Annual Performance Plan 2016/17

Annual Performance Plan 2016/17-2018/19

“Do not follow where the path may lead. Go instead where there

is no path and leave a trail.”-Ralph Waldo Emerson

It is hereby certified that this Annual Performance Plan:

• Wasdevelopedby themanagementof theNationalResearchFoundation (NRF)under the

directionoftheNRFBoard;

• Takesintoaccountalltherelevantpolicies,legislation,plansandmandatesapplicabletotheNRF;

• Accurately reflects thestrategicoutcome-orientedgoalsandobjectiveswhich theNRFwill

endeavourtoachieveovertheperiod2016-2019(withaparticularfocuson2016/17)covered

bytheplan;and

• WasapprovedbytheNRFBoardforsubmissiontotheMinisterofScienceandTechnology.

Mr Bishen Singh Dr Molapo Qhobela

ChiefFinancialOfficer ChiefExecutiveOfficer

Prof Loyiso Nongxa The Honourable Mrs Naledi Pandor

NRFBoardChairman MinisterofScienceandTechnology

(AccountingAuthorityoftheNRF) (ExecutiveAuthorityoftheNRF)

NRF Annual Performance Plan 2016/17-2018/19 1

ItismypleasuretopresenttheAnnualPerformancePlanoftheNational

ResearchFoundation(NRF)fortheperiod2016/17–2018/19.Theplan

isbasedontheNRF Strategy 2020,takingcognisanceoftheNational

DevelopmentPlan2030(NDP),itsimplementationthroughthe14National

PriorityOutcomes,aswellasGovernment’sNine-PointPlan.Inreviewing

theperformanceoftheorganisationoverthefirstyearoftheNRF’sfive-year

strategicplan,itwasnecessarytomakecertainchangesinresponsetothe

evolvingprioritiesofgovernment.Inthisregardtheimplementationofthe

strategicplanwillinevitablyincludereflectionandchangestorefocusand

redirectefforttoachievethestrategicobjectivesthatultimatelycontribute

toavibrantandgloballyconnectedNationalSystemofInnovation(NSI).

ThePerformancePlanoutlines the investment strategyof the total

estimatedincomeofR4.5bnforthisfinancialyearandatotalofR12.8bn

overtheMTEFperiod2016to2019.The2016/17financialyearpresents

challengesthatwillrequiresignificantfiscalprudenceandoptimisationof

resourceallocationtoensuretheachievementofthestrategicgoalsand

objectivesoftheNRF.

Tooptimallydeliveronourmandate,theNRFwillcontinuetostrengthen

strategicrelationshipswithintheNSI.Theseincludebutarenotlimited

togovernmentdepartments–inparticulartheDepartmentsofScience

andTechnology(DST),HigherEducationandTraining(DHET)andTrade

andIndustry(dti);aswellasuniversitiesanduniversitiesoftechnology;

sciencecouncilsandstate-ownedenterprises; localandmultinational

corporations;andinternationalresearchandfundingagencies.

Theorganisation’scontinuedcommitmenttowardsarepresentativescience

andtechnologyworkforceisevidentinthealmost200%increaseinits

supportofblackandfemaleresearchersenteringthesystemoverthe

past10years.ThiscommitmentcontinuestobeapriorityovertheMTEF

period.Thiswillbeachievedthroughtheapplicationofallocationcriteria

thatcontinuetoemphasiseexcellence,aswellasfocusedinterventions

atinstitutionallevel.

TheNRF’soverallinvestmentinhumancapacitydevelopmentoverthe

MTEFperiodwillfurtherincreasethenumberofPhDgraduatesby2181

1 CEO OVERVIEW

Dr Molapo Qhobela

ChiefExecutiveOfficer

NRF Annual Performance Plan 2016/17-2018/192

inresponsetotheexpectationoftheNDP.Overthepast10years,the

numberofPhDgraduatesincreasedby90%.TheNRFhasbeendirectly

responsible forsupportinganaverageof20%ofallPhDgraduations

annually,therebycontributingtothelong-termachievementoftheNational

DevelopmentTargets.InsupportingtheSouthAfricanResearchChairs

Initiative(SARChI),theorganisationensuresthatfundamentalresearch

adheres to theethosof “excellencewith relevance”.Theorganisation

supports39researchchairsintheareaofhealthand55chairsintheareas

ofsocialscienceandthehumanities.Afurther42chairsforwomenwere

approvedandwillbeestablishedinthe2016/17financialyearinsupport

ofgendertransformation.

DuringtheMTEFperiod,increasedfocusontheNRFtowardsanational

coordinatingroleforscienceengagementthroughSAASTA,whichisaligned

totheDSTScienceEngagementFramework,willimprovecoordinationof

andencouragethepromotionofsciencecommunicationandengagement

acrossthenationalsystem.

Thenational research facilitiescontinue tosupportavibrant research

culture through theprovisionofcutting-edge researchplatforms.The

roll-outoftheMeerKATradiotelescopearrayhasbeenprogressingwell

andisexpectedtobecompletebyMarch2017,withafullarrayof64

dishesintheKaroo.Throughitsactivityinthefieldsofnuclearphysics,

materialsandnanoscience,radioisotopeproduction,clinicalresearchand

biologicalsciences,iThembaLABScontributessignificantlytoresearchin

theareaofenergysecurityinthenuclearandrenewableenergysectors,

nationalhealthinnovationandstrengtheningofthebio-economy.SAEON

hasrecentlyestablishedthehighestautomatedweatherstationinSouth

Africaat3000metresabovesealevelintheDrakensberginsupportof

researchintheareaofclimatechange.

“The organisation’s continued commitment towards a representative science and technology

workforce is evident in the almost 200% increase in its support of black and female researchers entering the

system over the past 10 years.“

TheAnnualPerformancePlanoftheNRFfortheperiod2016/17–2018/19

andtheNRF Strategy 2020weredevelopedundertheleadershipand

guidanceoftheBoard.OnbehalfoftheNRFmanagement,Iwouldlike

tosincerelythanktheBoardunderthestewardshipoftheChairperson,

ProfessorLoyisoNongxa.IalsowishtothanktheMinisterofScienceand

Technology,theHonourableNalediPandor,forherleadership,supportand

willingnesstoopenlyengagewiththeNRFBoardandExecutiveCommittee.

Furthermore,Iwishtoacknowledge,andthank,theParliamentaryPortfolio

CommitteeonScienceandTechnologyfortheirregularandconstructive

engagementswiththeNRF.

TheNationalDevelopmentPlancorrectlyidentifieseducation,trainingand

innovationascoreelementstoeliminatingpovertyandreducinginequality

inordertoensureSouthAfrica’slong-termsustainabledevelopment.The

NRFwillcontinuetofulfil itsmandateasanenabler, initiator, facilitator

andperformerofresearchandknowledgegenerationinsupportofthese

priorities.


KuyinjabulongamiukwethulaUhlelolwaMinyakaYonkeloMsebenziwe-

NationalResearchFoundation (NRF) lonyakaka-2016/17–2018/19.

Loluhlelo lusekelwekwi-NRF Strategy 2020,kucatshangelwaUhlelo

lokuThuthukisalukaZwelonke(NationalDevelopmentPlan2030(NDP)),

ukuqhutshwakwalongokweMiphumelaYezintoEzizaKuqalaZezweyesi-14,

kanyenohlelolukaHulumenilamaphuzuayi-9.Laphokuhlolwaumsebenzi

ofezweinkampanionyakeniodlulengokohlelolwminyakaemihlanulwe-NRF,

kuyekwadingekakwenziweushintshooluthilengokwezintoezishintshayo

ezizakuqalazikahulumeni.Ngakhokeukufezwakwaloluhlelokuyohilela

ukucabangisisangokujuilekanyenokwenzaushintshongenjongoyokunaka

kakhuluimigomoekhethekileenomthelelaenqubweniyomhlabawonke

ye-NationalSystemofInnovation(NSI).

Uhlelo loMsebenzi luchaza inquboyokutshala imalingokwesilinganiso

semaliengu-R4.5bnkulonyakawezimalinengqikithika-R12.8bnenkathini

ye-MTEFka-2016kuyeku-2019.Unyakawezimalika-2016/17unezinselele

ezibizelaubuhlakaninokuhlela izintongokwezingaeliphakemeukuze

sifinyeleleimigomonimiguduye-NRF.

Ukuzesiwufezekahleumsebenziesiwuphathisiwe, i-NRF izoqhubeka

iqinisaubudlelwanebezingaeliphakamengaphakathikwe-NSI.Lokhu

kuhilela iMinyango kaHulumeni; ikakhulukazi iMinyango yeSayensi

neyeZobuchwepheshe(DST),i-HigherEducationandTraining(DHET),Trade

andIndustry(dti);kanyenamaNyuvesieZobuchwepheshe;Umkhandlu

weSayensinaMabhizinisiAqondiswauHulumeni;IzinkampaniZezwekanye

NamazweOmhlabaWonke;namaHhovisiOkucwaningaOmhlabaWonke

noKwesekwaNgezimali.

Ukuzimiselakwenkampaniokuqhubekayoukuzekufinyelelwe ithimba

elixubile lezesayense nezobuchwepheshe, kusobala ukuthi ngenxa

yokwandaokucishekubeamaphesentiangu-200,ngokwesekakwayo

abacwaningiabansundunabesifazaneabaqaleukusebenzaeminyakeni

eyishumieyedlule.Lokhukuzimiselakusemqokakulenkathi ye-MTEF.

Lokhukuyofinyelelwangokulandelwakwenquboyokwabaegcizelelaukuthi

umuntuabeochwepheshile,nezindlelazokuthuthukisaizingalenkampani.

UMBUKO WE-CEO

Dr Molapo Qhobela



Ingqikithiyokwesekakwe-NRFngemaliukuzekuthuthukisweabasebenzi

enkathini ye-MTEFkuzoqhubekakwandisa inani lalaboabaphothula

ukuqeqeshwakwe-PhDngonyakaka-2181njengobakulindelwei-NDP.

Eminyakenieyi-10edlule,abafundiabaphothule izifundozaboze-PhD

yandengamaphesentiangu-90.I-NRFihilelekengokuqondileekwesekeni

abafundi abalinganiselwakumaphesenti angu-20ngonyaka, kanjalo

yesekaukufinyelelwakwamananiOkuthuthukiswaKwezwe.Ukweseka

i-SouthAfricanResearchChairsInitiative(SARChI)inkampaniiqinisekisa

ukuthiucwaningoolujulileluvumelananemiguduethi“umkhiqizoovelele

ofanelekayo”. Inkampani yeseka izingxenyeezingu-39 zocwaningo

kumkhakhawezempilonezingxenyeezingu-55kumkhakhawezenhlalo

nobuntu. Izingxenyeezengeziweezingu-42zabesifazanezigunyaziwe

futhi zizomiswaonyakeniwezimali ka-2016/17ukuzekuthuthukiswe

ukuhlonyiswakwabasifazaneemsebenzini.

Enkathiniye-MTEF,sizogxilakakhudlwanakwi-NRFukuzekuthuthukiswe

lokhookufezwa isayensikusetshenziswa i-SAASTA, isebenzisanane-

DSTScienceEngagement Framework, ukuqhutshekiselwaphambi

nokuhlongozakwezingxoxokwezesayensinenqubokazwelonke.

I-National Research Facilities iqhubekela phambi yeseka inqubo

enentshisekoyocwaningongokumisa imikhakhayezingaeliphakeme

yocwaningo.Ukumiswakwe-MeerKAT radio telescope array kwenze

intuthukoehlekakhulufuthikuzophothulwangoMashi2017,kuzomiswa

uxhaxha lwemibhoshongo engu-64 e-Karoo. Ngalokho ekufezayo

kwezenyutliya,izisetshenziswanezakhiezingezonaezesayensi,umkhiqizo

we-radioisotope,ucwaningooluningiliziwe,iThembaLABSibambaiqhaza

elikhuluocwaningwenilwendawolokuLondekakwaMandlakumkhakha

wenyutliya namandla avuselelekayo, i-National Health Innovation

nokuqiniswakwe-Bio-economy. I-SAEONmuvanje imise isikhungo

esiphakemesezobuchwephesesokuhlolwakwesimosezulueNingizimu

Afrikaendaweniephakemengamamithaangu-3000ngaphezukolwandle,

ezintabenizoKhahlambangenjongoyokuxhasaucwaningolokuShintsha

kweSimoSezulu.

UhleloLomMsebenzilwaMinyakaYonkelwe-NRFlwenkathika-2016/17

– 2018/19 ne-NRF Strategy 2020 luhlelwe ngaphansi kwebuholi

nesiqonidisoseBodi.Ngokugunyazwaabaqondisi,ngilibongakakhulu

iBodingaphansikobuholibukaSihlalo,u-ProfessorLoyisoNongxa.Ngapezu

kwalokhongidluliselaukubongaokukhulukuMongameliweZesayensi

neZobuchwepheshe,Umhlonishwau-NalediPandorngobuholibakhe,

ukusixhasa,nokuzimiselakwalkheukubamba iqhazakwi-Bodi le-RF

neKomiti eliPhethe. Futhi ngiphawulanokubonga iKomiti Lokhandlu

kaHulumenikweZesayensineZobuchwepheshengokuqhubekabehileleka

kwi-NRF.

Uhlelo lokuThuthukiswa Kwezwe luchaza imfundo, ukuqeqeshwa

nokusungulwakwezintoezintshanjengeziyisisekelosokunqandaububha

nokunciphisaukungalinganikwamathubaavulekeleabantuukuzeiNingizimu

Afrikayenzeinthutukoegxilile.I-NRFizoqhubekaifezaumsebenziwayo

ukusiza,ukuhlongoza,ukuhlelanokwenzaucwaningonokusatshalaliswa

kolwazingenjongoyokwesekaleziziciezizakuqala.


GoathabišagobamoLenaneonglaNgwagaleNgwagalagoŠomaga

MokgatlowaNagawagoTsoma(NRF)wanakoya2016/17–2018/19.

LenaneoleletheilwegoNRF Strategy 2020,kagodumelelanaleLeano

laTlhabolloyaNaga la2030 (NDP),gohlongwaga lonakaDipoelo

tšaDiketapeletše14tšaNaga,gammogoleleanoladintlhatše9tša

Mmušo.Gegobegohlahlobjatselayeomokgatloošomilegokayona

ngwagengwamathomowaleanolamengwagaemehlanolaNRF,gobe

gonyakegagoregodirwediphetogotšeitšegoelegoarabelakgolong

yadilotšeommušoodietišagopele.Tabengyegohlongwagaleanoruri

gotlaakaretšaponagatšolediphetogotšamoretsepelelagogonalego

beakanyalefsamaitekoagofihlelelamaikemišetšoaoarerilwegoaoa

tlafeleletšagokagogomomaganakatselaekgahlišagolegalefaseka

bopharagaGoHlongwagaTshepedišoyaNaga(NSI).

LeanolagoŠomalehlalosamokgwawoobeeleditšwegowaleanola

palomokayeoeakanyetšwagoyaletsenoladibilionetšeR4.5ngwageng

wowaditšheletelepalomokayadibilionetšeR12.8nakongyaMTEFgo

tlogaka2016gofihlaka2019.Ngwagawaditšheletewa2016/17ona

lemathataaoakanyakagotemogoekgologotšaikonomiletshepoya

goaroladidirišwagokgonthišetšagoregofihlelelwamaikemišetšoaoa

begoarerilweaNRF.

Elegorerekgonegofihlelelaseorebegoreikemišeditšesona,NRFe

tlatšwelapeleematlafatšadikamanotšedirerilwegomagarenggaNSI.

TšedingwetšatšonakeDikgorotšaMmušo;kagokgethegakeDikgoro

tšaThutamahlaleleThekinolotši(DST),ThutoePhagamegoleTlwaetšo

(DHET),BokgonileIntasteri(dti);gammogoleDiyunibesithileYunibesithi

yaThekinolotši;MakgotlaaThutamahlaleleMekgatloYeoeLaolwago

keMmušo;MekgatloyaMonoGaeleyaDitšhabatšhaba;leNyakišišo

yaDitšhabatšhabaleMekgatloyaDitšhelete.

Go tšwelapelegamokgatloošomaka thata tabengyakemedi ya

thutamahlalelethekinolotšigobonagalakakoketšegoyamoekabago

200%thekgongyayonayabanyakišišibabathobasolebabasadibaoba

tsenegotshepedišongyemengwagenge10yeefetilego.Boikemišetšo

bjobotšwelapeleeleketišopelenakongkamokayaMTEF.Sesetla

KAKARETŠO YA MOHLANKEDI YO MOGOLO

Dr Molapo Qhobela



fihlelelwakakgopeloyagoarolelwamagoroyeoetšwelagopeleegatelela

katlego,gammogolegotsenyaletsogogamekgatloeitšego.

PeeletšokakakaretšoyaNRFketlhabolloyabokgonibjamotholebakeng

laMTEFleoletlaoketšagopaloyadialogatšaPhdka2181elegoarabela

dilong tšeodi letetšwegokeNDP.Mengwagenge10yeoe fetilego,

paloyadialogatšaPhDeoketšegileka90%.NRFeileyaikarabelaka

golebanyakagothekgapalogareya20%yadialogakamokatšaPhD

ngwagalengwaga,gommesesatlaleletšagophihleleloyanakoeteleleya

MaikemišetšoaTlhabolloyaNaga.ElegothekgaMaitekoaBadulasetulo

baNyakišišobaAfrikaBorwa(SARChI)mokgatlookgonthišagorego

dirwanyakišišoyamotheoyeoekgomarelagomekgwengya“katlegole

kumako”.Mokgatloothekgabadulasetuloba39karolongyatšamaphelo

lebadulasetuloba55karolongya tša thutamahlale le leago lebotho.

Maduloamangwea42abasadiaileadumelelwagommeatlahlongwa

ngwagengwaditšheletewa2016/17elegothekgaphetogoyabong.

NakongyaMTEF,gotlabaletebeleloyeoeoketšegilegoyaNRFgotema

yataoloyagotsenelatšathutamahlalekaSAASTA,yeoesepedišanago

leTlhamegoyaTaoloyaThutamahlaleyaDST,etlakaonefatšataololego

kgothaletšapoledišanoyathutamahlalelegotsenelatshepedišoyanaga.

MafeloaNyakišišoaNagaatšwelapeleathekgamokgwawanyakišišo

yagokgahlišaka tokišetšoyago fokotšadikarolwana tše itšego tša

nyakišišo.Tekanyoya thelesekoupoyaseyalemoyasaMeerKATebe

edutšeetšwelapelegommegoletetšwegoreefelekaMatšhe2017,

katekanyokabotlaloyadikarolotše64goKaroo.Kamodirowayona

karolongyatseboyanuklea,ditlabakeloledilotšedisasepedišanegole

thutamahlale,tšweletšolenyakišišoyaklinikilethutamahlaleyathutaphedi,

iThembaLABSekgathatemakudunyakišišonglifelonglaPolokegoya

Matlagonuklealedikarolongtšagompshafatšamatla,GoHlongwaga

tšaMapheloNagenglegomatlafatšwagaIkonomiYeoeLegoGabedi.

SAEONesatšwagohlomalefeloleoleitirišagolamaemoabosomo

AfrikaBorwaka3000mkagodimogalewatlekuaDrakensbergelego

thekganyakišišoyaPhetogoyaLeratadima.

LeanolaNgwagaleNgwagalagoŠomalaNRFla2016/17–2018/19le

NRF Strategy 2020ahlomilwekatlasegabolaodiletlhahloyaLekgotla.

Legatonglabalaodi,keratagolebogakuduLekgotlakatlasegabohlanka

bjaModulasetulo,MoprofesaraLoyisoNongxa.Ebilekeratagoleboga

TonakgoloyaThutamahlaleleThekinolotši,MohlomphegiNalediPandor

kaboetapelebjagagwe, thekgo lego ikemišetšagokgatha temaka

bolokologiLekgotlenglaNRFleKomitingyaTaolo.Ebilekeratagoleboga

KomitiyaKagegoyaPalamenteyaThutamahlaleleThekinolotšikabaka

lagodulabaratagotsenyaletsogomedirongyaNRF.

Leano laTlhabolloyaNaga lehlalosagabotse thuto, tlwaetšo, lego

hlongwagadiloelemotheowagofokotšabodiidilegofokotšagose

lekanegabathogoreAfrikaBorwaebeletlhabologokanakoetelele.

NRFetlatšwelapeleephethagatšamaikemišetšoayonaagokgontšha,

gothomadilotšedifsa,gotlakadikgopololegodiranyakišišogammogo

letseboyagothekgamaikemišetšoa.


PART A: STRATEGIC OVERVIEW3 SITUATIONAL ANALYSIS 12

3.1 MandateoftheNRF 12

3.2 ContributorstotheMandate 12

3.3 ExecutionoftheMandate 12

4 NRF VALUE PROPOSITION 15

5 LEGISLATIVE AND OTHER MANDATES 16

5.1 ServiceDeliveryEnvironmentandStrategic

Partners–theNSI 16

5.2 PolicyEnvironment 17

5.3 StrategyImplementation 18

6 FINANCIAL OVERVIEW 21

7 NRF RESPONSE TO STRATEGIES AND PLANS 23

7.1 SituationalAnalysis 23

7.2 ACoordinatedResponsetotheImplementation 26

oftheNRDSandTYIP

8 PROGRAMME 1 - CORPORATE 35


8.2 ContributionstoStrategicObjectives 35

9 PROGRAMME 2 – SCIENCE ENGAGEMENT 47



10 PROGRAMME 3 - RISA 56


10.2 SourcesofFunding 58

10.3 LeveragedFunding 58


11 NATIONAL RESEARCH FACILITIES 70

11.1 Programme4–NationalResearchFacilities

excludingAstronomy 72

11.2 Programme5–NationalResearchFacilities–

AstronomyincludingSKASA 85

2 TABLE OF CONTENTS

PART B: PROGRAMME PLANS

1 CEO OVERVIEW 2

2 TABLE OF CONTENTS 8


PART C: KEY PERFORMANCE INDICATORS12 NRF PERFORMANCE INDICATORS 99

PART D: SUPPORTING INFORMATION13 ANNExURE 1: AlignmentofNRFStrategicOutcomes 102

14 ANNExURE 2: FinancialOverview:(Budget2015/16

andMTEFEstimates) 104

PART E: POLICY FRAMEWORK15 ANNExURE 3: NRFSupportingPolicyFramework 112

PART F: KEY CONTACT DETAILS16 CONTACTS: CorporateExecutiveCommittee 114

PART G: ACRONYMS17 LIST OF ACRONYMS 115


10 NRF Annual Performance Plan 2016/17-2018/19

TheNationalResearchFoundation(NRF)isastatutorybodyestablished

through theNationalResearchFoundationAct (ActNo.23of1998).

Asapublicagency,theNRFsupportsthedevelopmentandimplementation

ofnationalstrategyandpolicy.Theorganisationfundsresearch;supports

thedevelopmentofhigh-endhumancapacity;andprovidesaccessto

criticalresearchinfrastructuretopromoteknowledgeproductionacross

specificdisciplinary fields.Theorganisationpromotespublicscience

engagementtoinspirearepresentativeandgloballycompetitiveresearch

community.Togetherwithuniversities, research institutes,business,

industryandinternationalpartners,theNRFactsasacatalystofknowledge

productioninscienceandtechnologyinordertoimprovethequalityof

lifeofallthepeopleoftheRepublic.

TheNRFhasadoptedasystemofvaluesthatinformstheorganisation’s

approachtodeliveringonthepublicmandate.Thevaluesaregrounded

oninclusivityandatapestryofindividual,culturalandsocietalidealsand

ethicsinordertopromotestrengthindiversity,equality,equity,community

andsustainability.ThesevaluesarecitedbelowinFigure 1.

Thesixvaluesaresupportedbythecoretenetsof:

• Excellence;

• Transformation;

• ServiceCulture;and

• Sustainability.

PART A: STRATEGIC OVERVIEW

Figure 1: NRF Values

Passion for excellence

Excellence Service Culture Transformation Sustainability

World-class service Accountability

Ethics

People- centred

Respect Integrity

11NRF Annual Performance Plan 2016/17-2018/19

3.1 Mandate of the NRF

ThemandateoftheNRFis“to support and promote research through

funding, human resource development and the provision of the necessary

research 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.”Inexecutingthismandate,the

organisationsupports theConstitutionalcommitment to “improve the

qualityoflifeofallcitizensandfreethepotentialofeachperson”.

TheNRFalsosupportsandpromotesawarenessofandengagement

withscienceinordertoimprovethelevelofscienceliteracyandpublic

participation in science, technology, engineering,mathematics and

innovation(STEMI).

3.2 Contributors to the NRF Mandate

TheNRFmandateiscontextualisedintermsofnationalprioritiesasset

outintheNationalDevelopmentPlan(NDP)2030,andtheMediumTerm

StrategicFramework(MTSF)2014to2019,aswellasthestrategiesand

policiesof theDepartmentofScienceandTechnology (DST)and the

DepartmentofHigherEducationandTraining(DHET)andothergovernment

departments.Theorganisationconsidersshiftsinglobalresearchagendas

toensurethatSouthAfricaachievesexcellencewithrelevance.

