIVITIES
GMSA activities include: l Managing the grant process in
the most cost-effective and cost-
efficient way possible and aligning
funding instruments (Figure 14 on
the previous page depicts the grants
management cycle); l Undertaking data retrieval and
reporting to internal and external
stakeholders;l Providing an excellent service to
external customers; l Strengthening partnerships with
the other business units of RISA to
realise the NRF vision and mission;
andl Becoming International Organization
for Standardization (ISO) certified
to enhance stakeholders’ and
funders’ confidence, comply further
with Treasury and Auditor General
Regulations, and set GMSA and
the NRF on par with international
standards.
CHALLENGES
Determining the quality of funding
proposals by peer review is an
important input factor for the
NRF. In an attempt to improve NRF
standards, an independent service
provider reviewed the way in which
NRF applies the peer review system
for the purposes of grant-making. The
entire review process was overseen
by an external and independent panel
of eminent people from the South
African research community. A number
of recommendations arising from the
review will be implemented in 2011 to
improve the quality of the NRF peer
review operations.
Other challenges include:l Relations between the GMSA and
funding programmes have to be
expertly managed;l As GMSA works within a matrix
organisation, it is vital that GMSA
continues to communicate clearly
with its partners to improve
effectiveness and efficiency; and l GMSA is looking into effective
strategies to enhance the quality of
data inputs to avoid inconsistencies
that could result in audit findings.
RISA (CONTINUED)
73
strategic goal
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio (%) or
Number
Ratio (%)or
Number
Proportionor number
%Ratio %)
or Number
Ratio (%)or
Number
Ratio (%)or
Number
Promoting internationally competitive research as basis for a knowledge economy
No. of research grants with reported expenditure 3 134 3 570 3 648 N/A 3 550 3 750 3 950
Total value of grants expensed (R’000) 625 650 929 199 821 926 N/A 900 000 1 000 000 1 100 000
Research outputs by RISA grant-holders (to be reported annually only)
Peer-reviewed journal articles (ISI and others) 4 810 3 239 2 753 N/A 3 000 3 000 3 000
Books 63 146 43 N/A 50 50 50
Chapters in books 278 568 216 N/A 230 230 230
Presentations and keynote/plenary addresses 281 1 405 1 298 N/A 1 350 1 350 1 350
Articles in non-refereed/non-peer reviewed journals N/A N/A 42 N/A 100 100 100
Technical and policy reports N/A N/A 149 N/A 160 160 160
Patents 49 45 12 N/A 18 18 18
Products, prototypes and artefacts 218 168 125 N/A 130 130 130
Growing a representative science and technology workforce in south Africa (externally)
sAAsTA
Interaction with learners No. of learners reached 305 566 328 546 226 198 N/A 305 000 305 000 305 000
Interaction with educators No. of educators reached 12 875 10 536 12 345 N/A 11 000 11 500 11 500
Interaction with public at large
No. of visitors to science awareness infrastructure
4 403 5 649 11 070 N/A 4 500 4 800 4 800
No. of public reached N/A N/A 20 997 N/A 45 000 48 000 48 000
Participation in science festivals 195 150 260 389 140 807 N/A 114 000 120 000 120 000
RIsA funding programme for grantholders
No. of grantholders supported by RISA 2 054 2 422 2 442 N/A 2 060 2 060 2 060
Proportion of grantholders from designated groups supported Black 26% 27% 629 / 2 442 26% 30% 30% 30%
Women 37% 37% 844 / 2 442 35% 40% 40% 40%
Proportion of NRF-rated researchers from designated groups to total rated researchers
Black 15% 16% 367 / 2 142 17% 18% 19% 19%
Women 25% 26% 578 / 2 142 27% 27% 28% 28%
Table 14: RIsA and sAAsTA performance indicators according to the NRF strategic goals
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
74
strategic goal
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%)or
Number
Proportionor number
%
Ratio(%)or
Number
Ratio(%)or
Number
Ratio(%)or
Number
Growing a representative science and technology workforce in south Africa (externally) (continued)
support for students
No. of students supported through RISA scholarships and bursaries (excluding THRIP and CoEs)
3rd year/4th year 170 195 286 N/A 210 230 230
BTech/Honours 1 402 1 215 1 696 N/A 1 700 1 700 1 700
Master’s 2 437 2 475 2 373 N/A 2 820 2 820 2 820
Doctoral 1 368 1 370 1 384 N/A 1 519 1 519 1 519
Postdoctoral 232 222 304 N/A 381 381 381
Proportion of students from designated groups supported
3rd year/4th year Black 87% 37% 217 / 286 76% 79% 80% 80%
Women 56% 49% 161 / 286 56% 56% 56% 56%
BTech/Honours Black 80% 66% 1 237 / 1 696 73% 75% 76% 76%
Women 59% 55% 995 / 1 696 59% 59% 59% 59%
Master’s Black 49% 36% 1 256 / 2 373 53% 57% 60% 60%
Women 53% 51% 1 240 / 2 373 52% 53% 53% 53%
Doctoral Black 53% 36% 717 / 1 384 52% 53% 56% 56%
Women 49% 50% 699 / 1 384 51% 52% 53% 53%
Postdoctoral Black 44% 26% 123 / 304 40% 40% 41% 41%
Women 33% 41% 145 / 304 48% 49% 49% 49%
Growing a representative science and technology workforce (RIsA and sAAsTA internally)
Proportion of RISA and SAASTA staff with postgraduate qualifications 26% 31% 68 / 265 26% 39% 39% 39%
Proportion of RISA and SAASTA staff enrolled for higher degrees
Master’s 8% 6,7% 19 / 265 7,2% 8% 8% 8%
Doctoral 2,7% 1,5% 4 / 265 1,5% 1,7% 1,7% 1,7%
Proportion of staff complying with requirements for obtaining postgraduate qualifications during the financial year
N/A N/A 1 / 265 0,38% 1% 1% 1%
Table 14: RIsA and sAAsTA performance indicators according to the NRF strategic goals (continued)
RISA (CONTINUED)
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
75
strategic goal
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio (%) or
Number
Ratio(%)or
Number
Proportionor number
R’000%
Ratio(%)or
Number
Ratio (%)or
Number
Ratio(%)or
Number
Growing a representative science and technology workforce (RIsA and sAAsTA internally) (continued)
No. of DST interns deployed in business units N/A 18 18 18
Providing cutting-edge research, technology and innovation platforms
equipment support
Proportion of RISA investment in research equipment at Research Institutions and National Research Facilities (R’000)
7% 8% 101 929 / 821 926 12% 14% 8% 8%
RIsA research information services and platforms
Proportion of RISA expenses invested in RISA information services and platforms (R’000)
3% 1,5% 14 192 / 1 180 169 1,2% 3% 3% 3%
Requests received for the datasets of the South African Data Archive 90 531 466 N/A 515 530 530
Requests received to Nexus Database System 18 682 183 256 188 868 N/A 173 000 173 000 173 000
science Advancement platforms
Proportion of Capex investment for Science Advancement through SAASTA (R’000) Reporting definition refined N/A 16% 17% 17%
No. of science advancement products generated
Educator resources N/A 11 N/A 10 10 10
Learner resources N/A 15 N/A 10 10 10
Technical manuals N/A 6 N/A 10 12 12
Exhibits N/A 3 N/A 5 5 5
Science promotion publications N/A 17 N/A 20 20 20
Table 14: RIsA and sAAsTA performance indicators according to the NRF strategic goals (continued)
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
76
strategic goal
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio (%) or
Number
Ratio (%)or
Number
Proportionor number
R’000%
Ratio (%)or
Number
Ratio (%)or
Number
Ratio (%)or
Number
operating world-class evaluation and grant-making systems
evaluation systems
Standard turnaround time (months) 8 8 8,24 N/A 8,25 8,25 8,25
Completion rate of applications for NRF rating per annum 95% 95% 583 / 591 99% 95% 95% 95%
Grant-making systems
Standard turnaround time (months) – grant and scholarship applications 3 3,25 3,52 N/A 5 5 5
Proportion of available grant funding disbursed (R’000) 58% 64% 945 / 1 127 84% 86% 87% 87%
Proportion of active researchers supported by NRF (ISI active ~ 3000) 55% 81% 2 442 / 3 000 81% 81% 81% 82%
Contributing to a vibrant national innovation system
Proportion of contract income received from DST to total income (R’000) N/A N/A 396 000 / 1 198 425 33% 26% 25% 23%
Proportion of contract income received from sources other than DST to total income (R’000)
N/A N/A 256 048 / 1 198 425 21% 22% 23% 25%
Proportion of total contract income to total income (R’000) 53% 49% 652 048 / 1 198 425 54% 48% 48% 48%
Proportion of operating expenditure to total expenditure (R’000) 14% 12% 175 / 1 233 14% 14% 14% 14%
Proportion of remuneration to total expenditure (R’000) 7,9% 7% 100 / 1 233 8,1% 8% 8% 8%
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure (R’000)
8% 8% 70 / 821 8,5% 10% 13% 13%
RISA (CONTINUED)
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
Table 14: RIsA and sAAsTA performance indicators according to the NRF strategic goals (continued)
78
SAASTA, the science advancement agency of the NRF, promotes science, engineering and technology (SET) by affording the public opportunities to appreciate and enjoy the wonder and application of science within a dynamic knowledge economy.
SAASTA provides the infrastructure and competency platform to spread the message about science to learners, educators and the public.
79
SOUTH AFRICAN AGENCy FOR SCIENCE AND TECHNOLOGy ADVANCEMENT (SAASTA)
FOCUS AND INFRASTRUCTURE
The South African Agency for Science
and Technology Advancement’s
(SAASTA’s) purpose is to advance
public awareness and appreciation
of SET in South Africa and to foster
engagement. SAASTA is integrally
involved in science promotion at both
pre-tertiary and tertiary levels as
well as with the broader public. These
efforts are designed to translate into
a broader base from which tertiary
level institutions can draw human
resources. As a result, a bigger and
more competent pool of human
resources that may opt for science-
based careers and/or pursue research
at postgraduate level can be built.
The main target audiences include
educators and learners, the science
community, the general public as well
as industry. SAASTA’s work is closely
linked to the priorities of government,
namely to increase skilled professionals
in mathematics, science, technology
and engineering.
SAASTA pursues its goals through: l Science education: science education
aims to excite the youth about science
at an early age and to encourage
them to develop an interest in
studying mathematics and science
subjects. While placing emphasis on
the youth, awareness is also created
among those advising learners about
subject and career choices. l Science communication: science
communication strategically
develops and implements new
science communication initiatives in
response to national challenges and
needs and in line with international
trends in the field of science
communication. This unit also
sustains and renews a portfolio of
existing science communication
initiatives; andl Science awareness platforms: the
science awareness platform aims to
increase public engagement with
science and technology phenomena.
This includes stimulating an interest
in science among South Africans,
the communication of science with
public audiences, and science and
technology careers promotion.
