strategic plan - ncrst plan-v5.pdfswot-analysis 22 chapter 3 balanced score card 24 ... in strategy...

STRATEGICPLAN2014/15 - 2018/19

Fostering Excellence through Knowledge and Innovation

NATIONAL COMMISSION ON RESEARCH, SCIENCE AND TECHNOLOGY

490, Platinum Street, Prosperita, Windhoek+264 61 431 7000

[email protected] | www.ncrst.na

CONTENTS

FOREWORD 4

ABBREVIATIONS 6

EXECUTIVE SUMMARY 7

CHAPTER 1 INTRODUCTION 8Background 9

What is strategy? 11

Balanced score card (BSC) explained 12

Approach taken 15

CHAPTER 2 THE NCRST STRATEGY 16Mission 17

Vision 17

Stakeholders 18

KBE*-Indicators 20

Values 20

Strategic themes 21

Swot-analysis 22

CHAPTER 3 BALANCED SCORE CARD 24

CHAPTER 4 OPERATIONALISATION OF STRATEGY 34

CHAPTER 5 APPENDICES 36Appendix I: Depiction of RSTI funnel 38

Appendix II: Detailed Balance Score Card for 5 years 40

Appendix III: Strategy map 48

| Strategic Plan 2014/15 - 2018/19 4 Strategic Plan 2014/15 - 2018/19 | 5

FOREWORDThe National Commission on Research, Science and Technology (NCRST) Strategic Plan for the period of 2014-2019 provides a framework for coordination of the National RSTI activities in Namibia. This Strategic Plan has been developed taking into consideration, Vision 2030 and NDP 4 as well as the Research, Science and Technology Policy, Namibia’s Industrial Policy and other National Policies. As a special agency of the Government, under the Ministry of Education, effort has been made to ensure alignment with the Ministry of Education Strategic Plan 2012-2017.

This Strategic Plan captures the essence of Vision 2030 combined with the goals of NDP 4, and the main thrust of this plan is aimed at transforming Namibia into a knowledge-based society. This Plan recognises the need to make RSTI an integral part of the socio-economic development processes and an enabler for the creation, and adoption of technologies combined with enhanced capacities in support of national development priority areas.

Some of the weaknesses identified in the national system of innovation, is the lack of public awareness on the importance of RSTI, lack of corporation among all actors in the RSTI delivery funnel, and limitations that could be presented by the current policy and regulatory framework. In order to realise maximum benefits arising from RSTI, the NCRST has identified the following themes to be of vital strategic importance over the next five years:

Further Public Understanding – In order to create interest and a certain pull for RSTI in Namibia, public awareness and understanding will be vital, leverage should be sought in respect of targeting segments of the population that will further RSTI progress most favourably (optimal effort-return ratio).

Further Stakeholder Cooperation & Alignment – To identify active and potentially active RSTI “players” and create linkages, networks and ventures that will further optimise RSTI progress within the delivery funnel.

Alignment and Integration of Regulatory Environment – To establish a relevant and desirable operating environment underlying legislative and statutory frameworks aligned and integrated towards optimal mobilisation of RSTI in Namibia.

Building Research Capacities and Technical Skills - Building research capacities together with researchers’ mobility and attractiveness will not be enough, therefore technical and research managerial skills are to be created for efficient running of projects and facilities. Correspondingly, provision of infrastructure should be planned, under a rationale of centralisation and optimisation of means.

Promoting Innovation in the Economic and Social Sectors - Through the NPRSTI, the NCRST will address innovation as the right approach to advance the industrialisation of the country, boosting mid-term and long-term development towards a knowledge based economy, through both supporting knowledge transfer to the private and entrepreneurial sector, as well as supplying human and financial resources for integrating the culture and practice of innovation in the socio-economic environment.

One of the important outputs of the implementation of this plan is the formulation of the National Research, Science, Technology and Innovation Programme (NRSTIP), that would require implementation by all stakeholders. This Strategic Plan clearly defines the role of the NCRST in the RSTI delivery funnel, with emphasis on establishing an effective framework for RSTI development, promotion, coordination and the creation of linkages to harness RSTI potential and its contribution to socio-economic development.

Eino Mvula, PhD, MBAChief Executive Officer

I would like to thank the Minister, and the Commissioners of the NCRST for their visionary strategic leadership, commitment to the establishment and strengthening of the national system of innovation that would ensure that RSTI makes a meaningful contribution to the development of our motherland.

I would also like to thank all staff members of the NCRST for their creative thinking, dedication and hard work, which has led to the speedy development of this plan. I encourage the NCRST staff to make the implementation of this plan a reality, through the development and implementation of the annual business plans at organisational and departmental level, while cascading it into individual score cards.

Strategic Plan 2014/15 - 2018/19 | 7| Strategic Plan 2014/15 - 2018/19 6

ABBREVIATIONSAU African Union

BoN Bank of Namibia

BSC Balance Score Card

CBO Civil Based Organisation

CRAN Communications Regulatory Authority of Namibia

DRFN Desert Research Foundation of Namibia

EU European Union

EXCO Executive Committee

GDP Gross Domestic Product

IPPR Institute for Public Policy Research

UM International University of Management

KBE Knowledge-based economy

MDG Millennium Development Goals

MoE Ministry of Education

NCHE National Council for Higher Education

NCRST National Commission for Research, Science and Technology

NDP4 National Development Plan 4

NEPAD New Partnership for Africa’s Development

NGO Non-Government Organisation

NPC National Planning Commission

NQA Namibia Qualifications Authority

NRF National Research Foundation

NSA Namibian Statistic Agency

NSI Namibian Standards Institution

NTA Namibia Training Authority

PoN Polytechnic of Namibia

R&D Research and Development

RSTI Research, Science, Technology and Innovation

SADC Southern African Development Community

SAIS Southern Africa Innovation Support

SoE State-Owned Enterprise

STI Science, Technology and Innovation

UNAM University of Namibia

UNESCO United Nations Educational, Scientific and Cultural Organisation

V2030 Vision 2030

EXECUTIVE SUMMARY

This plan has been developed with the broader context of Vision 2030 goals of Namibia to become, a “prosperous and industrialised Namibia, developed by her human resources, enjoying peace, harmony and political stability”. Further, V2030 also aims at a “healthy and food-secure nation, with a resource-based industrial sector and commercial agriculture, placing great emphasis in skills development”. The National Development Plan, NDP4, which is a five-year implementation tool for V2030, has set high level goals of “high and sustained economic growth, employment creation and increased income equality”. These approaches match the goals of NEPAD (“to apply science, technology and related innovations to eradicate poverty and achieve sustainable development; and to ensure that Africa contributes to the global pool of scientific knowledge and technological innovations”) as well as its recommendation to focus on R&D infrastructure, institutional arrangements, human skills base, regional cooperation, civil society constituency for STI, quality of STI policies, mainstream STI into sectorial programmes and projects, its application achieve specific MDGs; and promoting innovative ways and means of financing.

The Plan is national in scope and is in alignment within the Ministry of Education’s Strategic Plan (2012 -2017). Effort has been made to present this plan in the format that will be easily followed by the reader and is arranged in the following chapters:

The development of the Strategic Plan of the National Commission on Research, Science, and Technology (NCRST) is strongly founded on the policy documents namely, the National policy documents: Vision 2030 and NDP4, as well as the framework documents, the Millennium Development Goals (MDG), AU-NEPAD Plan of Actions and STI Protocol of the SADC.

CHAPTER ONE provides an overview regarding the establishment of the NCRST and its critical role as the central agency in furthering the knowledge-based economy in Namibia. It further defines strategy in general and its importance as a tool for defining our destination and formulation of an effective approach towards reaching that destination, while remaining mindful, skilful, adaptive and determined in getting to that destination. This chapter also gives a general overview on the Balanced Score Card (BSC) approach and how it is used in strategy formulation. The last section of the Chapter outlines the approach of the NCRST in formulating this Strategic Plan.