3.3 Execution of the Mandate

The NRF executes its mandate through a five-year strategy and

implementationplan,NRF Strategy 2020,whichtakescognisanceof:

3 SITUATIONAL ANALYSIS


Figure 2: NRF Strategic Outcomes

An internationally competitive,

transformed and representative

research system

Leading-edge research and infrastructure

platforms

A reputable and influential agency

shaping the science and technology

system

Scientifically literate and

engaged society

A skilled,

committed and representative NRF research and technical

workforce

A vibrant and globally connected national

system of innovation

• TheNDP,asarticulatedthroughthe14PriorityOutcomesintheMTSF

(2014to2019);

• NationalGovernment’sNine-PointPlan;

• Emergingdevelopmentsinnationalpolicyandstrategythatpotentially

impacttheexecutionoftheNRFmandate;

• TheDSTstrategicobjectives,plansandpoliciesalignedtothemandate;

• TheDHETstrategicobjectives,plansandpoliciesaligned to its

mandate.

3.3.1 NRF Strategy 2020 – Vision and Mission

TheNRFcreatespertinentlinkagesandgalvaniseselementsofthenational

systemof innovation (NSI) to respond to thenationalpriorities in the

interestofbenefitingsocietyandensuringabetterlifeforallthepeople

oftheRepublic.TheNRFvisionstatementisthus:

...Catalysing knowledge production for societal benefit.

Themissionof theNRF is to support an increaseof researchand

developmentoutputsoftheNSI.In2014,SouthAfricacontributed0.67%

toglobalISIpublications.Thisrepresenteda34%increaseintheresearch

productivityofthecountryoverathree-yearperiod.Giventheneedfor

thecountry tosignificantly improvequalityand influence in theglobal

scienceandtechnologyspace,theorganisationaspirestocontributeto

thecountryproducing1%oftheglobalresearchanddevelopmentoutputs:

...To contribute to the knowledge economy in South Africa by attaining at least 1% of the global research

and development (R&D) output by 2020.

3.3.2 NRF Strategy 2020 – Strategic Outcomes

Thestrategicoutcome-orientatedgoalsareachievedthroughthecareful

developmentandalignmentofappropriate implementationobjectives

andrelatedplans.Figure 2 indicates thefivestrategicoutcomesthat

contribute to the long-termorganisationaloutcomeofa vibrantand

globallyconnectedNSI.



The NRF has taken an integrated approach to strategy implementation by setting clear objectives for each of the five diverse yet interconnected programmes. The implementation has been supported by structural and systemic realignment and renewal.

The NRF recognises that the strategic outcomes reflect a combination of organisational and system-level outcomes. It is imperative that the organisation, as an agency and policy implementer, attempts to orchestrate measurable system-level shifts.

Figure 3: NRF Strategic Outcomes linked to Strategic Objectives

3.3.3 NRF Strategy 2020 – Strategic Objectives

TheNRFisadiverseandcomplexorganisationthatleveragesthecomplementarityofitsvariouscomponentsandpartners.Figure 3presentsthe

suiteofhigh-levelstrategicobjectiveswhicharealignedtothelong-termstrategicoutcomeofa vibrant and globally connected NSI.

An internationally competitive, transformed and representative research system1

Leading-edge research and infrastructure platforms Establish and maintain research infrastructure and platforms2

A reputable and influential agency shaping the science and technology system

Grow NRF influence, impact and reputation

Optimise return on investment3

A skilled, committed and representative NRF research and technical workforce Improve talent management5

Scientifically literate and engaged society Entrench science engagement4

Promote globally competitive research and innovation

Enhance strategic international engagements

Provide best practice systems in support of grant-making, reviews and evaluations

A vi

bran

t and

glo

bally

con

nect

ed n

atio

nal s

yste

m o

f inn

ovat

ion


TheNRFplaysacatalytic roleacross

thepublicsectorandtheNSIthroughits

cross-cuttingmandate.Theorganisation

isappropriatelypositionedtocollaborate

andcoordinatewithpublicandprivate

partnersbothlocallyandinternationally.

TheNRFvalueproposition is reflected

inFigure 4.

The organisation’s value proposition

ispremisedon theability todeliver a

consistentlyhighquality service to its

stakeholdersinanefficientandeffective

manner.Examplesinclude:

• Theprovisionofcost-effectiveshared

services including fit-for-purpose

businesssystems;

• Theprovisionofhigh-fidelitysystemic

and business-level intelligence in

supportofevidence-baseddecision-

makingaswellasbusinessevaluation

andmonitoring;and

• Thecreationofvibrantcollaborations

andpartnershipswiththepublicand

privatesector,bothlocallyandabroad,

insupportofknowledgegeneration

andhumancapitaldevelopment.

4 NRF VALUE PROPOSITION

Figure 4: NRF value proposition

ENABLER

The organisation enables the pursuit of cutting-edge research and human capacity development through the provision of support through customised granting instruments and providing access to customised infrastructure platforms.

INITIATOR

The organisation initiates strategies and policies for the development of knowledge capital through the provision of system intelligence in support of national and sectoral decision-making.

FACILITATOR

The NRF facilitates:• Vibrantglobalcollaborationnetworksandstrategic

partnerships;• Thedynamicengagementbetweenscienceandsociety.

PERFORMER

In terms of the NRF mandate, the organisation performs as:• Researchperformerthroughthenationalresearch

facilities;• Agrantingagencyinsupportofknowledgeandhuman

capacitydevelopment;• Acontributortostrategyandpolicydevelopmentand

implementationinthesystem.



ThroughspecificinitiativesdevelopedbytheNRF

andgovernment,theorganisationrespondsto

theneedsofthecountryandtherebycontributes

tothetriplechallengesofunemployment,poverty

andinequality.Annexure1onpage102maps

thealignmentoftheNRFstrategicgoalsand

objectivestothe14priorityoutcomessetout

intheMTSF(2014–2019),aswellastheDST

strategicoutcomes.

5.1 Service Delivery Environment and Strategic Partners – the NSI

TheNRFistheprincipalagencyofgovernment

supportingpostgraduateresearchandtrainingin

thehighereducationinstitutions(HEIs).Figure 5

isbasedon theOrganisation forEconomic

Co-operationandDevelopment(OECD)mapping

oftheNSIandoutlinesthemajorrole-players

andthelevelsofaction.TheNRFplaysadual

rolebyactingatlevels3and4.Atlevel3,as

anagency,theorganisationactsasanenabler

andinitiatorthroughthesupportofpolicyand

strategydevelopment,andtheimplementation

inalignmentwiththeNRFmandate.

At level4,throughtheprovisionof innovative

science and technology platforms via the

NationalResearchFacilities, theNRFactsas

aresearchandinnovationfacilitatoraswellas

5 LEGISLATIVE AND OTHER MANDATES

aperformer.FurtheramendmentstotheNRFActproposesupportofthecoordinationofstrategy

across theNSI,which includeseducational institutions,sciencecouncils,sciencecentresand

museums,professionalassociations,internationalpartnersandprivatebusiness.

TheDSTisthelinedepartmentoftheNRF.Otherstrategicpartnersinthedeliveryenvironmentare

theDHETandHEIs;aswellasscienceinstitutionssuchassciencecouncils.

Figure 5: The South African science landscape (amended from the OECD 2007)

Leve

l 1:

High

-leve

l po

licy

Government Advisory: NACI ASSAf

Leve

l 2:

Min

istr

y The NRF as an agency supports the development and implementation of system-level policy and strategy.

DST DHET the dti DoE DMR NDA DoH DAFF DEA National Treasury

Other Departments

Leve

l 3:

Agen

cy The NRF executes its mandate as a funding agency in line with national priorities.

IDC SANERI MRC WRC

TIA SEDA

Leve

l 4: R

esea

rch

and

Inno

vatio

n Pe

rform

ers

The NRF acts as a research performer through the national research facilities.

HEIs SABS NECSA Mintek ARC MRC SAWS Business EnterprisesHSRC NHSS ASSAf MCM

CSIR SANBI

SANSA

For a list of acronyms, refer to pages 115–116


TheNRFactively engages inpublic-private

partnershipsaswell,andhas fostered long-

standing relationshipswithkey localprivate

sectorpartnersandmulti-nationalorganisations.

In termsof theWhitePaperonScienceand

Technology,theNSIcanbethoughtofasaset

offunctioninginstitutions,organisations(inthe

publicandprivatesectors)andpolicieswhich

interactconstructivelyinthepursuitofacommon

setofsocialandeconomicgoalsandobjectives.

TheNRF,asamember institutionoftheNSI,

principallyliaiseswithuniversitiestoenableand

support thecreationofnewknowledgeand

humancapacitydevelopment.Thestrategies,

plansandprioritiesoftheNRFaredeliberately

constructedandchosen tocomplement that

ofother roleplayers in theNSI towards the

commonpursuitofshapingandtransformingthe

NSItowardssocialandeconomicdevelopment

ofSouthAfrica.

5.2 Policy Environment ThepolicyenvironmentoftheNRFisinfluenced

byapplicablenationalstrategiesanddepartment-

levelpoliciesthatimpacttheNRF’sexecution

ofitsmandate.Theprimarynationalstrategies

includethefollowing:

5.2.1 National Strategies

National Development Plan 2030 (NDP)

TheNDPendeavoursto“… chart a new course

and write a new story”forSouthAfrica.Theplan

mapsawayforthecountrytoeliminatepoverty,

addressinequalityandensurethatallcitizens

havetheabilitytoseizeavailableopportunities.

ThekeyroleplayersintheNSI,namelytheDST

andtheDHET,supportedbytheNRF,aimto

addressthechallengesby:

• Increasing thenumberofacademicstaff

withPhDqualificationsfrom43%to75%;

• Increasing the numberof postgraduate

enrolmentsatHEIs from16%to25%or

more;

• Growingthenumberofdoctoralgraduates

from2000to5000graduatesperannum;

andinsodoing,increasingthenumberof

PhDspermillionofpopulationfrom36 in

2015to100by2030.

Thesesystemicdrivers,includingtheinherent

requirement forsystemic transformationand

excellence,havebeenrecognisedinthestrategic

planoftheNRF Strategy 2020.

National Research and Development

Strategy (NRDS)

TheNRDSarticulatestheneedforacompetitive

research funding system to be built on

internationalbestpractice,aswellasthebenefits

of andneed for knowledgegeneration and

innovation.Thestrategyidentifieshumancapital

development(HCD)andtheneedtotransform

thesystemthroughtheupliftmentofdesignated

groupsasessential,andadvocatesthepursuitof

excellenceinglobalterms.TheNRFsubscribes

toandimplementsallaspectsofthestrategy.

National Plan for Higher Education

TheNationalPlanforHigherEducationprovides

animplementationframeworkforrealisingthe

objectivesofthewhitepaperontransformingthe

highereducationsystemtomeetthesocialand

economicdevelopmentneedsofthecountry.

Human Resource Development Strategy

(HRDS)

TheHRDSrecognisestheneedtoimplement

a systemic strategy for human resource

developmentinordertoaddressthedisparitiesin

wealthandpovertythroughtheinstitutionalisation

of human resource development planning

and implementationaswell as theeffective

monitoringofprogressagainstnationaltargets.

5.2.2 Science and Technology Strategies

and Policies

Ten-Year Innovation Plan (TYIP) (2007)

Theprimaryobjectiveof theplan is todrive

SouthAfrica’ssociety towardsaknowledge

economybyusingscienceandtechnologyto

enhanceeconomicgrowthandsocio-economic

development through the identificationof the

grandchallenges.

Strategy for Human Capacity

Development for Research, Innovation

and Scholarships

Thestrategyidentifiesasetofinterconnected

objectives that aim to significantly increase

nationalcapacityinresearchandinnovation.



National Strategy for Multiwavelength

Astronomy

Thestrategyaims to leverageoff thestrong

internationalcollaborativenetworktostrengthen

astronomyontheAfricancontinent.

DST Science Engagement Framework

Thisframeworkprovidesanoverarchingstrategic

context toadvancescienceengagement in

SouthAfrica. It is intendedtoencourageand

improvethecoordinationofsciencepromotion,

communication and engagement activities

across theDSTpublic entities, universities,

othergovernmentdepartmentsandscience

councils,museumsandpartnersoutside the

publicsector.

South African Research Infrastructure

Roadmap (SARIR)

SARIRisaproactiveinstrumentthatsupports

strategicplanningandevaluationoftheneed

for large-scale research infrastructure in the

NSI.Throughtheroadmap,theinvestmentin

research infrastructurewillnowbesupported

byhigh-levelplanningandevaluationthatwill

ensurealignmenttonationalpriorities,optimise

returnoninvestmentandensuresustainability.

5.2.3 Other

Science, Technology and Innovation

Strategy for Africa 2024 (STISA)

ThisAfricanUnionstrategyaims toachieve

continentalgrowth,sustainabledevelopment

andsocial integrationbydrawingupon the

potentialofAfricanpeople,especiallywomen

andyouth,foritsdelivery.

5.3 Strategy Implementation

Asarecipientofpublicfunding,theNRFmust

operatewithintheparameterssetoutbyrelevant

legislationandapplicablebestpractice.Within

thisstructureofaccountability, theNRFhas

organiseditsdeliverysystemtoensureefficient

andeffectivedeliveryofservicesandoptimised

returnoninvestment.

TheNRFiscommittedtoentrenchingacultureof

openness,ethicalbehaviourandaccountability,

therebyenhancingpublictrustandstakeholder

assurance.

5.3.1 Accountability Structures

TheaccountabilitystructuresoftheNRFinclude

systemsviawhichtheNRFisdirected,controlled

and held accountable. These systems are

determinedby legislativepoliciesbasedon

theNRFAct,thePublicFinanceManagement

AmendmentAct(PFMA)(ActNo.29of1999),

theNationalTreasuryReportingFramework,the

DSTGovernanceFrameworkforPublicEntities

and theSouthAfricanCompaniesAct (Act

No.71of2008).Inaddition,theNRFadheres

to the requirements of theKingReport on

CorporateGovernanceforSouthAfrica(KingIII).

Parliament, through theParliamentaryPPC

on Science and Technology, maintains

high-level oversight of the entity,while the

ExecutiveAuthority (theMinisterofScience

andTechnology)andtheAccountingAuthority

of theNRF (theNRFBoard)areaccountable

fortheentity.

Figure 6belowrepresents theaccountability

structureoftheNRF.

Figure 6: Accountability structure of the NRF

Parliamentary Portfolio Committee (PPC)

Accounting Officer: The Chief Executive Officer of the NRF

Corporate Executive Committee

Accounting Authority: The NRF Board

Executive Authority: The Minister of Science and Technology


5.3.2 Operational Structure

Theorganisation isstructured intofivespecificprogrammes thatalign

seamlesslytotheNRFMandate.

Separately andcollectively theprogrammesof theNRFenable the

executionoftheNRFmandate.ThroughtheCorporateProgramme(1),the

organisationbenefitsfromanenablinggovernancestructurethatincludes

sharedservicesthroughbusinesssystems,policiesandprocedures.The

organisationdeliberatelymaintainsbusinessoverheadsaslowaspossible.

Programme2isanexternallyfocuseddivisionthatdirectsandcoordinates

scienceengagement,communicationandeducationwithin theNRF.

Through theResearch InnovationSupportandAdvancement (RISA)

division(Programme3),theNRFexecutesitsprimaryfunctionofsupporting

researchand thedevelopmentofHCD, knowledgegenerationand

infrastructureprovisioningwithintheNSI.Programmes4and5allowthe

NRFtoperformresearchandinnovationthroughthenationalresearch

facilities.TheorganisationalstructureisshowninFigure 7.

Figure 7: NRF organisational structure per programme

CORPORATE SECRETARY

NRF BOARD

CEO

Biodiversity Environment Conservation

SAIAB

NZG

SAEON

Nuclear

iThemba LABS

PROG

RAM

ME

4

DEPUTY CEO:National Research Facilities

Astronomy

SAAO

HartRAO

SKA SA Project

PROG

RAM

ME

5

RE ARIC

HICD IEPD

GMSA KFD

IRC RCCE

PROG

RAM

ME

3

Science Education

Science Engagement

SAASTA

Science Awareness

Science CommunicationPROG

RAM

ME

2

GROUP EXECUTIVE: Science Engagement

and Corporate Relations

Legal Services

Human Resources Corporate Relations

PROG

RAM

ME

1

GROUP EXECUTIVE: Human Resources and Legal Services

DEPUTY CEO:Astronomy

DEPUTY CEO:Research and

Innovation Support and Advancement (RISA)

Knowledge Management Corporate

Information Communication Technology

Governance

Corporate Finance

Supply Chain Management

GROUP EXECUTIVE: Finance and Business Systems

For a list of acronyms, refer to pages 115–116



5.3.3 Risks in the Delivery Environment

TheNRF implementsa robustsystemofenterprise riskmanagement

(ERM)inordertoensurethattheaccountingauthorityhasabalanced

viewoftherisksandopportunitiesfacingtheorganisation.

TheNRFidentifiesandtreatsstrategicrisksthroughtheimplementation

ofmitigationstrategiesasdiscussedbrieflybelow:

• Whilethelackofcoordinationamongthevariousroleplayerswithin

theNSIisanongoingchallenge,theNRFutilisesitsreputationand

positiontoforgelastingrelationshipsandpartnershipsthatsupport

andfacilitatecoordinatedactionsinlinewithcertainpriorities.

• Theageing scienceand technologyworkforce results in ahigh

percentageofresearch,supervisoryandmanagementstaffapproaching

retirementage.Thecurrentworkforce isalsonotrepresentativeof

thecountry’sdemographics. Internal to theNRF, theorganisation

ensurestheadoptionofarepresentativesystemofsuccessionplanning

andskillsdevelopment.Within theNSI, theNRFutilises targeted

interventions to facilitate transformationand theachievementofa

representativeworkforcethroughensuringthatestablishedresearchers

mentorandsupervisetheemergingresearchercohortasacomponent

ofthelargerplanofsuccession.

• The increaseddemand forsupportagainsta limitedparliamentary

grant ismanaged throughcost-optimisationstrategieswithin the

NRF.Theorganisationhasalsoadoptedasystemofleveragingwith

regardtofundinginstruments.

AlthoughnotunderthedirectcontroloftheNRF,theserisksareclosely

monitoredand,wherefeasible,thesystemispositivelyinfluencedbythe

managementoftheNRF.


TheNRFreceivesthemajorityofitsfundingfrom

NationalTreasury through theDST.TheNRF

receives70%ofitsfundingundertheMedium

TermExpenditureFramework(MTEF)–ofthis

amount50%isring-fenced,while20%ofthe

allocationisdiscretionary(parliamentarygrant).

Inaddition,theNRFreceives25%ofitsfunding

throughseveralcontracts.Theremainder(5%)

isrelatedtoself-generatedNRF income.The

cumulativeincomeovertheMTEFperiod(2016

–2019)ofR12.4bnisawardedinthecategories

asdepictedinFigure 8.Adetaileddiscussionof

thefinancialoverviewcanbefoundinAnnexure2

onpage104.

The NRF parliamentary grant allocation

enables the organisation to deliver on its

statutorymandate.Theparliamentarygrant

hasexperiencedslowgrowth,withanaverage

annual increase of 3%between 2012 and

2016.WhiletheNRFhasembarkedonvarious

austeritymeasuresoverthepastthreeyears,

theorganisation’sabilitytorespondtonational

prioritieshasbeensignificantlyaffected.

Projected expenditure for the year ending

31March2017isshowninFigure 9.TheNRF

followsabalancedportfolioofinvestmentthat

isevidence-basedand insupportofstrategy

andpolicy.

6 FINANCIAL OVERVIEW

Figure 9: Total projected expenditure

including capital (2016/17)

Corporate

Science Engagement

RISA

National Research Facilities: excluding Astronomy

National Research Facilities: Astronomy

Figure 8: Comparison of sources of funding (2012/13–2018/19)

Actual2012/13

Actual2013/14

Actual2014/15

Projected2015/16

Budget2016/17

Budget2017/18

Budget2018/19

Otherincome 124 154 182 150 138 142 143

Contract 1 270 1 594 1 352 1 337 1 107 895 914

MTEFallocation: Ring-fenced

153 597 718 2 054 2 315 2 126 2 206

MTEFallocation:Parliamentarygrant

765 816 851 878 883 926 980

Total 2 312 3 161 3 103 4 419 4 443 4 089 4 243

5 000

4 000

3 000

2 000

1 000

0

3% 2%

56%

27%

12%



RISAaccounts for58%of theexpenditurewhich is tobe invested in

theNSI through thevariousgrant-funding instruments.Aspartof the

transformationoftheNSI,RISAaimstosupport1739blackand2209

femaleresearchersinthe2016/17financialyear.Theprogrammewillalso

fund8265studentsfromdesignatedgroups.RISAwillspecificallypursue

theratingofadditionalresearchersfromdesignatedgroupsandhasset

atargetofcloseto2000ratedresearchersfromdesignatedgroupsover

thenextfinancialyear.

TheNationalResearchFacilitiesforAstronomyincludingSKASAisthe

secondlargestinvestmenttobemadebytheNRF,where26%ofthetotal

isallocated.ThisislargelyrelatedtotheSKASAprojectwhereR1bnwill

beinvestedintheMeerKATconstructionandSKASAprojectcostsover

the2016/17financialyear.

TheCorporateOfficeconstitutesonly3%of the totalexpenditure for

2016/17.This is in linewith theausteritymeasuresofmaintaining the

corporateoverheadsatlessthan3%ofexpenditure.

ScienceEngagement iscurrently limited to4%of the totalprojected

expenditure.Theprogrammeexpects to reach1040000members

ofpublic,15210educatorsand374403 learners. It isexpectedthat

Programme2willreceiveadditionalcontractincomeduringthefinancial

year,whichwillappreciablyincreasethereach.

Itshouldbenotedthatcontractandring-fencedincomereceivedbythe

NRFconstitutesthelargercomponentoftotalincomeatmorethanthree

timestheparliamentarygrant,whichistheonlysourceofdiscretionary

income.Thisarrangementcreatesasignificantchallengewithregardto

thecostsandtimeassociatedwithmanagingcontracts,andring-fenced

fundingdoesnotallowformediumtolong-termplanning.

Themagnitudeofrecentfluctuationsoftherandoninternationalmarkets

will inall likelihood result inanunanticipated increase inexpenditure

for foreigncurrencydenominatedcommitments– forboth theNRF

and the institutions it funds.Large-ticket items includebursariesand

fellowshipsfor internationalstudents,theacquisitionandmaintenance

of research infrastructureatnational research facilities, theNational

EquipmentProgramme(NEP)whichfundsresearchequipmentathigher

educationinstitutions,subscriptiontointernationalresearchdatabases

andinternationalmembershipfees.ApproximatelyR150millionisspent

onsuchtransactions,whicharesubjecttoforexvolatility.Thechangein

ratesfromOctober2015tomid-January2016hassignificantlyreduced

themoniesavailableforresearchfundingbyapproximatelyR35million.


7.1 Situational Analysis

TheNRFrespondstonationalprioritiesandstrategiesthroughsupporting

research,humancapacitydevelopmentandplatformprovisioninginthe

followingbroadcategories:

• NaturalScienceandEngineering;

• SocialScienceandHumanities;

• HealthSciences;and

• AgricultureandEnvironmentalSciences.

ParticularfocusisprovidedinthevariousdomainsassetoutinFigure

10 on page 24.Theorganisationinitiatesitsinvestmentstrategythrough

thesupportfornext-generationresearchers,whereapproximately37%of

thegrantfundingisawardedtohonours,master’sanddoctoralstudents

onanannualbasisassetoutbelow.ThisdirectlysupportstheNDP2030

priorityofincreasingthenumberofpostgraduateenrolmentsattheHEIs.

Theproductivityof thesystemhas increasedby90%over theperiod

from2005to2014,withPhDgraduationsgrowingfrom1189in2005to

2258in2014.TheNRFhasbeendirectlyresponsibleformorethan20%

oftheannualPhDgraduations.WhilePhDnumbersareontheincrease,

meetingtheNDPtargetof5000PhDgraduatesperannumby2030is

amultifactoredchallengethatmustbeaddressedthrough,amongother

things,thegrowthinPhDqualificationsamongresearchandinstructional

staffattheHEIs.

TheNRFsupportsdevelopmentof staff at theHEIs throughvarious

careerdevelopmentfundinginstruments.Overthepastfouryearsfrom

2011to2014,thenumberofstaffwithPhDqualificationshasgrownat

anaveragerateof7.2%peryear,with43%ofresearchandinstructional

staffhavingachievedaPhDqualificationby2014.In2014,thesystem

produced41.8PhDs/millionofpopulationagainstanNDPtargetof100

PhDs/millionofpopulationby2030.

Theoverallproductivityofresearchersisincreasingsteadily,withthetotal

numberofISIpublicationsbySAauthorsincreasingby14%between2013

and2014.NRF-fundedresearcherscontributed44%ofthetotalnumber

ofISIpublicationsintheNSI.Figure 11showsaconsistenttrendofhigher

productivityofNRF-ratedresearchersversusnon-ratedresearchers.