MAIN ACTIVITIES
SAASTA will be involved in the
following activities during 2011-2012: l Continued strategic discussions
with regard to science advancement
and the future Johannesburg
Observatory developments;l Increasing participation in, and
promotion of, the quality of identified
education programmes in provinces;l Rolling out the National Schools
debate and preparations for the 3rd
African Science Communications
Conference;l Continued development of
appropriate communication forums
in partnership with universities,
industry and media houses; and l Continued development of a more
consistent brand identity, publishing
at least two new SAASTA corporate
publications and a more coordinated
media strategy across all units.
CHALLENGES
SAASTA has identified the following as
potential challenges in 2011-2012:l Short-term funding contracts do
not assist long-term programme
planning. Endeavours must continue
to move towards an overall, longer-
term NRF/DST contract funding
framework;l Increased programme
implementation has resulted in
increased demand for additional
human resources;
Beve
rley
Dam
onse
80
l Additional funding resources will be
required for any further development
of the Johannesburg Observatory
Site; and l Disruptions by labour strikes in
the education sector impact on
programme implementations that
involve educators and learners.
These are difficult to predict, but
careful planning in collaboration with
provincial departments is required.
BUDGET 2011/12
The greater part of the SAASTA budget
is income through various contract
projects/programmes that SAASTA
undertakes on behalf of DST and other
organisations. The total income for
SAASTA for 2011/12 amounts to R64m
and its expected expenditure to R63m.
SAASTA (CONTINUED)
82
The National Research Facilities act as caretakers for a number of national research platforms. These platforms support research areas of strategic importance and provide researchers and research institutions with access to “big science” equipment. It is through the National Research Facilities that South Africa can compete and cooperate with international counterparts.
83
NATIONAL RESEARCH FACILITIES
DEFINITION AND CLUSTERING
According to the White Paper on
Science and Technology (1996), an
institution qualifies as a National
Research Facility when it has:l A unique position in South African
knowledge production;l Core technologies, research methods
or data pools/collections that live up
to international standards;l Goals that are aligned with the
overall objectives of the NSI;l A critical mass of equipment, skills
and users;l Potential for networking and
attracting international collaborators;
andl Opportunities for human resource
development, with special efforts to
involve researchers from formerly
disadvantaged communities.
The education and training focus of
the facilities enrich and empower
individuals to function as productive
knowledge workers.
In alignment with the science missions
identified in the National Research
and Development Strategy (NRDS) of
August 2002, the six declared National
Research Facilities and one emerging
facility, SAEON, are clustered into three
broad categories according to their
areas of specialisation, namely Nuclear
Sciences, Astro/Space/Geosciences, and
Biodiversity and Conservation Sciences.
(refer to Figure 15 on page 85).
It should be noted that l SAEON is not a declared National
Research Facility, but is managed
within the structures of the National
Research Facilities; l There is the intention to move the
HMO to SANSA; and l SKA is managed as a project within
the Astro/Space/Geosciences cluster.
GENERIC ACTIVITIES
The National Research Facilities
(within the limitations of their budgets)
provide the infrastructure required to
generate and support internationally
competitive research.
The facilities have the mandate to: l Ensure access to state-of-the-art
infrastructure; l Produce internationally competitive
research; l Coordinate and manage large
international projects; l Provide human resources training in
a high-tech environment by providing
lectures, student supervision and
experiential training in collaboration
with higher education institutions
(HEIs);l Use multidisciplinary and multi-
institutional programmes as
platforms for the training and
education of students;l Develop strong technical
competencies to produce high-quality
instrumentation and equipment in
niche areas; l Grow scientific and technical
collaborations with HEIs locally; andl Build sustainable international
collaborations (particularly in Africa)
and enhance the science and
technology profile of South Africa
internationally.
As science awareness platforms, the
National Research Facilities strive to:l Improve the scientific and
technological literacy and awareness
of South Africans;l Encourage inclusion of science and
technology content in educational
programmes and curriculum activities;
Gat
sha
Maz
ithu
lela
84
NATIONAL RESEARCH FACILITIES (CONTINUED)
l Host regular science-related
activities and national events, such
as National Science Week and
national quiz activities;l Run educator workshops to improve
the understanding and delivery of
science concepts; and l Present summer and winter schools
to prospective postgraduate students.
CHALLENGES
The challenges facing the National
Research Facilities are interrelated.
The essential elements for a
successful platform are adequate
capital, sufficient and effective
human resources and leading-edge
infrastructure.
Four of the five strategic goals of the
NRF are applicable to the National
Research Facilities. In terms of these
goals, the National Research Facilities
have to deal with the following
challenges:
GOAL: PROMOTE
INTERNATIONALLY
COMPETITIVE RESEARCH l Improving the quality and quantity of
research outputs; andl Providing essential engineering
support to user groups internally and
externally.
GOAL: GROW A REPRESENTATIVE
SCIENCE AND TECHNOLOGY
WORKFORCEl Address the severe shortage of
competent, previously disadvantaged
researchers; l Recruit senior scientists and
engineers to continue with current
research programmes and assist
with new projects; l Recruit and retain skilled employees
within an extremely competitive
labour market where black staff are
in high demand and very mobile;l Coordinate activities as science
awareness platforms;l Grow the training capacity of
facilities; andl Expand the number of postdoctoral
fellowships and research assistant
posts to provide opportunities for
young South Africans to establish
themselves internationally.
GOAL: PROVIDE CUTTING-EDGE
RESEARCH, TECHNOLOGY AND
INNOVATION PLATFORMS l Deal with the lack of adequate funds
to upgrade ageing equipment and
infrastructure;l Manage ageing and obsolete
equipment and infrastructure to
minimise disruptions in operations;l Acquire the necessary breadth and
depth of state-of-the-art equipment
to meet commitments and mandates; l Maintain the infrastructure to keep
up with advancing technology; and l Install and maintain adequate IT
infrastructure.
GOAL: CONTRIBUTE TO A VIBRANT
NATIONAL INNOVATION SYSTEMl Engage in relevant national and
international programmes to
provide researchers with world-
class opportunities and potential
collaborations with prominent
international researchers; l Embrace the concept of being a
local and global hub that facilitates
and utilises interaction between all
parties participating in a specific
research community network; l Clarify the role of the NRF in the NSI in
relation to other players, such as the:
– South African National Biodiversity
Institute (SANBI);
– South African National Antarctic
Programme (SANAP);
– African Centre for Climate and Earth
85
National Research Facilities
Nuclear Sciences
Astro/Space/ Geosciences
Biodiversity/ Conservation
SAIABHartRAOiThemba
LABS
NZGSAAO
SAEONHMO
Figure 15: Structure of the National Research Facilities
86
System Science (ACCESS); and
– South African National Space
Agency (SANSA);
l Diversify income and generate stable
cash flows for the future;l Reprioritise activities in line with
available funding; and
l Meet national and international
commitments.
NATIONAL RESEARCH FACILITIES (CONTINUED)
87
RESEARCH FOCUS AND
INFRASTRUCTURE PLATFORM
The South African Astronomical
Observatory (SAAO) is the national
facility for optical and infrared
astronomy in South Africa. The
facility’s function is to conduct
research in astronomy and
astrophysics. The research telescopes
are located in Sutherland, which is
364km from Observatory, Cape Town,
where the headquarters are located.
This clear, dark site and its environs
are protected by the Astronomy
Geographic Advantage (AGA) Act.
SAAO has established international
links that facilitate scientific and
technological collaborations.
The development of a spherical
aberration corrector and the Southern
African Large Telescope (SALT), the
largest single telescope in the southern
hemisphere, and one of the highest
profile science projects in South Africa,
are among the contributions of SAAO.
Some research has been possible
during telescope commissioning,
including investigations of magnetic
white dwarfs and near-Earth asteroids.
SAAO contributes to the future
development of South Africa by
creating and disseminating knowledge
in astrophysics in which South Africa
has particular geographic advantage;
developing human resources; providing
research infrastructure; and providing
an interface between science and
society.
SAAO also hosts nine international
facilities, namely, Seismograph,
GeoForschungsZentrum (GFZ),
Birmingham Solar Oscillations Network
(BiSON), yonsei Survey Telescopes
for Astronomical Research (y-STAR),
InfraRed Survey Facility (IRSF),
Super Wide Area Search for Planets
(SuperWASP), MONET, Los Cumbres
Observatory Global Telescope Network
(LCOGT) and the Kilodegree Extremely
Little Telescope (KELT).
SAAO fulfils the following functions: l Operate SALT on behalf of the
SALT Foundation, an international
collaboration with a dozen partners,
in which South Africa is the major
partner; l Conduct internationally recognised,
world-class research;l Pursue instrumentation development
that enhances the operations and
scientific capacity of the facility;
l Continuously develop human
capacity that can contribute to
science and technology development
in South Africa; andl Install and maintain appropriate IT
infrastructure in response to the
growing needs of the facility.
MAIN ACTIVITIES
SAAO’s key activities to be undertaken
during 2011-2012 are: l Maintaining image quality
specifications; l Commissioning primary modes of
Robert Stobie Spectograph (RSS); l Providing data to SALT partners, at
or close to original specifications; l Implementing the higher data
bandwidth both within South Africa
and internationally to allow improved
performance of all telescope
facilities; l Upgrading the 1.9m, 1m detector
electronics;l Refurbishing and upgradng the 1.9m
spectrograph, University of Cape
Town (UCT) Charge-Coupled Device
(CCD) camera; l Developing an integrated strategy
for multi-wavelength and theoretical
astronomy that maximises the
benefit of astronomy to South Africa
THE SOUTH AFRICAN ASTRONOMICAL OBSERVATORy Th
e So
uthe
rn A
fric
an
Larg
e Te
lesc
ope
(SA
LT).
88
as well as South Africa’s contribution
to science; l Hosting the 62nd International
Astronautical Congress; l Chairing the South African Council
for Space Affairs;l The SALT Collateral Benefits
Programme (SCBP) will be
completing a detailed five-year
review of its activities since
the inauguration of SALT and
implementing recommendations
for optimisation and long-term
sustainability; and
l The SCBP will continue providing
astronomy education and outreach
support to a greater target audience
in partnership with the IAU Office for
Astronomy Development.
CHALLENGES
The SAAO faces the following
challenges: l Relationships with outside users
and potential users must be
strengthened;l Non-SALT Telescope operations at
Sutherland require urgent capital
investment to refurbish existing
instruments so as to effectively
support SALT science operations;l With the completion of the
SALT optical repair, the SAAO
Instrumentation group needs to
be strengthened and supported to
enable it to develop new capabilities
for SALT and the small telescopes;
and l The departure of the SAAO Director
during 2011 will require a suitable
successor to be recruited in as short
a period as possible.
THE SOUTH AFRICAN ASTRONOMICAL OBSERVATORy (CONTINUED)
89
Box 7: The AsTRoNomY QuIZ
The Astronomy Quiz is a SAASTA-initiated project involving Grade 7 learners in Cape rural areas,
such as Ceres and De Dorings in the Western Cape, and Springbok, Sutherland and Fraserburg in the
Northern Cape.