CHAPTER TWO outlines the NCRST core ideology; consisting of the mission, vision and values. It takes into consideration, the RSTI role of providing a base in generation and usage of new knowledge, stakeholders are identified and their relationship to the NCRST is defined in this chapter. A comprehensive internal and external environmental scan through a SWOT analysis framework has been performed to establish the NCRST Strengths, Weaknesses, Opportunities and Threats (SWOT). This has led to the formulation of three strategic themes that define the strategic directions as follows: Further Public Understanding; Further Stakeholder Cooperation & Alignment; Alignment and integration of Regulatory Environment; Building research capacities and technical skills; and, Promoting innovation in the economic and social sectors.

CHAPTER FOUR details the targets set, and what kind of actions these set targets will drive under each perspective and specific objectives. It also provides for the establishment of measurement tools that will be used to monitor and evaluate the achievements of the set targets.

CHAPTER THREE provides the implementation matrix of the strategic directions identified based on the four perspectives of the Balance Score Card (BSC). Under each perspective, objectives have been set, taking into consideration the three themes mentioned above. In addition to these objectives, specific targets have been set and initiatives formulated and assigned to responsible departments.

Finally, the APPENDICES chapter presents the graphical depiction of the RSTI delivery funnel and the position of the NCRST in the delivery funnel (Appendix I), the detailed implementation matrix with targets set for each year of the five year period (Appendix II); and the strategy map, that gives a pictorial representation on how all the pieces of the strategy puzzle fit together in achieving the mission and vision (Appendix II).

CHAPTER FIVE outlines how this Strategy will be implemented within the strategic period. This would require the development of an Annual Business Plan and the implementation of a performance management system.


In broad terms the mandate of the NCRST is to further RSTI within Namibia as a significant driver/enabler for socio-economic development.

INTRODUCTIONCHAPTER

The National Commission on Research, Science and Technology is established in terms of the Research, Science and Technology Act, 2004 (Act No. 23, 2004). While a function in the form of the Directorate of Research, Science and Technology (DRST) for the furthering of progress within RSTI scope of initiatives and activities in Namibia had been created within the Ministry of Education in 2004. It was only in 2011 that the intentions of the Act were given appropriate substance with the actual formation of the Commission as an independent entity, leading to the formation of governing, managerial and operating structures, and subsequent staffing of those structures, which is not yet fully completed at this point - yet at advanced stages.

Initial progress towards the creation of capacity was slow. By mid-2013, the appointed was CEO charged with speeding up this process and creating an organisation capable of satisfying its given mandate. In late 2013 a consultancy was awarded the tender for consultancy services relating to strategy development and formulation and subsequent implementation via business planning and performance management.

In appropriate alignment with directives from the SoE Governance Council, an approach based on balanced scorecard principles was employed to satisfy the strategy development process.

BACKGROUND


Some important considerations need to be listed here, which have had, and will continue to have, an impact on the strategy development, formulation and implementation processes:

With the initial creation of the Directorate of Research, Science and Technology (DRST) within the Ministry of Education, the directorate and its staff were not fully able to develop a clear and more independent role. Nevertheless, the involvement of staff in the RSTI field led to an emergence and formulation of work tasks and priorities that were mainly founded on and directed by needs and instructions that arose within and in relation to Ministry of Education requirements and projects arising that seemingly fitted the interpretations of the mandate stipulated by the Act.

Now, after 10 years of this approach and work programmes taking root, we need to take a balanced and objective view as to what the strategy is supposed to be, without being too strongly influenced by what has been done thus far. This should not reflect a downgrading or non-appreciation of what has been done and achieved. However, within the NCRST a fresh and unimpaired view is required.

A significant part of the new NCRST staff complement has been employed from the existing MoE contingent that constituted the DRST, with its own work culture and views formed within the context of the previous working environment. It is important to harness the initial motivation of being part of a new stage within RSTI progression, while constructively countering resistance to change and protectionism of existing work practices, projects and priorities.

Besides the R, S and T Act there are other areas of legislation that impact the NCRST and the nature and scope of its strategy, e.g. on industrial, biodiversity, indigenous knowledge, to name a few.

Vision 2030 and NDP4 are important contextual planning backdrops for the NCRST in the consideration of its strategy.

There are numerous players within the RSTI territory, which is also the case for Namibia. At this stage efforts are fragmented and possibly disjointed. Information about RSTI is at best largely unavailable, at worst non-existent.

While both Vision 2030 and NDP4 refer to the aim of creating a knowledge-based economy, the concept is neither well-conceived nor understood amongst key players, nor is it defined in terms of what it means in the Namibian context. Yet, the NCRST will play an important role in furthering the knowledge-based economy in Namibia.

The strategy development and formulation process was started in December 2013; the culmination of that process is this initial working document. The document should serve to give direction and create a basis for business planning, aligned with a mission and vision of the future.

The term strategy is used in many different guises and contexts. In a specific way, a strategy is a defined approach towards achieving objectives. In the broader context of organisations it is a comprehensive guiding delineation of how the organisation will go about achieving success in the context of its mandate. However, strategy is so easily reduced to its content with the emphasis on the document and not its subsequent implementation. Yet, the document only reflects the current thinking, analysis and conclusion about what is to be done in the organisation in order to capture the future. It should be a guide to implementation and thus requires follow-through via performance management.

It is very important that strategy becomes a way of dealing with day-to-day work and its challenges; a way of looking at things, a work philosophy and thus its content remains dynamic.

This means careful consideration of what our defined destination is, formulation of an effective approach towards reaching that destination and being mindful, skilful, adaptive and determined in getting to that destination.

WHAT IS STRATEGY?

a strategy is a definedapproach towards

achieving objectives


Within these quadrants the specific strategic objectives are formulated that flow from one another in a logical and meaningful progression from perspective to perspective.

These elements together with mission, vision, strategic themes and values form a strategy map that should depict the organisation’s strategy in a clear and coherent way.

From this stage, the first step of concretisation and operationalisation is reflected in specifying the outcomes for each objective reflected in targets. In effect this is a qualification and/or qualification of objectives via specific targets. The targets then serve as drivers for initiatives and action plans derived to achieve the TARGETS set.

BALANCED SCORE CARD (BSC) EXPLAINEDThe BSC is a particular strategy formulation process and tool in which strategy is devised within the context of mission, vision, strategic themes and values.

The BSC provides a very strong outcome and is target driven, in that the strategy is translated into specific targets to be achieved. The targets then “drive” action planning and resourcing so as to optimise the likelihood of achieving set targets.

The BSC is typically defined across three to five years; targets are set for the last year. From that the “ultimate” target of annual targets are derived.

Strategic objectives are developed for and within four quadrants that constitute important components of an organisation’s scope of existence.

In the case of the NCRST the perspectives are:

STAKEHOLDERS The NCRST has been created to serve stakeholders and the effectiveness of stakeholders in furthering RSTI in Namibia for Namibia – the overall NCRST focus is obtained and sustained through its various stakeholders;

For Example:

While we may want to achieve a high degree of stakeholder

satisfaction, the question remains, what do we mean by high degree? This is specified via a way of measurement/indicator of relative success,

which in this case may be:

A percentage of stakeholders satisfied with agreed services,

OR

A percentage average rating by stakeholders on service

satisfaction criteria.

To such specific indicators/measures we

associate a target that should constitute a benchmark of

desirable performance (degree of attainment) in that area. Therefore,

an average of 75% stakeholder satisfaction rating on service criteria

or 80% of stakeholders being satisfied rather than dissatisfied

would perhaps constitute desirable benchmarks that reflect a high degree of

stakeholder satisfaction.

FINANCIAL The NCRST needs to mobilise/generate/obtain funding of its efforts and manage its finances effectively to ensure sustainability of effort and subsequently significant development impact of RSTI;

INTERNAL PROCESSES The NCRST needs to create, manage and refine internal delivery and processing processes that constitute the systematic process infrastructure through which it does its work and optimises effectiveness of delivery of value; and

GROWTH & LEARNING The NCRST needs to develop a sustainable work capacity to enable it to perform its work effectively.

MissionAn organisation’s mission reflects its reason for being, it defines its overriding purpose, thus establishing breadth of scope as well as direction. The mission enables us to steer the organisation in a definite direction.

VisionA concretisation of a stage of major progress/achievement at a definite time in future (i.e. Five years), hence that reflects a definite desirable achievement within the scope and direction that the mission is providing.