7 THE NRF RESPONSE TO STRATEGIES AND PLANS

Figure 11: Average number of ISI publications by rated vs non-rated NRF-funded researchers

3.02.52.01.51.00.50.0

2011 2012 2013 2014

Average number of authored or co-authored ISI publications per

non-rated NRF-funded researcher

Average number of authored or co-authored ISI publications per

rated NRF-funded researcher



Biological, Chemical, Earth & Marine, Environmental, Material, Physical and Technology

Agriculture

Arts, Humanities, Social Sciences Computer and Information Science

Engineering Mathematical Science

Economics Law

Medical and Health Science Total

Figure 10: Percentage of next-generation researchers, from designated groups, supported in line with the NRF broad categories

Black Female Black Male White Female White Male

41.8% 4 110

1,316 (32%)

1,168 (28%)

892 (22%)

724 (18%)

367

3.7%107 (29%)

152 (42%)

37 (10%)

68 (19%)

568

5.8%213 (38%)

182 (32%)

17 (22%)

14 (18%)

1 13211.5%

211 (19%)

429 (38%)

85 (8%)

404 (36%)

5505.6%

115 (21%)

219 (40%)

38 (7%)

176 (32%)

9489.7%

430 (45%)

351 (37%)

91 (10%)

76 (8%)

720.7%

19 (26%)

13 (18%)

27 (37%)

14 (19%)

9029.2%

358 (40%)

174 (19%)

269 (30%)

98 (11%)

1 17511.9%

743 (42%)

379 (21%)

479 (27%)

171 (10%)

10 400

100%3 512 (34%)

3 067 (29%)

2 012 (19%)

1 809 (17%)


TheNRFratingsystembenchmarksthequalityofSouthAfricanresearchersagainstthebestintheworld.Bothestablishedandemergingresearcherscanapplyforrating.RatingcategoriesA,BandCapplytoestablishedresearcherswithextensiveresearchcareers.Growingrepresentivityinthesecategoriesisalong-termprocess,whichisdependentonchangingthedemographicprofileofestablishedresearchersasawhole.ThecurrentdemographicrepresentationisdepictedinFigure 12.

EmergingresearcherscanapplyforaPorYrating.(TheLratingcategorywasdiscontinued).Representivityinthesecategoriesismorebalanced,withnoticeablegrowthofblackmalesspecifically,ascanbeseen inFigure 13.Thesecategoriespresentastrongopportunityforreform,withmorethan2000blackmaleandfemaleresearcherscurrentlyatHEIsthatcouldqualifyforarating.TheNRFwilllaunchtargetedinitiatives,suchastheResearchMentoringInitiative,toexponentiallyincreasethenumberofratedemergingblackandfemaleresearchers.

Figure 12: Demographic representation of A, B and C-rated researchers

BlackFemale BlackMale WhiteFemale WhiteMale

2010/11 40 210 390 1 121

2011/12 60 237 423 1 169

2012/13 84 338 533 1 261

2013/14 100 387 588 1 362

2014/15 111 436 621 1 403

2015/16 131 502 681 1 460

1 6001 400 1 2001 000

800600400200

0Num

ber o

f res

earc

hers

Figure 13: Demographic representation of P, Y and L-rated researchers

BlackFemale BlackMale WhiteFemale WhiteMale

2010/11 30 90 114 140

2011/12 36 100 114 139

2012/13 40 107 123 151

2013/14 52 129 149 191

2014/15 59 150 162 189

2015/16 68 165 174 187

200

150

100

50

0

Num

ber o

f re

sear

cher

s



7.2 A Coordinated Response to the Implementation of the NRDS and TYIP

TheNRFrespondstotheNRDSandtheTYIPthroughacoordinatedapproachtoknowledgegeneration,thedevelopmentofhumancapacityand

theprovisionofcutting-edgeresearchplatformsinpriorityareas. Table 1belowisasummaryoftheorganisation’sresponsethroughthevarious

collaborationinitiatives,projectsandfundinginstruments:

Table 1: Examples of the NRF’s contribution to the Grand Challenges and the Geographic Advantage Areas

Gra

nd C

halle

nge

Grants SARChI CoEs National Research Facilities

DrugDiscoveryProgramme(includingFSATI)

MarineandCoastal Management(MCM)

NationalBioinformatics Network(NBN)

Bio-economyResearchChair

BiomedicalTuberculosis

TreeHealthBiotechnology

EpidemiologicalModelling

InvasionBiology

BirdsasKeyIndicatorsofBiodiversity

InternationalBarcodeofLife(iBOL)

EnergyBursaries

SouthAfricanNuclear HumanAssetandResearchProgramme(SANHARP)

EnergyEfficiencyand RenewableEnergy

EnergySpokes

EnergyHub

JointInstituteforNuclearResearch(JINR)

SASouthKorea

PlannedEnergyResearchChairs

PlannedHydrogenFuelCellsResearchChairs

ExistingEnergyResearchChairs

Catalysis

IntegratedMineralandEnergyResourcesAnalysis

MANuSandMatSci

EnvironmentalIsotopeLaboratory

AcceleratorMassSpectroscopy(AMS)Unit

InkabayeAfrica

GlobalChangeResearchPlan(GCRP)

GlobalChangeResearchChairs Long-termEnvironmentalObservation

Community-UniversityPartnershipProgramme:Community-basedAssessmentProject

HumanandSocialDynamics

CommunityEngagementwithScience

SocialSciencesandHumanitiesResearchChairs

MathematicsEducationResearchChairs(FirstRand)

FoodSecurity

HumanDevelopment

Bio-economy

Human and Social Dynamics

Global Change

Energy Security


Gra

nd C

halle

nge

Geo

gra

phi

c A

dva

ntag

e

Grants SARChI CoEs National Research Facilities

MultiwavelengthAstronomy(MWLA)

InternationalAstronomyPartnerships:

-China

-India

-JIVE

-Netherlands

-UnitedKingdom

-USA

AstronomyandSpaceScienceResearchChairs

SpaceGeodesy

SquareKilometreArray

(KAT7andMeerKAT)

SouthernAfricanLargeTelescope(SALT)

SAAOexcludingSALT

NationalAstronomyandSpaceScienceProgramme(NASSP)

HCDforMultiwavelengthAstronomy(MWLA)

Geo

gra

phi

c A

dva

ntag

e

AfricanOriginsProgramme(AOP)

PalaeontologicalScientificTrust(PAST)

PaleoResearchChair Palaeoscience

IKSResearchGrants

IKSDevelopmentGrantIKSResearchChairs IKS

BioinformaticsFunctionalGenomics

CollaborationwithSouthAfricanNetworkforCoastalandOceanicResearch(SANCOR)

MarineandCoastalManagement(MCM)

Society,EcosystemsandChange

SouthAfricanBiosystematicsInitiative(SABI)

BiodiversityResearchChairs

InvasionBiology

BirdsasBiodiversityIndicators

TreeHealth

iBOL

AfricanCoelacanthEcosystemProgramme(ACEP)

WildlifeBiologicalResourceCentre(wBRC)

SouthAfricanNationalAntarcticProgramme(SANAP)

Astronomy

Human Palaeontology

Biodiversity

Indigenous Knowledge Systems (IKS)

Antarctic research



7.2.1 National Research and Development Strategy (NRDS)

The strategypursuesglobal excellenceby capitalisingonareasof

geographicandknowledgeadvantage through research, researcher

developmentandknowledgegeneration.Theareasofadvantageare

identifiedas:

• Palaeosciences;

• Antarcticresearch;

• Indigenousknowledgesystems(IKS)relatedtoSouthernAfrica;

• Biodiversity;and

• Astronomy.

Investmentinthegeographicandknowledgeadvantageareas(excluding

Astronomy)hasbeengrowingsteadilyovertheyears,withanaverage

increaseof16%yearonyearoverthepastthreeyears.TheNRFhas

committedtoinvestR190minthe2015/16financialyear.OvertheMTEF

period,a totalofR757mwillbe invested,whichwill result ina28%

increaseininvestmentin2016/17,withanaverageincreaseof3%per

yearinthetwoouteryears.Theinvestmenttrendsandbudgetestimates

fortheGeographicandKnowledgeAdvantages(excludingAstronomy)

arerepresentedinFigure 14below.

Todate,fiveCentresofExcellence(CoEs)havebeenestablishedinareas

ofgeographicadvantage,namelyPalaeosciences,IKSandBiodiversity.

ResearchchairshavebeenawardedthroughtheSouthAfricanResearch

ChairsInitiative(SARChI)inthesameareas,specificallyinbiotechnology

andthenaturalsciences.OvertheMTEFperiod,R346m(45%)ofthetotal

investmentwillbedirectedtowardsfurtherdevelopmentofresearchchairs

intheseareas.Theinvestmentoverthepastthreeyearshassupported

Figure 14: Investment trends and budget estimates (2012/13-2018/19): Geographic and Knowledge Advantages (excluding Astronomy)

Palaeosciences AntarcticResearchIndigenousKnowledgeSystems

(IKS)Biodiversity

2012/2013Actual 9.0 15.0 10.8 90.6

2013/2014Actual 18.6 10.7 11.9 93.8

2014/2015Actual 37.1 15.8 14.8 107.1

2015/2016Budget 27.6 18.0 15.1 130.0

2016/2017Budget 36.7 40.2 21.2 145.0

2017/2018Budget 36.3 42.4 21.9 152.5

2018/2019Budget 36.2 44.4 22.6 157.1

180.0160.0140.0120.0100.0

80.060.040.020.0

0.0

Rand

(mill

ion)


approximately2000studentsbetweenhonoursandpostdoctorallevels

(excludingAstronomy).

Over the MTEF period (2016/17 to 2018/19), the investment in

astronomywillbeR361mexcluding theSKASAproject.Figure 15

below indicates the investment in the SouthAfricanAstronomical

Observatory (SAAO) and Hartebeesthoek Radio Astronomy

Observatory (HartRAO) platforms. Human capacity development

investment inastronomy researchchairs,supportofNASSPand the

HCD forMultiwavelengthAstronomyProgramme is represented in

Figure 16.InvestmentintheMultiwavelengthAstronomyProgrammehas

beendiscontinuedovertheMTEFperiod.

Figure 15: Infrastructure investment trends and budget estimates 2012/13-2018/19: Astronomy (excluding SKA SA)

SALT SAAOexcludingSALT HartRAO Total

2012/2013Actual 18 55 25 98

2013/2014Actual 20 61 42 123

2014/2015Actual 23 69 29 121

2015/2016Budget 26 66 45 137

2016/2017Budget 20 66 54 140

2017/2018Budget 21 59 35 115

2018/2019Budget 23 62 29 113

140.0120.0100.0

80.060.040.020.0

0.0

Rand

(mill

ion)

Figure 16: Human capacity development investment trends and budget estimates 2012/13-2018/19: Astronomy (excluding SKA SA)

2012/13Actual 2013/14Actual 2014/15Actual 2015/16Budget 2016/17Budget 2017/18Budget 2018/19Budget

Total 17 27 35 33 35 37 39

40302010

0Rand

(mill

ion)



Figure 17: Investment trends and budget estimates (2012/13-2018/19): SKA SA

(excluding non-scientific infrastructure)

800

600

400

200

0

Actual2012/13

Actual2013/14

Actual2014/15

Projected2015/16

Budget2016/17

Budget2017/18

Budget2018/19

Rand

(mill

ion)

Between the2012/13and2014/15financial

years,theNRFandDSTmadeaninvestment

ofR1bnintheSKASAproject.AfurtherR549m

hasbeencommittedin2015/16.OvertheMTEF

periodanadditionalR1.2bnwillbeinvestedin

SKASAtoestablishtheMeerKATinfrastructure

platform,whichisanSKAprecursor.Through

significantinvestmentinProgramme5,theNRF

andDSThavecreatedsustainablegrowth in

theareaofAstronomy,where investment in

leading-edgeplatformshasalready yielded

globallycompetitiveresearchoutputs.

7.2.2 Ten-Year Innovation Plan (TYIP)

TheTYIPisaDSTpolicythatwasdevelopedwith

thepurposeofusingscienceandtechnology

to enhance economic growth and socio-

economicdevelopment. TheDST identified

fivegrandchallenges,namelyBio-economy;

EnergySecurity;GlobalChange;Human,Social

Dynamics;andAstronomy.Sincetheinvestment

inAstronomyhasbeendiscussedunder the

NRDS,itwillnotbediscussedinthissection.

Thekeyprinciplesoftheplanareto:

• Supportstrategicdecision-makingtoenable

governmenttomakeinformeddecisions;

• Create competitive advantage –where

investmentsmustbemade inareaswith

thehighestreturnoninvestment;

• Buildcriticalmass– investment strategy

tosupportthecreationofcriticalmass in

high-yieldareas;and

• Scale-upofsustainableR&D.

For the period 2012/13 to 2014/15, the

investment in grand challenges (excluding

spacescienceand technology)amounted to

R2.2bn.TheNRFhascommittedtoinvestan

additionalR1bnduring the2015/16financial

year.AcommitmentofR2.8bnhasbeenmade

overtheMTEFperiod.AsummaryoftheNRF’s

investmenttrendsandcommitmentsoverthe

MTEFperiod (excluding spacescienceand

technology)ispresentedinFigure 18.

Todate10CoEshavebeenestablished in

support of grandchallenges, and research

chairshavebeenawarded inBio-economy,

EnergySecurityandGlobalChange.Research

chairshavebeenestablishedinSocialSciences

andHumanities,andMathematicsEducationin

partnershipwithFirstRand.Overthepastthree

years,justover3000studentsweresupported

betweenhonoursandpostdoctorallevels.


Through its activity in the fields of nuclear physics,materials and

nanoscience,iThembaLABScontributestothegrandchallengesofEnergy

Security(nuclearandrenewableenergysectors),andthestrengthening

oftheBio-economy.iThembaLABShaspartneredwiththeuniversities

oftheWesternCapeandZululandtoruntheMANuS/MatSciprogramme

partially fundedunder theEnergySecurityProgramme.Graduates

fromthisprogrammewillcontributetosupplyingmuchneededhuman

resourcesforthenewnuclearenergybuild.Thenationalresearchfacility

alsocontributestoareasofhealthduetotheirradioisotopeproduction

forclinicalresearchandbiologicalmedicalscience.

Figure 18: NRF investments in the DST grand challenges

Bio-economy EnergySecurity GlobalChange HumanandSocialDynamics

2012/2013Actual 40.58 34.98 99.67 60.76

2013/2014Actual 41.61 69.67 91.97 88.14

2014/2015Actual 44.16 66.66 98.22 126.71

2015/2016Budget 51.35 91.14 105.81 147.60

2016/2017Budget 56.28 84.55 103.14 175.02

2017/2018Budget 57.48 71.40 105.24 181.08

2018/2019Budget 59.81 73.95 111.04 188.51

200.0

180.0

160.0

140.0

120.0

100.0

80.0

60.0

40.0

20.0

0.0

Rand

(mill

ion)





The five programmes that contribute to the NRF’s mandate are:

PROGRAMME 1: Corporate

PROGRAMME 4: NationalResearchFacilities

excludingAstronomy

PROGRAMME 5: NationalResearchFacilities–

AstronomyincludingSKASA

PROGRAMME 2: ScienceEngagement

PROGRAMME 3: ResearchandInnovationSupport

andAdvancement(RISA)


PROGRAMME 1: CORPORATE



ThekeyobjectiveofProgramme1istoenabletheorganisationthrough

theprovisionofcross-cuttingsupportfunctionspremisedonashared

servicesmodel thatsets the toneanddirection forgoodgovernance,

policydirectionandstatutorycompliance.

8.2 Contributions to Strategic Objectives

Programme1contributesdirectlytoStrategicObjectives4and5,and

indirectlytoallotherobjectivesthroughitscross-cuttingmandate.

8.2.1 Strategic Objective 5: Grow NRF Influence, Impact and Reputation

InordertocontributesuccessfullytoStrategicObjective5,theprogramme

must:

• Providesystemintelligencethatinformsorganisationalandnational

strategyandpolicy;

• Communicatescienceandresearchachievements;

• BuildtheNRFbrandthroughproactiveleadership,consistentservice

excellenceandstakeholderrelations;and

• LeverageofftheNRFreputationthroughstrategicpublicandprivate

partnershipsinsupportoftheexecutionoftheNRFmandate.

Provide system intelligence that informs strategy and policy

Theprogrammesupportshigh-levelstrategydevelopmentbymaking

availablehigh-fidelitysystemintelligencetostrategicstakeholders.This

requirestheimplementationandmanagementofmatureandintegrated

businessintelligencechannels.Inthisway,theorganisationwillcontinue

tomakeacontributiontoevidence-basedpolicyanddecision-making.

a. Research Information Management System (RIMS)

TheNRFiscontractedbytheDSTtocustomiseandimplementRIMSto

supporttheadministrationofresearchwithintheuniversitiesandprovidea

businessintelligencecapabilitythatwillsupporttheinstitutionalandnational

needforsystemintelligence.Thiswillsupporttheplanning,monitoring,

8 PROGRAMME 1: CORPORATE

Figure 19: Programme 1 – Operational Divisions

Finance and Business Systems

This division supports the organisation through the interpretation and application of legislation and best practice; and the creation and support of enabling business systems; through policies and procedures or the use of specific ICT systems.

Human Resources and Legal Services

This function provides the NRF with comprehensive HR management, legal advisory and contract management services.

Corporate Relations

Corporate Relations facilitates both internal and external communications, brand building and stakeholder relations and is a key enabler of the science engagement framework.


PART B: PROGRAMME PLANSPROGRAMME 1: CORPORATE

evaluationanddecisionsupportpertainingtothe

steeringofresearchandinnovation.Figure 20

isahigh-leveldiagramofthesystem.

While thepotential valueofRIMS toHEIs is

significant,theHEIshaveyettotakeaunanimous

decisionregardingtheoperationalfundingofthe

system.CurrentlyRIMS ispartially fundedby

theDST. It is important toensure the future

sustainabilityof thesystemasRIMShas the

capabilitytoprovidesystemintelligenceatan

aggregatedlevelthatcanbeusedtotrackthe

impactofpublic fundingdecisionswithin the

HigherEducationsectorandthusinformfuture

plans,strategiesandpolicies.

OvertheMTEFperiod,theBusinessIntelligence

(BI)Unitwillcontinuetosupporttheorganisation

anditsexternalstakeholdersthrough:

• Theprovisionofastable,sustainableand

scalablebusinessintelligenceplatform;

• The development and measurement

of specific indicators in order to track

organisationalperformance in the formof

outputs,outcomesandimpacts;

• Thecollectionandpreparationofin-house

data fromNRFsystemssuchasPhoenix

andNRFonline;

• Thecollectionandpreparationofsystem

datathroughaccesstoRIMSandtheHigher

EducationManagementInformationSystem

(HEMIS);and

• Thepresentationofdataanalyticsinsupport

ofdecision-making,planning,monitoring,

evaluation,reportingandcommunication.

Communication of science and research

achievements

Akey system-wide initiative to support the

scienceandsocietymandate is theMzansi

for Sciencecommunicationscampaign.This

isdesigned tocommunicate the importance

of science and technology in building and

maintainingasuccessfulfutureforSouthAfrica.

Over theMTEFperiod theorganisationwill

continuetopartnerwithpublicandprivatesector

organisations, locallyandglobally, toexecute

thismandate.

Over theMTEF period theNRFCorporate

Relationsunitwilllaunchanumberoffocused

developments,including:

Mzansi for Science

InpursuitoftheobjectivessetoutintheNational

ScienceEngagementFramework,theCorporate

Relationsunitwill implement theMzansi for

Sciencecampaign,whichaimstocommunicate

acoherentandinspiringvisionofaknowledge-

drivenSouthAfrica thatderives sustainable

benefitsfromscienceandtechnology.

Brand Positioning Campaign

Acampaignwillbelaunchedtobuildawareness,

appreciationandsupportfortheroleandimpact

oftheNRFcontributiontotheNSI.Thiscampaign

willbetiedtothescienceengagementefforts

oftheorganisation,therebycommunicatingthe

valueoftheNRF.

Ongoing Customer Satisfaction Rating

Theorganisationutilisesstakeholdersurveys

aimedatascertainingstakeholderperceptions

regardingcustomerservice.Theorganisation

is set to implement an ongoing customer

satisfactionratingsurveyinthe2016/17financial

year.

Figure 20: RIMS diagram

Research Information Management System (RIMS) Programme

A multi-modular functional platform that supports the main research administration

functions through a system provided by InfoEd.

Provides NRF, DST and the participating institutions with a Business Intelligence

capability to analyse aggregated research and researcher data.


Table 2belowgivesasummaryoftheKPIsandimplementationbudgetrelatedtoStrategicObjective5.

Table 2: Programme 1 KPIs against budget (2014/15-2018/19) - Strategic Objective 5

8.2.2 Strategic Objective 6: Optimise NRF Return on Investment

InordertocontributesuccessfullytoStrategic

Objective6–optimisingthereturnoninvestment

ofpublicfunds,Programme1providesasystem

ofsharedservicestoallthebusinessunitsthat

allowstheNRFtoefficientlyandeffectively:

• Promotegoodgovernanceasastrategic

asset;

• Provideleading-edgebusinesssystemsand

operationalprocesses;and

• Provideeffectivecombinedassurance to

theaccountingandexecutiveauthorities.

Promote good governance as a strategic

asset

a. Corporate Governance

TheGovernancedirectorateisresponsibleforthe

establishmentandsupportofinternalstructures

andprocesseswithinthecontrolenvironmentof

thebusinessinordertoenabletheofficersand

directorsoftheorganisationtodischargetheir

dutieseffectively.Refertopages112and113

forasummaryofthekeylegislationandcodes

ofbestpracticeapplicable to theoperations

oftheNRF.

The Governance directorate consists of a

numberofcompliance-andassurance-based

businessunitsthatsupportanenablingstructure

against which the businessmaintains and

measuresitscomplianceintermsofregulations

andbestpractice.

OvertheMTEFperiod,thedirectoratewill:

• Continuetoprioritisetheprinciplesofgood

corporategovernanceinordertosupport

complianceand respond toshifts in the

systemofbindingandnon-binding rules

applicabletothepublicentity;

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019

Multimediacoverageitems 53 51 89 82 102 110 130

NumberofinternalandexternalusersoftheNRFbusinessintelligencesystems

50 65 70 80

BUDGET (Rm) Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019

CorporateRelations 5,089 6,058 9,243 6,352 11,037 11,601 13,158

STRATEGIC OBJECTIVE Grow NRF influence, impact and reputation MTSFPriorities11and14.

ContributetobuildingtheNRFbrandthroughtheprovisionofconsistentlyexcellentcustomer-centricserviceofferings.

• Providesystemintelligencethatinformsstrategyandpolicy;• Communicationofscienceandresearchachievements(includingMzansiforScience);• BuildtheNRFbrandthroughpartnershipsandserviceexcellence;and• LeverageofftheNRFreputationthroughstrategicpublicsector,privatesectorandinternationalpartnerships.

Objective Statement

Critical Implementation Activities



system

5



• Adopt a consistent approach to the

applicationofSafety,Health,Environment

andEnterpriseRiskManagementprinciples,

policiesandproceduresacrossthebusiness

inordertosupporttherisk-basedinternal

auditandcombinedassuranceprocess;

• Continue to translate statutory reporting

requirements and integrate these with

business needs in order to support a

meaningfulplanningprocesswhileensuring

thatorganisationalreportingremainsavalue-

addatalllevels;and

• AdministrativelysupporttheInternalAudit

function as the unitmeets its statutory

responsibilitiesby remainingautonomous

anddedicated toprovidingassurance to

theaccountingauthority.

b. Knowledge Management Corporate (KMC)

TheroleofknowledgemanagementintheNRF

isacross-cuttingcompliance functionaimed

atdeveloping, supportingandmaintaininga

knowledge-basedorganisationby facilitating

accesstoandutilisationofdatamanagement

andinformationsystems.

OvertheMTEFperiodtheKMCunitwill:

• Continue to drive compliance through

the roll-outof theelectronic recordsand

documentmanagementsystem;

• SupportthedigitalpreservationoftheNRF’s

institutionalheritageaccordingtoapproved

guidelines;

• ContinuetosupportOpenAccessasitis

interpretedacrosstheorganisation;and

• Providesupportforvariousdatabases.

c. Corporate Finance

The mandate of the Corporate Finance

directorateincludesthemanagementandcontrol

of thefinancialprocessesof theorganisation

through theprovisionofbusiness systems,

management accounting support, policy

development,financialchangemanagement,

statutoryreportingandwork-flowdevelopment

and financial control. Theunit ensures that

resourcesareprudentlyandoptimallyutilised

anddirectedwithaccountability.

Over theMTEFperiod,corporatefinancewill

continuetomeetallthestatutoryobligationsof

aschedule3ApublicentityintermsofthePublic

FinanceManagementAct(PFMA),whileensuring

thatcorporateoverheadsremainbelow3%and

theoverallNRFoverheadsremainbelow10%.

d. Supply Chain Management (SCM)

SCMhasbeenidentifiedasastrategicpriority

acrossthepublicsector.Tothisend,enterprise-

widedemandmanagementhasthepotentialto

reduceoperationalcosts.TheSCM function

initiateslegislativeprocessesafteradoptingarisk

andchangemanagementapproach,appropriate

tothetimingandnatureofimplementation.

OvertheMTEFperiod,theunitwillfinalisethe

organisationalprocurementplanasapriority.

Otherpriorities include theannualverification

oftheBBBEEratingoftheNRF;theintegration

ofthegovernment’sCentralSupplierDatabase

(CSD)totheNRFfinancialsystemandtheroll-

outoftheworkflowsystem.

Providing leading-edge ICT systems to

support effective and efficient operations

a. Information Communication Technology

(ICT)

TheprimarygoaloftheICTunit istoprovide

‘fit-for-purpose’InformationTechnologysystems

servicesandsupportbasedon theneedsof

theorganisationanditsstakeholders.Overthe

MTEFperiod,theunitwill:

• Focuson the implementationofa robust

governance frameworkandmethodsof

assessmentinlinewiththeKingIIIreport;

• Continuetoimproveitsservicedelivery;and

• Supporttheprocessoftalentmanagement

throughtheprovisionofrequiredtrainingand

developmentofICTstaffacrosstheNRF.