The project attempts to increase awareness of astronomy among learners and educators. Learners
who participate in the quiz gain exposure and insight into the history and latest developments in
astronomy. It is hoped that in the long term these learners will develop a possible interest in SET
careers, more especially in astronomy. Educators participate in the quiz to increase their astronomy
content knowledge, thereby helping them teach the Earth and Beyond section of the curriculum.
Although the astronomy quiz was
only open to four learners per
school in the selected regions,
the response shows that this is a
useful tool for exposing learners
to science-related careers and
enhancing their content knowledge.
Based on the results so far, there
is evidence of the positive effects
of cooperative learning among
learners. The expansion of the
project is aimed at making the
quiz a national project to create
awareness of astronomy among a
broader population.
equinox and the harvest moon
(24 september 2010)
90
THE HARTEBEESTHOEK RADIOASTRONOMy OBSERVATORy
RESEARCH FOCUS AND
INFRASTRUCTURE PLATFORM
The Hartebeesthoek Radio Astronomy
Observatory (HartRAO) is the only
major radio astronomy observatory
in Africa. It is located in a valley in
the Magaliesberg hills, 50km west of
Johannesburg. The 26m diameter radio
telescope used for research in radio
astronomy, astrometry and geodesy,
is key to operations and functioning at
HartRAO. The telescope is equipped
with radio receivers operating in
microwave bands at wavelengths of
18cm, 13cm, 6cm, 5cm, 4,5cm, 3,5cm
and 2,5cm.
The radio telescope is multi-purpose,
as it can be used as an independent
instrument and as part of global
radio telescope arrays using the Very
Long Baseline Interferometry (VLBI)
technique. The 26m telescope also
provides an absolute reference point
for the other geodetic techniques
for precise position determination
and satellite orbit measurement also
located at Hartebeesthoek:l Global Navigation Satellite System
(GNSS) receivers, including Global
Positioning System (GPS), Global
Navigation Satellite System
(GLONASS) and Galileo;l National Aeronautics and Space
Administration of the USA MOBile
LASer ranger (NASA MOBLAS-6)
Satellite Laser Ranger (SLR); andl Doppler Orbitography and Radio-
positioning Integrated by Satellite
(DORIS). This French system is
located at the adjacent Satellite
Applications Centre (SAC) of the
Council for Scientific and Industrial
Research (CSIR), to avoid possible
radio frequency interference with the
radio telescopes at HartRAO.
HartRAO also fulfils the following
functions: l Carry out observational research
with the 26m radio telescope; l Develop, or assist with the
development of, other radio
telescopes for research, including
C-BASS, converting the 15m xDM
KAT-prototype telescope at HartRAO
for geodetic VLBI, KAT-7, MeerKAT
and ex-telecommunications
antennae; l Measure the orbits of satellites for
the International Laser Ranging
Service (ILRS), using the SLR.
These satellites perform a variety
of functions – precise positioning
and navigation, measuring the
Earth’s gravity field and its changes,
measuring the height of the ground
and sea surface and its changes, for
example, through global warming;l Install and operate GNSS receivers
at various locations across South
Africa, southern Africa, islands
off Africa, and Antarctica, for the
International GNSS Service (IGS),
in support of the African Geodetic
Reference Frame (AFREF) and for
other research purposes; andl Support science advancement
through:
– Tertiary level student training,
study for higher degrees, projects,
practicals, in-service training; and
– Outreach to school level learners,
educators and the public at large.
MAIN ACTIVITIES
The following are some of the activities
that HartRAO will engage in 2011-2012: l Participate in developing ultra-
wideband receivers for future radio
telescopes (VLBI2010, MeerKAT,
SKA);l Complete the conversion of the 7,5m
antennae for the C-Band All-Sky
Survey (C-BASS) 5 GHz all-sky map
international project;
The
KAT-
7 te
st b
ed
for
Mee
rKAT
.
91
Box 8: sKA PRoJeCT
South Africa is in a race with Australia to host the ¤1,5 billion SKA radio telescope. The
SKA is a mega-telescope, about 100 times more sensitive than the biggest existing
radio telescope.
It will consist of approximately 3 000 dish-shaped antennae and other hybrid
receiving technologies, with a core of about 2 000 antennae and outlying stations of
30-40 antennae each, spiralling out of the core. These stations will be spread over a
vast area of up to 3 000km.
Botswana, Ghana, Zambia, Kenya, Madagascar, Mauritius, Mozambique and Namibia are
to host remote SKA stations, the central location for which will be Carnarvon, in the
Northern Cape. The final decision regarding the successful host country is expected in
2013. Work on the SKA is due to start in 2013, subject to successful funding proposals.
It will be constructed in a phased manner, over seven years. Operations will start from
2015, provided that a significant portion of the array has been commissioned.
l Gain access to a 32m antenna at
the Telkom Hartebeesthoek satellite
station for astronomical VLBI (and
single-dish astronomy) to remove the
single-point-of-failure risk of the 26m
telescope;l Continue to provide technical
support for the potential
development of radio telescopes
in other African countries being
promoted by the DST and the South
African SKA Project;l Continue to support commissioning
and operations of the KAT-7 radio
telescope array in the Karoo;l Continue to support development of
the MeerKAT radio telescope array;l Establish support for a new space
geodetic outstation in the Karoo to
locate new instruments, including a
VLBI2010 radio telescope, Russian
SLR, SLR/LLR and GNSS receivers;
andl Continue development of the 1m
French telescope as an SLR/LLR.
CHALLENGESl The merger or collaboration with the
SASPO during the commissioning
of the KAT-7 may result in some
disruptions to operations and
therefore will need to be managed
carefully; and l The long-term future of the geodesy
programme has to be established
to give this very important platform
some stability.
92
THE HERMANUS MAGNETIC OBSERVATORy
RESEARCH FOCUS AND
INFRASTRUCTURE PLATFORM
The Hermanus Magnetic Observatory
(HMO) is a national facility situated in
the picturesque village of Hermanus
in the Western Cape. It functions as
an active participant in the worldwide
network of magnetic observatories
(INTERMAGNET), which monitor
and model variations of the Earth’s
magnetic field. The HMO is also one of
13 Regional Warning Centres for Space
Weather globally, which form part of
the International Space Environment
Service (ISES) Regional Warning
Centre network. Specifically, the HMO
is appointed as the Regional Warning
Centre for Space Weather in Africa.
HMO’s vision is to be the hub for earth-
space research in Africa and to play
a key role in the South African earth-
space programme. HMO conducts
earth-space research in geomagnetism,
atmosphere physics, ionospheric
physics, magnetospheric physics and
space plasmas. The HMO’s unique
focus on the physical Earth system
from the core to space makes a crucial
contribution to the South African Earth
Observation Strategy (SAEOS) and
the South African space programme.
Through its geographically wide and
multi-functional observational network,
the HMO contributes Earth and space
data to various global networks,
including the International Real-
time Magnetic Observatory Network
(INTERMAGNET), Digital Ionogram
DataBase (DIDBase), Super Dual
Auroral Radar Network (SuperDARN),
and World Wide Lightning Location
Network (WWLLN). The HMO is also
the space weather Regional Warning
Centre (RWC) for Africa in terms of
the International Space Environment
Service (ISES).
MAIN ACTIVITIES
HMO will engage in the following
activities during 2011-2012:
l Continue coherent organisation
and operation of an earth-space
research platform (observational
infrastructure and data systems);l Roll-out national research
infrastructure in terms of the South
African Ionospheric, Geophysics and
Geomagnetic Experimental Resource
programme;l Expand and set up additional space
weather operational services at the
HMO;l Reposition the research focus with
clear “big science” questions, drive
the national earth-space research
agenda and contribute to the
national space plan;l Reorganise technology activities; andl Develop a science advancement
strategy to assist the national space
strategy.
CHALLENGESl The HMO has to ensure contracts
and service its research partnerships
of strategic importance. Failure to do
so may result in the closure of the
Simon’s Town operations and the loss
of key staff;l Some of the facility’s outdated
infrastructure, such as buildings,
equipment and vehicles,have an
impact on the efficiency of its
operations.
HM
O Is
onos
cope
Tr
ansm
itte
r Ant
enna
93
BeijingTokyo
Sydney
Ottawa
BoulderBrussels
MoscowWarsawPrague
Delhi
Hermanus
Sao José dos Campos
Lund
Box 9: hmo FoRmAlIses ITs sPACe weATheR oPeRATIoNs
The HMO is one of 13 Regional Warning Centres (RWCs) for Space Weather globally, which form part of the
International Space Environment Service (ISES) Regional Warning Centre network.
The HMO has recently established a Space Weather unit and started developing a Space Weather operations
centre. Space Weather is the name given to the study of the changing space environment and its effect on
man’s technological systems. This phenomenon is a consequence of the behaviour of the sun, the nature of the
Earth’s magnetic field and atmosphere, and our location in the solar system.
In 2007, the HMO became the RWC for Space Weather in Africa under ISES. To fulfil this mandate the HMO
required a Space Weather operations centre and a unit that would be responsible for delivering space weather
information and forecasts. With the approaching solar maximum, it became increasingly imperative for the HMO
to organise itself to deliver on this mandate.
During 2010 a Space Weather unit was set up consisting of one Space Weather officer, a Space Weather assistant
and an intern, whose combined role it is to produce forecasts and predictions and deliver space weather
products. It is planned that the Space Weather operations centre will be open to the public and schools to
develop awareness of this field and its consequences for essential technological services.
94
THE NATIONAL ZOOLOGICAL GARDENS OF SOUTH AFRICA
RESEARCH FOCUS AND
INFRASTRUCTURE PLATFORM
The National Zoological Gardens of
South Africa (NZG) is focused on
expanding its mandate by developing
into a centre of excellence for
research in Wildlife Conservation and
Biodiversity, Conservation Medicine
and Science Advancement. In support
of this goal, the NZG has critical
capacity invested in its Centre for
Conservation Science (CfCS), its staff
and facilities. Through the CfCS, the
NZG is able to provide a knowledge
and training hub that focuses on
Conservation Biology and Wildlife
Biodiversity research, thereby creating
opportunities for access and sharing
of affordable state-of-the-art research
facilities, for example in genomics,
gene technology, small populations,
animal health. The platform provides
mobility across the continent for
African scientists and veterinarians to
conduct research and share expertise
in Africa on biodiversity conservation
and animal health. In addition,
the CfCS is well placed within the
conservation community to develop
new and improved technologies
through research to provide research-
orientated services and quality, and
efficient and professional expertise to
other zoological gardens, academic
institutions, conservation agencies and
organisations.
The NZG not only provides a platform
for external users, but also conducts
research in the fields already listed.
Support is also offered to researchers
that focus on public interface research,
including visitor studies and learning
in informal environments. The NZG is
ideally positioned to support a large
number of students from diverse fields,
from the natural sciences, humanities,
engineering and the built environment,
to fine arts and drama students.