Values The values that are important for the organisation to further and adhere to. They form the bedrock of the organisation’s work culture – how management and staff behave, act and relate.

Strategic Themes A clustering of major themes derived from the vision that provide focus for the strategy and its objectives.

Objectives Statements of intent reflecting what should be achieved.

Indicators

Qualifiers of objectives that stipulate type of quality and or quantity of an outcome, which would effectively specify an outcome, that qualifies the objective, e.g. to achieve a high degree of efficiency in reporting may be qualified by indicators of accuracy (percentage reports accurate) and user satisfaction (user satisfaction rating of reports on agreed report quality criteria). Indicators can be broadly categorised in lead and lag indicators. LEAD INDICATORS constitute those indicators that are predictive of an outcome, e.g. the proportion of employment cost spent on Training & Development, will be predictive if degree of competence improvement within an organisation. So, there is a strong correlation between a proactive indicators of Training & Development spent on competence outcomes later on. LAG INDICATORS are the indicators that “historically’ indicate what has been achieved, in that sense costs, stakeholder satisfaction, proportion of efficiency benchmarks met, project success, etc. are lag indicators that indicate after the event to what extent or whether a specific target has been reached (once a target has been set for the indicator). *

Targets

In order to make indicators operational we need to use them to set specific targets. This means that we need to decide what level of the indicator is required. In effect we add numbers, ratios, percentages, rating levels, etc. to the indicators. Thus a staff satisfaction rating of 75% is very different to one of 60%. In a number on indicators benchmarks exist that can be used to set targets. We know that a 75% satisfaction rating on service criteria by stakeholders is a good benchmark, while availability of network of 99% is another good/desirable benchmark. However, in some areas we have no benchmarks, and thus we need to derive them over time. In all cases of target setting within a new organisation, we need to establish the “baseline”, which is the level of measurement at the current stage. This establishes the “gap” between where we are now and where we aim to get to in future (which should be time-lined). We have assigned the perceived baseline based on the limited available information, which will be revised once correct baselines are well established.

SWOT-Analysis

In a new organisation a SWOT analysis would be performed by knowledgeable staff/managers within the organisation to assess current strengths, weaknesses, opportunities and threats in the context of what is to be achieved as specified by the objectives/targets. This together with the established gap between benchmark targets and baselines, constitutes a basis for agreeing on initiatives and action plans that will address gaps, effectively use strengths, counter weaknesses, utilise opportunities and counter/mitigate threats.

Initiatives

Once we have a set target and we have an assessment of “where” we are currently (ideally accurately measured), we can consider the kind of initiatives required to achieve the target. Initiatives are major “thrusts” of activities that often result in a project in order to develop, improve, refurbish or replace approaches, practices, methods, processes, systems or resources in order to make progress towards the benchmark target. Examples of initiatives are: financial policy review; business process re-engineering; development of a talent & succession management system; integration of major business systems via ERP system; supply chain management system development and implementation, etc.

DEFINITIONS


Action plansOnce initiatives have been determined, these have to be supported by specific action plans. What action steps are required in terms of the initiatives that are linked to each target? At this level of detail, we are able to do a costing of initiatives via the actions required.

Business/Organisation Planning & Budgeting

In order to align strategy with the operational aspects of the organisation, budgeting should be aligned with action plans. Thus the costs of actions are determined as per the strategy and a budget is established – reporting will be VIA A BUDGETED ACTION PLAN. The strategy covers a 5-year time period. For annual business planning the targets are broken up into one-year progressive steps. E.g. if we want to reach 85% stakeholder satisfaction and we are currently at 45%, we may set a target of 55% in the first year, 60% in the second year, 65% in the third, 70% in the fourth and 75% in the fifth year.

Cascading process & performance management

Strategy is set over a five-year period for the whole organisation. The objectives and targets agreed become the responsibility of the Commission /Commissioners via EXCO, and in particular executed via the role of the CEO. Measurement of performance takes place against the strategy and objectives & targets, which constitutes the most significant component of the performance scorecard of the CEO and Commissioner. It is important to appreciate that EXCO provides the conducive conditions for the CEO to achieve the strategy via the NCRST organisation. If the latter is able to do both the EXCO (and Commissioners) and CEO will perform well.

The CEO requires an organisation structure and capacity in order to delegate objectives, targets and initiatives into the organisation. This is achieved via the cascading of scorecards. The CEO’s scorecard is cascaded/delegated to the management team, i.e. each team member will obtain a set of objectives (or portion of a major objective), targets and initiatives from the CEO’s scorecard for which s/he will be responsible. The scorecards thus derived for each management team member (management function that reports to the CEO) of those forms the basis for scorecard cascading within each particular function. So, the senior manager/general manager cascades objectives (portions of objectives), targets and initiatives to his/her team, so that each team member obtains a scorecard. This process is continued until each staff member in the organisation has a scorecard for which s/he is responsible and takes ownership. Therefore, the sum-total of performance of the organisation constitutes the performance of EXCO (and Commissioners) and the CEO.

The scorecards form the basis of performance management. The processes, skills and approaches that constitute the performance management planning, review and evaluation elements are utilised to manage performance towards targets.

Performance Ownership

Each performance scorecard is “owned” by a staff-member. This means that the staff member manages own performance towards the scorecard targets. This requires particular skills within the planning, review and evaluation processes that will optimise performance management via staff members. Such an approach furthers ownership, responsibility and concerted progress.

INDICATORS double-up as measures. However, measures need to be operationalised in order to enable us to use it in order to measure where we are in relation to the target. Financial measures are fairly easily established as part of the financial system, so that costs, losses, capital expenditure, asset values, etc. can be easily obtained from the financial system. In other cases measures need to be developed. In order to measure targets in stakeholder satisfaction, we need to develop criteria of stakeholder satisfaction (what criteria do the stakeholder expect to have satisfied by the organisation?) In other cases, we may have to develop logging systems that capture processes stages in order to be able to obtain efficiency measures from a system. E.g. if we want queries to be addressed by a responsible service provider within 24 hours and resolved within 72 hours (at most), then we need these requests/queries to be logged, so that the system can report on how frequently we achieve the set service level. E.g. if we have a benchmark target of at least 85% of queries addressed/responded to within 24 hours, and we find that we are only achieving 48% at this stage, we need to explore what needs to be changed in order to achieve 85%, and then implement this.

*

APPROACH TAKEN

Two workshops were held – one in December and one in January. The selected NCRST staff members (a mixture of managerial and professional staff) worked systematically under the guidance of the two consultants towards a strategy working-document. The document has been finalised for now. In a new organisation in particular this remains somewhat of a working document, since the experiences of the first year or two will enable the organisation to formulate a more concise strategy.

It remains a dynamic process and thus the document should remain open and adaptive.

The objectives with their associated indicators and targets constitute a framework reflected in each cascaded scorecard, which will determine initiatives required to achieve the targets, which subsequently forms the basis for business and action planning at function, team and individual level.


CHAPTERTHE NCRST STRATEGY

The Establishing of a national system that promotes, develops, coordinates and informs Research, Sciences, Technology and Innovation towards a knowledge-based society.

MISSION

The emphasis is on creating a systematic approach that links and coordinates stakeholders in a delivery funnel towards achieving optimal RSTI relevant deliverables and in that process furthers meaningful progress towards a knowledge based society (socio-economic system/society).

To be a leading agency that facilitates the development of Research, Science, Technology and Innovation towards socio-economic advancement for Namibia.

VISION

Explanation: The vision attempts to galvanise the various stakeholders and mechanisms/means that make up the funnel towards the creation of RSTI deliverables into an R&D commitment that as a lead indicator will further socio-economic development in the context of a knowledge-based economy.


Stakeholder Definition / scope / description

Institutions of higher learning (e.g., UNAM, Polytechnic, IUM)

As institutions, responsible for knowledge creation & application as well as human capacity development > NCRST needs to create an enabling environment to optimise that; need to partner with them to advance the process.

NTA Partners in the knowledge application stage of the funnel (enablers/capacity).

NQA, NCHE, NSA, NSI, CRAN, BoN

• As regulatory bodies, they are complementing NCRST in mandate for human development towards knowledge application;

• In formulating/influencing policy development & -framing; and• In populating NCRST indicators (source of data).