Provide effective combined assurance

Thecustomisedcombinedassurancemodelfor

theNRFisaimedatensuringoptimalcoverage

from management, internal and external

assuranceproviderson theday-to-day risks

facingtheorganisation.Thecoordinationofthe

combinedassurancemodelwillcontinuetobe

aprioritywiththeGovernancedirectorateover

theMTEFperiod.


Table 3: Programme 1: KPIs against budget (2014/15–2017/18) – Strategic Objective 6

8.2.3 Strategic Objective 8: Improve

NRF Talent Management

Talentmanagement includes the successful

attraction,placement,retentionandcontinuous

development of a committed, skilled and

representativeworkforce. TheNRFHuman

Resources (HR)andLegalServicesdivision

providespolicydirectionandstrategyforeffective

humanresourcemanagement.

Provide policy direction and strategy for

effective human resource management

TheHRandLegalServicesdivisionprovidesthe

NRFwithcomprehensiveHRandlegalservices

includingpolicydirectionandstrategyexecution

guidelinesintheseareas.Thedivisionalsoleads,

promotesandcoordinatesorganisation-wide

activitiestoenhancetheNRF’sproductivityand

interactionswithinternalandrelevantexternal

stakeholders.

As a corporate function, the scope of the

directorate cuts across all NRF divisions,

businessunitsandNationalResearchFacilities,

andincludestheOfficeoftheCEOandrelated

corporatesupportfunctions.Indischargingits

mandate,itissupportedandassistedbyNRF

divisionalandbusinessunitenablingfunctions

such as Information and Communication

Technology(ICT)andfinance.

Thedivisionrespondstotheneedsexpressed

inthestrategicandannualperformanceplans

byprovidingasuiteofsupportservicesasset

outinFigure 21.

Alignment to best practices/standards

The division complies with and ensures

adherencetoarangeoflegislation,codesand

standardsassetoutonpages112and113.

STRATEGIC OBJECTIVE Optimise Return on Investment MTSFPriority4–Decentemploymentthroughinclusivegrowthviathepromotionofgovernanceandcomplianceasastrategicasset,anddrivescompliancewithrespecttoBroad-BasedBlackEconomicEmpowerment(BBBEE)andtheIndustrialPolicyActionPlan(IPAP).

Designandimplementcustomisedenablingsupportsystemsbasedoncompliance.

• Promotegoodgovernanceasastrategicasset;• Provideleading-edgeICTsystemstosupportefficientandeffective

operations;and• Provideeffectivecombinedassurance.

Objective Statement




system

6


Corporateoverheads:calculatedasapercentageoftotalexpenditure

1.80% 1.90% <3% <3% <3% <3% <3%

Organisationaloverheads:calculatedasapercentageoftotalexpenditure

9.4% 7.2% 7.9% <10% <10% <10% <10%


NRFCorporate 49,498 57,868 87,644 132,993 109,331 88,981 93,624



Figure 21: Human Resources and Legal Services Activities

Talent Management

• Ensurethattheorganisationattracts,retains,developsandtrainstherightnumberandqualityofstaff.

• Improvethequalityandefficiencyoftherecruitment,selectionandplacementprocesses.

HR Systems and Processes

• Developandimplementimprovedandsustainablehumanresourcesystemsandprocesses.

• Contributetoimprovementsinemployeeproductivity.

Training and Organisational DevelopmentLegal and Employee Relations Services

• Implementinternalorganisationaldevelopmentinitiativestoencourageandsustainthe‘LivingtheNRFValues’campaign.

• EnsurethatstaffareawareofandabletoadapttochangeandtransformationtodeliverontheNRF’smandateandthecountry’stransformationobjectives.

• Contributetothedevelopmentofateam-basedorganisationalculturethroughdevelopmentinterventionsandprogrammes.

• Build,embedandmaintainpositivestaffperceptionsoftheNRF.

• ManageexistingandnewNRFcontractsandsupportthebusinessthroughreviewing,vettinganddraftingthesecontracts.

• Providesupporttothebusinessinmatterspertainingtoemployeegrievancesanddiscipline,aswellasmanagingrelationswiththelabourunions.

• Providewell-researchedandrobustlegalsolutionsinsupportoftheNRFbusiness.

• Createandmaintainaharmoniousandstablelabourrelationsenvironment.

OvertheMTEFperiod,thedivisionwillimplement

a rangeof strategic shifts andadjustments

in policy and processes, including the

implementationof related tools intended to

enabletheorganisationtoadapttothechanging

demands.Theseinclude:

• Continuedimplementationandrefinement

oftheperformancemanagementframework

and associated rewardmechanisms to

align to a team- and customer-centric

culturerequiredtomeettheorganisation’s

performancedeliveryexpectations;

• Facilitationandnegotiationoftheexpected

transferoftheNationalZoologicalGardens

ofSouthAfrica(NZG)totheSouthAfrican

NationalBiodiversityInstitute(SANBI)from

ahumanresourcesandlegalperspective;

• Continued re-orientation, re-skillingand

competencydevelopmentofRISAstaffby

conductingaskillsauditandthencreating

andimplementingasuiteofinterventionsto

optimallyaddressdeficienciesand/orareas

ofimprovement;

• Reviewof theManagementDevelopment

(MDP)andNewManagers’Development

programmes(NMDP)foreffectivenessand

impactand roll outotherdevelopmental

andsupportprogrammes inpartnership

withlinemanagement;

• Continuedimplementationofthecustomised

NRFDiversityManagementProgrammein

partnershipwiththeWitsCentreforDiversity

Studiesasakeytransformationdriverinall

businessunits;

• Implementationof innovative recruitment

and selection tools, thus contributing

to improvement and efficiency of the

recruitmentprocessandthequalityandfit

ofNRFrecruits;and

• Continuedimprovementoftheorganisational

climate andcreationof a ‘happy’work

environment.


Employment Equity and Transformation

Given thecurrent transformation imperatives

within theNRF, theHR functionwill intensify

skillsdevelopmentandthestaffretentioneffort

toachievethedesiredtransformationobjectives.

NRFhasadiverseworkforceasdepicted in

Table 4 and isprogressingsteadily towards

the2020demographic targets.Thesegoals

will beobtainedbyconsiderate recruitment

practices,optimalretentionofdesignatedstaff

andsuccessionplanningwhereappropriate.

Gender representation in theseniorofficials

and technical/scientificcategories,aswellas

racial representivity in the technical/scientific

categorieswill receivespecificattention.The

organisationmayexperiencesome restraints

onaccountofbudget limitations, thehighly

specialisedskillsandknowledge required in

certainareasoftheNRFbusiness,remotenessof

certainNRFsites,andcompetitiveopportunities

inotherindustriesfortalentedemployeesfrom

designatedgroups.However,opportunitiessuch

asjobshadowing,professionaldevelopmentaid

andinternalrotationtoincreaseexposureand

experiencewill contribute towardsachieving

optimalrepresentivitywithintheNRF.



Table 4: Current equity status of the organisation against the projected status for 2020

African Coloured Indian White

TOTAl NRF

Top management

Senior management

Professionally qualified and experienced

specialist and mid management

Skilled technical and academically

qualified workers, junior management, supervisors, foremen and

superintendents

Male TotalActual 2015 – 4Target 2020 – 3

Foreign Nationals Total

Actual 2015 – 0Target 2020 – 0

Female TotalActual 2015 – 1Target 2020 – 3





Actual 2015 Target 2020

4 102 11 19 6


2 50 22 00 1



Actual 2015 – 51Target 2020 – 45



43 67

22 228 4

120

78


19

60

722

5 6

41 30



Actual 2015 – 16Target 2020 – 19



165232

90 103

2 11

9089


204 220

6389

10 11

76 62


1 20 03 10 0 0


21 10 00 0


Senior management





superintendents

PROGRAMME 4






1 20 01 15 3


0 00 10 00 0



Actual 2015 – 24Target 2020 – 24



15

32

10 115 2

55

34


4

27

411

2 2

22 17






85 88

58 55

1 4

34 28


62

77

3644

1 4

21 24




Table 4: Current equity status of the organisation against the projected status for 2020 (continued)


PROGRAMME 5

Senior management





superintendents






0 20 10 02 2


0 00 10 00 0



Actual 2015 – 24Target 2020 – 18



17 1610 10

2 1

58

39


1

122

101 3

10 9



Actual 2015 – 11Target 2020 – 14



34

48

30

43

1 3

50 42


23

47

20

40

3 3

15 19


Cultivate a learning organisation based on the NRF values

Thetrainingunitwithinthedivisionhasbeenresponsibleforthesuccessful

facilitationoftheNRF’scustomisedMDPandNMDP.Theseinitiativesoffer

acurriculumtothestaffoftheNRFinpartnershipwiththeStellenbosch

UniversityBusinessSchool.Goingforward,theunitwillcontinuetosupport

the trainingof theNRFstaffcohort through relevantandcustomised

approaches,addingvaluetotheuniqueneedsoftheorganisation.

Facilitate academia-NRF exchanges

OvertheMTEFperiod,thedivisionwillactivelyengagewithuniversities

toformulatetheAcademia-NRFexchangeprogrammethatwouldenable

universitystafftomaintaintheirresearchcareerswhiletakinguppositions

intheserviceoftheNRFforthebenefitofbothinstitutions.

Table 5: Programme 1: KPIs against budget (2014/15–2017/18) - Strategic Objective 8

STRATEGIC OBJECTIVE Improve talent management MTSFPriorities4and5.

Strivetoattract,retainandtrainavibrant,skilledandrepresentativestaffcohort.

• Providepolicydirectionandstrategyforeffectivehumanresourcemanagement;• CultivatealearningorganisationbasedontheNRFvalues;and• Facilitateacademia-NRFexchanges.

Objective Statement


A skilled, committed and

representative NRF research

and technical workforce

8


ProportionofSouthAfricansfromdesignatedgroupsinseniortechnicalandmanagerialpositions(Peromnes1-8)

Black 218 244 250 276 291 294 300

Female 157 176 179 198 211 225 230

%staffturnover 9.6% 11.1% 8.9% 6% 6% 6% 6%


Traininganddevelopment 3,645 2,884 5,141 4,915 5,243 5,342 5,449

Note: The above KPIs are organisation-wide and all NRF business units contribute to their achievement. The HR function supports, monitors and oversees activities that contribute to the delivery of these KPIs.



PROGRAMME 2: SCIENCE

ENGAGEMENT




SouthAfrica’sresearchandinnovationsystem

isgearedtowardsfindingsolutionstothesocial

andeconomicchallengesofthecountry.Global

competitiveness,shrinkingresourceavailability

andtherequirementsofaskilledlabourforce

mean that, increasingly, an awareness and

understandingofwhyscience, researchand

innovationarecritical toour lives isessential

fordevelopingaknowledgesociety.

For South Africa to fully realise the social,

economic and environmental benefits of a

significantinvestmentinscience,researchand

innovation, theDSThasapprovedaScience

Engagement Framework. The Framework

is intended to improvecoordinationof and

encouragesciencepromotion,communication

andengagementacrossthenationalsystem,

includingpartnersoutsidethepublicsector.

Programme2 implements andcoordinates

theNRF’scross-cuttingscienceengagement

objectivestoensurethepublic’sunderstanding

ofandparticipationinSET.


TheNDPfocusesextensivelyontheapplication

of science and technology in the transition

towards a knowledge economy. It also

emphasisestheeffectiveapplicationofscience

literacy:“…topromotetechnologicaladvances,

developingcountriesshouldinvestineducation

foryouth,...andshouldensurethatknowledge

issharedaswidelyaspossibleacrosssociety.”

Theprogrammecontributestotheimprovement

of thequalityofschooleducation through its

focused teacher and learner interventions.

Science communication public campaigns

contributetowardsbridgingthedividebetween

scienceandsociety,and tomakingscientific

knowledgeaccessibletoall.

Figure 22: Contribution to the objectives of Programme 2

PROGRAMME 2 SAASTA

SAASTA is the national coordinating unit for the Science Engagement Framework central to the implementation plan to address Strategic Objective 7. SAASTA is ultimately responsible for the strategic outcome-orientated goal of a

scientifically literate and engaged society.

PROGRAMME 3RISA

RISA communicates sectoral science and technology strategy and policy and, where

appropriate, outcomes and impact.

PROGRAMMES 4 & 5NATIONAl RESEARCH FACIlITIES

National Research Facilities are mandated to support discipline-specific knowledge

dissemination to their stakeholder communities and the public at large through

access, collaboration and community outreach initiatives.

9 PROGRAMME 2: SCIENCE ENGAGEMENT


PROGRAMME 2: SCIENCE ENGAGEMENT

AstheprimaryimplementerofthescienceengagementpoliciesandstrategiesoftheDST,theNRFandSAASTAadoptedathree-prongedapproach

asillustratedinFigure 23.

Figure 23: SAASTA strategy implementation approach

Science Education

Science Communication

Science Awareness

Key Partners

• Createtomorrow’sscientistsandinnovators.

• Celebratethecountry’sresearchachievements.• Expandthepublic’sappreciationforscience.• Encourageengagementwithscienceissuesthatimpactonthedaily

livesofordinarypeople.

• Encourageexplorationthroughhands-onexperiencewhilecreatingenthusiasmforSTEMI.

Industry ScienceCommunityOutreachandAwareness

SectorMedia GovernmentDepartments



Responsibilities of SAASTA as the

national coordinating body of the

Science Engagement Framework

Informed by the Science Engagement

Framework,asaNationalCoordinatorduring

2016/17to2018/19,SAASTAwillcoordinatethe

strategicdirectionofthescienceengagement

sectorby:

• Establishingand runninganeffectiveand

efficient grant management system to

support theparticipationof thenetwork

of collaborative institutions in science

engagementprogrammes;

• Designingandimplementingprogrammes

thatwould enhance the strategicgoals

of the Framework. This would include

establishingnecessarypartnershipswith

relevantinstitutions;

• Ensuringalignmentofitsprogrammeswith

governmentpolicies ingeneral andDST

prioritiesinparticular;

• Overseeingtheefficientandeffectiveusage

ofresources(financialandhuman)relevant

toscienceengagement;

• Collecting, collating, analysing and

disseminating national data on the

performanceofthesystem,goingbeyond

theworkoftheDSTanditsentities;

• Overseeingtheimplementationofascience

engagement information management

systemtogetherwiththerelevantpartners;

and

• Leveragingofexternalresources(financial,

infrastructure and human) to advance

scienceengagement.

Besidesongoingprogrammes, themain foci

during2016/17willinclude:

• Ensuringthatthenecessarysystemsarein

placetoenableSAASTAtofulfilitsroleas

aNationalCoordinatoroftheframeworkas

statedabove.Primaryamongstthesewillbe

thegrantsmanagementsystem,whichwill

includerevisedprocessesandsupporting

IT systems.Thismustbe supportedby

the improvedplanningof anannual call

schedulethatstartstosystematisescience

engagementactivitiesfortheparticipating

institutions.Thecontractfundingsituation

must thusbeaddressed toallow for this

longertermplanning.

• Developmentandapprovalofaconcept

document for a new fundingmodel for

SAASTA, including human capacity

recruitmentanddevelopment in identified

keybusinessareas.

• Conductingabaselinestudyonthestatus

of science engagement in South Africa

(stakeholders,programmes,thefundingthereof

andreach).This informationwill informthe

movetowardsamorebalancedprogramme

mixacrossthesectorinordertodeliveronthe

fourmainobjectivesoftheframework.



• RolloutofapilotRISAprogrammethatsupportsscienceengagement

contributionsbyNRF-fundedresearchers.Thiswillalsorequireamore

nuancedcapturingofdatathatstartstoaddresstheongoingworkin

developingappropriateindicatorsforscienceengagement.

Currently,morethan60%ofthereachofSAASTA-fundedprogrammes

involvesruralcommunities.Toensureincreasedengagementwithrural

communitiesacrossthecountry,asanationalcoordinator,SAASTAwill:

• Conductabaselinestudyconcerning thecurrent reach inallnine

provincespermunicipalityanddistrictswithinmunicipalities.Thiswill

enableSAASTAtoidentifythecurrentgapsanddevelopstrategiesto

ensurethatthereisincreasedcoverageinruralareas.

• Workcloselywith theMediaDevelopmentAgency (MDA)as the

custodianofover300communitymedia(printandbroadcast)across

thecountrytoensurethatmoreruralcommunitiesaretargetedand

science iscommunicated to thosecommunities in the11official

languages.Theareasoffocuswillbeonbothnationalandcommunity

issues.This isanexistingpartnershipmainly inLimpopoProvince,

butwhich,withadditional resources, canbeextended toother

provincesaswell.

• Encourageandprovideincentivestoscientistsandresearcherstobe

involvedinscienceengagementactivitiestargetingruralareasacross

thecountry.Existingplatformssuchas role-modellingcampaigns

canbeextended,whilenewpartnershipswithlocalindustrieswillbe

exploredtoadvancecommunityengagement.

• Buildcapacity (humanand infrastructure) in thosesciencecentres

locatedinorclosetoruralcommunities,andexploretheincreased

useofmobileunitsandtravellingexhibitions.

Theextenttowhichtheseactivitieswillbeimplementedwillbedependent

onthenewresourcingmodelthatisunderconsideration.

9.2.1 Strategic Objective 7: Entrench Science Engagement

Programme2respondstoStrategicObjective7throughthepromotionof

avibrantnationalresearchculturethroughtheimplementationofeffective

scienceawareness,educationandcommunicationactivities.Programme

2respondsby:

• Cultivatingscienceawarenessthrougheducationandcommunication

andimplementingeffectivescienceengagementinitiativeswithinand

acrossallNRFprogrammes.

Cultivate science awareness through education and

communication and implement effective science engagement

initiatives

OvertheMTEFperiod,SAASTAwillimplementprogrammesandactivities

thatimprovebothparticipationandperformanceinMathematics,Physical

Science,LifeScienceandNaturalScienceindesignatedschools.



a. Learner and Educator Support

The objective of general participation programmes is to stimulate

communicationofSETandprovideaccess to relevantscientificand

technological information throughexhibits, creationofplatformsand

distributionofrelevantresources.

b. Public Outreach

Activities

• NationalScienceOlympiad™

• NaturalScienceOlympiad™

• AstroQuiz™

• NationalSchoolDebates

• NationalScienceLensCompetition™

• YoungScienceCommunicatorsCompetition™

• FameLab

• TechnoYouth™

• ScienceCampsforLearnerswithPotential

• PrimarySchoolScienceInterventions

• EducatorSupportforMaths,PhysicalSciences,

LifeOrientation,NanotechnologyandBiotechnology.

• BloodhoundSupersonicCarEducatorWorkshops

• KomatsuNurturingTalentinSET

• STEMIOlympiadsandCompetitionsSupport

Activities

• NationalScienceWeek

• ScienceFestivals

• ScienceAdvancementatJohannesburgObservatory

• WorldSpaceWeek

• NationalYouthServiceProgramme

• YouthScienceJournalismProgramme

• ProgrammaticSupportGrantIntervention(ScienceCentres)

• ScienceCentreAccreditation

• ScienceCentreCapacityBuilding

Number of focused STEMI interactions with learners and

educators

Number of educators reached

Number of learners reached

2016/17 15 210 374 403

2017/18 15 500 375 000

2018/19 15 800 380 000

9

10

11

Number of planned SAASTA interactions

Number of public reached

2016/17 560 000

2017/18 580 000

2018/19 600 000

10

10

11



c. Science Communication

Inaddition to theaboveactivities,SAASTAwill focuson the following

overtheMTEFperiod:

• Buildingstrategiccapabilitywithrespecttoplanning,monitoringand

evaluationaswellas thecreationof indicators inpartnershipwith

theScienceCommunicationchair,such thatscienceengagement

activitiescanbeappropriatelymonitoredandmeasuredfromasystem

perspective;and

• TheimplementationofthenextphaseoftheMzansi for Sciencepublic

campaignincollaborationwiththeNRFCorporateRelationsunit.

Implementation of Science Engagement in RISA

ScienceengagementisalsopromotedthroughsixScienceforSociety

lecturesper year.Through thesharingof relevantnews,storiesand

educational information,SouthAfricansareencouraged toparticipate

andlearnaboutSTI.Anumberoflecturestobedeliveredbyprominent

internationalscientistsareplanned.Otherpartnershipsinclude:

• SciFestAfrica;and

• NobelLaureateLectureseries inpartnershipwith theEmbassyof

Sweden(establishedin2014).

Implementation of Science Engagement in Programmes 4 and 5

Programmes4and5will implementscienceengagementactivitiesas

setoutinTable 6.

Activities

• Competitionsaimedatencouragingyoungscientiststoengage

insciencecommunication.

• Shortsciencecommunicationworkshopstoprovide

opportunitiesforsciencecommunicationskillsdevelopment.

• Promotionofsciencejournalismtoincreasethequantityand

qualityofreportinginthemedia.

• Strengtheningthepartnershipwithcommunitymediato

promotesciencecommunicationinindigenouslanguages.

• Increasingmediaplacementofscience-relatedmaterial.

• Translationofscientificinformationintoaudience-specific

resourcessuchasfactsheets,posters,media-friendlyarticles,

communicationproducts,booklets,careerbrochuresand

informationvideos.

• InformationdisseminationonkeyDSTareaswhichinclude

hydrogenandfuelcells.

Development Interventions Multimedia Science Features

2016/17 1 716

2017/18 800

2018/19 987

11

10

10



Table 6: Science engagement activities at national research facilities for the 2016/17 financial year

PROGRAMME 4 PROGRAMME 5

ACTIVITIES FOCUSED ON BASIC EDUCATION

• Visitstothevariousscienceplatforms;• DevelopmentandhostingofLifeandEnvironmentalSciencecoursesalignedtothe

nationalcurriculum(NZG);• Internshipsand/orjob-shadowingprogrammesforlearners(NZGandSAIAB);• LimitedholidayworkandapprenticeshipsforGrades10-12(ACEP-SAIAB);• Hostingofsciencecamps(SAEON);and• Facilitatingworkshops,symposiaandfieldtripstoensureengagementbetween

teachersandscientists(SAEON).

• Visitstothevariousscienceplatforms;• Continuationof‘PlanetEarthandBeyond’collaborationwithUnisatopromotestudy

ofNaturalSciences(HartRAO);• ContinuededucatortraininginpartnershipwithSiyavuluEducationinNatural

Science,themed‘AfricaandBeyond’,withlargelyAstronomy-basedcontent(SAAO);• Expansionofthe‘EarthandBeyond’initiativetoincludethetrainingofpre-primary

teachersusingthe‘UniverseintheBox’materialsdevelopedbytheEU-UNAWEprogramme(SAAOandSAASTA);and

• Facilitatingrecruitmentofqualifiedmathematicsandscienceteachers,enhancingcyber-infrastructureandhostingdevelopmentprogrammessuchasmodelling,holidayprogrammes,sky-viewingsessions,fieldtripsandexchangeprogrammes(SKA-SAproject).

ACTIVITIES FOCUSED ON TERTIARY EDUCATION

• Supportingresearchcomponentsofhonours,master’sandPhDprogrammesthroughplatformprovisioning(ALL);

• OfferingannualSummerSchoolforthird-yearundergraduatestudentstoattractstudentsfortheACEPPhuhlisaProgrammesubjecttosourcingofexternalfunding(SAIAB);and

• DevelopingScienceCommunication/JournalismskillsininternsfromtheNRF/DSTandRhodesUniversitygraduateinternshipprogrammes(SAIAB).

• Supportresearchcomponentsofhonours,master’sandPhDprogrammesthroughplatformprovisioning(ALL).

PUBLIC EVENTS

• CustomisedtechnicaltoursandcoursesforcomplianceandconservationofficersfromDEA(OceansandCoasts),DAFFandcertainSADCcountries(SAIAB);

• ParticipationinandpromotionofInternationalBiodiversityDay,NationalYouthDay,InternationalVultureDay,InternationalRhinoDay,AfricanPenguinDay,NationalMarineDayandPangolinDay(NZG);

• Participationinandpromotionofscienceexpos,exhibitionsandpromotions(ALL);and

• ParticipationinNationalScienceWeekandSciFestAfricaincloseconsultationwithSAASTA(ALL).

• Providing,wherepractical,publicvisitstoandtargetedviewingnightsattheobservatoryinCapeTownthroughopennightsandotherevents(SAAO);

• RefurbishmentofatrainwagonintheMatjiesfonteintrainmuseumwithscienceexhibitionsandcomputersincollaborationwithTUTandSUtocreateawarenessofscienceandtechnology(HartRAO);

• Participationinandpromotionofscienceexpos,exhibitionsandpromotions(ALL);and

• ParticipationinNationalScienceWeekandSciFestAfricaincloseconsultationwithSAASTA(ALL).




STRATEGIC OBJECTIVE Entrench science engagement MTSFPriorities1and14.

Scienceengagingwithsocietyforthepromotionofavibrantnationalresearchculturethroughtheimplementationofeffectivescienceawareness,scienceeducationandsciencecommunicationactivities.

• Cultivatescienceawarenessthrougheducationandcommunicationandimplementationofeffectivescienceengagementinitiatives;

• ImplementationofscienceengagementinRISA;and• Implementationofscienceengagementinprogrammes4and5.