The NZG’s wildlife biomaterials bank
functions as a platform for research
support and encompasses components
of multiple biobanks, such as microbial
and cell cultures, sperm bank, tissue
bank, pathology bank, environmental
tissue bank, and so forth. The NZG is
also the secretariat for a consortium
of partners called Biobank SA that
promotes the banking of biomaterials,
the standardisation of policies and
procedures, the development of best
practice, and access and benefit
sharing.
The NZG leads the zoological fraternity,
as only a handful of organisations
internationally have already embraced
the new concept of conservation
medicine. In this regard the NZG is
moving towards the establishment of a
Centre for Conservation Medicine. The
centre will enhance veterinary science
research and artificial reproductive
technologies, thereby creating critical
capacities that will contribute to the
effective conservation of endangered
animal species.
Not only is the NZG the largest zoo
in South Africa and the only one with
national status, but it is also rated
as one of the top zoos in the world,
attracting hundreds of thousands
of local and international visitors
annually. The NZG has an extensive
animal collection numbering over
8 000 specimens managed within a
total footprint of 7 000 hectares and
spread over three provinces: Gauteng,
Limpopo and North West. The Pretoria
Zoo houses 2 586 specimens of 126
mammal species, 1 425 specimens of
158 bird species, 4 189 specimens of
283 fish species, 235 specimens of 21
invertebrate species, 447 specimens of
90 reptile species, and 29 specimens
Prof
Ant
oine
tte
Kotz
e co
llect
s a
bloo
d sa
mpl
e fr
om a
n im
mob
ilise
d rh
ino.
95
of four amphibian species. The three
satellite facilities offer the unique
attraction of incorporating both ex
situ and in situ components, and
collectively house an additional
3 000 specimens. The animal collection
provides a platform for research,
training and science advancement.
The NZG fulfils the following functions: l Conducting high-quality and
high-impact research to generate
knowledge for the conservation of
threatened/endangered species and
their ecosystems globally, focusing
on African fauna;l Developing high-quality human
resources in the form of conservation
biology scientists and biodiversity
conservation practitioners;l Undertaking ex situ conservation
of wildlife and making qualified
contributions to in situ conservation
of threatened species and their
habitats; l Providing a science advancement
platform: a place of learning and a
source of inspiration to action for
science and biodiversity; and
• Enhancing the quality of life of the
community by providing a top-class
metropolitan ecotourism facility, a
family attraction of first choice that
inspires discovery, appreciation, care,
knowledge and respect for nature.
MAIN ACTIVITIES
The NZG plans to engage in the
following activities during 2011-2012
with a view to enhancing research:l Participate in establishing a CoE in
Mammalian Reproductive Biology
together with a consortium involving
the University of Pretoria and the
Agricultural Research Council (ARC)
to strengthen the research base;l Integrate the wBRC into the research
agenda by changing its focus
from a collection of animal tissue
specimens to the development of
active research; l Establish a vibrant doctoral and
postdoctoral research environment
by implementing the Human Capacity
Development Plan and the Personal
Development Plans; l Implement the NZG transformation
plan with minimal disruption; l Host the International Zoo and
Wildlife Nutrition Symposium;l Upgrade the Animal Record Keeping
System (ARKS) database to the Zoo
Information Management System
(ZIMS);
l Contribute to upgrading the physical
environment surrounding the zoo
through strategic partnership with
the city and surrounding businesses; l Diversify the target audience by
introducing strategic pricing models
and new products; andl Host the annual meeting of the Pan
African Association of Zoos and
Aquaria (PAAZAB).
CHALLENGES
The NZG has identified the following as
potential challenges in 2011-2012: l Implement the NZG transformation
plan with minimal disturbance; l Establish the scientific research plan
by setting up the CoE within a highly
qualified consortium; l Attract and retain research specialist
staff to attain and maintain
acceptable levels of research
productivity and quality;l Give priority attention to compliance
with fire safety requirements; l Revamp electrical systems to
establish uniformity and compensate
for unstable power supply.
96
Box 10: NZG CoNDuCTs FIRsT-eveR GeNeTIC AssessmeNT oF PANGolINs IN souTh AFRICA
Researchers at the Molecular Genetics Unit at the NZG are currently conducting research on pangolins in collaboration with the University of the Free State and
the Tshwane University of Technology.
The aim of the project is to study the genetics of the pangolin using microsatellite markers and mitochondrial DNA to assess the level of genetic differentiation
and diversity within and between populations. This is the first genetic assessment of pangolins in southern Africa.
Pangolins are among the more peculiar mammalian species due to their uniquely specialised anatomical features adapted to insect-eating. These adaptations
include a conical-shaped head, no teeth, a long sticky tongue and robust forelimbs with enlarged claws for procuring and eating ants and termites, of which
they are selective feeders.
Overlapping horny scales are another atypical morphological characteristic. The scales consist of keratin, are yellow-brown in colour and are made of
agglutinated hair. They offer protection not only against predators, but also against the bites and stings of their prey, as well as protecting the skin against
scratches from the underbrush or sharp rocks.
The existence of these mammals is threatened by several factors, including deaths caused by electric fencing, habitat loss and hunting activities. Another
concern is that body parts are sold as food or for the muti (medicine) trade. Pangolins are believed to have healing properties to cure various ailments.
Pangolin meat is considered a delicacy in Vietnam, while skins are exported to markets in Europe for belts, bags and shoes.
THE NATIONAL ZOOLOGICAL GARDENS OF SOUTH AFRICA (CONTINUED)
97
THE SOUTH AFRICAN INSTITUTE FOR AQUATIC BIODIVERSITy
RESEARCH FOCUS AND
INFRASTRUCTURE PLATFORM
The South African Institute for Aquatic
Biodiversity’s (SAIAB’s) research scope
spans the full spectrum of aquatic
environments: from marine offshore to
inland freshwater catchments. Scientific
investigations cover conservation
biology issues that link biodiversity
at the molecular, organism and
community levels with the environment.
Conservation Biology and Ecology
research focuses on understanding
the processes underpinning aquatic
biodiversity to inform the conservation
of those resources. Molecular Biology
and Systematics research focuses on
the exploration and description of
southern African aquatic biodiversity
from a molecular to a faunal level. The
geographical focus of projects extends
from the primary focus area, South
Africa, through southern Africa to the
African continent.
The African Coelacanth Ecosystem
Programme (ACEP) is SAIAB’s flagship
marine research programme funded
by the DST. ACEP is the largest inter-
institutional, multidisciplinary, marine
programme in South Africa. ACEP
provides a 13m catamaran research
vessel, uKwabelana, and a Remotely
Operated Vehicle (ROV) (an underwater
observation instrument) capable of
diving to a depth of 300m for use by
the South African marine research
community. Through ACEP, SAIAB
plays the key interface role between
researchers and other South African
research platforms, including RV Algoa
operated by DEA Oceans and Coasts,
and RV Ellen Khuzwayo. ACEP forms
South Africa’s key in-kind, co-funding
contribution to the international GEF-
funded UNDP Agulhas Somali Currents
Large Marine Ecosystem Programme
(ASCLME). SAIAB hosts the ASCLME
project; ACEP undertakes the majority
of the Agulhas current research and
provides cruise coordination for the
entire programme.
Specialised research facilities at
SAIAB include a molecular preparation
laboratory, an x-ray laboratory with
a digital x-ray inspection system and
a specialised, insulated micro-otolith
preparation laboratory. The modern
Margaret Smith Library houses one of
the largest document collections and
resource centres for African aquatic
biodiversity research in Africa. The JLB
Smith Collection Management Centre
includes a collection-sorting laboratory,
as well as accommodation for
collection staff and visiting scientists
and students. SAIAB is the recognised
leader in wet collection management
and curation in South Africa. The Wet
Collections Storage Facility provides
storage for the National Fish Collection,
African Amphibian Collection and
Aquatic Biodiversity Tissue Bank.
Back-up support includes a separate
ultra-cold storage tissue biobank and
preparation room; a bulk inflammable
liquid storage chamber with automated
preservative mixing and delivery;
specialised specimen preservation
laboratories and glass storage; and
an isolated dermestarium for the
preparation of vertebrate skeletal
specimens. SAIAB also manages the
National Diatom Collection, which is
housed at the North-West University.
These are dynamic research platforms
for molecular, systematic and
conservation-orientated studies.
SAIAB hosts Elwandle, the coastal node
of the South African Environmental
Observation Network (SAEON). Existing
partnerships with SAEON are being
strengthened through projects involving
researchers from both the Conservation
Mon
itor
ing
cl
imat
e ch
ange
.
98
Biology and Ecology and Molecular
Biology and Systematics research
groups with emphasis on the Sundays
River catchment and Algoa Bay.
The synergies in hosting both the
ASCLME Project and SAEON Elwandle
Node are highly significant and position
the Institute as an international and
regional centre for South Western
Indian Ocean (SWIO) marine research.
SAIAB fulfils the following functions
within the research community: l By virtue of its unique position
with regard to both marine and
freshwater biogeographical
boundaries, southern Africa is ideally
placed to monitor and document
climate change. As a national
facility, SAIAB serves as a major
scientific resource for knowledge and
understanding of the biodiversity
and functioning of these globally
significant ecosystems. l SAIAB’s Biodiversity Information Unit
is a national leader for collection
database systems and in this
capacity interacts regularly with the
South African National Biodiversity
Institute (SANBI) programmes. l SAIAB has a 40-year outstanding
track record in competitively funded
research and scientific publications
in journals, books and other media. l SAIAB’s operational platform
is enhanced by hosting the
SAEON Elwandle Node and the
management unit for the ASCLME
project. The DST-funded ACEP
flagship programme is an active
partner of, and proof of the South
African national commitment
to ASCLME. Several other large,
national and internationally
funded, multidisciplinary and inter-
institutional projects managed
by SAIAB give further weight and
momentum to its role as a “hub”
for aquatic biodiversity in southern
Africa. l Staff members are actively
encouraged to improve their
education and qualifications, and
scientists are encouraged to become
NRF rated. l Researchers conduct courses for
undergraduates and graduate
students and supervise honours,
master’s and PhD students from
Rhodes University, and other national
and international universities. l SAIAB hosts NRF/DST interns and
postdoctoral fellows and has a strong
suite of Honorary Research Associates
and Emeritus Curators, some of whom
work in residence, adding significantly
to the in-house workforce. l Through targeted outreach to HEIs,
SAIAB aims to establish a strong
student network from undergraduate
to postgraduate level to further
careers in aquatic sciences and grow
human resource capacity in the
biodiversity sector. l SAIAB is a founder member of the
developing Makana Science Alliance
(including Rhodes University, Scifest
Africa, Grahamstown Foundation,
Department of Education, St
Andrews College, and the National
Inquiry Services Centre (NISC)),
which seeks to promote a science
culture among local schools.