Parliament NCRST challenged to keep them informed (e.g. their standing committees) to ensure long-term support (indirectly impacts NCRST image); to lobby for legislation changes.

NPC To ensure NCRST alignment with NDPs (as party responsible for execution of aspects of NDPs).

Research institutions (e.g. DRFN, IPPR etc.)

To facilitate & fund research in line with the National Programme on RSTI (e.g. desertification, climate change, etc. – providing national/international baseline data – an input into bigger research frameworks).

International partners (e.g. EU, AUC, UNESCO, SAIS)

For sharing & for joint ventures; for networking that promotes knowledge exchange and to attract funding for specific projects.

Regional/SADC partners (NRF)

For sharing & for joint ventures; for networking that promotes knowledge exchange and to attract funding for specific projects.

Public SectorBroadly, the Public Sector influences policy that impacts NCRST:Home Affairs > Proper immigration policy contributes to promotion of RSTIMoF > As primary funder of NCRST (via MoE)Mo Foreign Affairs > Bridge between Commission & international community/role players/partners.

STAKEHOLDERS KNOWLEDGE “CREATORS”

NTA Namibia Training AuthorityNQA Namibia Qualifications AuthorityNSA Namibia Statistics Agency

NSI Namibian Standards InstitutionNRF National Research Foundation (RSA)SAIS Southern Africa Innovation Support Programme

Abbreviations

Stakeholder Definition / scope / description

Economic sector(e.g., Mining, Agriculture, etc.)

To achieve greater value-addition to raw materials by applying RSTI;To influence policy as it impacts RSTI and technology transfer.

Social sector(CBOs & NGOs)

To apply leverage in areas where NCRST encounters barriers or enablers in wider society.For contributions to other sectors in terms of poverty alleviation/reduction.As role players that empower SMEs.As ‘owners’ of indigenous knowledge (influences technology development & innovation).

Business sector For development of incubators (SMEs) & entrepreneurship, commercial research & innovation APPLICATION.

Education(Pre-primary, primary & secondary and their management representatives)

As the target population in which NCRST needs to establish/promote awareness of RSTI (…with a view to strengthening the education system, longer-term) by contributing towards MoE strategies.

Public (in general) Awareness of developments in health, GMO’s, bio-technology.

CouncilsCan be formed by Act of Parliament or initiated, conceptualised and formed by the Commission itself, normally around a distinct purpose/aim, and then develops into a coordinating/facilitating council for a sector/subject matters/longer-term purpose. Can also be time-bound and after purpose is served dissolved.

STAKEHOLDERS KNOWLEDGE “RECEPTORS”/USERS


Integrity We are consistently trustworthy and honest in all our interactions.

VALUESThe NCRST strives to further value-based behaviour, engaging and relating, decision-making and action. Stakeholders interacting with the NCRST and its representatives should consistently experience these values in all interactions and decisions, and all staff members must consciously practice the values so as to develop a consistent values-based approach.

KBE*-INDICATORS

(KBE) KNOWLEDGE-BASED ECONOMY. There are strong positive correlations between socio-economic success of an economy and key indicators of a knowledge-based economy. The above indicators derived from a framework of indicators are significantly relevant to the NCRST and can be influenced directly and/or indirectly by the NCRST and its work endeavours.

*

*** 1.1 No. of business start-ups as percentage to adultss

(The denominator of ‘aged 25-64’ is used to have a constant level of comparison with other countries)

*** 1.3 Gross domestic expenditure on R&D (GERD) as a percentage to GDP

*** 1.4 GERD percentage share by performing sector

*** 1.5 Business R&D (BERD) as a percentage to GDP

Park: (1.6 BERD a percentage share by size of firm)

*** 1.7 Government R&D (GOVERD) as a percentage to GDP

*** 1.8 Higher Education R&D (HERD) as a percentage to GDP

*** 1.9 GERD as a percentage to GDP by type of research (e.g. aligned with Namibian possibilities)

*** 1.10 Researchers as a percentage of total workforce

*** 1.11 Patent applications filed in/patents granted by Namibia Patent Office per 10 000 population (or align the factor with international standard in background)

*** 1.12 National patent applications by field of Innovation

*** 1.16 Scientific and technical articles per million population (including Technological cooperation)

*** 2.7b No. of smartphone* subscribers per 1 000 population (*re-focus the indicator on accessibility via any device with internet access, in order to leverage accessibility to knowledge for all ages, geographically unlimited)

*** 3.12 Human resources in science and technology (HRST) as a percentage to population aged 15+

*** 4.2 Exports of secondary and tertiary (beneficiated, value-added) products as a percentage to GDP

*** 4.3 Exports of secondary and tertiary (beneficiated, value-added) products as a percentage to exports

*** 4.16 Value added of knowledge-based industries as a percentage of GDP (Define k-b industries)

*** (included in above) 4.17 a percentage share of knowledge-based industries in total business sector value added

Pro-activeness We act responsibly guided by a clear purpose.

Passion for Excellence We persistently pursue standards of excellence.

Promoting innovation in the economic and social sectors Through the NPRSTI, the NCRST will address innovation as the right approach to advance the industrialisation of the country, boosting mid- and long-term development towards a knowledge based economy, through both supporting knowledge transfer to the private and entrepreneurial sector, as well as supplying human and financial resources for integrating the culture and practice of innovation in the socio-economic environment.

Further Public UnderstandingIn order to create interest and a certain pull for RSTI in Namibia, public awareness and understanding will be vital. Here leverage should be sought by targeting segments of the population that will further RSTI progress most favourably (optimal effort-return ratio).

Further Stakeholder Cooperation & AlignmentTo identify active and potentially active RSTI “players” and create linkages, networks and ventures that will further and optimise RSTI progress within the delivery funnel.

Alignment and ntegration of Regulatory EnvironmentTo establish a relevant and desirable operating environment underlying legislative and statutory frameworks aligned and integrated towards optimal mobilisation of RSTI within Namibia.

STRATEGIC THEMES

The following themes are of vital strategic importance over the next five years and create distinct focal clusters against which objectives can be defined:

The themes will guide the formulation of appropriate objectives and subsequent targets.

Building research capacities and technical skillsBuilding research capacities together with researchers’ mobility and attractiveness will not be enough, therefore technical and research managerial skills are to be created for efficient running of projects and facilities. Correspondingly, provision of infrastructure should be planned, under a rationale of centralisation and optimisation of means.


STRENGTHS

SWOT-ANALYSIS(Not in order of importance or priority)

1 Effective use of work time (able to deliver on time).

2 Relatively effective financial procedures.

3 Well-motivated and committed staff.

4Relatively young staff (average age), well able to handle change & learn.

5Staff are multi-skilled (beyond core of job) and can be utilised beyond defines of own job.

6 Appropriate legal framework in place.

7 Strong leadership at the head of the organisation.

8Staff are encouraged to pursue self-development/growth – take development initiative.

9

Internal communication/information sharing gets to everyone (top down, upward & horisontally) - currently all levels are included in “appropriate/meaningful” information sharing.

10 Sound corporate governance framework in place

11 A strong team-work ‘spirit’

12 Free, fair and open working environment

13 Political support is in place (Minister, GRN)

1 Understaffed

2 Office located too far from public.

3Facilities are not well-suited for type of services to deliver.

4Data/information regarding RSTI is limited (inhibits good decision-making) – decisions not necessarily well-informed.

5

Lack of Commission /management role clarity and authority delineation between Commission and management – may lead to conflict and watering down of accountability.

6Commission & management members lack specific experience/expertise and thus insight for their functions & their purpose.

7Commission governance system/procedures is currently under-developed or not fully implemented & adhered.

8

Inability to achieve quorum in Commission/Commission’s committees frequently impacts speed of progress (delaying decisions) – e.g. lack of progress on finalising draft policies timeously.

9Multiple duties (roles) currently have to be covered by one person (in several cases) resulting in lack of clarity of responsibility & unclear audit trail.

10Commission still in infancy stage - lacks infrastructure & facilities.

11

As new organisation that is not well known in the market/stakeholders leads to having to explain a lot who we are – without clear common message this may also lead to confusion.