Objective Statement


Scientifically literate and engaged

society

7


Investmentsinscienceengagementactivities(SAASTA&NRF)(Rm)

55.52 71.65 73.92 86.39 82.44 86.26 91.10

Interactionswiththepublic(learners,educatorsandgeneralpublic)focusingonscienceawarenessactivities(SAASTA)

Numberofinteractions

10 7 10 10 10 11 12

Approximatenumberofpublicreached

551 408 502 186 972 547 990 000 1 040 000 1 080 000 1 080 000

InteractionsfocusingoneducatordevelopmentandlearnerperformanceinMathematics,TechnologyandScience

Numberofinteractions

7 8 11 8 9 10 11

Educatorsreached

8 758 10 425 16 395 13 870 15 210 15 500 15 800

Learnersreached

271 641 342 135 280 494 360 320 374 403 375 000 380 000


Scienceengagement 117,473 143,689 153,745 165,357 190,645 176,562 188,304

Note: KPI targets may be adjusted depending on contracts received during the 2016/17 financial year.


PROGRAMME 3: Research and

Innovation Support and Advancement

(RISA)



TheworkofProgramme3isinformedbyarange

ofnationalpolicies,prioritiesandstrategies,

including the strategy forHumanCapacity

Development forResearch, Innovation and

Scholarshipsandthe2013MinisterialGuidelines

forImprovingEquityintheDistributionofDST-

NRFBursariesandFellowships.Asthelargest

programmewithin theNRF,RISAcontributes

toasustainableandgloballyrelevantNSIby:

• Promotinginternationallycompetitiveresearch

asthebasisforaknowledgeeconomy;

• Providingcutting-edgeresearch,technology

andinnovationplatforms;and

• Operating a world-class grant-making,

reviewandevaluationsystem.

10.1.1 Transformation of the Science

and Technology System

A core tenet of the NRF Strategy 2020 is

transformationbypromotingthediversification

oftheresearchcohortwithparticularemphasis

onpersonsfromdesignatedgroups.TheNRF

will,throughavarietyofinterventions,catalyse

thetransformationofthescienceandtechnology

system.Theseincludetargetedgrant-funding

instruments that focusonwomenandblack

researchers;andthefasttrackingofblackfemale

PhDgraduatesinobtainingtheirNRFrating.

ThroughRISA, theorganisationwill continue

to focusonand implement targeted funding

instrumentsinordertoencouragesustainable,

long-termparticipationofpersons from the

designated groups in theHCD Excellence

Pipeline.Theseinclude:

• TheexpandedThuthukaFundingFramework

focusedon support forPhDandpost-

doctoralresearch.Thisinstrumentsupports

thedevelopmentofemergingresearchers

and the transition to the established

researchercohort asevidenced through

theNRFratings;

• TheProfessionalDevelopmentProgramme

(PDP)fortheplacementofyoungresearchers

atthenationalresearchfacilitiesandscience

councils;

• TheexpandedNRFpostdoctoralplacement

programmes;

• ResearchCareerAwardFellowships for

youngprofessionalstobeabsorbedintothe

highereducation,nationalresearchfacilities

andsciencecouncilslandscape;

• Thecreationofpart-timescholarshipsfor

doctoralstudents;

• TheImprovedAcademicQualifications(IAQ)

fundinginstrument,whichenablesacademic

stafffromdesignatedgroupstocomplete

theirdoctoraldegrees;

• A framework with the SASOL Inzalo

Foundation for co-funding master’s

and doctoral students at historically

disadvantageduniversities;

• TheSouthAfricanSystemsAnalysisCentre

(SASAC),whichprovidesanopportunityfor

young,emergingdoctoral candidates to

advancetheirresearch;

• Providing funding to NRF Y-rated

researchers, especial ly those from

the designated groups, to ensure that

they develop into stronger established

researchers;

• EnsuretransformationoftheNRFSpecialist

Rating Committees and reviewers by

activelyidentifyingandappointingexcellent

researchersfromdesignatedgroups;and

• ImplementtheNRFRatingRoadShowto

increasethenumberofblackandwomen

ratedresearchers.

10.1.2 Societal Benefit

Fundamentalresearchhasthepotentialtoimpact

positivelyonthequalityoflife.TheNRFethosof

supportingresearch“excellencewithrelevance”

iscentraltotheachievementoftheorganisational

mandate. Inorder toappropriately track its

performance,theNRFpaysspecialattentionto

thenumberofgraduatesandthenumberand

qualityofscholarlypublicationsasanoutput

ofNRFfunding.However,whatappearstobe

morechallenging is themeasurementof the

impactofthese investmentsonbothscience

10 PROGRAMME 3: Research and Innovation Support and Advancement (RISA)


andsociety.TheNRFthereforecommissioned

a study titled “Exploratoryevaluationof the

socioeconomicimpactsofselectedNRFfunding

instruments”.Thishasprovidedbaselinedata

andmethodologyforfutureanalysis,whichwill

beusedtobetterinformtheNRFinvestments

forgreatersocietal impact.What isworthyof

note isthatnumerousNRFinvestmentshave

yieldedtangiblebenefitstosociety.Theseare

evidentfromthefollowingexamples:

Health

Atotalof39SARChIchairsandthreeCoEshave

beenestablishedtofocusonimprovingmedical

interventionsintheareasofimmunology,drug

researchandcancertreatmentandprevention.

TheNRFandDST,incollaborationwithCAPRISA,

haveconsolidatedHIVresearchtocreateaCoE

inHIVpreventionandaCoEinBiomedicalTB

Research (CBTBR).TheSouthAfricanCentre

for EpidemiologicalModelling andAnalysis

(SACEMA)Environment (Ecology) focuseson

researchinmodellingofdisease,withastrong

focusonrelevancetopublichealthpolicy.

ThehealthcareresearchchairsandCoEsare

alreadyyieldingresultsinlinewiththeirmandate,

andcontinuetoprovidevaluableinputstowards

thepolicyenvironment throughadvising the

DepartmentofHealth.

Agriculture, Conservation and the

Environment

TheNRFestablished twoCoEs in Invasion

BiologyandTreeHealthBiotechnologyaswell

aseightSARChIchairsaslistedbelow,tofocus

on thepreservationofnatural resourcesand

ecologicalassetsinordertocreateasustainable

future.Theseinclude:

• Ecosystem Health and Biodiversity in

KwaZulu-NatalandtheEasternCape;

• PlantHealthProducts from Indigenous

KnowledgeSystems(PHP-IKS);

• MarineSpatialPlanning;

• EcosystemHealth:MonitoringandManaging

theHealthResilienceoftheLimpopoRiver

Basin;

• GlobalChangeandSystemsAnalysis;

• PhytochemicalFoodNetwork to Improve

NutritionalQualityForConsumers;

• ChemistryofIndigenousMedicinalPlants;

and

• FungalGenomics.

Energy

There are two energy-related Centres of

Excellence(vizCatalysisandStrongMaterials)

and five applied and engineering sciences

SARChI chairs that contribute to energy

research.Inaddition,intheareaofenergyand

energysustainability,theNRFhasfundedthe

following initiatives thatarealreadyaccruing

socio-economicbenefitsforthecountry:

• EnergyHCDandKnowledgeGeneration

(EHCD&KG)fundinginstrument;and

• EnergyResearchProgramme(ERP).

Social Sciences and Humanities

Intheareaofsocialsciencesandhumanities,

whichincludeeconomicsciences,theNRFhas

established55researchchairsandtwocentres

ofexcellenceforhumandevelopmentandfood

security.Thesewereestablishedwithaviewto

alleviatepoverty, improveeducationand the

qualityoflifeofSouthAfricansingeneral.The

followingisalistofthekeyresearchareas:

• Povertyandinequalityresearch;

• Poverty,landandagrarianstudies;

• Appliedpovertyreductionassessment;

• SA-UKBilateralChairinFoodSecurity;

• Economicsofsocialpolicy;

• Socialpolicyandfamily;

• Socialchange;

• Educationandcareinchildhood;

• Economicdevelopment;

• Developmenteducation;

• Teachereducation;

• Highereducationandhumandevelopment;

• Intellectualisation of African languages,

multilingualismandeducation;

• LandreformanddemocracyinSouthAfrica:

stateandcivilsocietydynamics;

• Indigenousknowledgesystems;

• Criticaldiversitystudies;

• Humanmobilityandurbandiversification;

• Criticalstudiesinsexualityandreproduction:

Humansocialdynamics;and

• Global change social learning systems

development:Transformativelearningand

greenskillslearningpathways.

10.1.3 Africa Agenda

TheNRF’srobustandinternationallyrecognised

funding system positions it as a leading

grant-makingagency inAfrica.Togetherwith


PROGRAMME 3: RISA PART B: PROGRAMME PLANS

internationalpartners, theNRF issupporting

countrieson theAfricancontinent increating

scienceand technologyagenciesbasedon

theNRFmodel.

The InternationalRelationsandCooperation

(IRC)directorate,inpartnershipwiththeDST,

issupportingtheAfricanUnion’simplementation

plan forSTISA-2024. The strategy aims to

achieve continental growth, sustainable

developmentandsocialintegrationbydrawing

uponthepotentialofAfricanpeople,especially

womenandyouth,foritsdelivery.

InresponsetoSTISA-2024theNRFwill:

• Buildand/orupgraderesearchinfrastructure.

IRCsupports thispillar through various

mobilityprogrammessuchasKnowledge

InterchangeCollaboration(KIC),withafocus

onAfrica,andotherbilateralinstruments.

• Enhance professional and technical

competencies.IRCworkswithitscontinental

partners inorganising information-sharing

andtrainingworkshopsinareasofcommon

interest,includingthemulti-countryScience

GrantingCouncils inAfrica–an initiative

fundedbytheNRF,Canada’sInternational

DevelopmentResearchCentreandtheUK’s

DepartmentforInternationalDevelopment.

• Promoteentrepreneurshipandinnovation.

ThroughengagementswiththeTIA,IRCis

upscalingitsAfricabilateralcallswithplans

to includeentrepreneurshipandbusiness

development.

• Provideanenablingenvironment forSTI

development. IRC supports a number

of activities that aredesigned to create

anetworkingenvironment for scientists,

includingspecialeventsand researchers’

workshops.

10.2 Sources of Funding Designated funds for RISA are managed

according to theobjectives laiddownby the

respectivesponsorseither throughaspecific

contractor abusinessplan fundedaspart

of theMTEFallocation.Designated income

decreasesby2%yearonyearinthefirsttwo

yearsoftheMTEFcycleandincreasesbyjust

4%intheouteryear.Discretionaryincomealso

remainsstagnantovertheperiod,with1%over

thethreeyears.

10.3 Leveraged Funding

Considering the lackofgrowth in theMTEF

allocation,itisimperativethattheNRFexplores

othermeanstoensuregrowthinitskeyactivities.

Successes todate includepartnershipswith

SasolandFirstRand.Theorganisation’smandate

andreputationwithintheNSIenablesvarious

strategicpartnershipsandcollaborationswith

privateandpublicentities,aswellasinternational

partners.These relationships result in limited

directincomethroughcollaborativeprogrammes.

However,theindirectbenefitsthroughleveraging

haveprovedtobeconsiderableas isevident

below:

SARChI andCoEsactively collaboratewith

internationalpartnerswhereinfrastructureand

researchcapital (whetherhumanorfinancial)

are jointlyapplied towardsstrengthening the

ChairsandCentres.Similarly,researcherswithin

global change have increasingly leveraged

financialandin-kindresourcesfrominternational

partnersthroughtheBelmontForum’sinitiative

ofCollaborativeResearchActions (CRAs). In

addition,leveragedfundingisevidentinexisting

fundinginstrumentsincludingTHRIP,Thuthuka,

the InstitutionalEngagementandPartnership

Development initiative (IEPD) andCoEs.As

thisindirectinvestmentisgrowing,theNRFis

devisingamodeltomeasureandpredictsuch

leveraged funding.RISAwill focus itsefforts

tofacilitateadditionalleveragingopportunities

overtheMTEFperiodandit isexpectedthat

leveraged fundswouldbecome increasingly

significant.

Over theMTEFperiod, theNRFexpects to

leveragesimilarvaluesthroughthevariousRISA

instruments.


AsthelargestdivisionoftheNRFandthecoreof

NRFbusiness,RISAnotonlycontributestothe

strategicobjectivesoftheNRF,butalsodirectly

orindirectlytoanumberofMTSFpriorities.

R616m related to SARChI

R253m related to other instruments

R340m related to CoEs

R1.2bn leveraged income


10.4.1 Strategic Objective 1: Promote globally

competitive research and innovation

InordertocontributesuccessfullytoStrategicObjective1,

RISAwill:

• ContinuetoincreaseinvestmentintheHumanCapacity

DevelopmentExcellencePipeline;and

• Support research across the various disciplines

includingtrans-,cross-andmulti-disciplinaryresearch.

Continue to invest in next-generation, emerging

and established researchers through the Human

Capacity Development Excellence Pipeline

TheNRF remains focusedonaddressing theneedsof

researchersacross thespectrumofbasic,appliedand

strategicresearchwithanappropriatemixofprogrammes

and funding mechanisms. The Human Capacity

Development (HCD)ExcellencePipeline illustrated in

Figure 22isdesignedtoproduceandsustainacohortof

globallycompetitiveprofessionalswhomayatsomepoint

jointhenationalworkforceorcontinuevibrantcareersin

research.Itisstructuredtosupportthedevelopmentof

a researchcareerall theway topostdoctoral leveland

beyond.Thepipelineisstructuredinfourcategories,namely

Next-GenerationResearchers,EmergingResearchers,

EstablishedResearchersandhigh-levelstrategicinvestment

areaswherecustomised,multi- and transdisciplinary

instrumentsaredesignedto:

• Createsupervisorycapacity;

• Drivesociallyrelevantareasofresearch;

• Create capacity and knowledge in new fields of

research;and

• Utilisescienceandtechnologytoenhanceeconomic

growthandsocio-economicdevelopment.



Next-generation researchers Emerging researchers Established researchers Strategic investments

Student support•Free-standing

scholarships•Grantholder

-linked bursaries

Thuthuka PhD track

PostdocThuthuka Post-PhD

track

Thuthuka rating track

Competitive funding for

unrated researchers

Incentive funding for rated research-

ers

Com-petitive funding for rated research-

ers

Blue-skies

research

Targeted strategic

investmentsSARChI CoE

Discipline-based

Strategic focus

Figure 24: The NRF Human Capacity Development Excellence Pipeline

NextGeneration EmergingResearchers Cross-cuttingInstruments EstablishedResearchers StrategicInvestments

2012/2013Actual 370.39 82.60 198.36 147.67 322.98

2013/2014Actual 469.12 112.25 201.19 153.15 389.73

2014/2015Actual 623.65 166.72 239.85 205.15 509.80

2015/2016Budget 722.62 162.42 275.52 212.83 639.26

2016/2017Budget 728.35 207.94 198.60 219.08 741.58

2017/2018Budget 728.14 212.59 116.26 231.94 761.08

2018/2019Budget 751.69 217.96 121.52 238.96 795.06

900.0

800.0

700.0

600.0

500.0

400.0

300.0

200.0

100.0

0.0

Rand

(mill

ion)


a. Next-generation researchers

Theinvestmentinnext-generationresearchersisthroughthecompetitive

awardingoffree-standingscholarships,grantholder-linkedbursariesas

wellasacademicdevelopmentprogrammesaimedathonours,master’s

andPhDstudents.

Onaverage,theNRFinvests37%ofthetotalHCDpipelineinvestment

in thisarea.Asshown inFigure 25, thesupport fornext-generation

researchersfromdesignatedgroupshasbeensteadilyincreasing.Inthe

2014/15financialyear,theNRFsupported75%blackand57%female

studentsathonourslevel.Atmaster’sleveltheNRFsupported59%black

and52%femalestudents,whileatdoctorallevelthedatareflect57%and

51%blackandfemalestudentsrespectively.

Therehasbeena43%increaseinthenumberofPhDstudentssupported

bytheNRFbetween2013and2015.Thiswas largelyduetospecific

contract funding received fromtheDSTaswellasa reprioritisationof

funding.Over theMTEFperiod, theNRFwill supporta further9730

PhDstudents.

Figure 25: The demographic split by race and gender of next-generation researchers

Honours Master’s Doctoral

Black

2008

/9

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2008

/9

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2008

/9

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

Women

3000

2500

2000

1500

1000

500

0

Rand

(mill

ion)

% Change Honours:Black – 224%Female – 195%

% Change Master’s:Black – 183%Female – 74%

% Change Doctoral:Black – 228%Female – 108%

Investment in next-generation researchers

Average number of next-generation researchers supported per year

2013 to 2015 – R1.46bn

2013 to 2015 financial years – 9 829

Commitment 2015/16 – R722m

Projected in 2015/16 – 14 202

Budget over the MTEF period – R2.2bn

Over the MTEF period – 14 790



b. Emerging researchers

Emergingresearchersconsist largelyofpostdoctoral fellowsandearly

careerresearchers.TheNRFseesthiscohortasthesupervisorycapacity

oftomorrowandforthisreason,ensuresthatemergingresearchersbenefit

fromarangeoftargetedfundinginstruments.Specificinstrumentsinclude

thecollaborativepostgraduate training initiative,which is a funding

instrumentaimedatsupportingpostdoctoralhumancapacityprogrammes

in strategicareasas setout in theSouthAfricanHumanResource

DevelopmentStrategy(2012–2030).Thisfundinginstrumentisdesigned

tomakeprovisionforcriticalareas,withpreferencegiventopartnerships

thatincluderural-basedandhistoricallydisadvantagedinstitutions.

TheThuthuka Initiativesupportsbothnext-generationandemerging

researchersfrompreviouslydisadvantagedbackgrounds.Investmenthas

beendevotedtopostgraduatetraining,pastPhDandratingtrackaswell

ascompetitivefundsforemergingresearchers.

TheResearcherMentoringInitiativehasbeenestablishedtoaccelerate

thedevelopmentofblackandespeciallyfemaleresearchers.Thisincludes

assisting1137blackwomenwithPhDqualificationstoobtainanNRF

rating.Eachof thesecandidateswillbematchedwithanestablished

mentorwhoisanexistingNRF-ratedresearcherintheirrespectivefield.

Insupportingnext-generationandemergingresearchers,RISAdesigned

and/oradoptedspecificinitiativesthataddressthelong-termneedsand

transformation imperativesof theNSI.For the three-yearperiod from

2012/13to2014/15,theNRFinvestedR361millioninthisarea.Inthe

2015/16financialyeartherewasa3%declineininvestment.However,

investmentinyearoneoftheMTEFperiod(2016/17to2018/19)increases

by28%.

OfthetotalcohortofemergingresearcherssupportedbytheNRF,46%

areblackand53%arefemale.Thedemographictrendcanbeseenin

Figure 26.

c. Established researchers

Theinvestmentinestablishedresearchersisinessenceaninvestment

inpromotingresearchatthetopendoftheHCDpipeline.Established

researchersareprofessionalorcareerresearcherswhoarebasedathigher

educationinstitutions.Establishedresearchersformacriticalcomponentof

theHCDpipelineastheyprovidesupervisorycapacityfornext-generation

andemergingresearchers.

Figure 26: Demographic split by race and gender for

emerging researchers

Black 2012/13 2013/14 2014/15

Women

450400350300250200150100500

Investment in emerging researchers

Average number of emerging researchers supported per year (postdoctorates and researchers)

2013 to 2015 – R361m



Projected in 2015/16 – 1 298

Budget over the MTEF period – R640m



TheNRFrecognisesthatestablishedresearchersnotonlycontributeto

thegenerationofknowledge,butalsoprovidesupervisionandtraining

forfutureresearchers.Supervisorycapacityhasthepotentialtocreate

abottleneck in thegrowthof theHCDpipeline.However,sustainable

investmentinthisareaensuresthepipelinehasself-sustainingcontinuity.

Aseriesoffundinginstrumentsthatprovideforself-initiated,discipline-

basedand/orbottom-upresearchprojectsaremadeavailablethrough

RISA.PrimaryamongthesearetheCompetitiveProgrammeforRated

Researchers(CPRR)andtheCompetitiveSupportforUnratedResearchers

(CSUR).CPRRandCSURarediscipline-basedfundinginstrumentsthat

supportbasicresearchasafoundationofknowledgeproductioninall

disciplines,includingthehumanities,social,naturalandphysicalsciences.

Thenumberof rated researchershasbeensteadily increasingatan

averageof9%yearonyearoverthelastfouryearsfrom2011to2014.

DST/NRF Internship Programme

TheInternshipProgrammehashadsevenintakesofinternssincethestart

oftheinitiativein2005.Atotalof1543internshavebeenenrolled.After

completionoftheinternshipprogramme,atotalof695interns(45%of

theparticipantsintheprogramme)joinedtheworkforcewithintheNSI,

while356 (23%) internsexited theprogramme to further theirstudies

throughstudentshipsand full-timestudy.This translates toanominal

68%successrateforthisimportantprogramme.

Atotalof640internswillberecruitedfor2016/17,whichrepresentsa

decreasefromthe2015/16targetof728.Thetotalbudgetplannedfor

2015/16wasR67.2mforthefundinginstrument.Thetotalamountover

theMTEFisR201.9m.Theprogrammehasexpandedtoincludegraduates

fromthehumanitiesandsocialsciencesinlinewiththerequirementsof

theDST’sTen-YearInnovationPlan.

d. Strategic investments

TheSouthAfricanResearchChairsInitiative(SARChI)aimstoincrease

thescientificresearchandinnovationcapacityoftheNSIbyattracting

andretainingestablishedresearchersthatareconsideredglobalexperts

atlocalHEIs.Theinitiativeattemptstobuildacriticalmassofsupervisory

capacity,equipment,researchersandstudentsaroundtheresearchchairin

supportofdomain-specificresearch,wherethedomainsareselectedwith

considerationofsocio-economicneedsaswellasglobalresearchtrends.

Historicallyalmost80%ofSARChIchairholdersweremale.Inorderto

addressthisanomaly,theNRFandDSTmadeadedicatedcallfor20

chairsforwomen.Fromthe76applicationsreceived,42werefundable.

Throughreprioritisationoffunds,theNRFandDSTmanagedtoaward

all42fundableapplications.Thiseffectivelyincreasedthepercentageof

femaleSARChIchairholdersinSouthAfricafrom24%to39%.

RISAhascommittedtoassistingthestakeholdercommunity,andspecifically

blackfemaleapplicants,toproducemorecompetitiveproposalsinthe

future.TheNRFwillworkcloselywithHEIstoassisttheseapplicants.

SARChIprovidestheopportunityforanumberofestablishedresearchersto

collaborateinordertoaddressidentifiedproblems.NineSARChIchairsin

theareaofpovertyandinequalityresearchdevelopedandpresentedajoint

fundingproposalforStrategies to Overcome Poverty and Inequalityunder

theCommunityofPractice(CoP)initiative.TheroleoftheCoPinitiativeis

An additional 42 research chairs for women researchers have been approved for implementation in the 2016/17 financial year to support gender transformation.

Investment in established researchers

Average number of established researchers supported per year

2013 to 2015 – R506m



Projected in 2015/16 – 3 050

Budget over the MTEF period – R690m




toprovideleadershipinconstitutinganddrivingaseriesof

researchprogrammes,workshopsandotherengagements

overthenexttwoyearsonthekeythemesidentified.R7m

wasawardedtotheCoPinthe2015/16financialyear.Ten

otherCoPswillbeestablishedovertheMTEFperiod.

e. Flagship initiatives

Theflagshipinitiativesareaimedatstrengtheningresearch

andinnovationcapacityandproductivityofpubliclyfunded

HEIs.AflagshipprogrammewaslaunchedattheUniversity

oftheWesternCapein2015,withanadditionaltwoplanned

forthe2016/17financialyear.Dependingontheavailability

ofadditionalresources,theflagshipprogrammeinFrontier

Enzymeswill be introducedat theDurbanUniversity of

Technology;andAstronomyat theUniversityofKwaZulu-

Natal.ShouldanHEInothavethecurrentcapacitytointroduce

aflagshipprogramme,othercapacity-buildinginitiativeswill

assisttopreparefortheestablishmentofsuchaprogramme.

f. Targeted HCD interventions

Overandabovetheinterventionsdiscussed,theNRFhas

developedotherinstrumentsand/orinterventionsthatsupport

thedevelopmentofhumancapacity inorder toaddress

systemicneeds.

Support Multidisciplinary Research and Innovation

Inordertofacilitatetheadvancementofexistingknowledge

anddevelopnewfieldsofknowledge,RISAwillcontinuously

surveytheresearch landscapewithintheNSI,performan

analysisofexistingresearchareas,trackandanalyseresearch

trendsgloballyandreviewtheneedswithintheNSI.Most

oftheknowledge-generatingfundinginstrumentswithinthe

NRFserveadualfunction:

• Togeneratenewknowledgeand/orgrowtheknowledge

base;and

• Totrainanddevelopthenextgenerationofresearchers.

Rese

arch

Car

eer

Adva

ncem

ent

Fello

wsh

ips

nGAP

Spec

ial c

all f

or

non-

Sout

h Af

rican

ci

tizen

s an

d st

uden

ts

with

dis

abili

ties

Prof

essi

onal

De

velo

pmen

t Pr

ogra

mm

e (P

DP)

Sout

h Af

rica

PhD

Proj

ect

• ThisDST-fundedinitiativeenablesemergingresearcherstotransitionfrompostdoctoralfellowstoindependentresearchers.AimedatfillingacriticalgapwithintheNSIbyprovidingaretentionmechanismandcareerpathforemergingresearchers,theinstrumentalsoeffectstransformationofestablishedresearchers.

• AnNRFagreementwiththeERChasguaranteedfundingfortheplacementofthesefellowsatERCPIsforsixmonthstoayear.Atotalof68fellowsarecurrentlysupported.