MAIN ACTIVITIES
SAIAB plans to engage in the following
key initiatives during 2011-2012:l Complete ACEP II; initiate the third
phase of ACEP and develop the
marine, offshore exploration ROV
platform operations;l Expand the SAIAB/SAEON Marine
Platform integration;l Develop the Algoa Bay Catchment to
Coast Research Programme;
THE SOUTH AFRICAN INSTITUTE FOR AQUATIC BIODIVERSITy (CONTINUED)
99
l Establish a South African Research Chair in aquatic
biodiversity conservation;l Develop a SAIAB student network to further careers in
aquatic sciences;l Continue with conservation biology studies embracing
global change, estuarine ecology and fish movement
studies and molecular biology and systematic studies
embracing African aquatic environments;l Build the collections and develop biodiversity databases;
andl Review internal and external income generation.
CHALLENGES l Ensuring the financial sustainability of SAIAB: the three-
year budget projection indicates that SAIAB will face
a funding gap in 2012/13 unless income generation is
increased and running costs actively contained. Further
cuts in funding will result in key staff positions remaining
unfilled; l IT systems and services: the challenge is to address
capacity and skills gaps. A further challenge is to ensure
that SAIAB is provided with broadband connectivity;l Securing ACEP III: it is essential that ACEP III is supported
as a platform for marine research; andl Ensuring a smooth transition in the succession of the
incumbent director who retires this year.
Box 11: AFRICAN CoelACANTh eCosYsTems PRoGRAmme
The objectives of the African Coelacanth Ecosystem Programme (ACEP)
are to:l Integrate the physical and biological sciences to understand the
processes that govern South West Indian Ocean (SWIO) ecosystem
functioning; l Use innovative science to unravel coelacanth evolutionary adaptations
and phylogenies of these ecosystems; l Conduct long-term monitoring of ecosystems to understand biological
processes and climate change; l Determine species richness, biodiversity and biogeography of SWIO; l Provide recommendations for SWIO
conservation, management strategies
and long-term sustainability; l Build capacity in offshore marine
sciences, particularly developing a
critical mass of skilled personnel and
addressing equity imbalances; l Promote public awareness and
understanding of marine science; l Generate knowledge and build
integrated and shared marine
geographic and other information
systems; l Promote ACEP as a platform for
national, regional and international
partnerships (for example, with
SANCOR and ASCLME) that strengthen
South African marine science.
100
THE SOUTH AFRICAN ENVIRONMENTAL OBSERVATION NETWORK
RESEARCH FOCUS AND
INFRASTRUCTURE PLATFORM
The South African Environmental
Observation Network (SAEON) consists
of six geographically dispersed
nodes (environmental observatories,
field stations and research sites)
representing the diverse landscapes,
coastal areas, and the offshore
marine environments in South
Africa. The nodes are linked by an
information management network,
and their activities are coordinated
by the national office in Pretoria.
SAEON serves as a research and
education platform for long-term
studies of ecosystems that will provide
for incremental advances in our
understanding of ecosystems and our
ability to detect, predict and react to
environmental change. Based on the
three pillars of its mandate, namely
observation, information management
and education, SAEON has made
considerable progress towards
providing the following sets of value to
South Africa: l Providing comprehensive and reliable
data and information about long-
term environmental change, which
society is ever in need of to help
improve the current situation and to
plan for future prosperity;l Providing feedback information on
natural systems for the continuous
transformation of these systems,
thereby increasing their value
delivery;l Providing a form of subsidy to the
NSI by offering its observation
system infrastructure to its
participating organisations and
researchers;l Providing meaningful opportunity for
the coordination and acceleration of
environmental research programmes
over space and time, thereby
enhancing the quality and cost-
effectiveness of outputs from such
programmes;l Ensuring that data are not lost
when researchers leave projects,
thereby incrementally improving
opportunities for data analysis; andl Enhancing data accessibility by
providing data management tools
allowing for the development
of data searches and geospatial
visualisation.
SAEON fulfils the following functions
within the research community:l The DST’s document on the desired
institutional architecture for the
implementation of the Global Change
Grand Challenge identifies SAEON
as a key player in the coordination
and performance of global change
research. Additional functions and
responsibilities for SAEON have been
proposed in the document. l SAEON plays a role in facilitating the
implementation of the South African
Earth Observation Strategy (SAEOS),
which is an integral part of the Space
and Technology Grand Challenge.l SAEON provides an institutionalised
framework for bringing about
better cohesion among existing
but fragmented environmental
research programmes nationally and
internationally. It spearheads the
national agenda of ensuring that
long-term data are archived and
accessible, as well as extrapolated
for large-scale interpretation as a
national asset for generations to
come; l SAEON fulfils the Long-term
Ecological Research (LTER) niche
within the NSI by bringing higher
education closer to the innovation
requirements of society. Researchers
from historically black and other
universities have been, and continue
to be, involved in SAEON research
A fi
eld
expe
diti
on fo
r le
arne
rs a
nd t
each
ers.
101
projects, and some also serve on the
SAEON Node Liaison Committees.l SAEON functions as a southern
African flag bearer in the
international long-term ecological
research community, and it has used
this to the advantage of the region.
It played a leading role in the process
of establishing the Environmental
Long Term Observatories of
Southern Africa (ELTOSA). This
emerging network consists of a
mixture of existing sites where
environmental observations have
been conducted for decades, as well
as new custom-designed LTER-type
sites. l SAEON’s data collection, archiving
and management function is also of
national significance. Making data
sets available to researchers across
the country eliminates much of the
frustration that researchers face,
thus affording them the opportunity
to increase their research outputs. l The science education and outreach
programme seeks to empower
science teachers and influence
high school learners to develop an
interest in environmental sciences.
An Advisory Panel of Education
Outreach Experts commended the
objectives and implementation
process of the programme, and its
positive results are increasingly
acknowledged by key stakeholders
in the national human capacity
development sector. l SAEON has also created a structured
forum for postgraduate students
that are pursuing studies in fields
that relate to SAEON’s mandate.
The forum, known as the SAEON
Graduate Student Network (GSN),
facilitates interaction and sharing
of ideas among the students.
SAEON funds GSN activities, which
include annual research training and
conferences. SAEON also supports
GSN members through partial
funding for their attendance of
international conferences and winter/
summer schools.
MAIN ACTIVITIES
SAEON plans to engage in the following
activities during 2011-2012 with a view
to enhancing research:l Making the SAEON Arid Lands and
Grassland-Forest-Wetlands nodes
fully operational;l Developing the implementation
platform for SAEOS;l Setting up an offshore component of
the Algoa Bay Sentinel Site; l Acquiring and deploying
instrumentation for measuring and
recording climatic, edaphic and
hydrological characteristics of, and
atmospheric deposition on, fynbos
vegetation;l Renovating and upgrading the
monitoring sites and infrastructure
within the Jonkershoek catchments
in the Western Cape, and Cathedral
Peak catchments in KwaZulu-Natal;l Participating in the DST/NRF
Professional Development
Programme (PDP) and hosting PDP
researchers;l Increasing the participation of
researchers from universities
and science councils in SAEON
programmes;l Developing a national offshore
invertebrate sampling protocol and
database;l Using data to develop indicators of
change in biological and physical
parameters;l Designing and implementing citizen
science projects at the nodes;l Increasing the number of school
monitoring projects, science camps
and teacher support workshops;l Communicating with stakeholders
102
through a bi-monthly newsletter and
other media;l Hosting, training and supporting
DST/NRF interns; and l Providing training on data
management protocols to
environmental science postgraduate
students.
CHALLENGESl SAEON has still not been formally
declared a national research facility
according to the NRF Act and should
try to have this matter resolved
during the 2011/12 financial year;l SAEON has to obtain buy-in from
researchers and other organisations
to sharing data and thus contributing
to populating the SAEON information
system; l SAEON has to manage its reliance
on service providers in information
management and other key projects
since service providers may pull out
whenever they secure more lucrative
contracts, resulting in non-delivery; l SAEON has to at all times take
precautions against dangers of
the sea that may result in the
loss of equipment and /or life of
researchers;
l SAEON must put preventative
measures in place to reduce the theft
of and damage to field monitoring
equipment resulting in financial loss
and loss of recent data; l The long-term nature of SAEON
work, coupled with the challenge of
finding suitably qualified staff, means
that the publication record of SAEON
has not been as prolific as some
observers would have wished to see;
andl It remains a challenge to convince
some observers that the value
of SAEON, as an organisation for
public good, cannot be measured by
tangible products alone.
THE SOUTH AFRICAN ENVIRONMENTAL OBSERVATION NETWORK (CONTINUED)
Box 12: eNvIRoNmeNTAl ChANGe BooK
The 300-page book “Observations on
Environmental Change in South Africa” is
due to be published free of charge in the
first half of 2011. This remarkable and richly
illustrated book was initiated and funded by
SAEON and has more than 100 authors and
co-authors, providing wide cover of topical
issues and demonstrating just how relevant
environmental change is to sustainable
development.
The book is accompanied by a 10-page
policy summary booklet that translates the
book’s scientific text into the language of
government policy-makers to maximise the
return on the investment by ensuring that
the policy implications, flowing from the
scientific evidence provided in the book, are
summarised for easy reference by policy-
makers.
103
Box 13: lAJumA eCosYsTem moNIToRING – NDlovu NoDe
Much of the Ndlovu Node’s monitoring and research is conducted across a network of affiliated sites.
These are sites where the owners or management have agreed to allow and support SAEON-related
projects on their property. Affiliation status requires that relevant, long-term environmental research
and/or monitoring be conducted at the site, and that the data emanating from these activities be
archived with SAEON. The growing network of affiliated sites is a vital contribution to the effective
functioning of SAEON, and is testimony to the importance of partnerships.
lajuma Nature Reserve
Nestled on the slopes of the Soutpansberg mountain range, Lajuma Nature Reserve covers about
1 500 hectares and encompasses a wide range of ecosystems. The strong altitudinal and climatic
gradient underlies a transition from semi-arid savanna at the base, through to mesic savanna,
wetlands, a forest-grassland mosaic and true montane grassland at the summit. Lajuma is an ideal
location for detecting the effects of global climate change on natural ecosystems. The owner, Ian
Gaigher, established a research centre on the property that can accommodate up to 14 students, and
many postgraduate students have completed projects on the fauna of the area. Lajuma has agreed
to focus on climate-change topics for future research projects, and there are plans to establish
permanent monitoring plots on the reserve.
104
iTHEMBA LABORATORy FOR ACCELERATOR BASED SCIENCES
RESEARCH FOCUS AND
INFRASTRUCTURE PLATFORM
The iThemba Laboratory for
Accelerator Based Sciences (iThemba
LABS) is a multidisciplinary research
laboratory providing facilities for: l Basic and applied research using
particle beams; l Particle radiotherapy for the
treatment of cancer; and l The supply of accelerator-produced
radioactive isotopes for nuclear
medicine and research.
Activities are based around five sub-
atomic particle accelerators. The large
k=200 Separated Sector Cyclotron
(SSC) accelerates protons to energies
of 200 MeV, and heavier particles
to much higher energies. Charged
particles to be accelerated are fed to
the accelerators via one of two smaller
injector cyclotrons, one providing
intense beams of light ions, and the
other, beams of polarised light ions
or heavy ions. The other two are Van
de Graaff electrostatic accelerators,
a 6 MV single-ended machine in the
Western Cape and a 6 MV Tandem
Accelerator in Gauteng.
iThemba LABS brings together
scientists working in the physical,
medical and biological sciences. The
facilities provide opportunities for
modern research, advanced education,
the treatment of cancers, and the
production of unique radioisotopes.