WEAKNESSES

1Stakeholders are basically interested in what we do, where there is a degree of involvement.

2Strong political will visible in GDP spending (a new ‘front’ to be explored/exploited).

3Dynamic team in place, willing to move with change.

4Accessing existing international networks for technical assistance through bi-lateral & multi-lateral agreements in place.

5New agreements can be entered into based on existing contacts or making new contacts.

6To create more awareness amongst stakeholders of the opportunity that RSTI affords, which can help leverage socio-economic value.

7To provide more focused funding resulting in improved cost-to-value propositions.

8As a new organisation we have opportunity to learn from experiences of others.

9Definite GRN funding support available not yet fully exploited/can still be accessed.

10Can explore non-governmental funding sources, e.g. commercial, PPP.

1Little understanding of NCRST mandate by external stakeholders, which may lead to opposition to NCRST mandate.

2Anomalies in definitions and provisions of current legislation limit effective operation.

3

External stakeholders (broadly) resist change in accepting establishment/mandate of NCRST (particularly where there is a perception of potential conflict with their own interests).

4Litigation threats arise due to NCRST role as regulator.

5 Current dependence only on GRN funding.

6Fragmentation of stakeholders without a common and clear vision of KBE and the need for furthering KBE indicators.

NOTE: At this stage the level of analysis does not go much beyond a perception level as provided by workshop participants, in future a more robust analysis of these factors needs to be undertaken prior to a strategy workshop. For the time being the above does however give some indication of major considerations in each quadrant, which will inform the action planning process.

OPPORTUNITIES THREATS


CHAPTERBALANCEDSCORE CARD


NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19

INITIATIVE RESPONSIBILITY

SHPO1 SIGNIFICANTLY IMPROVE PUBLIC AWARENESS OF RSTI & ITS SOCIO-ECONOMIC VALUE

T1 (i) % of targeted RSTI population covered by media based RSTI awareness.

24% 80% a) Identify the target population(s). CEO delegated to CCMb) Carry out a needs analysis (e.g. what type of

awareness we need to address, what we need people to know).

c) Develop the framework for programme development, involving stakeholders and utilising best practices established in similar environments.

d) Develop & implement the relevant awareness raising programs linked to the identified needs.

e) Develop & institute monitoring & evaluation of the coverage and impact (quality and scope/coverage against intentions) and make remedial/refinement adjustments.

T1 (ii) % of targeted RSTI population covered by direct contact RSTI awareness.

38% 60% a) Identify the target population(s). CEO delegated to RSTICSb) Carry out a needs analysis (e.g. what type of

awareness we need to address, what we need people to know).

c) Develop the framework for programme development, involving stakeholders and utilising best practices established in similar environments.



T1 (iii) % of targeted RSTI population implementing RSTI initiatives.

20% 60% a) Adopt international standard questionnaire for Science and Technology Awareness Impact.

CEO delegated to RSTICS

b) Institutionalise the questionnaire.

c) Obtain tools for tracking impact from SAASTA.

d) Measure impact of RSTI awareness interventions.

T2 % rating on branding and associated branding awareness & corporate identity.

50% 90% a) Carry out the brand audit. CEO delegated to CCMb) Develop work plan from results of brand audit.

c) Implement the work plan.

T3 # of scientific publications emanating from NCRST direct efforts.

312 1500 a) Establish an NCRST Journal. CEO delegated to RSTICSb) Promote dissemination and publication of research results.

c) Establish a reward and recognition system for RSTI achievers and achievements.

STAKEHOLDER PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19


SHPO2 ESTABLISH & STRENGTHEN LINKAGES WITH AND AMONGST STAKEHOLDERS WITHIN RSTI FUNNEL

T4 % of agreed list of existing country RSTI relevant co-operation agreements operative/active.

33% 80% a) Based on our national programme list countries to engage with and the areas of particular strength to benefit from and list comprehensively on tracking mechanism.

CEO delegated to RSTICS and ITD

b) Apply the guiding framework, implement and monitor results of the process:

a. Set criteria for engagement. b. Engage countries. c. Sign and implement agreements. d. Monitor rate of implementation. e. On-going review and alignment.

c) Based on our national programme list countries to engage with and the areas of particular strength to benefit from and list comprehensively on tracking mechanism.

T5 (i) % of new locally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.

31% 80% a) Based on our national programme list organisations to link via MoU’s and the areas of particular synergies/mutual benefits and list comprehensively and maintain on database.


b) Develop platforms that bring stakeholders together and facilitate the development of cooperation agreements.

c) Develop a systematic process for establishing linkages among institutions with an emphasis on the identified national priorities.

T5 (ii) % of existing locally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.





T5 (iii) % of new internationally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.





T5 (iv) % of existing internationally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.






NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19


SHPO3 MEET STAKEHOLDER NEEDS THAT FURTHER RSTI EFFECTIVENESS

T6 (i) % of identified needs of stakeholders addressed.

51% 80% a) Define the services that are to be provided in all services areas.

CEO – delegated to all departments

b) Identify your stakeholders relevant to those services.

c) Engage stakeholders to clarify, refine and agree needs to be satisfied.

d) Define agreed services and requirements and develop these.

e) Develop specific satisfaction measurement instrument.

f) Apply, analyse and refine services in a NCRST coordinated manner.

T6 (ii) % stakeholder satisfaction with services.

58% 90% a) Develop survey instrument to measure stakeholder satisfaction with services provided.


b) Apply to users/stakeholders (random sample on large population, full population if small).

c) Analyse feedback and utilise in review to refine services.

SHPO4 FACILITATE AN ENABLING REGULATORY ENVIRONMENT FOR STAKEHOLDERS IN RSTI

T7 % stakeholder groups engaged during the drafting of Regulatory framework Documents.

19% 90% a) Draft or update regulatory framework as necessary in identified Areas.

CEO delegated to RSTICS, ITD and LACSb) Identify stakeholders affected by the regulatory

framework.

c) Invite Comments/inputs to the draft documents by stakeholder through various platforms.

d) Incorporated valid inputs/comments in the regulatory documents.

e) Draft or update regulatory framework as necessary in identified Areas.

T8 % Regulatory framework developed and/or reviewed to plan.

34% 90% a) Draft or update regulatory framework as necessary in identified Areas.

CEO delegated to RSTICS, ITD and LACSb) Identify stakeholders affected by the regulatory

framework.




T9 Degree of regulatory framework implemented to plan.

31% 90% a) Identify a regulatory framework to be implemented. CEO delegated to RSTICS, ITD and LACS

b) Develop a detailed action plan.

c) Carry out activities in the action plan.

d) Report on the progress made on activities in the action plan.

NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19


SHPO5 BUILD HUMAN RESOURCES CAPACITY IN RSTI

T11 # of postgraduate students trained as a direct effort of NCRST.

153 300 a) Develop a support framework for post-graduate and doctoral education.


SHPO6 DEVELOP AND IMPLEMENT A NATIONAL STRATEGY FOR RSTI INFRASTRUCTURE

T12 An RSTI Infrastructure strategy developed.

0 1 a) Conduct needs analysis for access to research infrastructures for national RSTI infrastructure.

CEO delegated to ITD

T13 Degree of RSTI Infrastructure Strategy implemented to plan.

0% 60% b) Develop and implementation of National Strategy for RSTI infrastructure.


SHPO7 PROMOTE KNOWLEDGE TRANSFER TOWARDS FINAL USERS

T14 # of new products and services initiated as a direct effort of NCRST.

0 4 a) Promote the application and commercialisation of results and products of research.


T15 # of Intellectual Properties Rights registered as a direct effort of NCRST.

0 4 b) Promote of technology services and innovation networks. CEO delegated to ITDc) facilitate the establishment of technology enterprises.


FINANCIAL PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19


FPO1 ENSURE ADEQUACY AND SUSTAINABILITY OF FUNDING

T16 Expenditure on Research and Development as % of GDP.

0.06% 0.4% a) Analyse responses from stakeholders on R&D expenditure.

CEO delegated to BSS

b) Draft a report on R&D expenditure.

c) Provide input into the R&D survey development.

T17 % of required funding achieved of the RSTI Fund.