• Thisinitiativerecruitsnewacademicsagainstcarefullydesignedandbalancedequityconsiderations.SupportedthroughtheDHETandtheDST-NRFpartnership,nGAPisgearedtowardsprovidingholisticandcomplementarysupportforcareerdevelopmentofnext-generationresearchersbyfocusingonteaching,learning,researchandpostgraduatesupervision.

• TheDHETandtheDSThaveagreedthatthenGAPscholarswillaccessfundsthroughcompetitivefundinginstrumentsmanagedbytheNRF.

• TheDHETcontributionisR2mperscholarforthefullperiod.ProposalssubmittedbyscholarsthereafterwillbesubjectedtomeritreviewintheThuthukanGAPScholarsTrack.

Forthefirsttime,theInnovationBursarySchemewasopenedfornon-SouthAfricanstudents,specificallyfromAfrica.Targetedworkshopswillbehostedthatfocusongaininginsightsintothespecificneedsofstudentswithdisabilities.Theoutcomesfromtheseworkshopswillfeedintodevelopingtailoredinterventionsthataddressthespecificneedsofpeoplewithdisabilitiesaswellasincreasethenumberofapplicationsreceivedfrompersonswithdisabilities.

ThePDPaimstoacceleratethedevelopmentofresearchprofessionalsinkeyresearchareasthroughcreatingthree-yearresearchpositionsfordoctoralcandidatesandpostdoctoralresearchers.Theprogrammefocusesonyoungresearchersconductingresearchinsciencecouncilsandnationalfacilities.ItistailoredtoacceleratethedevelopmentofscientistsandresearcherswhoarepoisedtocontributetoSouthAfrica’sinnovationplatforms.R31.5mhasbeenearmarkedoverathree-yearcycleinsupportofthePDPinitiative.

Theprojectservestoattractpotentialcandidatestoencouragethemtopursuedoctoraldegrees;andtoprovideongoingsupportthroughvirtualplatforms.TheSAPhDProjectalsoleadsinestablishinginternationalpartnershipsforfull-timeandsplit-sitedoctoraltrainingabroad,suchaswiththeFullbright,TWAS,CommonwealthandVUAmsterdam.Itisanticipatedthatthreeregionalconferenceswillbeheldperyear,reachingatotalofabout1000delegateseachyear.


a. Centres of Excellence (CoEs)CoEsarephysicalorvirtual researchentities thatconcentrateexistingcapacityand resources toenable researchers tocollaborateacrossdisciplinesand institutions.CoEssupportcollaborationon long-termprojectsthatarelocallyrelevantandinternationallycompetitiveinordertoenhancethepursuitofresearchexcellenceandcapacitydevelopment.

Duringtheyear2014/15,thenumberofCoEsinthisstrategicinvestmentareaincreasedto16,includingthenewlyestablishedCoEinHIVPrevention,theCentrefortheAIDSProgrammeofResearchinSouthAfrica(CAPRISA),whichwassuccessfullylaunchedon14April2015.OvertheMTEFperiodafurtherR525.6mwillbeinvestedinthisarea.

Co-fundedCoEs inwater researchandhumansettlementsarebeingexploredwiththeWaterResearchCommission(WRC)andDepartmentofHumanSettlements(DoHS)respectively.

Impact Study – Student Tracking and Alumni Digital Platform A trackingstudyhasbeen initiated todetermine thesocio-economicimpactofDST-NRF investments inpostgraduate training.AnamountofR10mwasreprioritisedforthispurpose.TheCentreforResearchonScienceandTechnology (CREST)wascommissioned toundertakeapreliminaryinvestigationintotheproject.Themethodologyandareasfortrackingwereidentified.ConsiderationisgiventotheimpactofthePOPIAct,accessibilityofgranulardatafromtheHigherEducationManagementInformationSystem(HEMIS),andinputfromtheSouthAfricanRevenueService (SARS) toassistwith the trackingofgraduateswhoarenowtaxpayers.

Datawillbegatheredduringthefirstsixmonthsof2016forthecompletionofalldatasetfields.AbroadscopingoftheNRFAlumnidigitalplatformwillbecompletedduringthefirstquarterofthe2016/17financialyear,

afterwhichdevelopmentwillcommence.


STRATEGIC OBJECTIVE Promote globally competitive research and innovation MTSFPriorities2,5,6,7,8and10throughtheimplementationandsupportoftheHCDExcellencePipeline,includingthecreationofResearchChairsandCentresofExcellence.

Drivingresearchcompetitivenessthroughthesupportofhigh-qualityresearchandinnovation,aswellasthegenerationofknowledgeandthedevelopmentofhumancapacityincriticalareas.

• Increaseandprovidesupportfornext-generation,emergingandestablishedresearchersinordertogrowthePhDpipeline;and

• Supportmultidisciplinaryresearchandinnovation.

Objective Statement




research system

1

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019NumberofNRF-fundedresearchersfromdesignatedgroups

Black 790 1 008 1 235 1 543 1 739 1 960 2 193

Female 1 044 1 285 1 514 1997 2209 2450 2550

Numberofpostgraduatestudentsfundedperdesignatedgroup

Black 5 541 6 110 7 057 9 373 9 715 10 350 10 850 Female 4 557 5 186 5 976 8 075 8 265 8 700 8 990

NumberofNRF-ratedresearchersfromdesignatedgroups

Black 569 668 766 768 850 936 1 026

Female 780 889 962 992 1 088 1 188 1 292

Numberofpostgraduatestudentsfundedperlevel

Master’s 3 397 3 704 4 329 5 515 5 300 5 350 5 600 Doctoral 2 031 2 265 2 917 2 996 3 200 3 230 3 300

BUDGET (Rm) Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019GloballyCompetitiveResearch 1,241,863 1,939,819 1,567,450 2,327,630 2,456,217 2,403,202 2,505,345



10.4.2 Strategic Objective 2: Enhance Strategic International

Engagements

InordertocontributesuccessfullytoStrategicObjective2,RISAwill:

• Promotesystem-wideinternationalengagementandfacilitateaccess

tolocalandinternationalresearchplatforms.

Promote system-wide international engagement and facilitate

access to local and international research platforms

Internationalisationisakeyenablerforresearchandresearcherdevelopment

inaglobalisedsociety.TheNRFcontributes throughestablishingand

promotinghigh-levelstrategic internationalcollaborativenetworksand

developingsufficienthumancapacity.

OvertheMTEFperiod,theNRFwillpursuethefollowingagenda:

• Furtherstrengthentheinternationalisationofresearch;

• Enhancenetworkingwithinthesciencesystem;

• Fostercollaborationinordertoimprovethequalityofresearchoutputs

byresearchers;and

• Enhanceandstrengthenhighlystrategic internationalpartnerships

insupportoftheNSI.

An increasingnumberofhigh-levelandstrategicengagementshave

been initiatedasaresultof thevalue-addthat the improvedfocuson

internationalisationbrings,suchas:

• NewtonFund–Afive-yearinitiativeaimedatdevelopingscienceand

innovationpartnershipsbetweenSouthAfricaandtheUK.Morethan

600grantsandfellowshipswillbeawarded.

• ERAfrica–AninitiativeaimedatpromotingaunifiedEuropeanapproach

tocollaboratingwithAfrica in thefieldofscienceand technology

research for innovationandsustainabledevelopment.Up to17

AfricanandEuropeancountrieswill collaborateunderacommon

grantinginitiative.

TheKICfundinginstrumentisSouthAfrica’slargestmobilityprogramme,

supportingSouthAfrica-based researchers to increaseandpromote

theirglobalcompetitivenessandinnovation.Annually,morethan1000

applicationsaresupported.Due toan increaseddemandof theKIC


STRATEGIC OBJECTIVE Enhance strategic international engagements MTSFPriorities10and11.

Promotesystem-wideinternationalengagementandcollaborationinordertosupportemergingknowledgefieldsandprovidelocalresearcherswithaccesstoinnovativeresearchinfrastructure.

• Promotesystem-wideinternationalengagement;and• Facilitateinternationalresearchplatformaccess.

Objective Statement




research system

2

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Numberofactivegrantsemanatingfrombinational,multinationalaswellasagency-to-agencyagreements

515 858 1 055 1 161 1 277 1 404 1 545

BUDGET (Rm) Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Internationalisation 98,902 123,594 141,939 157,474 150,109 147,320 153,860


fundinginstrument,thebudgethasincreased

by25%overthelasttwoyears.

IRC’s commitment towards developing a

generationof new researchers is evident in

initiativessuchastheSouthernAfricanSystems

AnalysisCentre(SASAC),previouslyknownas

theSA-YSSP.SASACprovidesanopportunity

for youngemergingdoctoral candidates to

advance their researchunder thesupervision

ofseniorIIASAandSouthAfricanresearchers/

scientists, andat the same timecontribute

to thedevelopmentofagloballycompetitive

sciencesystem.

Although limited toaspecificfield, i.e.global

change, the Belmont Forum’s initiative of

Collaborative Research Actions (CRAs)

providesanimportantplatformforinternational

collaboration.Similarly,theNewtonFundand

specificcollaborationssuchastheKFDandthe

UK’sEconomicandSocialResearchCouncil

(ESRC)provideextremelyimportantcollaborative

platformsforsocialscientists.

10.4.3 Strategic Objective 3: Provide

Best Practice Systems in

Support of Grantmaking,

Reviews and Evaluations


Objective3,RISApursuesbestpracticegrant-

making,evaluationandratingsystemsthrough:

• A system of planning; evaluations and

reviews insupportof researcher ratings;

institutionalandprogrammereviewsandthe

assessmentoffundingproposalsthrougha

peer-reviewprocess;and

• Aworld-classgrantmakingsystem.

A system of planning; evaluations and

reviews in support of researcher ratings;

institutional and programme reviews and

the assessment of funding proposals

through a peer-review process

Reviews and Evaluation (RE)

TheREdirectorateiscustodianoftheprocess

ofplanning,evaluationsandreviewsrelatedto:

• Theratingofresearchersasameasureof

globalsignificance;

• Programme and institutional reviews

including the initiationof themandatory

NRFfive-yearreview;and

• Thepeer-reviewprocessthroughwhichthe

organisationawardsgrantsandbursaries.

Inlinewithitsmandate,thedirectorateadheres

toasystemofauditablepoliciesandprocedures

thatgovern theexecutionof themandate in

supportofunbiased,efficientandevidence-

baseddecision-making.

OvertheMTEFperiodtheunitwill:

• PayspecialattentiontotheNRFfive-year

reviewwhichwasinitiatedinthe2015/16

financialyear;

• Review the internal systemofprocesses

withaviewtooperationefficiencythrough

optimisation;and

• Improve the representivityofpeople from

demographicgroupsonreviewpanels.

A world-class grantmaking system

Grants Management and Systems

Administration (GMSA)

The centralised GMSA ensures that RISA

leverages economies of scale, improves

efficienciesandadoptsworld-class,auditable

businessprocessesformanagingandawarding

grantsandbursaries.

OvertheMTEFperiodtheunitwill:

• Reviewandmanagethegrantmanagement

processes toprovideseamlessqualityof

serviceandreducedturnaroundtimes;

• Review the internal systemofprocesses

thatgovern theadministrationofgrants

andbursarieswith a view to improving

operationalefficiencythroughoptimisation;

• Considerengagementwithkeystakeholders,

i.e.theHEIs, inordertoactivelydrivethe

processof institutionsdrawingdownon

theirgrantsinanefficientandtimelymanner;

• Support theBusiness IntelligenceUnitas

thecustodiansof keybusinesssystems

in theNRF,vizPhoenixandNRFOnline

Submissionsystems;

• Review and manage the audit ing

requirementsandprocesses toalleviate

audit findings ingrantmanagementand

administration;

• Adhere to statutory and organisational

reporting requirementsandprovidegrant

informationasrequired;and

• Create a DST/NRF-funded alumni

infrastructure.



10.4.4 Strategic Objective 4:

Establish and maintain

research infrastructure and

platforms


Objective4,theprogrammewill:

• Provide science infrastructure inpriority

areas;and

• Develophumancapacityinpriorityresearch

areas.

Provide science infrastructure in priority

areas

Bilateral agreements in support of South African

researchers accessing global infrastructure:

Research infrastructure fundswillcontinueto

supportprovisionofandaccesstoresearchand

developmentinfrastructureacrosstheNSIand

supportaccesstoglobalresearchinfrastructure

suchasthe:

• EuropeanSynchrotronRadiationFacility

(ESRF);

• EuropeanCentre forNuclearResearch

(CERN)–includingtheLargeHadronCollider

(LHC);and

• JointInstituteforNuclearResearch(JINR).

ICT infrastructure systems: Continuous

maintenanceanddevelopmentofefficientICT

andothersystems insupportofworld-class

grantmaking:

• Developstudenttrackingsystem;

• Enhanceresearchequipmentdatabase;and

• ImproveRIMSsynergieswithNRFonline

systems.

Maintenance and knowledge transfer policies:

It is increasingly importanttoallocatefunding

towards the maintenance of equipment

acquisitions. Maintenance contracts with

suppliersshouldbeconsideredatthetimeof

purchase.Theequipmentgrantrecipientsare

obligedtotransferknowledgeonequipmentuse.

Thetrainingofskilledoperatorsandtechnicians

isparamountfortheoptimalmaintenanceand

functionalityofsuchhigh-endequipment.

Incubate, nurture and strategically locate

research platforms

TheNRFsees theprovisionofcutting-edge

researchandinnovationplatformsasastrategic

goal.Insupportofthisgoal,theNRFinvestsin

andsupportsthenationalresearchfacilities.The

organisationalsoplacesemphasisonresearch

Table 10: Programme 3: KPIs against budget (2015/16 – 2018/19) – Strategic Objective 3

STRATEGIC OBJECTIVEProvide best practice systems in support of grantmaking, reviews and evaluations

MTSFPriorities2,5,6,7,8and10.

Thesupportofresearchandinnovationthroughtheprovisionofworld-classgrantmaking,ratingandevaluationsystemswhilestrivingtodoubletheinvestmentinresearchtoR8bnoverthefiveyears

Pursuebestpracticegrantmaking,evaluationandratingsystems

Objective Statement




research system

3

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019TotalnumberofresearchersratedthroughtheNRFsystem

2 638 2 959 3 161 3 200 3 400 3 600 3 800

BUDGET (Rm) Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019RISASupportSystems 41,459 45,765 51,496 49,707 63,517 58,111 61,744


infrastructureinvestmentinhighereducationinstitutions(HEIs).Through

RISA,theorganisationprovidesgrantsthatenableresearcherstoaccess

equipmentbothnationallyandinternationally.AlthoughSouthAfricaboasts

pocketsofworld-classresearchfacilitiesatselectedinstitutions,significant

investmentsarerequiredtocreateandmaintainaresearchenvironment

withinwhichworld-classresearchcanberealised.

National E-Research Support Programme (NeRSuP): Within the

implementationframeworkfordevelopingtheNationalIntegratedCyber-

infrastructureSystem (NICIS),competitive researchgrants in thefield

ofe-researchwillbe introduced.This initiativewill focusonpromoting

innovation incollaborative, computational ordata-intensive research

acrossalldisciplinesthroughouttheresearchlifecycle.Ingeneral,this

funding instrumentwilladdresstheapplication,re-useandre-usability

of ICTmethods,methodologiesandtools tosupportsolvingcomplex

scientificandindustrialproblems.Acompetitivecallwillbepublishedfor

apilotprogrammeone-scienceande-skillsdevelopment.

a. National Equipment Programmes

The investment inhigh-end researchequipment through theNational

EquipmentProgramme(NEP)andNationalNanotechnologyEquipment

Programme (NNEP) has supported the acquisition, upgrade and

developmentofstate-of-the-artequipmentacrosspublichighereducation

andresearchinstitutions,andtherebycontributedtotheenhancement

ofnewknowledgeproductionandtechnologyinnovationinthecountry.

Itmustbenotedthatsomeinstruments,suchastheSARChIandCoE

programmes,alsoprovideresearchinfrastructureinsupportofthecore

focusoftheprogramme.

b. Strategic Research Equipment Programme (SREP)

Anewfundinginstrument,theStrategicResearchEquipmentProgramme

(SREP) that isgeared towardssupportingnational strategic research

infrastructure investments that involvemulti-institutionalconsortiaand

exceedtheNEP/NNEPmaximumDST-NRFgrantamountofR10million

pergrant,willbeintroduced.Thisnewfundinginstrumentcomplements

theimplementationoftheSouthAfricanResearchInfrastructureRoadmap

(SARIR),whichisgearedtowardsnurturingasystem-wideapproachto

researchinfrastructureinvestmentsandestablishingresearchinfrastructures

inthemediumtolargerange.Upto10%oftheannualNEPbudgetwillbe

allocatedforthisnewcompetitiveresearchinfrastructuregrant,insupport

ofoneprojectataminimumofR15millionandup toamaximumof

R35millionoveratwo-yearfundingperiod.

Research infrastructure investment

Amount invested between 2012/13 and 2014/15 R 3.4bn

Amount committed for 2015/16 R 1.8bn

Further investment over the MTEF period R 5.09bn



Thenationalresearchfacilities,determinedbytheMinisterinaccordance

withtheNRFAct,arecreatedtoprovideacriticalmassofequipment,

cutting-edgeplatforms,uniquetechnologiesandresearchersinsupportof

domain-specificresearch,humancapacitydevelopmentandknowledge

generation.

Themaincriteriafortheevaluationandestablishmentofnationalresearch

facilitiesare:

• AuniquepositioninSouthAfricanknowledgeproduction;

• Offerofcore technologies, researchmethodologyordatapools/

collectionsshouldliveuptointernationalstandards;

• GoalsshouldbewellalignedwiththeoverallobjectivesoftheNSI,

especiallywithregardtothediffusionofnewknowledge;

• Acriticalmassofuniqueequipment,skillsandusers;

• Potentialfornetworkingandforattractinginternationalcollaborators

toSouthAfrica;

• Abilitytoprovideopportunitiesforhumanresourcedevelopment,with

specialefforts to involve researchers from formerlydisadvantaged

communities;and

• Theabilitytoprovideopportunitiesfortheadvancementofscience

andfortheinterfacebetweenscienceandsociety.(Pleasereferto

Programme2fordetails.)


11 NATIONAL RESEARCH FACILITIES

STRATEGIC OBJECTIVE Establish and maintain research infrastructure and platforms MTSFPriorities2and10,sincetheprovisionofresearchequipmentandplatformssupportsresearchacrossallareasoftheHCDExcellencePipeline.

Providingandfacilitatingaccesstoworld-classequipmentandinfrastructurethroughtheacquisitionofhigh-endequipmentandthesupportofnationalresearchfacilities.

• Providescienceinfrastructureinpriorityareas;and• Incubate,nurtureandstrategicallylocateresearchplatforms.

Objective Statement



platforms

4

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019NumberofusersofequipmentthatwasfundedbytheNEPandNNEPprogrammes

1 651 1 682 1 700 1 800 2 000 2 100 2 200

NumberofpublicationsemanatingfromtheuseofequipmentfundedbytheNEPandNNEPprogrammes

910 1 546 1 700 2 000 2 300 2 600 2 800

BUDGET (Rm) Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Platformandinfrastructureprovision 117,379 221,335 259,093 297,596 382,682 341,422 320,474


PROGRAMME 4: NATIONAL RESEARCH FACILITIES EXCLUDING ASTRONOMY PART B: PROGRAMME PLANS

PROGRAMME 4:NATIONAl RESEARCH

FACIlITIES EXClUDING ASTRONOMY


11.1.1 Situational AnalysisThenational research facilitiesofProgramme4supportorganisational

objectivesthroughtheprovisionof:

• Auniquepositionforknowledgeproductioninareasofgeographic

andknowledgeadvantage;

• Criticalmassofequipmentandresearchprofessionals,andaccess

to active andcontributinguser communities indomain-specific

disciplines;and

• Aplatformforscienceeducation,communicationandawarenessin

thelocalstakeholdercommunities.

Value proposition of Programme 4

TheiThembaLaboratoryforAcceleratorBasedSciences(iThembaLABS)

isthenationalresearchfacilityforparticleandnuclearresearch,aswellas

oneofonlyahandfuloffacilitiesworldwidegearedtoproduceradionuclides

forcommercial,researchandmedicalapplications.Inaddition,thefacility

offersafullradiotherapyclinicforthetreatmentofcertaincancers,using

bothprotonandneutrontherapy.TheAcceleratorMassSpectrometry’s

advanceddatingcapabilitiescanbeappliedtoavarietyofdisciplines.

TheSouthAfrican Institute forAquaticBiodiversity (SAIAB) has an

internationally recognisedprofile in ichthyological researchandserves

asahubfornationalandinternationalscientificengagementonAfrican

aquaticbiodiversityacrossthefullspectrumofaquaticenvironments,from

marineoffshoretocontinentalfreshwatercatchments.Italsohousesthe

DST/NRFflagshipAfricanCoelacanthEcosystemProgramme(ACEP).

11.1 PROGRAMME 4: NATIONAL RESEARCH FACILITIES EXCLUDING ASTRONOMY

Number of ISI publications

Actual 2013 to 2015 – 279

Target 2015/16 – 74

Target over the MTEF period – 240

Postgraduate students supervised by facility staff

Actual 2013 to 2015 – 274

Target 2015/16 – 110


Number of platform users

Actual 2013 to 2015 – 1 310

Target 2015/16 – 405

Target over the MTEF period – 1 385


Actual 2013 to 2015 – 160

Target 2015/16 – 50



Actual 2013 to 2015 – 159

Target 2015/16 – 52



Actual 2013 to 2015 – 889

Target 2015/16 – 302




TheNationalZoologicalGardens (NZG) isabiodiversityconservation

and research facility that incorporatesa livinganimal collection, the

WildlifeBiomaterialsBankandtheCentreforConservationScience.The

NZGiswellplacedasaneducationandawarenessplatformforvisitors

comprisingeducators, learners,students,special interestgroupsand

thegeneralpublic.

TheSouthAfricanEnvironmentalObservationNetwork (SAEON) isa

businessunitoftheNRFandservesasanationalplatformfordetecting,

translatingandpredictingenvironmentalchange throughscientifically

designedobservationsystemsandresearch.SAEONalsocapturesand

makeslong-termdatasetsfreelyaccessible,andrunsaneducationoutreach

programme.SAEONhassixnodesdispersedgeographicallyacross

thecountryandofferspublicvalue through long-termmultidisciplinary

environmentalobservationprogrammesandplatformsdesignedtoclarify

Earthsystemdynamicsandchangesovermultiplescales.

Collectively,thesenationalresearchfacilitiesactascustodianofanumber

ofnationalresearchplatformsinkeypriorityareas.Thisensuresthatthe

nationalresearchagendacanbepreservedthroughdedicatedresearch

byspecialisedstaffmembersbasedatthefacilities.Thiscustodianship

isamultifacetedtask,but inessenceincludesmaintenance,upgrade,

adaptationanddevelopmentoftheplatformstoensurethattheyremain

technologicallyrelevantandfacilitateinternationallycompetitiveaswell

asleading-edgeresearchatalltimes.


Actual 2013 to 2015 – 42

Target 2015/16 – 15



Actual 2013 to 2015 – 100

Target 2015/16 – 30



Actual 2013 to 2015 – 95

Target 2015/16 – 30



Actual 2013 to 2015 – 66

Target 2015/16 – 27



Actual 2013 to 2015 – 114

Target 2015/16 – 40



Actual 2013 to 2015 – 300

Target 2015/16 – 330



11.1.2 Contributions to Strategic Objectives

Strategic Objective 1: Promote

globally competitive research and

innovation

a. Increase and provide support for human

capacity development

NationalResearchFacilitiesarerequiredtooffer

opportunities forHCDwithspecialefforts to

involveresearchersfromformerlydisadvantaged

communities. In linewith this,Programme4

willdevelop770postgraduatestudentsover

theMTEFperiodbyusing facility staff in a

supervisoryandmentorshipcapacity.Of the

fourfacilitiesinProgramme4,SAIABhasbeen

themostefficientinsupervisingpostgraduates,

withresearchstaffsupportingapproximatelyfive

postgraduatesperstaffmember.Theaveragefor

theotherthreefacilitiesis1.7studentsperstaff

member.Inaddition,3033userswillutilisethe

infrastructureofthesefacilitiestowardsresearch

outputsattheirrespectiveHEIs.

Programme4willinitiateorexpandonexisting

programmeswiththeaimofattractingstudents

fromdesignatedgroups.Theseprogrammes

include:

• TheSAIABPostgraduateSchoolwhere

between45and60studentsaresupervised

per annum.With only eight permanent

researchstaff,thepostgraduateschoolis

at itsmaximumcapacity,withanabove-

averagesupervisor/studentratio.Additional

funding toenlarge theSAIAB researcher

supervisorycapacitycouldexponentially

increase the number of postgraduate

support.

• The ACEP Phuhlisa Programme is a

transformation initiativewhich, in its initial

three-yearperiod(2012-2014),grewfrom

eightto26postgraduatestudents.Currently

theprogramme’seightpermanentresearch

staffmemberssupervisebetween45and

60 studentsper annum.A fundamental

requirement of this programmewill be

continuedfinancialsupportfromtheDST.

• TheNZG Internship Programmewhere

recentgraduatesacquireworkexperience.

Thestudentswith thebestaptitudeand

potentialaredirectedtowardspostgraduate

studiesathonours,master’sanddoctoral

levelswithinthevariousresearchprojects

andprogrammesof theNZG, tobeco-

supervisedwithoverninepartner tertiary

institutions.