The facilities are housed in two sites:
one in Faure, Cape Town, and the other
at the University of the Witwatersrand
campus in Johannesburg.
Major research and development
platforms include:l A variable energy SSC that produces
a wide variety of high-energy particle
beams. Proton energies of up to 200
MeV can be produced. The SSC is
augmented by two additional injector
cyclotrons and supplemented by the
HMI Electron Cyclotron Resonance
(ECR) Ion Source;l A 6 MV Van de Graaff Accelerator
with a Nuclear Microprobe, used
primarily for Materials Research
and supplemented by an x-ray
Diffractometer (xRD) unit as well
as an Atomic Force Microscope
(AFM) and Physical Properties
Measurement System (PPMS);l A 6 MV Tandem Accelerator located
in Gauteng, where a flagship
Accelerator Mass Spectrometry
facility is being developed;l Specialised Particle Therapy
facilities, such as a 66MeV Neutron
Gantry, a 6MV Medical Linear
Accelerator, a 200MeV Proton
Therapy nozzle, and a Multi-slice
Wide-bore Computed Tomographic
Scanner;l Production facilities to manufacture
radionuclides for both the local
nuclear medicine community and the
export market (hot cells, targetry
stations, clean rooms);l Specialised detectors and
spectrometers for use in experiments
in nuclear physics; and l Laboratories for research in
radiobiology, mainly in support of the
particle therapy programme.
iThemba LABS fulfils the following
functions within the NSI:l Growing the research facilities to
increase training, human resource
development, international
collaborations (especially with Africa)
and the Science and Technology
profile of South Africa;l Providing spin-off economic units
that are self-sustaining and benefit
from the skills and S&T developments
available at iThemba LABS;
iThe
mba
Lab
s
in C
ape
Tow
n
105
l Realising the National Particle
Therapy Centre (NPTC) project;l Growing radionuclide production into
a substantial business;l Substantially improving training and
research outputs;l Strengthening beneficial
collaboration with the higher
education sector;l Forging closer ties with South African
and African S&T institutions;l Quickly expanding the IT/electronics
instrumentation capacity at iThemba
LABS. The current capacity barely
meets basic needs. Skills and
capacity in these disciplines are vital
to the national interest;l Acquiring the capacity to technically
and scientifically service university
research groups that wish to use
international facilities such as Centre
Européenne pour la Recherche
Nucléaire (CERN). This servicing
activity is one of the key functions
of national research laboratories
internationally; andl Substantially expanding the number
of postdoctoral fellowship and
research assistant posts to increase
opportunities for young South
Africans to establish international
research reputations.
MAIN ACTIVITIES
iThemba LABS plans to engage in the
following activities during 2011-2012
with a view to enhancing research:l Commissioning the Low Energy
Beam Transport System of the
Accelerator Mass Spectrometry
(AMS);l Commissioning the detector for the
AMS; l Commissioning the Grenoble Test
Source (GTS) Electron Cyclotron
Resonance (ECR) Ion Source;l Increasing the number of learners
and educators with which iThemba
LABS interacts in response to
science awareness; l Commissioning the new segmented
gamma detector and implementing
gamma tracking; andl Establishing iThemba LABS as a
facility of choice for experiential
learning and vacation work.
CHALLENGES
The following have been identified as
potential challenges during 2011-2012: l Due diligence on a different business
model for sales and distribution of
radioisotopes should be completed
so as to ensure growth of that
revenue stream;
l The decision on the future
configuration of the iThemba Proton
Therapy Centre (iTPTC) must be
reached so as to give direction to
current particle therapy activities; l Ageing equipment and frequent
breakdowns could result in the
suspension of operations within the
laboratory; l iThemba LABS could experience the
loss of organisational sustainability
and critical mass to run in-house
research programmes; l Effective communication, especially
with international partners, is
hampered by inadequate bandwith.l Sustaining high-quality service
and providing acceptable beam
time and beam reliability remain
a major challenge for the therapy
programme.
106
Box 14: hADRoNs AND heAlTh CARe FoR AFRICA
Hadrons are nuclear particles used to treat cancer and other diseases. Derived from Greek, the term
“hadrons” refers to particles heavier than electrons, for example, neutrons, protons, helium and
heavier nuclei. Results confirm that hadron beams have definite advantages over conventional photon
and electron beams for the treatment of certain types of tumours and benign lesions.
The Medical Radiation Department operates the hadron (neutron and proton) therapy facilities at
iThemba LABS. It is the only hadron therapy centre in Africa and in the Southern Hemisphere. It is
also the only centre in the world where patients can be treated with both high-energy neutrons and
high-energy protons. Patients from all over South Africa as well as from neighbouring countries have
been treated at the facilities. The Medical Radiation Department and the Hospital Services also provide
unique opportunities for research and actively support the training of medical physicists, therapy
radiographers, oncology nurses and postgraduate students.
iTHEMBA LABORATORy FOR ACCELERATOR BASED SCIENCES (CONTINUED)
107
strategic goal
Indicator description
Audited / Actual Performance medium-term targets 2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%) or
Number
Proportion or number
%
Ratio(%) or
Number
Ratio(%) or
Number
Ratio(%) or
Number
Promoting internationally competitive research as basis for a knowledge economy
Expected research outputs by National Research Facility researchers
Peer-reviewed journal articles (ISI and others)
264 180 181 N/A 170 170 176
Publications with external co-authors
248 128 152 N/A 156 159 163
Books 4 1 1 N/A 1 2 2
Chapters in books
8 17 11 N/A 2 4 4
Keynote / Plenary addresses
121 94 77 N/A 64 64 66
Research reports 109 71 27 N/A 30 30 30
Patents N/A 1 N/A N/A 1 1 1
Growing a representative science and technology workforce in south Africa
science Advancement
Proportion of NRF investment in providing science advancement at National Research Facilities (R’000)
N/A 13 613 / 355 490 4% 4% 4% 4%
Interaction with learners (*2008/09 excludes NZG) No. of learners reached
45 900 36 738 241 823 N/A 220 000 220 000 220 000
Interaction with educators No. of educators reached
3 079 4 102 6 564 N/A 3 100 3 100 3 100
Interaction with public at large Visitors to facility science awareness platforms
657 066 627 035 643 677 N/A 660 000 660 000 660 000
Community projects in collaboration with disadvantaged communities 7 18 27 N/A 16 16 17
Table 15: National Research Facilities’ indicators according to the NRF strategic goals
NATIONAL RESEARCH FACILITIES (CONTINUED)
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
108
strategic goal
Indicator description
Audited / Actual Performance medium-term targets 2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%) or
Number
Proportion or number
%
Ratio(%) or
Number
Ratio(%) or
Number
Ratio(%) or
Number
Growing a representative science and technology workforce in south Africa (continued)
support to graduate students
Experiential training: no. of students spending time at and participating in work of facilities as part of their formal training
315 1 049 382 N/A 352 361 370
No. of research staff of facilities providing short term student training 70 70 82 N/A 74 75 77
No. of students employed to undertake temporary research-related work 59 47 15 N/A 32 34 36
No. of students involved in summer schools/practicals/vacation schools 251 188 319 N/A 270 290 300
support to postgraduate students
Postgraduate students making use of facilities for training 570 411 446 N/A 450 460 500
Students supervised by staff of facilities 203 217 171 N/A 249 252 256
No. of research staff involved in supervision /co-supervision of postgraduate students
54 78 78 N/A 80 80 80
No. of postgraduate schools linked to facilities 2 3 30 N/A 10 10 11
No. of funded collaborations with institutions abroad 221 238 117 N/A 140 140 140
No. of students who complied with requirements for obtaining their postgraduate qualification during the financial year
54 37 36 N/A 60 60 60
Table 15: National Research Facilities’ indicators according to the NRF strategic goals (continued)
NATIONAL RESEARCH FACILITIES (CONTINUED)
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
109
strategic goal
Indicator description
Audited / Actual Performance medium-term targets 2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%) or
Number
Proportion or number
%
Ratio(%) or
Number
Ratio(%) or
Number
Ratio(%) or
Number
Growing a representative science and technology workforce in south Africa ( NRF internally)
Proportion of South African black staff members to total staff 68% 68% 620 / 876 71% 80% 84% 87%
Proportion of South African women staff members to total staff 31% 33% 285 / 876 33% 42% 45% 46%
Proportion of staff with disabilities to total staff 1% 1% 8 / 876 1% 2% 2% 2%
Proportion of South African black staff in three highest employment levels 36% 31% 30 / 134 22% 33% 34% 35%
Proportion of South African women staff in three highest employment levels 26% 25% 20 / 134 15% 25% 27% 30%
Proportion of researchers to total staff 10% 10% 91 / 876 10% 10% 11% 11%
Proportion of facility staff with postgraduate qualifications 11% 16% 186 / 876 21% 29% 29% 29%
Proportion of staff enrolled for higher degrees Master’s 1% 1% 23 / 876 2,6% 1,9% 2,1% 1,8%
Doctoral 1% 1% 17 / 876 1,9% 0,9% 1% 1,3%
Proportion of staff who complied with requirements for obtaining their postgraduate qualification during the financial year
Master’s 0,6% 1,1% 9 / 876 1% 0,5% 0,5% 0,7%
Doctoral 3,3% 1,1% 2 / 876 0,2% 0,2% 0,4% 0,2%
No. of postdoctoral posts at facilities 14 14 12 N/A 19 21 22
No. of staff spending time (3-12 months) as visiting fellows elsewhere 25 9 1 N/A 3 3 3
No. of joint appointments co-sponsored by other Research Institutions 10 11 21 N/A 17 17 19
No. of DST interns deployed in facilities N/A 24 24 24
Table 15: National Research Facilities’ indicators according to the NRF strategic goals (continued)
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
110
Table 15: National Research Facilities’ indicators according to the NRF strategic goals (continued)
strategic goal
Indicator description
Audited / Actual Performance medium-term targets 2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%) or
Number
Proportion or number
%
Ratio(%) or
Number
Ratio(%) or
Number
Ratio(%) or
NumberProviding cutting-edge research, technology and innovation platforms
Proportion of investment in providing research platforms at National Research Facilities (R’000)
33% 18% 156 163 / 360 349 43,3% 40% 40% 39%
science Advancement platformsProportion of Capex investment in Science Advancement (R’000)
599 / 28 279 2,1% 8% 8% 8%
Pilot indicators: No of science advancement products generated
Educator resources
N/A 17 N/A 7 7 7
Learner resources
N/A 20 N/A 14 14 14
Technical manuals
N/A 4 N/A 3 2 2
Exhibits N/A 34 N/A 17 17 17 Science promotion publications
N/A 30 N/A 32 32 31
Contributing to a vibrant national innovation systemProportion of contract income received from DST to total income (R’000)
N/A 6 342 / 384 815 1,65% 1,7% 1,7% 1,7%
Proportion of contract income received from sources other than DST to total income (R’000)
N/A 57 076 / 384 815 14,8% 25,4% 13,5% 13,5%
Proportion of total contract income to total income (R’000) 16% 27% 63 418 / 384 815 16,5% 27% 15% 15%Proportion of operating expenditure to total expenditure 41% 40% 162 445 / 416 401 39% 41% 41% 41%Proportion of remuneration to total expenditure 51% 40% 211 615 / 416 401 50,8% 51% 51% 51%
NATIONAL RESEARCH FACILITIES (CONTINUED)
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
112
The NRF performance targets are structured according to the Balanced Scorecard approach, followed by details of the performance targets of RISA, SAASTA and the National Research Facilities according to the strategic goals of the NRF.