53% 100% a) Develop a comprehensive annual implementation plan for the National Programme.


b) Do appropriate costing as a basis to motivation of projects to third parties.

c Conduct financial gap analysis.

d) Identify and engage potential resource partners in accordance with Resource Mobilisation Strategy.

e) Apply the means of generating additional funding (additional to above) as intended by RST Act and Mandate.

T18 % significant increase in spending by third parties towards RSTI - directly achieved by NCRST efforts.

40% 30% a) Identify all areas (on going) where third party funding can be mobilised to fund and/or complement NCRST funding.


b) Define priority areas in which funding would yield superior value returns in terms of RSTI.

c) Engage with potential role players and motivate funding based on value-add.

FPO2 OPTIMISE VALUE CREATED ON FUNDS EXPENDED

T19 (i) % of funded deliverables achieved for internal projects.

50% 90% a) Clearly define key deliverables and value (they add) across all projects.


b) Apply consistent project management procedures to ensure proper planning, management,

c) Implement M&E and technical project audit.

d) Ensure effective project reviews with consistent principles of remedy in place.

T19 (ii) % of funded deliverables achieved for external projects.

50% 90% a) Clearly define key deliverables and value (they add) across all projects.


b) Apply consistent project management procedures to ensure proper planning, management,



NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19


FPO3 ENSURE EFFECTIVE FINANCIAL MANAGEMENT IN TOTAL FUNDS DELIVERY CHANNEL

T20 Clean Audit Clean Clean a) Implement Financial Policy to provide management and control of all financial transactions.

CEO delegated to BB

b) Develop/establish in-house training on financial procedures by Fin Department for effective financial management throughout.

c) Implement procedures in interaction with Internal Audit Department (for feedback and correction during early stages).

T21 Max % Variance of spending against budget

+53% ±5% a) Obtain Approval for the budget. CEO – delegated to BSSb) Carry specified activities within the budget limits.

c) Provide Variance explanation.

d) Submit quarterly management accounts to the Commission.


INTERNAL/BUSINESS PROCESS PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19


IPPO1 ESTABLISH KEY DELIVERY PROCESSES WITH SUPPORTING SYSTEMS TO MEET BENCHMARK EFFICIENCY STANDARDS

T22 (i) % of identified business processes & procedures documented.

15% 80% a) Compile a list business processes and procedures to be documented in my functional area.

CEO – delegated to all department

b) Develop a draft business process/procedure document.

T22 (ii) % of identified systems Operational.

50% 80% a) Determine Activities to be performed. CEO – delegated to all departmentb) Identify the Appropriate System to perform such

activities.

c) Acquire information on system and its operation.

d) Follow Instructions on Action steps required by the system.

T23 (i) % of milestones of projects annually met to plan.

36% 90% a) Develop and implement a projects planning and management framework.


b) Plan within project planning & management framework and manage against plan.

c) Track project implementation progress across all projects & ensure effective reporting.

T23 (ii) % of Audits in the Audit Plan conducted.

42% 90% a) Audit plan to be approved (EMC/Board). CEO – delegated to IAb) Develop audit engagement schedule per audit.

c) Perform audit.

T24 Provide services to agreed turnaround times (%).

29% 90% a) Define & implement tracking and measurement processes to monitor turnaround times.


b) Implement a systematic monitoring & evaluation process.

c) Implement remedial interventions where standards are not met.

IPPO2 INSTITUTE POLICY & RISK MANAGEMENT REQUIREMENTS TO ENSURE CONSISTENCY OF INTERNAL GOVERNANCE

T25 % Up-dated Policy in existence to cover critical areas.

34% 95% a) Identify all critical areas that require policies and procedures and list.


b) Plan development to meet set targets of P&P development.

c) Develop through the various set development stages to committee.

T26 Rating on Risk Register status %. 57% 90% a) Regular monthly review of risk register. CEO – delegated to all departmentb) Monthly reporting on risk as per risk register.

c) Track Monthly Status.

T27 (i) % Compliance to Policies covering critical areas (Audit rating).

19% 90% a) Compile a quantitative measurement template of internal audits for tracking of progress.


b) Responsible departments to implement remedies as per audit report.

T27 (ii) % of risk register items and audit findings tracked-monthly.

50% 90% c) Update Risk register. CEO – delegated to IA

d) Update Outstanding audit issues from audit reports.

LEARNING & GROWTH PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN

2014

/15

TAR

GER

T FO

R

2018

/19


GLPO1 OPTIMISE HUMAN RESOURCES CAPACITY ALIGNMENT THAT IS SUSTAINABLE

T28 % Competence levels to threshold.

50% 90% a) Develop competence assessment approach, framework and standards.


b) Develop competence frameworks.

c) Develop measurement/rating criteria.

d) Conduct competence assessments.

e) M&E framework’s effectiveness.

f) Ensure cost-effective competency-based solutions.

T29 % of personal development plans implemented.

13% 90%a) Develop and update personal development plan.


b) Track implementation and report.

GLPO2 ENTRENCH A HIGH PERFORMANCE WORK CULTURE

T30 % rating of employee satisfaction (average percentage).

57% 80% a) Develop employee satisfaction survey based on “desired work climate” definition.


b) Establish on going surveying of employee satisfaction level.

c) Establish a systematic approach for problem resolution/interventions (suitable mechanisms).

d) Monitor remedy implementation and assess impact/resolution.

T31 % of staff performance above threshold.

45% 70% a) Implement a performance management system. CEO – delegated to all departmentb) Establish a system for performance-problem resolution

(suitable mechanisms).

c) Calculate scores at individual level to calculate percentage above threshold.

d) Ensure effective reward system alignment with performance management and work culture.

GLPO3 OPTIMISE TALENT ATTRACTION & RETENTION

T32 % staff turnover rate in all jobs p.a.

4% 5% a) Conduct Employee Turnover Assessment and carry out exit interviews.

CEO – delegated to BSS

b) Compile and Submit Report to Management for Action.

T33 Remuneration adequacy against market.

CR0.78 CR1.0 a) Conduct and participate in industry/market surveys. CEO – delegated to BSSb) Measure adequacy against market midpoints (by

grading & category).

c) Inform and advise board about findings and suggest strategies to achieve and maintain remuneration adequacy (use competence/remuneration analyses in argument).

GLPO4 OPTIMISE HUMAN CAPITAL COST/BENEFIT

T34 Full staffing complement - All Positions.

75% 90% a) Align human resource plan with annual business plan and monitor.

CEO – delegated to BSS

b) Annually review organogram and project organogram into five-year cycle (to cater for evolving changes).


OPERATIONALISATION OF STRATEGY

The strategy is operationalised through the business plan.The business plan should in turn be based on action plans derived from performance scorecards. These scorecards are cascaded from the CEO’s scorecard to each level of the organisation. At planning stages the initiatives, actions, resources and costs should be specified for each objective/target. This is coordinated into the business plan and budget. The business plan is implemented via performance management.


CHAPTERAPPENDICES


APPENDIX IDEPICTION OF RSTI DELIVERY FUNNEL

EARLY EDUCATION

RESOURCING

SCIENTISTSUNIVERSITIES

MINISTRY OF

EDUCATION

SCHOOLS

LABORATORIES

INTERNATIONAL RESEARCH AGENCIES PROFESSIONALS

DELIVERY PROCESS

STAGES OF DELIVERY

FORMAL EMPLOYMENT APPLIED/

FOCUSED ON-JOB

CREATION

APPLICATION

OUTCOME• Innovation• Per capita researchers/scientists• Scientific articles• Added-value Ventures


APPENDIX IIDETAILED BALANCE SCORE CARD FOR 5 YEARS

NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

SHPO1 SIGNIFICANTLY IMPROVE PUBLIC AWARENESS OF RSTI & ITS SOCIO-ECONOMIC VALUE

T1 (i) % of targeted RSTI population covered by media based RSTI awareness.

24% 40% 50% 60% 70% 80% a) Identify the target population(s). CEO delegated to CCM

b) Carry out a needs analysis (e.g. what type of awareness we need to address, what we need people to know).

c) Develop the framework for programme development, involving stakeholders and utilising best practices established in similar environments,



T1 (ii) % of targeted RSTI population covered by direct contact RSTI awareness.