• The iThemba LABS MANuS/MatSci

Programme, in partnership with the

UniversityoftheWesternCape(UWC)and

theUniversityofZululand(UniZulu),presents

lecturesinthefieldsofNuclearPhysicsand

MaterialsResearch.Sinceitsinception,the

programmehas facilitated132honours

and66MScdegrees(17MScdegreesin

progress)andofthese,10studentshave

continuedtocompletetheirPhDdegrees.

• iThembaLABS (Gauteng)provideshigh-

qualitylecturingfacilitiesforthePostgraduate

DiplomainNuclearScienceandEngineering

underanMoAwithNorth-WestUniversity

(NWU).Staffalsopresentspecialistlectures



toregistrarsinRadiationOncologyandto

radiographersinRadiationBiologyintraining

attechnicaluniversities.

• The SAEON Educat ion-Out reach

Programmehasbeen runningat fourof

thesixSAEONnodes.Theprogrammewas

recentlyextendedtotheAridLandsNode

intheNorthernCape.

• TheSAEONGraduateStudentNetworkisa

structuredforumforpostgraduatestudents

tofacilitateinteractionandsharingofideas

bywayofmulti-disciplinaryannualresearch

trainingandconferencing.

b. Support multidisciplinary research and

innovation

ThenationalresearchfacilitiesofProgramme4

are fully integratedandwell regarded in the

globalresearchnetwork.Theyprovidecutting-

edgeplatformsthatallowformulti-disciplinary

collaboration with local and international

researchersandstudents.

From2012/13to2014/15,547ISIpublications

wereproducedbyProgramme4collectively.

A further 197publications are expected in

2015/16, with 545 publications expected

over theMTEFperiod (2016/17 to2018/19).

ISIpublicationsareglobally recognisedpeer-

reviewedpublicationswhichare indicativeof

excellencewithrelevance,whichiswhytheNRF

haschosentoplaceemphasisonthenumber

ofISIpublicationsasaproxy.

Insupportof themultidisciplinaryagendaof

thenational research facilities, the following

programmeswill continue tobeutilised as

follows:

• WithintheNSI,SAIABservesasaunifying

institution for the discipline ‘Aquatic

Biodiversity’bycoveringthedomainfrom

both a systematic and conservation-

orientatedperspective.

• OpenAccessDataSystemsandTools:

SAEONspearheads thenationalagenda

ofensuring that long-termenvironmental

dataarearchivedandextrapolatedforlarge-

scaleinterpretation,asanationalassetfor

generations tocome.Makingdata sets

accessible andavailable to researchers

online affords them the opportunity to

increase their researchoutputs.SAEON

alsoprovidesdecision-makersaccess to

thedatathattheyrequiretomakeinformed

decisionsonmattersofnationalimportance.

TheSouthAfricanRiskandVulnerability

Atlas, South African Bio-Energy Atlas,

SouthAfricanEarthObservationSystem

ofSystems,SouthernAfricanDataCentre

forOceanographyandSouthAfricanSpatial

Data Infrastructureareexamplesof large

onlinesystemsmanagedbySAEON.

• NZG researcherscontribute to theDNA

barcoding of species specific to the

AfricancontinentthroughtheInternational

BarcodeofLife(iBOL).Twoflagshipresearch

programmes, Molecular Ecology and


Ecophysiology,aswellasWildlifeHealth

andEcophysiologycontributetotheoverall

principleofgeneticstudiesandmolecular

characterisationofavarietyofspeciesand

forensicstudies.

• SAEON is already seen as a critical

componentofthesuccessfulEarthSystem

Scienceforitsabilitytoprovidelong-term

ground-basedandsea-leveldata.SAIAB

and the NZG also support the Earth

SystemScience initiative,withHartRAO

providinggeodeticdatathroughtheSpace

Geodesyprogramme,whichdealswith

themeasurementand representationof

the Earth in a three-dimensional time-

varyingspace.Thedisciplineleveragesoff

thesynergybetweengeodeticVeryLong

Baseline Interferometry (VLBI) and radio

astronomytechniques.Thesiteplayshost

to theSatelliteLaserRanging (SLR)and

GlobalPositioningSystem(GPS)andhas

becomeoneofonlyfivefiducialgeodetic

sitesintheworld.

• Researchactivities inMaterialsScience

( i Themba LABS) cen t re a round

collaborationsinnanosciencesandnano-

technologywithAfricanpartnersvia links

throughtheNANOAfNETandtheUNESCO-

UNISA-AfricaChairforNanosciencesand

Technology.Inaddition,strongcollaborations

existwithBelgium (in-situRBS surface

characterisationofbinarysystems),France,

Poland(planthyper-accumulators),Sweden

(cryo-nuclear microscopy), Colombia

(characterisationofhardcoatingby IBA

techniques)andAustralia(phytoremediation,

withZambia’sCopperbeltUniversity as

partner)areunderway.

• NuclearStudies:Therecentimprovements

to the K600 magnetic spectrometer

at iThembaLABSare allowingusers to

exploitthenicheabilityofthisinstrumentto

investigate,amongotherthings,clusteringin

nuclei,andpropertiesanddecaymodesof

giantresonances.Theenvisagedoperation

oftheK600spectrometerforhigh-resolution

particledetectionincoincidencewithhigh-

resolutiongammadecaymeasurements

willprovideuniqueopportunitiestofurther

thestudiesofgiantresonances.Research

activitywillbeenhancedanddiversified if

fundingisobtainedfortheproposednew

GAMKAarrayasexperimentssearchingfor

high-foldeventswillbecomepossibleand

nucleiproducedinweakexitchannelswill

becomeobservabledue to the increased

efficiency.

• Appl ied Research and Research

Applications:Severalofthefacilitieswithin

Programme4engageinappliedresearch

andresearchapplications,suchasradio-

isotopeproductionandparticletherapyat

iThembaLABS.iThembaLABSendeavours



tomakeavailabletothecommunityandindustryvariousproducts

andservicesonacost-recoverybasis.Overthepastfewyears,the

revenuederivedfromthisprogrammehas increasedsignificantly–

fromR20min2010/11toR53min2014/15.Theincomeisexpected

toincreasetomorethanR60min2018/19.

• GlobalChangeResearch:Thefunctionalandcompositionalchanges

ofEarthandecosystemsarecomplexandtypicallyrequirelarge-scale

multi-disciplinaryobservationsandanalysisoverlongperiods.SAEON

has resuscitatedoldandestablishednewglobalchange research

platformstoimproveunderstandingofthedriversofsuchchanges

andtheecologicalimpactsthereof.Twoofthemaindriversareclimate

andland-useandsomeexamplesofresearchprojectsfollow.Climate

changedynamicsarestudiedathighaltitudesandSAEONhasrecently

establishedthehighestautomatedweatherstationinSouthAfricaat

3000metresabovesealevelintheDrakensberg,toruninconjunction

withmeasurementsofrun-off.Ontheothersideofthespectrum,the

AgulhasSystemClimateArray(ASCA)wasestablishedtomonitorthe

physicalchangesinoneoftheworld’sfastestflowingcurrentsoffthe

EasternCapecoast.Inthesemi-aridKaroo,SAEONcontributesto

establishingbaselinedataandenvironmentalmonitoringsystemsfor

proposedshalegasextraction.Onthewestcoast,SAEONsupports

thehakefishing industrywith researchon trawlmanagement for

sustainability,andinthefarnorthofSouthAfrica,projectsconsiderthe

impactofminedumpsonnaturalsystemsaswellasgeo-hydrology

inresponsetoclimaticevents.

Table 12belowisasummaryofthe indicatorsagainstbudgetforthe

implementationofStrategicObjective1.


STRATEGIC OBJECTIVE Promote globally competitive research and innovation MTSFpriorities2,5,6,7,8and10throughtheimplementationandsupportoftheHCDandknowledgegenerationatthenationalresearchfacility.

Drivingresearchcompetitivenessthroughthesupportofhigh-qualityresearchandinnovation,aswellasthegenerationofknowledgeandthedevelopmentofhumancapacityincriticalareas.



Objective Statement




research system

1

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Numberofpostgraduatestudentssupportedbythenationalresearchfacilities

272 285 451 386 420 460 480

ISIpublicationsatthenationalresearchfacilities

157 187 234 200 210 220 232

Numberofusersofnationalresearchfacilities

957 1 041 1 141 1 112 1 164 1 200 1 267

Citationimpactofnationalresearchfacilityoutputs(annualcumulative)

>1 >1 >1 2 2 >2 >2

BUDGET (Rm) Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Globallycompetitiveresearch 106,391 117,535 127,110 130,962 138,305 141,497 146,231


Strategic Objective 2: Enhance

Strategic International Engagements

a. Promote system-wide international

engagement and exploit international

research platform access

Nationalresearchfacilitiesfacilitateandpromote

internationalcollaborationacrosstheNSIand

also facilitate access to researchplatforms

globally. There are 54 formal international

collaborationstodateandthisisexpectedto

growovertheMTEFperiod.Someofthemajor

collaborationsarelistedbelow:

• SouthAfrica and theConseil Européen

pour la Recherche Nucléaire (CERN)

providesboth researchersandstudents

with theopportunity toconduct research

usingstate-of-the-artfacilitiesincludingthe

LargeHadronCollider (LHC)atCERN in

Switzerland.

• iThembaLABSandtheLaboratoriNazionali

diLegnaro (LNL) in Italyarecollaborating

ondevelopingtargetsandionsourcesfor

radioactivebeamproduction.Legnaro is

settingupasimilar facility (SPES)and is

willingtosharedesignsfortheSPESTarget/

Ion-source,whileiThembaLABSwillprovide

beamtimeforhigh-powertargettests.An

MoAisbeingfinalisedfortheconstruction

oftheSPESTarget/Ion-source.

• iThemba LABS and the Joint Institute

for Nuclear Research (JINR) in Russia

collaborateonionsourcedevelopment,the

useoflaser-ionisationtoproduceradioactive

beamsandthedevelopmentoftheinjection

ofradioactivebeamsintoanESIScharge

breeder.

• TheFlemish InteruniversityCouncil (VLIR)

grantallowspostgraduatesinthenuclear

sciences to travel to the University of

GhentinBelgiumforspecialisedtrainingin

molecularradiationbiology.Thisfundingis

alsoavailabletohostinternationalworkshops

inradiationbiologywithinSouthAfrica.

• At theNZG international collaborations/

engagementsareachievedthrough:

- Zoo-to-zoocooperationforthepurposes

ofparticipationintheglobalzooindustry

andtheexchangeofexpertise,staffand

animals;and

- Researchcollaboration in international

scientific, technical and zoo industry

bodies,forthepurposesofknowledge

and informat ion exchange and

involvement in global initiatives for

researchandzooindustrybusiness.

Therearecurrentlycollaborativearrange-

mentswith14internationaluniversitiesinthe

UnitedKingdom,UnitedStatesandAfrica;

fourresearchcentres(CNRS,CIRAD,IRD



and IZW)and twozoos (ZooparcBeuval

andPittsburgZooandAquarium).There

arealsoagreementswithNamibia,Kenya

andGermany.

• SAEON wil l play a greater role in

international programmes such as the

International Platform for Biodiversity

and Ecosystem Services (IBIS), Group

on Earth Observation‘s Biodiversity

ObservationNetwork (GEODON),Future

EarthandAfrica’sChapterof theGlobal

Earth Observation System of Systems

(GOES).Thesecondphaseof theASCA

programmewillberolledoutandthefirst

OpenScienceMeetingoftheInternational

LongTermEcologicalResearch(ILTER)will

behostedbySAEON.Astrongcollaborative

partnership existsbetween theSAEON

ElwandleNodeandtheUniversityofWestern

Australiawithrespecttothestereo-baited

remoteunderwatervideoproject.

• SAIABandDalhousieUniversityinCanada

maintainanetworkofacoustic receivers

tomonitormarineanimalmigrationunder

theauspicesoftheglobalOceanTracking

Network(OTN)project.

• SAIABisakeypartnerintheFishBarcode

ofLifeInitiative(FISH-BOL)andInternational

BarcodeofLife(iBOL)projects,whichare

globalinitiatives.

• There is amajor research collaboration

betweentheNorwegianInstituteforNature

Research(NINA),Norway’sleadinginstitution

for applied ecological research, and

SAIABthroughtheSouthAfrican-Norway

ResearchCooperationonClimateChange

(SANCOOP).

• Thereisresearchcollaboration,datasharing

and student involvement with various

organisations in theSeychelles, namely

theSeychellesFishingAuthority,theSOSF

D’ArrosResearchCentre(SOSF-DRC)and

theSeychellesIslandFoundation(SIF).

• SAIAB’s freshwater research platform

engageswith international collaborators

fromtheUSA,CanadaandtheUKtowards

abetterunderstandingofinvasivespecies.


STRATEGIC OBJECTIVE Enhance strategic international engagements MTSFpriorities10and11



Objective Statement




research system

2

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Numberofjointinternationalagreementsatthenationalresearchfacilities

46 51 54 60 62 65 68



Strategic Objective 4: Establish and

Maintain Research and Infrastructure

Platforms

a. Provide science infrastructure in priority

areas

The research platforms offered within the

programmearevariedbutextensive,andprovide

asolidbaseforresearchcollaborationandHCD.

Theplannedinfusionofnewinfrastructureover

the reportingperiodwillallow the facilities to

developnewcollaborationsandpartnerships,

aswellasembracethelatesttechnologiesto

remainbothrelevantandcompetitivewithinthe

internationalresearchspace.Theallocationfor

infrastructure in theouteryearsof theMTEF

is,however,decliningsignificantly,withonly

R7mperyearprojectedforoperationalcosts

of theequipment. It is important tomaintain

the equipment assets, and funding should

besourced toensure thatallequipmentand

infrastructurearepreservedforfutureuse.

iThemba LABS – Accelerator-based

physics

Over the reporting period, iThemba LABS

will focusonafutureflagshipproject, i.e. the

acquisitionofanewhigh-beamcurrent70MeV

cyclotronwithtwoextractionportsinorderto

establisharareisotopebeamfacility.Thefacility

hassecuredfundingofR32mfromtheStrategic

ResearchInfrastructureGrant(SRIG)programme

toconstructaTargetIonSource(TIS)testbench

toserveasapilotprojectandtocompletea

feasibilitystudyforthemuchlargerproposed

Radio-activeIonBeam(RIB)facility.Othermajor

projectsatiThembaLABSinclude:

• Aproposaltocommercialisetheradionuclide

productionbusinessasajointventurewith

aprivatecompanytogeneratethecapital

requiredtoexpandthebusinessusingthe

two-port70MeVcyclotron;

• Amodernstate-of-the-art3MVTandem

accelerator is onorder; thenew facility

willcostR46m in total. Itwill replace the

5MVVandeGraaffandtheunprecedented

stabilitywillallowionbeamanalysistobe

doneatbelowthemicronscale,opening

upnewareasofresearch;

• Replacingthelow-levelRFcontrolsystems

ofallRFamplifiersystemswithdigitalcontrol

systems;and

• Beam development on the GTS2 ECR

ionsourceaspertheCERNcollaboration

agreement.

NZG (Biodiversity and Conservation

Sciences)

TheanticipatedtransferoftheNZGtotheSouth

AfricanNationalBiodiversity Institute (SANBI)

undertheDepartmentofEnvironmentalAffairs

isanticipatedtobeconcludedby2017.

ThezoologicalgardencomponentoftheNZG

houses theanimalcollection,which formsa

strategicbaseforclinicalveterinaryandscientific

workbybothinternalandexternalresearchers



andprofessionals.Fundinghasbeensecured

toestablishaWildlifeForensics facilityat the

NZG;thisshouldbecompletedinthe2016/17

financialyear.The facilitywillbehometo the

NZG’sBarcodingandForensicAnalysisand

MolecularDiagnosticsresearchinfrastructure.

ItwillalsoallowtheNZGtotrainwildlifeforensic

scientists inpartnershipwiththeUniversityof

theFreeState.

The night rooms for the chimpanzees are

being renovated inanticipationof thearrival

of a new group of animals obtained from

RamatGanZooinIsrael.Owingtothecurrent

financialconstraints,thefollowinginfrastructure

developmentshavebeendeferred:

• TheNZGhas recently employedaBio-

informationexpertwho is responsible for

theminingandanalysisof thevastDNA

sequencedatageneratedthroughresearch

projects.Anoperatingplatformisrequired

and this can be achieved through the

refurbishmentofanexistinghouseadjacent

to theForensicsCentre currentlybeing

developed.Thetwowillcomplementeach

otherintermsofbothtechnicaloperations

andrequisiteknowledge.Thebuildingand

equipmentforthefacilityareestimatedat

R5m.

• Thepathologybankof theNZGcontains

over5000uniquesamplescoveringover

80000individualsamplesandisgrowing

continuously, requiring extensionof the

existingfacilitytoaccommodateadditional

samples in the future. Themost cost-

effectivesolutionistobuildanannextothe

currentBiobank,whichisalsoexpectedto

increasethecapacityofthePathologyBank.

Thiswill requirefundingtoamaximumof

R10mdependingonthefinaldesign.

SAIAB (Aquatic Biodiversity)

SAIABprovidesthreedistinctresearchplatforms

totheresearchcommunity.ThesearetheACEP

MarineInfrastructurePlatform,theCollections

andSpecialisedLaboratoriesPlatform(Molecular,

X-RayandBiobank)andtheInformationPlatform

(LibraryandBiodiversityInformatics).

OvertheMTEFperiod,SAIABwill:

• Acquire a new coastal research vessel

to expand the already oversubscribed

ACEPMarinePlatform,especially along

theKwaZulu-Natal coastline.Aspartof

theSouthAfricanResearch Infrastructure

Roadmap(SARIR),theSouthAfricanCoastal

InfrastructureProject,iffunded,willresultin

asignificantamountofadditionalcoastal

infrastructureandcraft.

• Increase collection storage capacity

throughcompletingthesecondfloorofthe


Collectionsbuilding.Through theSARIR,

theproposedSouthAfricanCollections

InfrastructureProjectcouldresultingreater

cohesion in the collections landscape.

Momentumisgainingaroundtheconcept

ofRegionalCollectionFacilitiesandSAIAB

willbewellpositionedtoassumethisrole.

• Expand theGenetics laboratoryand fully

utilisetheEco-physiologylaboratory.

SAEON (Environmental Sciences)

TheSAEONnationalnetworkconsistsofsix

nodeswhicharesituated inCapeTown (2),

Pietermaritzburg,Grahamstown,Phalaborwa

andKimberley. Thedemand for theuseof

theresearchplatformsinthisareaofresearch

remainsexceedinglyhigh,withover200users

(researchersandstudents)currentlymakinguse

ofthefacilities.

OvertheMTEFperiod:

• SAEONwilldevelopresearchinfrastructure

attheTierbergKarooResearchCentre in

PrinceAlbert.Apropertyofapproximately

100hectareswasdonatedtoSAEONforuse

asaresearchcentre.Thisfacilitywillbecome

theonlynon-libraryinstitutionaccreditedto

managethedigitalobjectidentification(DOI)

system,whichwill alsoprovidecitation-

linkingservicestothescientificpublishing

sector.SAEONwillundertake toposition

thedataportalandassociatedplatforms

(suchastheSAEOS,BioenergyAtlasand

RiskandVulnerabilityAtlas)as important

components of theNational Integrated

Cyber-infrastructure(NICIS)–inwhichthe

NRFandSKASAareexpectedtoplaya

significantrole.

• Largeranduniquelyplacedenvironmental

observationsystemsthatwillbemaintained

are theAlgoaBaySentinelSite,Agulhas

SystemClimateArray, Jonkershoekand

CathedralPeakcoresites,thearrayofland

andnatural resourceuse research sites

in Limpopo, theTierbergLTERand the

grazingtrialsatGrootfontein.Tentativenew

sites,pendingresources,areattheSquare

KilometreArray, theLetabaHydrological

ObservatoryandtheLowerOrangeRiver

system.

• IthasbeenproposedthatSAEONbecomes

the implementingagency for twoSARIR

namely, the Extended Terrestrial and

Freshwater Environmental Observation

Infrastructure (ETFEON),and theShallow

MarineandCoastalResearchInfrastructure

(SMCRI).SAEON’sownMTEFfundingfor

research infrastructure is depleted and

newfundssuchastheSARIR’sorexternal

contractswillbeessentialformaintenance

andgrowth.




STRATEGIC OBJECTIVE Establish and maintain research infrastructure and platforms MTSFPriorities2and10sincetheprovisionofresearchequipmentandresearchplatforms.Providingandfacilitatingaccesstoworld-classequipmentand

infrastructurethroughtheacquisitionofhigh-endequipmentandthesupportofnationalresearchfacilities.

• Providescienceinfrastructureinpriorityareas;• Incubate,nurtureandstrategicallylocateresearchplatforms;and• Develophumancapacityinpriorityresearchareas.

Objective Statement



platforms

4

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Totalinfrastructureinvestmentinthenationalresearchfacilities(Rm)

39.22 44.71 36.72 75.67 73.84 95.59 87.65



PROGRAMME 5: NATIONAl RESEARCH

FACIlITIES – ASTRONOMY INClUDING

SKA SA


PROGRAMME 5: NATIONAL RESEARCH FACILITIES – ASTRONOMY INCLUDING SKA SA PART B: PROGRAMME PLANS

11.2.1 Situational analysis

Programme5 incorporates theSouthAfrican

Astronomical Observatory (SAAO) and

HartebeesthoekRadioAstronomyObservatory

(HartRAO) aswell as theSquareKilometre

Array (SKASA) project. Theprogramme is

responsibleforthegovernance,coordinationand

implementationoftheNationalMultiwavelength

Astronomy Strategy. The Programme is

currentlyworkingtowardaconsolidatedhuman

capacitydevelopmentprogrammecoveringall

astronomicalendeavoursinthecountry,including

theoreticalandcomputationalastrophysics.

Over theMTEFperiod, theProgrammewill

continue the efforts to position the South

AfricanandAfricanAstronomycommunityas

ahub forMultiwavelengthAstronomywithin

theglobalcommunity. Inpreparation for the

internationalSKAproject,SouthAfricahas

engaged extensively with global partners

anditisclearthatthereisaneedforalocally

established‘Observatory’orstructuretooperate

andmanagetheSKA.Inresponse,theNRFhas

proposedthecreationoftheSouthAfricanRadio

AstronomyObservatory (SARAO),whichwill

consolidateHartRAOandSKASAoperations,

therebyrealisingbenefitsintermsofaseamless

transferofskills,efficientuseofthefacilitiesat

CapeTown,CarnarvonandHartebeesthoek

andmoreimportantly,itwillcreateanoptimal

trainingfacilitywithrespecttooperationsand

managementofalargeobservatory.

Value proposition of Programme 5

TheSouthAfricanAstronomicalObservatory

(SAAO)istheNationalCentreforOpticaland

InfraredAstronomyinSouthAfrica.Itsprimary

functionistoconductfundamentalresearchin

astronomyandastrophysics.SAAOoversees

theSouthernAfricanLargeTelescope(SALT),

locatedatitssitenearSutherland,onbehalfof

11.2 PROGRAMME 5: NATIONAL RESEARCH FACILITIES – ASTRONOMY INCLUDING SKA SA


aninternationalconsortiumandpromotesastronomyandastrophysics

inSouthernAfrica.

AreasofresearchattheSAAOinclude:

• Planetaryastronomy:thegeographiclocationofSutherland,combined

withitshigh-speedinstrumentationcapabilities,makesitakeylocation

intheglobalcontext;

• Studiesofinteractingbinarystars:toadvancetheunderstandingof

thisclassofobjectandprovidetheopportunitytoexploreabroad

rangeofastrophysicalphenomena,themostobviousbeingaccretion;

• Transientevents:SALTandtheSAAOtelescopestakefulladvantage

oftheopportunitiesthattransientspresentfromvariouson-goingand

futuresurveyslikeCRTS,Pan-Starrs,SkymapperandLSST;

• NearbyMilkyWaycompanions:SALTprovidesuniqueopportunities

tostudythisareainmoredetail;

• Galaxyformationandevolution:theSALTandIRSFinstrumentsare

usedtoaddressthequestionofhowgalaxiesformandevolve;

• Galaxyclusters:studiesthegrowthofthemostmassivegalaxiesin

theUniverse;

• Activegalacticnuclei:studiesofvariableextra-galacticobjects;and

• Cosmology:workcentresonexploitationof type1asupernovae

discoveredaspartofinternationalcollaborations.

TheHartebeesthoekRadioAstronomyObservatory(HartRAO)focuses

itsresearchagendaonstellarevolution,pulsarsandmasers.TheSpace

Geodesyresearchusesspace-basedtechniquestostudytheEarthand

makeacontributiontobothastronomyandtheEarthsystemsciences.

Thefacilityisalsousedbyuniversitystudentsforcarryingoutresearch

andundertakesscienceawarenessprogrammes forschoolsand the

generalpublic.