113
KEy PERFORMANCE TARGETS
BALANCED SCORECARD
APPROACH
In accordance with its new strategy,
Vision 2015, the NRF has adopted five
strategic goals. The key performance
areas of the Balanced Scorecard are
applied to systematically measure
performance against these new
strategic goals. These are:l Stakeholder perspective;l Financial perspective;l Organisational perspective (business
processes and procedures);l Organisational learning and growth
perspective; and
l Human resources and
transformation perspective.
A suite of Key Performance Indicators
(KPIs) and targets are set within the
Balanced Scorecard framework.
In view of the mandate and operations
of the NRF, the stakeholder perspective
will be used to capture the essence of
its performance. The other Balanced
Scorecard perspectives are regarded as
corporate, internal NRF performance
areas that support the ability of the
organisation to fulfil its core missions
and strategic priorities.
THE NRF FIVE STRATEGIC GOALS l Promote internationally competitive
research as the basis for a
knowledge economy;l Grow a representative science
and technology workforce in South
Africa;l Provide cutting-edge research,
technology and innovation platforms;l Operate world-class evaluation and
grant-making systems; andl Contribute to a vibrant national
innovation system.
114
KEy PERFORMANCE TARGETS (CONTINUED)
Table 16: NRF Balanced Scorecard Framework
Balanced scorecard Perspective
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%) or
Number
Proportion or number
%
Ratio(%) or
Number
Ratio(%) or
Number
Ratio(%) or
Number
Goal
stakeholder Perspective
Average number of ISI publications per NRF supported researcher across disciplines
N/A 1,7 1,85 N/A 1,9 1,9 1,9
Average number of ISI publications per NRF employed researcher N/A 1,8 1,84 N/A 2 2 2
Proportion of active researchers supported by NRF (ISI active ~ 3 000) 68% 81% 2 442 / 3 000 81% 81% 81% 82%
NRF rated researchers as a proportion of active researchers in the country (ISI active ~ 3 000)
55% 64% 2 142 / 3 000 71% 72% 72% 72%
Proportion of NRF funded PhDs to total PhDs registered nationally 13% 14% 1 265 / 9 992 13% 14% 14% 14%
Proportion of NRF investment in providing research platforms at National Research Facilities (R’000)
N/A 156 163 / 360 346 43% 40% 40% 39%
Proportion of RISA grant investment (excluding scholarships) in research equipment at Research Institutions and National Research Facilities (R’000)
4% 8% 101 929 / 821 926 12% 14% 8% 8%
Proportion of RISA competitive grants investment (excluding scholarships) in National Research Facilities (R’000)
2% 3% 31 687 / 821 926 4% 4% 4% 4%
Proportion of RISA expenses invested in RISA information services and platforms (R’000)
2,4% 1,5% 14 192 / 1 180 169 1% 3% 3% 3%
Proportion investment in CAPEX to total expenditure (R’000) 4% 6,6% 146 994 / 1 826 278 8% 8% 8% 8%
Ratio of RISA expenses allocated to researchers and HEIs for access to National Research Facilities and equipment (R’000)
N/A 2% 2% 2%
Ratio of RISA grant investment in Social Sciences and Humanities (R’000) N/A 139 727 / 821 926 17% 28% 28% 28%
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure (R’000)
8% 8% 70 059 / 821 926 9% 10% 12,5% 12,5%
legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa
(externally)l Growing a representative science and technology workforce (NRF internally)
l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)
115
Table 16: NRF Balanced Scorecard Framework (continued)
Balanced scorecard Perspective
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%) or
Number
Proportion or number
%
Ratio(%) or
Number
Ratio(%) or
Number
Ratio(%) or
Number
Goal
Financial Perspective
Proportion of contract income received from DST to total income (R’000) N/A N/A 541 532 / 1 760 347 31% 29% 27% 25%
Proportion of contract income received from sources other than DST to total income (R’000)
N/A N/A 313 124 / 1 760 347 18% 20% 22% 24%
Proportion of total contract income to total income (R’000) 43% 42% 854 656 / 1 760 347 49% 49% 49% 49%
Proportion of operating expenditure to total expenditure (R’000) 22% 21% 383 643 / 1 826 278 21% 20% 20% 20%
Proportion of remuneration to total expenditure (R’000) 20% 17% 338 425 / 1 826 278 19% 20% 20% 20%
Ratio of IT expenditure to total expenditure (R’000) N/A N/A 34 064 / 1 826 278 2% 5% 5% 5%
Proportion of grant expenditure (including scholarships) to total RISA expenditure (R’000)
78% 77% 930 850 / 1 180 169 79% 80% 80% 80%
Proportion of RISA grant expensed to the R4 billion per annum total income target (2015) (R’000)
16% 25% 930 850 / 4 000 000 23% 23% 25% 28%
organisational Perspective
Proportion of available grant funding disbursed (R’000) 58% 64% 944 563 / 1 126 889 84% 86% 87% 87%
Proportion of rated researchers funded by NRF 55% 61% 1 310 / 2 142 61% 65% 65% 65%
organisational learning and Growth Perspective
Proportion of training expenditure to total salary budget (R’000) 1,8% 1,5% 6 227 / 338 425 1,8% 2% 2% 2%
Proportion of NRF staff with postgraduate qualifications 21% 19% 270 / 1 140 24% 25% 25% 26%
Proportion of seconded staff employed (to provide additional internal expertise) to total NRF staff
0% 0,1% 2 / 1 140 0,18% 1% 1% 1%
DST Interns seconded to business units N/A 42 42 42
legend
l Promoting internationally competitive research as a basis for a knowledge economy l Providing cutting-edge research, technology and innovation platforms
l Growing a representative science and technology workforce in South Africa l Operating world-class evaluation and grant-making systems
l Contributing to a vibrant innovation system
116
Table 16: NRF Balanced Scorecard Framework (continued)
Balanced scorecard Perspective
Indicator description
Audited/Actual Performance medium-term targets
2007/08 2008/09 2009/10 2011/12 2012/13 2013/14
Ratio(%) or
Number
Ratio(%) or
Number
Proportion or number
%
Ratio(%) or
Number
Ratio(%) or
Number
Ratio(%) or
Number
Goal
human Resources and Transformation Perspective
external
Percentage/number of students from designated groups to be supported
3rd year/4th year Black 87% 37% 217 / 286 76% 79% 80% 80%
Women 56% 49% 161 / 286 56% 56% 56% 56%
BTech/Honours
Black 80% 66% 1 237 / 1 696 73% 75% 76% 76%
Women 59% 55% 995 / 1 696 59% 59% 59% 59%
Master’s Black 49% 36% 1 256 / 2 373 53% 57% 60% 60%
Women 53% 51% 1 240 / 2 373 52% 53% 53% 53%
Doctoral Black 53% 36% 717 / 1 384 52% 53% 56% 56%
Women 49% 50% 699 / 1 384 51% 52% 53% 53%
Postdoctoral Black 44% 26% 123 / 304 40% 40% 41% 41%
Women 33% 41% 145 / 304 48% 48% 49% 49%
Proportion of NRF grantholders from designated groups to total number of NRF grantholders
Black 26% 27% 629 / 2 442 26% 30% 30% 30%
Women 37% 37% 844 / 2 442 35% 40% 40% 40%
Proportion of NRF rated researchers from designated groups to total number of rated researchers
Black 15% 16% 367 / 2 142 17% 18% 19% 19%
Women 25% 26% 578 / 2 142 27% 27% 28% 28%
human Resources and Transformation Perspective
Internal
Proportion of NRF staff members from designated groups to total NRF staff
Black 70% 69% 811 / 1 140 71% 73% 75% 77%
Women 38% 39% 458 / 1 140 40% 42% 43% 44%
Disabilities 1% 1% 15 / 1 140 1% 2% 2% 2%
Proportion of South Africans from designated groups in three highest employment levels
Black 52% 46% 66 / 191 35% 40% 43% 46%
Women 37% 34% 42 / 191 22% 26% 30% 32%
Proportion of foreign nationals employed to total NRF staff 2% 3,1% 37 / 1 140 3,2% 3,5% 3,5% 3,5%
Staff turnover: below 5% 7% 8,4% 82 / 1 140 7,2% 5% 5% 5%
KEy PERFORMANCE TARGETS (CONTINUED)
legend
l Promoting internationally competitive research as a basis for a knowledge economy l Providing cutting-edge research, technology and innovation platforms
l Growing a representative science and technology workforce in South Africa l Operating world-class evaluation and grant-making systems
l Contributing to a vibrant innovation system
117
LIST OF ACRONyMS
ACCESS Applied Centre for Climate and Earth Systems Science
ACEP African Coelacanth Ecosystem ProgrammeAFM Atomic force MicroscopyAFREF African Geodetic Reference FrameAGA Astronomy Geographic AdvantageAGAP Astronomy Geographic Advantage Programme AIMS African Institute of Mathematical SciencesAMS Accelerator Mass SpectroscopyAOP African Origins ProgrammeARC Agricultural Research CouncilARI Applied Research and InnovationARKS Animal Record Keeping SystemASCLME Agulhas and Somali Current Large Marine
EcosystemASSAf Academy of Science of South AfricaAU African UnionBISON Birmingham Solar Oscillations NetworkCAPEX Capital ExpenditureC-BASS C-Band All-sky SurveyCBSG Conservation Breeding Specialist GroupCCD Charged- Coupled DeviceCEO Chief Executive OfficeCERN Centre Europeenne pour la Recherche NucleareCfCS Centre for Conservation Science CHE Council on Higher EducationCoE Centres of ExcellenceCSD Centre for Science Development CSIR Council for Scientific and Industrial ResearchCUPP Community University Partnership ProgrammeDAAD Deutscher Akademischer Austausch Dienst
(German Academic Exchange Service)DACST Department of Arts, Culture, Science and
TechnologyDAFF Department of Agriculture, Forestry and FisheriesDEA Department of Environmental AffairsDHET Department of Higher Education and TrainingDIDBase Digital Ionogram DatabaseDoE Department of Education
DoH Department of HealthDoL Department of LabourDORIS Doppler Orbitography and Radio-positioning
Integrated by SatelliteDRL Dynamique Resource LinkDST Department of Science and TechnologyDWA Department of Water AffairsECR Electron Cyclotron ResonanceeDRMS Electronic Document and Records Management
SystemELTOSA Environmental Long-Term Observatories of