38% 35% 40% 50% 55% 60% a) Identify the target population(s). CEO delegated to RSTICS

b) Carry out a needs analysis (e.g. what type of awareness we need to address, what we need people to know).

c) Develop the framework for programme development, involving stakeholders and utilising best practices established in similar environments,



T1 (iii) % of targeted RSTI population implementing RSTI initiatives.

20% N/A N/A 50% 55% 60% a) Adopt international standard questionnaire for Science and Technology Awareness Impact.

CEO delegated to RSTICSb) Institutionalise the questionnaire.

c) Obtain tools for tracking impact from SAASTA.

d) Measure impact of RSTI awareness interventions.

T2 % rating on branding and associated branding awareness & corporate identity.

50% N/A N/A 80% 85% 90% a) Carry out the brand audit. CEO delegated to CCM

b) Develop work plan from results of brand audit.

c) Implement the work plan.

T3 # of scientific publications emanating from NCRST direct efforts.

312 N/A N/A 1000 1250 1500 a) Establish an NCRST Journal. CEO delegated to RSTICS

b) Promote dissemination and publication of research results.

c) Establish a reward and recognition system for RSTI achievers and achievements.

STAKEHOLDER PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

SHPO2 ESTABLISH & STRENGTHEN LINKAGES WITH AND AMONGST STAKEHOLDERS WITHIN RSTI FUNNEL

T4 % of agreed list of existing country RSTI relevant co-operation agreements operative/active.

33% 60% 65% 70% 75% 80% a) Based on our national programme list countries to engage with and the areas of particular strength to benefit from and list comprehensively on tracking mechanism.


b) Apply the guiding framework, implement and monitor results of the process:

a. Set criteria for engagement. b. Engage countries. c. Sign and implement agreements. d. Monitor rate of implementation. e. On-going review and alignment.

c) Based on our national programme list countries to engage with and the areas of particular strength to benefit from and list comprehensively on tracking mechanism.

T5 (i) % of new locally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.

31% 40% 45% 60% 75% 80% a) Based on our national programme list organisations to link via MoU’s and the areas of particular synergies/mutual benefits and list comprehensively and maintain on database.




T5 (ii) % of existing locally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.





T5 (iii) % of new internationally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.




c) Develop a systematic process for establishing linkages among institutions with an emphasis on the identified national priorities

T5 (iv) % of existing internationally based specified organisations linked through cooperation agreements within an identified/listed spectrum of fields.






NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

SHPO3 MEET STAKEHOLDER NEEDS THAT FURTHER RSTI EFFECTIVENESS

T6 (i) % of identified needs of stakeholders addressed.

51% N/A 60% 60% 70% 80% a) Define the services that are to be provided in all services areas.


b) Identify your stakeholders relevant to those services.

c) Engage stakeholders to clarify, refine and agree needs to be satisfied.

d) Define agreed services and requirements and develop these.

e) Develop specific satisfaction measurement instrument.

f) Apply, analyse and refine services in a NCRST coordinated manner.

T6 (ii) % stakeholder satisfaction with services.

58% N/A 60% 70% 80% 90% a) Develop survey instrument to measure stakeholder satisfaction with services provided.


b) Apply to users/stakeholders (random sample on large population, full population if small).

c) Analyse feedback and utilise in review to refine services.

SHPO4 FACILITATE AN ENABLING REGULATORY ENVIRONMENT FOR STAKEHOLDERS IN RSTI

T7 % stakeholder groups engaged during the drafting of Regulatory framework Documents.

19% N/A 60% 70% 80% 90% a) Draft or update regulatory framework as necessary in identified Areas.

CEO delegated to RSTICS, ITD and LACS

b) Identify stakeholders affected by the regulatory framework.




T8 % Regulatory framework developed and/or reviewed to plan.

34% N/A 70% 80% 85% 90% a) Draft or update regulatory framework as necessary in identified Areas.

CEO delegated to RSTICS, ITD and LACS

b) Identify stakeholders affected by the regulatory framework.




T9 Degree of regulatory framework implemented to plan.

31% N/A 40% 60% 80% 90% a) Identify a regulatory framework to be implemented. CEO delegated to RSTICS, ITD and LACS

b) Develop a detailed action plan.

c) Carry out activities in the action plan.

d) Report on the progress made on activities in the action plan.

NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

SHPO5 BUILD HUMAN RESOURCES CAPACITY IN RSTI

T11 # of postgraduate students trained as a direct effort of NCRST.

0 N/A N/A 200 250 300a) Develop a support framework for post-graduate and

doctoral education.


SHPO6 DEVELOP AND IMPLEMENT A NATIONAL STRATEGY FOR RSTI INFRASTRUCTURE

T12 An RSTI Infrastructure strategy developed.

0 N/A N/A 1 1 1a) Conduct needs analysis for access to research

infrastructures for national RSTI infrastructure.


T13 Degree of RSTI Infrastructure Strategy implemented to plan.

0% N/A N/A 40% 50% 60%b) Develop and implementation of National Strategy for

RSTI infrastructure.


SHPO7 PROMOTE KNOWLEDGE TRANSFER TOWARDS FINAL USERS

T14 # of new products and services initiated as a direct effort of NCRST.

0 N/A N/A 2 3 4a) Promote the application and commercialisation of

results and products of research.


T15 # of Intellectual Properties Rights registered as a direct effort of NCRST.

0 N/A N/A 2 3 4 b) Promote of technology services and innovation networks.


c) Facilitate the establishment of technology enterprises.


FINANCIAL PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

FPO1 ENSURE ADEQUACY AND SUSTAINABILITY OF FUNDING

T16 Expenditure on Research and Development as % of GDP.

0.06% N/A N/A 0.3% 0.35% 0.4% a) Analyse responses from stakeholders on R & D expenditure.

CEO delegated to BSSb) Draft a report on R & D expenditure.

c) Provide input into the R&D survey development.

T17 % of required funding achieved of the RSTI Fund.

53% N/A N/A 90% 95% 100% a) Develop a comprehensive annual implementation plan for the National Programme.

CEO delegated to BSSb) Do appropriate costing as a basis to motivation of

projects to third parties.

c Conduct financial gap analysis.

d) Identify and engage potential resource partners in accordance with Resource Mobilisation Strategy.

e) Apply the means of generating additional funding (additional to above) as intended by RST Act and Mandate.

T18 % significant increase in spending by third parties towards RSTI - directly achieved by NCRST efforts.

7% 10% 15% 20% 25% 30% a) Identify all areas (on going) where third party funding can be mobilised to fund and/or complement NCRST funding.


b) Define priority areas in which funding would yield superior value returns in terms of RSTI.

c) Engage with potential role players and motivate funding based on value-add.

FPO2 OPTIMISE VALUE CREATED ON FUNDS EXPENDED

T19 (i) % of funded deliverables achieved for internal projects.

50% 60% 70% 80% 85% 90% a) Clearly define key deliverables and value (they add) across all projects.


b) Apply consistent project management procedures to ensure proper planning, management.



T19 (ii) % of funded deliverables achieved for external projects.

50% 60% 70% 80% 85% 90% a) Clearly define key deliverables and value (they add) across all projects.

CEO delegated to BSSb) Apply consistent project management procedures to

ensure proper planning, management.



NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

FPO3 ENSURE EFFECTIVE FINANCIAL MANAGEMENT IN TOTAL FUNDS DELIVERY CHANNEL

T20 Clean Audit

Clean

Clean

Clean

Clean

Clean

Clean a) Implement Financial Policy to provide management

and control of all financial transactions.CEO delegated to BBb) Develop/establish in-house training on financial

procedures by Fin Department for effective financial management throughout.

c) Implement procedures in interaction with Internal Audit Department (for feedback and correction during early stages).

T21 Max % Variance of spending against budget.

+53% ±5% ±5% ±5% ±5% ±5% a) Obtain Approval for the budget. CEO – delegated to BSS

b) Carry specified activities within the budget limits.

c) Provide Variance explanation.

d) Submit quarterly management accounts to the Commission.


INTERNAL/BUSINESS PROCESS PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

IPPO1 ESTABLISH KEY DELIVERY PROCESSES WITH SUPPORTING SYSTEMS TO MEET BENCHMARK EFFICIENCY STANDARDS

T22 (i) % of identified business processes & procedures documented.

15% 50% 60% 70% 75% 80% a) Compile a list business processes and procedures to be documented in my functional area.


b) Develop a draft business process/procedure document.

T22 (ii) % of identified systems Operational.

50% 50% 60% 70% 75% 80% a) Determine Activities to be performed. CEO – delegated to all department

b) Identify the Appropriate System to perform such activities.

c) Acquire information on system and its operation.

d) Follow Instructions on Action steps required by the system.

T23 (i) % of milestones of projects annually met to plan.

36% 50% 75% 80% 85% 90% a) Develop and implement a projects planning and management framework.


b) Plan within project planning & management framework and manage against plan.

c) Track project implementation progress across all projects & ensure effective reporting.

T23 (ii) % of Audits in the Audit Plan conducted.

42% 50% 75% 80% 85% 90% a) Audit plan to be approved (EMC/Board). CEO – delegated to IA

b) Develop audit engagement schedule per audit.

c) Perform audit

T24 Provide services to agreed turnaround times (%).

29% 90% 90% 90% 90% 90% a) Define & implement tracking and measurement processes to monitor turnaround times.


b) Implement a systematic monitoring & evaluation process.

c) Implement remedial interventions where standards are not met.

IPPO2 INSTITUTE POLICY & RISK MANAGEMENT REQUIREMENTS TO ENSURE CONSISTENCY OF INTERNAL GOVERNANCE

T25 % Up-dated Policy in existence to cover critical areas.

34% 55% 65% 70% 80% 95% a) Identify all critical areas that require policies and procedures and list.


b) Plan development to meet set targets of P&P development.

c) Develop through the various set development stages to committee.

T26 Rating on Risk Register status %.

57% 40% 65% 80% 80% 90% a) Regular monthly review of risk register. CEO – delegated to all department

b) Monthly reporting on risk as per risk register.

c) Track Monthly Status.

T27 (i) % Compliance to Policies covering critical areas (Audit rating).

19% 90% 90% 90% 90% 90% a) Compile a quantitative measurement template of internal audits for tracking of progress.


b) Responsible departments to implement remedies as per audit report.

T27 (ii) % of risk register items and audit findings tracked-monthly.

50% 40% 65% 80% 80% 90% c) Update Risk register. CEO – delegated to IAd) Update Outstanding audit issues from audit reports.

LEARNING & GROWTH PERSPECTIVE

NO. OBJECTIVE

BA

SELI

NE

IN 2

014

/15

TARGET

INITIATIVE

RES

PON

SIB

ILIT

Y

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

GLPO1 OPTIMISE HUMAN RESOURCES CAPACITY ALIGNMENT THAT IS SUSTAINABLE

T28 % Competence levels to threshold.

50% 60% 70% 80% 85% 90% a) Develop competence assessment approach, framework and standards.


b) Develop competence frameworks.

c) Develop measurement/rating criteria.

d) Conduct competence assessments.

e) M&E framework’s effectiveness.

f) Ensure cost-effective competency-based solutions.

T29 % of personal development plans implemented.

13% 90% 90% 90% 90% 90% a) Develop and update personal development plan. CEO – delegated to all department

b) Track implementation and report.

GLPO2 ENTRENCH A HIGH PERFORMANCE WORK CULTURE

T30 % rating of employee satisfaction (average percentage).

57% 60% 70% 75% 75% 80% a) Develop employee satisfaction survey based on “desired work climate” definition.


b) Establish on going surveying of employee satisfaction level.

c) Establish a systematic approach for problem resolution/interventions (suitable mechanisms).

d) Monitor remedy implementation and assess impact/resolution.

T31 % of staff performance above threshold.

45% 50% 55% 60% 65% 70% a) Implement a performance management system. CEO – delegated to all department

b) Establish a system for performance-problem resolution (suitable mechanisms).

c) Calculate scores at individual level to calculate percentage above threshold.

d) Ensure effective reward system alignment with performance management and work culture.

GLPO3 OPTIMISE TALENT ATTRACTION & RETENTION

T32 % staff turnover rate in all jobs p.a.

4% 10% 8% 7% 6% 5% a) Conduct Employee Turnover Assessment and carry out exit interviews.

CEO – delegated to BSSb) Compile and Submit Report to Management for

Action.

T33 Remuneration adequacy against market.

CR0.78

CR0.85

CR0.9

CR09.5

CR0.9

8

CR1.0

0 a) Conduct and participate in industry/market surveys. CEO – delegated to BSS

b) Measure adequacy against market midpoints (by grading & category).

c) Inform and advise board about findings and suggest strategies to achieve and maintain remuneration adequacy (use competence/remuneration analyses in argument).

GLPO4 OPTIMISE HUMAN CAPITAL COST/BENEFIT

T34 Full staffing complement All Positions.

75% 85% 85% 85% 85% 90% a) Align human resource plan with annual business plan and monitor.

CEO – delegated to BSSb) Annually review organogram and project organogram

into five-year cycle (to cater for evolving changes).

| Strategic Plan 2014/15 - 2018/19 48

Integrity We are consistently trustworthy and honest

in all our interactions.

Further Stakeholder Cooperation & AlignmentTo identify active and potentially active RSTI “players” and create linkages, networks and ventures

that will further and optimise RSTI progress within the delivery funnel.

APPENDIX IIISTRATEGY MAP

Alignment and integration of Regulatory Environment

To establish a relevant and desirable operating environment underlying

legislative and statutory frameworks aligned and integrated towards optimal mobilisation of RSTI

in Namibia.

SHPO1 – Significantly improve public awareness of RSTI & its socio-economic value.

SHPO2– Establish & strengthen linkages with and amongst stakeholders within RSTI funnel.

SHPO3 – Meet Stakeholder Needs that further RSTI Effectiveness.

SHPO4 – Facilitate an enabling regulatory environment for stakeholders in RSTI.

SHPO5 – Build human resources capacity in RSTI.SHPO6 – Develop and implement a national strategy for

RSTI infrastructure.

SHPO7 – Promote knowledge transfer towards final users.

STRATEGIC THEMES

Further Public UnderstandingIn order to create interest and a

certain pull for RSTI in Namibia, public awareness and understanding will be vital, here leverage should be sought in respect of targeting segments of the population that will further RSTI progress most favourably (optimal

effort-return ratio).

Building research capacities and technical skillsBuilding research capacities together with researchers’

mobility and attractiveness will not be enough, therefore technical and research managerial skills are to be

created for efficient running of projects and facilities. Correspondingly, provision of infrastructure should be

planned, under a rationale of centralisation and optimisation of means.

Promoting innovation in the economic and social sectors

Through the NPRSTI, the NCRST will address innovation as the right approach to advance the industrialisation of the country, boosting mid- and long-term development towards

a knowledge based economy, through both supporting knowledge transfer to the private and entrepreneurial

sector, as well as supplying human and financial resources for integrating the culture and practice of innovation in the

socio-economic environment.

VALUES

PERSPECTIVE

MISSIONEstablish a national system that promotes, develops, coordinates and informs RSTI* towards a

knowledge-based society. *Research, Sciences, Technology and Innovation

VISIONTo be a leading agency that facilitates the development of Research, Science, Technology

and Innovation towards socio-economic advancement for Namibia.

FPO1 – Ensure adequacy and sustainability of funding. IPPO1 – Establish key delivery

processes with supporting systems to meet benchmark efficiency standards.

GLPO1 – Optimise Human Resources Capacity alignment that is

sustainable.

FPO2 – Optimise value created on funds expended.

FPO3 – Ensure effective financial management in total funds delivery

channel

IPPO2 – Institute Policy & Risk Management Requirements to ensure consistency of Internal Governance.

GLPO2 – Entrench a high performance work culture.

GLPO3 – Optimise talent attraction & retention.

GLPO4 – Optimise human capital cost/benefit.

Pro-activeness We act responsibly guided by

a clear purpose.

Passion for ExcellenceWe persistently pursue standards

of excellence.

Internal /Business Process Learning & GrowthFinancialStakeholder

www.ncrst.na