Southern AfricaEMS Environmental Management SystemENE Estimates of National ExpenditureERM Enterprise Risk ManagementFABI Forestry and Agricultural Biotechnology InstituteFAP Focus Area ProgrammeFRD Foundation for Research DevelopmentF’SATI French South Africa Technology InstituteGCRP Global change Research PlanGEF Global Environmental FacilityGFZ GeoForschungsZentrumGLONASS Global Navigation Satellite SystemGMSA Grants Management and Systems Administration GNSS Global Navigation Satellite SystemGPS Global Positioning SystemGRI Global Reporting InitiativeGSN Graduate Student NetworkGTS Grenoble Test SourceHartRAO Hartebeesthoek Radio Astronomy ObservatoryHEI’s Higher Education InstitutionsHESS High Energy Stereoscopic SystemHICD Human & Institutional Capacity DevelopmentHIV Human Immunodeficiency VirusHMO Hermanus Magnetic ObservatoryHR Human ResourcesHRTEM High Resolution Transmission Electronic
MicroscopeHSRC Human Science Research Council
118
LIST OF ACRONMyS (CONTINUED)
IAU International Astronomical Union Conference iBOL International Barcode of Life ICP Institutional Capacity ProgrammeICSU International Council for ScienceICT Information and Communication TechnologyIGS International GNSS ServiceIKS Indigenous Knowledge SystemsILRS International Laser Ranging ServiceINTERMAGNET International Real-time Magnetic Observatory
NetworkIPAP2 Industrial Policy Action PlanIPMS Integrated Performance Management SystemIR International RelationsIR&C International Relations and CooperationIRSF InfraRed Survey FacilityISC Improvement in Service ConditionsIT Information technologyISES International Space Environment Service ISI International Science InformationISO International Organizational for StandardizationISSC International Social Science CounciliThemba LABS iThemba Laboratory for Accelerator Based
SciencesiTPTC iThemba Proton Therapy CentreJINR Joint Institute for Nuclear ResearchKAT Karoo Array TelescopeKELT Kilodegree Extremely Little TelescopeKFD Knowledge Fields DevelopmentKIC Knowledge Interchange CollaborationKISC Key International Science CapacityKME Knowledge Management & EvaluationKPI’s Key Performance IndicatorsLCOGT Los Cumbres Observatory Global Telescope
NetworkLTER Long-Term Ecological ResearchMDGs Millennium Development GoalsMTEF Medium-Term Expenditure FrameworkMWLA Multi-wavelength Astronomy
NACI National Advisory Council on InnovationNASA MOBLAS National Aeronautics and Space Administration of
the USA MOBile Laser RangerNASSP National Astronomy and Space Science
ProgrammeNBD New Business DevelopmentNBN National Bioinformatics NetworkNEPAD New Partnership for Africa’s DevelopmentNETD National Electronic Theses and DissertationsNF National FacilitiesNIMPO National Intellectual Property Management OfficeNISC National Inquiry Service CentreNITHeP National Institute for Theoretical Physics NMMU Nelson Mandela Metropolitan University NNEP National Nanotechnology Equipment ProgrammeNPTC National Particle Therapy CentreNRDS National Astronomy and Development StrategyNRDS National Research and Development StrategyNRF National Research FoundationNSA National Skills AuthorityNSF National Skills FundNSI National System of InnovationNZG National Zoological GardensOECD Organisation for Economic Co-operation and
DevelopmentPAAZAB Pan African Association of Zoos and Aquaria PAST Palaeontological Science TrustPDP Professional Development ProgrammePFMA Public Finance Management Act PFRDA Publicly Financed Research and Development ActPhD Doctorate of PhilosophyPPMS Physical Properties Measurement SystemR&D Research and DevelopmentRISA Research and Innovation Support and
AdvancementRNA Research Niche AreaROV Remotely Operated VehicleRRIF Rated Researchers Incentive funding
119
RSS Robert Stobie SpectrographRWC Regional Warning CentreS&T Science and TechnologySA South Africa SAAO South African Astronomical ObservatorySAASTA South African Agency for Science and Technology
AdvancementSABI South African Biosystematics InitiativeSAC Satellite Applications CentreSADA South African Data ArchiveSAEON South African Environmental Observation
Network’sSAEOS South African Earth Observation StrategySAIAB South African Institute for Aquatic BiodiversitySALT Southern African Large TelescopeSANAP South African National Antarctic ProgrammeSANBI South African National Biodiversity InstituteSANCOR South African Network for Coastal and Oceanic
ResearchSANHARP South Africa Nuclear Human Asset and Research
ProgrammeSANSA South African National Space AgencySARC South African Research ChairsSARChI South African Research Chair Initiative SCBP SALT Collateral Benefits ProgrammeSET Science Engineering and Technology SETAs Sector Education and Training Authorities
SHIP Scholarships (Master’s and Doctoral)SKA Square Kilometre ArraySLR Satellite Laser RangerSSC Separated Sector CyclotronSSDF Scarce Skills Development FundSTAF Science and Technology Agreement FundSuperDARN Super Dual Auroral Radar NetworkSuperWASP Super Wider Area Search for PlanetsSWIO South Western Indian OceanTB Tuberculosisthe dti Department of Trade and IndustryTHRIP Technology and Human Resources for Industry
ProgrammeTTK ThuthukaUCT University of Cape Town UK United Kingdom UNESCO United Nations Educational Scientific and Cultural
OrganisationVLBI Very Long Baseline InterferometryVP Vice PresidentwBRC wildlife Biomaterials Resource Centre WDS World Data SystemsWWLLN World Wide Lightning Location NetworkXRD x-ray DiffractometerY-STAR yonsei Survey Telescope for Astronomical
ResearchZIMS Zoological Information Management System
120
CONTACT DETAILS
Dr AS van Jaarsveld
President and CEO: National
Research Foundation (NRF)
Tel: +27 12 481 4137
Fax: +27 12 481 4006
Email: [email protected]
Mr B Singh
Chief Financial Officer &
Group Executive: Finance and
Business Systems
Tel: +27 12 481 4038
Fax: +27 12 481 4006
Email: [email protected]
Dr D Pillay
Vice-President and Managing Director:
Research and Innovation Support and
Advancement (RISA)
Tel: +27 12 481 4286
Fax: +27 12 481 4162
Email: [email protected]
Dr SD Selematsela
Executive Director: Knowledge
Management and Evaluation (KM&E)
Tel: +27 12 481 4158
Fax: +27 12 481 4006
Email: [email protected]
Dr G Mazithulela
Vice-President: Research
Infrastructure and National
Research Facilities
Tel: +27 12 481 4018
Fax: +27 12 481 4380
Email: [email protected]
Dr AM Kaniki
Executive Director: Knowledge
Fields Development (KFD)
Tel: +27 12 481 4260
Fax: +27 12 481 4005
Email: [email protected]
Mr PB Thompson
Group Executive: Human Resources
and Stakeholder Relations
Tel: +27 12 481 4073
Fax: +27 12 481 4006
Email: [email protected]
Dr NSR Skeef
Executive Director: New Business
Development (NBD) and Acting
Executive Director: Applied Research
and Innovation (ARI)
Tel: +27 12 481 4129
Fax: +27 12 481 4246
Email: [email protected]
121
Dr R Maharaj
Executive Director: Human
Institutional Capacity
Development (HICD)
Tel: +27 12 481 4087
Fax: +27 12 481 4006
Email: [email protected]
Mr MW Skowronski
Executive Director: Information and
Communication Technology (ICT)
Tel: +27 12 481 4335
Fax: +27 12 481 4234
Email: [email protected]
Dr NB Nthambeleni
Executive Director: Grant Management
and Systems Administration (GMSA)
Tel: +27 12 481 4182
Fax: +27 12 481 4006
Email: [email protected]
Dr ZZ Vilakazi
Executive Director: iThemba
Laboratory for Accelerator Based
Sciences (iThemba LABS)
Tel: +27 21 843 1000
Fax: +27 21 843 3525
Email: [email protected]
Web: www.tlabs.ac.za
Mr R Kriger
Executive Director: International
Relations and Cooperation (IR&C)
Tel: +27 12 481 4141
Fax: +27 12 481 4044
Email: [email protected]
Ms BA Damonse
Executive Director: South African
Agency for Science and Technology
Advancement (SAASTA)
Tel: +27 12 392 9363
Fax: +27 12 320 7803
Email: [email protected]
Web: www.saasta.ac.za
Dr L McKinnell
Executive Director: Hermanus
Magnetic Observatory (HMO)
Tel: +27 23 312 1196
Fax: +27 23 312 2039
Email: [email protected]
Web: www.hmo.ac.za
Mr RD Grace
Executive Director: Corporate Finance
Tel: +27 12 481 4355
Fax: +27 12 481 4006
Email: [email protected]
122
CONTACT DETAILS (CONTINUED)
Mr J Pauw
Executive Director: South African
Environmental Observation Network
(SAEON)
Tel: +27 12 349 7722
Fax: +27 12 392 9316
Email: [email protected]
Web: www.saeon.ac.za
Dr M Gaylard
Acting Managing Director:
Hartebeesthoek Radio Astronomy
Observatory (HartRAO)
Tel: +27 12 301 3100
Fax: +27 12 301 3300
Email: [email protected]
Web: www.hartrao.ac.za
Dr C Nxomani
Executive Director: National
Zoological Gardens (NZG)
Tel: +27 12 328 3265
Fax: +27 12 323 4540
Email: [email protected]
Web: www.nzg.ac.za
VACANT: Executive Director: Governance
For further information on aspects of this document,
please contact:
Ms Magdal Pienaar-Marais
Manager: Corporate Governance:
Planning and Reporting
Tel: +27 12 481 4070
Fax: +27 12 481 4006
E-mail: [email protected]
Prof PA Charles
Executive Director: South African
Astronomical Observatory (SAAO)
Tel: +27 12 447 0025
Fax: +27 12 447 3639
Email: [email protected]
Web: www.saao.ac.za
Prof PH Skelton
Executive Director: South African
Institute for Aquatic Biodiversity
(SAIAB)
Tel: +27 46 603 5800
Fax: +27 46 622 2403
Email: [email protected]
Web: www.saiab.ac.za
123
THE NRF SUPPORTING FRAMEWORK
suPPoRTING FRAmewoRK
A Exemptions granted from the provisions of the PFMA
B Risk Management Plan
C Fraud Prevention Plan
D Materiality and Significance Framework
E Schedule of the NRF Board’s main activities
F Structure and composition of the NRF Board and its committees
G Employment Equity Plan
H Business Development Strategy
I Communication Plan
J ICT Plans
Policies that form the supporting framework of the operations of the NRF are available on request.
National Research Foundation
PO Box 2600
Pretoria 0001
Tel: +27 12 481-4000
Fax: +27 12 349-1179
E-mail: [email protected]
www.nrf.ac.za