Areasofresearchatthenationalfacilityinclude:

• Astrophysicalmasersthroughsingle-dishmonitoring, imagingwith

synthesisaswellasnumericalmodellingofhowastrophysicalmasers

work;

• ActiveGalacticNuclei(AGNs),especiallythoseproducinggamma-ray

flaresdetectedbyFermi-LAT(inorbit)andtheHighEnergyStereoscopic

System(HESS)inNamibia;

• Interplanetaryscintillationcausedbythesolarwindthroughmonitoring

of8.4GHztransmittersonspacecraftinorbitaroundVenusandMars;

• Radio-brightsupernovaeinothergalaxies,throughastronomicalVLBI;

• InternationalCelestialReferenceFramedevelopmentbyVLBIat

2.3and8.4GHz,andat1.6GHz,tosupportMeerKATandtheSKA;

andat22GHztoprovidealinktoopticalastrometricmeasurements

fromthenewGAIAspacecraft;


Actual 2013 to 2015 – 2 679

Target 2015/16 – 93



Actual 2013 to 2015 – 100

Target 2015/16 – 25



Actual 2013 to 2015 – 216

Target 2015/16 – 35




• TestsoftheGeneralTheoryofRelativitybymeasuringstarlightdeflection

duringtotalsolareclipses;

• Positioningservices– radio telescopesatHartRAOprovideand

maintainthereferencedatumforthesurveysystemsofSouthAfrica.

TheInternationalEarthRotationService(IERS)providesessentialEarth

OrientationandRotationdatatosupportastronomersandusersof

GNSSprecisepositioning.

ThebidtohosttheSquareKilometreArraySouthAfrica(SKASA)Telescope

culminatedin2012withSouthAfricabeingawardedthelargercomponent

ofthetelescope.Thismeansthatmorethan3000high-frequencyradio

antennaswillbeconstructedontheAfricancontinent.Thelow-frequency

antennaswillbeconstructedinAustralia.

PhaseIoftheprojectisunderwaywiththedesignandconstructionof

the64-dishMeerKATarray.The64mdishtelescopewillbeanintegral

componentofSKAPhase1andwilleventuallyconsistof3000dishes

constructedacrosseightAfricanpartnercountries.MeerKATisscheduled

tobeoperationalduring2017and this instrument’skey feature is the

abilitytoperformtransformationalscience.ItisexpectedthatMeerKAT

willbemuchmoreefficientthantheoriginalestimates.KAT-7,theseven-

dishMeerKATdemonstratortelescope,isinoperationandisextensively

usedintheareasof:

• HInearbygalaxykinematics;

• OHmasercharacterisation;

• Extendedcontinuumemission;and

• Continuumpolarisation.

InpreparationforthecollaborationwiththeAfricanpartners,theNRFand

DSThaveembarkedonthedevelopmentoftheAfricanVLBINetwork

(AVN),which isaprogrammeofconvertingexistingsatellitedishesas

wellasestablishingnewdishesinpartnercountries.Thefirstconversion

iscurrentlyinprogressinGhana.


Actual 2013 to 2015 – 37

Target 2015/16 – 12



Actual 2013 to 2015 – 66

Target 2015/16 – 28



Actual 2013 to 2015 – 0

Target 2015/16 – 0

Target over the MTEF period – 1 260


Actual 2013 to 2015 – 51

Target 2015/16 – 33



Actual 2013 to 2015 – 32

Target 2015/16 – 9



Actual 2013 to 2015 – 21

Target 2015/16 – 12



11.2.2 Contribution to Strategic Objectives

Strategic Objective 1: Promote

globally competitive research and

innovation

Nationalresearchfacilitiesarerequiredtooffer

opportunities forHCDwithspecialefforts to

involveresearchersfromformerlydisadvantaged

communities.Nationalresearchfacilitiesshould

alsoprovideareasofcriticalmassofequipment

andsupervisorycapacityinsupportofdomain-

specific research. In respectofObjective1,

Programme5contributesthrough:

• Increasingandprovidingsupportfornext-

generation, emerging and established

researchers in order to grow the PhD

pipeline;and

• Supportingmultidisciplinary researchand

innovation.

a. Increase and provide support for human

capacity development

HCDisamajorfocusareawithinProgramme

5,with theemphasisbeingonpostgraduate

training, postdoctoral appointments and

technicalskillsdevelopment.Havingrecognised

thatthe lackofskillswouldhamperprogress

within the SKA project in general, SKA

SA embarked on a concentrated human

capitaldevelopmentprogramme,which isa

pipelinemodelthatspansundergraduateand

postgraduatestudies,researchchairs,technical

trainingandvariousdevelopmentprogrammes.

Theintentionistorolloutthismodelacrossall

astronomydisciplineswithin aconsolidated

HCDprogrammepost thecommissioningof

MeerKATin2017.

TheNationalResearchFacilitiesforAstronomy

includingSKASAwilldevelop178postgraduate

studentsovertheMTEFperiodthroughtraining,

mentoringandsupervisionby42researchers.

Inaddition,217userswillutilisetheinfrastructure

andcontributetowardsresearchoutputsattheir

respectiveHEIs.

KeyHCD initiativesplannedover theMTEF

periodinclude:

• TheimplementationofaconsolidatedHCD

ProgrammeforAstronomyjointlyfundedby

theSKASAprojectandadditionalgrants

fromtheDST;

• Theestablishmentofatleastthreeadditional

research chairs in the areas of Pulsar

Research,ActiveGalacticNucleiandSALT.

AjointresearchchairinvolvingbothSouth

AfricanandNamibianuniversitieswillbe

establishedduring2016;

• Aprogrammetofundresearchfellowship

positions forSouthAfrican students, in

partnershipwiththeHEIs,towardscreating

anacademiccareerpath for senior-level



postdoctorates. Inaddition, therewillbe

continuedfocusonincreasingthenumber

ofblackandwomenstudentswithMScand

PhDdegrees;

• A focuson accessing external funding,

particularly for increasing capacity

development in the universities in the

SKApartner countries inAfrica (Kenya,

Ghana,Zambia,Mauritius,Mozambique,

Madagascar,NamibiaandBotswana).The

objectiveistoobtainfundingtoreplicatethe

SouthAfricanpipeline-capacitydevelopment

modelinthesecountries,albeitonasmaller

scale;

• Theexpansionof theNASSP, fromone

nodetothreenodesfrom2016onwards,

with theother twonodesbeinghosted

by theUniversityofKwaZulu-Natal and

North-WestUniversity.Thisprogrammeis

acollaborationbetweenseveraluniversities

and four research facilities that allows

graduateswithaBScinastronomy,physics

or closely related subjects to continue

withpostgraduate studies toPhD level

orenter theworkenvironment. Itwillbe

furtherexpanded in the future to include

a node in anotherAfricancountrypost

the fullcommissioningof thePanAfrican

UniversityinSpaceScience,whichwillbe

hostedbySouthAfrica.TheSouthAfrican

hostuniversityiscurrentlybeingfinalisedin

consultationsbetweentheDSTandDHET;

• Applicationwill bemade each year as

required to access NRF Professional

DevelopmentProgramme(PDP)grantsto

grow thenumberofPhDandpostdocs,

especiallyatHartRAOandSAAO;and

• Programme5will alsoparticipate in the

DST/NRFInternshipProgrammeinwhich

unemployed science, engineering and

technologygraduatesandpostgraduates

willbeaffordedanopportunity toacquire

practicalwork experience and improve

theircompetenciesthroughmentoringand

exposuretoaresearchenvironment.

b. Support multi-disciplinary research and

innovation

Through the provision of access to expert

research, leading-edge infrastructure and

specialisedsupervisorycapacityinopticaland

radioastronomy,theNationalResearchFacilities

forAstronomy includingSKASAareable to

generateandsupportinternationallycompetitive

researchinsupportoftheNationalStrategyfor

MultiwavelengthAstronomy.


Theprogrammesupportsmultidisciplinaryresearchthrough:

• TheSKASAprojectwheretheteamwasfoundedonamultidisciplinary

approachtoengineeringforastronomy.OvertheMTEFperiod,work

withlocalindustrywillcontinueon:

- Themanufacture of the next generation of ROACH boards

(SKARAB).ThesewillbeusedinMeerKATanditisexpectedthat

SKARABhardwarewillbeavailablecommerciallyfromearly2016.

- RATTY,a time-domain instrumentuseful inmeasurements for

detectingRadioFrequencyInterference(RFI)andElectromagnetic

Compatibility. This is crucial for radio astronomy,but is also

neededinmostelectronicproductcertification.Acomprehensive

marketanalysisandassociateddistributionchannelsstudyhas

commenced.2016willseethetechnologydevelopedbeyondthat

beingdevelopedforSKASAandaproduction-readyprototypeis

expectedbylate2016forcommercialmanufactureandsalesin

2017.

• OpticalAstronomywheretheSAAOhasseveralhigh-impactresearch

activitieswhichinclude:

- Theongoingworkinplanetaryastronomywhichmonitorschanges

inPluto’satmosphereasitrecedesfromperihelionandmeasures

thesizesofandsearch foratmospheresonotherKBOs.The

observationsofPlutoareparticularlyimportantbetween2014and

2016inordertoplacedatafromNASA’sNewHorizonsspacecraft

intocontext.

- Severalprojectsareon-goinginthestudyofMilkyWaycompanions.

Onewillstudytheirchemicalevolutions,starformationhistories

andstructuralpropertiesusingdifferentspectralmodesofSALT

instrumentation.AnotherhasbeenusingtheIRSF(the1.4mIR

telescopeatSutherland)todiscoverthehighlyevolvedAsymptotic

GiantBranchpopulations,whichwillthenbetargetedbySALT.A

thirdislookingatslightlymoredistantdwarfgalaxies,combining

IRSFdataandSALTspectroscopytolookforcentralblackholes.

- ThecosmologygroupisinvolvedinboththeLADUMAandMIGHTEE

large-scalesurveysonMeerKAT,forwhichnovelalgorithmsare

beingdevelopedforcross-correlatingopticalandradiosurveys

andfortransientdetectionwheremachinelearningalgorithmsare

beingtestedandadaptedwithaviewtouseintheSKA.

• RadioAstronomywhereHartRAO’sresearchplansinclude:

- Ananalysisofhistoricalmaserdataandnewobservationsinorder

torevitalisemaserresearch.Aproposalhasbeensubmittedto

theNRFforfundingandthisproposalislinkedtoseveralstudent

projects.Apossibleprojecttosearchforwater(22GHz)masers

towardstheSouthernHemisphereHerbig-Haroobjectsthatmaybe

viablewiththenewHartRAO22GHzcooledreceiverisalsobeing

investigated.Theseprojectswouldprovidemanyopportunitiesfor

Multiwavelength(multidisciplinary)studies,specificallyintheoptical

usingSAAOfacilities.

- HartRAOispartofanewinternationalcollaborationtofindhigh-

redshiftAGNsourcesinthesouthusingtheSALTtelescopeand

followedupbyradioVLBIobservationsincollaborationwithNWU

andinternationalpartners.



Strategic Objective 2: Enhance

Strategic International Engagements

a. Promote system-wide international

engagement and facilitate international

research platform access

Thereare30formalinternationalcollaborations

todateandtheseareexpectedtogrowtoat

least55over theMTEFperiod.Someof the

majorcollaborationsarelistedbelow:

• SKASAwillcontinue its interactionswith

theInternationalSKAOfficewithregardto

theHostingAgreementandcontributions

aswellasthefundingmodeltobeused.

OngoingdiscussionswillcontinueonSKA

Phase I and the integrationofMeerKAT

withinthisphase.TheAfricanpartnersare

activelyengagedintheplannedAVNaswell

asinpreliminarydiscussionsonSKA.Also,

collaborationswithpartnersofC-BandAll

SkySurvey(C-BASS)andPrecisionArray

ProbingtheEpochofReionisation(PAPER)

areprogressingwellandC-BASS isnow

fullyoperational.SKASAwillprovideactive

supporttothecollaboratorsofPAPERforthe

developmentofHERA,whichisplannedto

beafollowuptoPAPER.Aprototypearray

willbeconstructedduringthecomingyear.

• The Max Planck Institute for Radio

Astronomy (MPIfR) inGermanywillmake

available approximatelyR150m tobuild

andinstallradioreceiversonMeerKAT.The

receiverswillbebuiltbytheMPIfRandwill

operateintheSbandofradiofrequencies.

Theywillbeusedprimarilyforresearchon

pulsars.


STRATEGIC OBJECTIVE Promote globally competitive research and innovation MTSFPriorities2,5,6,7,8and10throughtheimplementationandsupportoftheHCDandknowledgegenerationatthenationalresearchfacility.

Driveresearchcompetitivenessthroughthesupportofhigh-qualityresearchandinnovation,aswellasthegenerationofknowledgeandthedevelopmentofhumancapacityincriticalareas.



Objective Statement




research system

1

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Numberofpostgraduatestudentssupportedbythenationalresearchfacilities

86 89 153 119 125 130 137

ISIpublicationsatthenationalresearchfacilities

110 118 135 130 140 157 165

Numberofusersofnationalresearchfacilities

68 55 114 47 462 495 520

Citationimpactofnationalresearchfacilityoutputs(annualcumulative)

>1 >1 >1 2 2 >2 >2

BUDGET (Rm) Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Globallycompetitiveresearch 64,541 84,733 87,131 109,292 117,299 139,047 151,178


• PlansforanAstronomyTrainingPlatform,

includingJointExchangeandDevelopment

Initiative(JEDI)workshops,havebeendrawn

upthatfocusonastronomytraininginthe

AVNpartnercountries.A fewsuccessful

JEDIs have takenplace, but the future

plans for thesehigh-impact interventions

arelargelyunfundedatpresent.Currently,

traininginGhanaisfundedforthreeyears

by theRoyalSocietyAfricaAwardand it

isanticipatedthat theNewtonFund,and

associatedSouthAfrican funding,willbe

used in years 4 and5 to continue this

successfultrainingprogramme.

• The Sutherland observing station has

strategicadvantagesthathaveattracted11

internationalresearchfacilitiesforastronomy

andEarthsystemsciencetodate.Principal

amongtheseistheSouthernAfricanLarge

Telescope (SALT), a 10-mclassoptical

telescope developed and funded by a

consortiumof internationalpartners from

SouthAfrica, theUSA,Germany, India,

Poland, UK and New Zealand. South

Africa is the largestsingleshareholder in

SALT (33%).SAAOoperatesSALTona

contractualbasisonbehalfof theSALT

Foundation,theentitythatownsSALT.

• Thecurrentfive-yearcontractfortheIAU’s

Office forAstronomyDevelopment (OAD)

expired at the end of 2015 and a new

contract hasbeen signedbetween the

IAUandNRF fora furthersixyears,with

SAAOcontinuing tohost theOAD.The

OADcurrentlycoordinatesnine regional

officesaround theworldandhas funded

68projectsinover30countries.

• SAAO plans to host a meeting of the

InternationalVirtualObservatoryAlliance

(IVOA) in May 2016. The meeting will

include a workshop for South African

students.TheVirtualObservatory (VO) is

an internationalastronomicalcommunity-

basedinitiative.Itprovidesglobalelectronic

accesstoastronomicaldataarchivesfrom

spaceandground-basedobservatories,

and a collection of tools for accessing

andvisualisingmultiwavelengthdata that

collectivelyprovideascientificenvironment

rather thanaphysicalobservatory.South

AfricahasbeenamemberoftheIVOAsince

2013andthiswillbethefirstmeetingofits

kindontheAfricancontinent.

• HartRAO has been a member of the

EuropeanVLBINetwork(EVN)since2011,

havingbeenanassociatememberforthe




STRATEGIC OBJECTIVE Enhance strategic international engagements MTSFPriorities10and11.



Objective Statement




research system

2

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Numberofjointinternationalagreementsatthenationalresearchfacilities

25 25 30 30 35 40 42


previous10years.The26mtelescopealso

operatesaspartoftheAustraliaTelescope

LongBaselineArray (AT-LBA) toprovide

a southern hemisphere astronomical

VLBIplatform.The facility furtherprovides

observing time to the International VLBI

ServiceforGeodesyandAstrometry (IVS).

HartRAOwillhosttheIVSGeneralMeeting

inMarch2016.

• HartRAO isnotonlyan importantground

stationforRadioAstronobservations,butit

isalsoinvolvedintwooftheearlyscience

groups for theRadioAstronSpace-VLBI

satellite,onmasersandAGN.Thefacilityis

intheprocessofsettingupaworkinggroup

incollaborationwithanSKASAResearch

Chair (SergioColafrancesco,Wits) for the

analysisoftheRadioAstrondata.

• HartRAOcontinuestooperateMOBLAS-6

incollaborationwithNASAGSFC.Several

upgradesduringthelastyear,andadditional

operator trainingatGSFC inWashington,

haveimprovedthecapacitytomaintainthe

systemlocally.

• Threeinternationalgroupshaveexpressed

interestinidentifyingandpossiblydeveloping

an astronomical site for mil l imetric

observations.TheseincludetheCentrefor

AstrophysicsatHarvardUniversity (USA),

ROSCOSMOS(Russia)andagroupinthe

Netherlands.VLBIexperimentsatmillimetre

wavelengths requirea facility inSouthern

Africa;fourmillimetretelescopesarerequired

toobservetheeventhorizonoftheblackhole

atthecentreoftheMilkyWay–anexperiment

ofparamountimportanceinastronomytoday.

Criteria for site selection includeahigh-

altitudeanddrysitesuchas theAtacama

LargeMillimeter Array, which is built at

5000mabovesealevelintheworld’sdriest

desert,theAtacama.Aninitialcomparative

analysisofvariousSouthernAfricansiteshas

beencompleted,includingsitesatHartRAO,

SKASA,Sutherland,Lesotho,Gamsberg

(Namibia)andMountKilimanjaro(Tanzania).

Preliminary results indicate thatLesotho is

themostsuitedandtestequipmentwillbe

installedatthepreferredsitesforyear-long

monitoring.


Strategic Objective 4: Establish and

Maintain Research and Infrastructure

Platforms

a. Provide science infrastructure in priority

areas

The research platforms offered within the

programme are varied but extensive and

significant,andprovideasolidbaseforresearch

collaborationandHCD.Giventhegeographic

locationofSouthernAfrica in relation to the

restoftheworld,thetelescopesinSouthAfrica

andAfricaareakeycomponentintheglobal

astronomynetwork.Thisprovidesahostof

opportunities for collaboration, knowledge

disseminationandHCD.

Researchinfrastructure,particularlywithinSAAO

andHartRAO, requires regular renewal and

enhancement.Inrecognitionofthis,Programme5

has been allocated R131m from 2013/14

to2015/16 to invest in strategicequipment

acquisitioninordertomaintaintheinternational

competivenessandrelevanceofthesefacilities.

The allocations will allow both SAAO and

HartRAO to enhance the currentplatforms

andattractadditionalstudentsandresearchers,

therebyfacilitatingajourneyintonewresearch

areas.Keyareasof investmentareoutlined

below.

SAAO (Optical and near Infra-red)

OvertheMTEFperiod,thefollowinginitiatives

willbefacilitated:

• Anewrobotic1mopticaltelescope(R17m)

tobeoperational from1July2016.The

0,5mand0,75m telescopeshavebeen

decommissioned.Thesewillbeused for

studenttrainingandscienceengagement

activitiesattwouniversities.

• InvestmentinSALTfortheupgradetothe

Tracker, themirroralignmentsystemand

theNearInfra-redArm(R25m).

• InstrumentationforSAAOsmalltelescopes

(R9m).

• The National Multiwavelength Strategy

proposesanew4-mclasstelescope.An

initialdesignstudywillbedoneduringthe

firsttwoyearsoftheMTEF,fundspermitting

(R6m).Thistelescopewillbetheonlymajor

new astronomy initiative (considering

MeerKATandSKAas funded, ongoing

programmes) for the coming decade.

Itwillprovidecrucialspectroscopicsupport

forMeerKATandSKA,aswellasLSST,

ALMAandothermajornewprogrammes

in thesouthernhemisphereandsupport

newclassesofopticalresearch.Itwilltake

fouryearstoconstructatacostofsome

R430mandwouldrequireannualoperating

fundsofsomeR30m.

• Aswellasaccesstoobservingtimeonthe

SouthAfrican telescopes, theSAAOand



SouthAfricanastronomershaveaccess

topre-determinedobserving timeon the

IRSF,LCOGT,KMTNetandMONET.SAAO

manages theallocationof thisobserving

time.

• TheCassegrainspectrographonthe1,9m

telescope,which isnow40yearsold, is

tobe replacedwith amodernised local

instrument.Theupgradeincludesanentirely

newopticaldesign,amodernCCDdetector,

anewcryostattohouseandcooltheCCD,

newmechanismsrunbyaprogrammable-

logic-controller,improvedtargetacquisition

andnewcontrolanduserinterfacesoftware.

Thenewspectrographunderwentfinaltests

andwasmounted in the thirdquarterof

2015.

• A wide-field imager which was initially

proposedasthePrime-FocusCamera(PFC)

forthe1,9-mtelescope,willnowbemodified

foruseonthenew1-mtelescopeaswell.

ThelargestCCDeverhandledbytheSAAO

hasbeenorderedforthisinstrument.The

CCDwillhave36mpixels.Theprojectwill

becompletedattheendof2016.

• During 2016/17, development of the

novel Spherical Transmission Grating

Spectrograph(STGS),whichwasdesigned

by the late Darragh O’Donoghue, will

commence.This instrument isexpected

toreturnhigh-throughput,low-to-medium

resolutionspectraand theplan includes

buildingversionsof theSTGS forSALT,

the1.9-m telescope, and thenew1-m

telescope.

HartRAO (Radio Astronomy)

OvertheMTEFperiod,HartRAOwill:

• Workonanew,fast-slewing,13,2-m,2010

compliantVLBIRadioTelescope(R49m)with

commissioningscheduledformid-2017.

• Upgrade the geodetic infrastructure to

extendthecurrentplatforminnewscientific

areas(R10m).

• Replace theoldoperatingspectrometer,

whichis20yearsoldanddevelopingfaults.

Thenewspectrometerwill bebuilt from

ROACH-1technology,whichisbeingused

ontheGhanaianRadioTelescope.Thisnew

instrumentwillsupportmaserresearch.

• Continue toworkon thedevelopmentof

a1-mopticaltelescopedonatedtoSouth

AfricabyFranceaspartof the jointLLR

projectstartedin2008.Projectedcompletion

isin2017/18.

• ContinuethedesignofanewNoiseDiode

switchingmethodologyforthe15-mantenna

(SandXbands).Thiswillallowcompatibility

withtheproposedVLBIrequirements.The

26-mantennawillbesimilarlyupgraded

during2016/17.


SKA SA Project (Radio Astronomy)

SKA SA is an engineering project which

is responsible for the construction and

commissioningofMeerKAT,a64-dish radio

telescopearrayanditsassociatedinfrastructure.

Inaddition,theseven-dishKAT-7arraytelescope,

aprecursortoMeerKAT,isnowfullyoperational.

Onaccountofthevariousactivitiesonsite,KAT-

7ismainlyusedatnight.

Theproject requiresanestimatedR2.4bn in

fundingover theMTEFperiod, inclusive of

the initial investmentcommitments forSKA

Phase I. Themajority of costs are for the

completionofMeerKAT,whichisexpectedto

befinalisedduring2017,andfortheSKAPhase

Iinfrastructurerequirements.Theconstruction

ofMeerKATisbasedonnoveldesignsofboth

theantennasandassociatedsubsystems,which

areconsidered tobeat thecuttingedgeof

technologicalinnovativesolutionswithintheradio

astronomyfraternity.Anestimateforoperating

funds for theMeerKAT instrumentpost full

science commissioning has been included

(R200m)inthe2018/19financialyear.

Thefirst16receptors,alongwitha16-element

ROACH2-basedcorrelator,TFRsystem,CAM

andSDPsoftwaremakeupArrayRelease1.

It isthefirst formalengineeringreleasewithin

MeerKATtoallow for theverificationofbasic

interferometricperformanceof the telescope.

ArrayRelease1isthemostchallengingrelease

ofthewholeproject,asitisthefirsttimeanend-

to-endsystemisintegratedandformallyverified

onsite.Thisarraywillbesciencecapableatthe

endofJune2016.

ArrayRelease2willconsistof32antennasin

totalandwillbesciencecapableat theend

ofDecember2016,with the full areaof64

dishesscheduled tobe inoperationbymid-

2017.Reducedsensitivityscienceonapproved

surveyscanbeginthereafter.Threeengineering

verification-basedarray releasesareplanned

tofollow,withacompletiondatescheduledfor

March2019.ByMarch2017 it isanticipated

that 30%of timeonMeerKATwill beused

forscienceobservation,with70%oftimestill

utilisedforengineering.Thescienceobservation

proportionwillincreasesteadilyto70%oftime

byDecember2017,80%oftimethrough2018

andisestimatedtoreach100%byMarch2019.

Developmentof theAVN inAfricanpartner

countries will proceed, with at least the

converteddish inGhanabeing inoperation

andconsiderableprogressbeingmade fora

newconstructioninNamibiabytheendofthe

MTEFperiod.




STRATEGIC OBJECTIVE Establish and maintain research infrastructure and platforms MTSFPriorities2and10sincetheprovisionofresearchequipmentandresearchplatforms.Providingandfacilitatingaccesstoworld-classequipmentand

infrastructurethroughtheacquisitionofhigh-endequipmentandthesupportofnationalresearchfacilities.

• Providescienceinfrastructureinpriorityareas;• Incubate,nurtureandstrategicallylocateresearchplatforms;and• Develophumancapacityinpriorityresearchareas.

Objective Statement



platforms

4

INDICATORS Actual 2013 Actual 2014 Actual 2015 Projected 2016 Projected 2017 Projected 2018 Projected 2019Totalinfrastructureinvestmentinthenationalresearchfacilities(Rm)

224.66 266.06 215.63 293.43 324.57 351.14 91.66




Thecorporate indicatorssettargetsfortheNRF’sperformanceagainstthestrategicgoalsoftheorganisation.TheNRFperformancetargetsare

structuredinaccordancewiththestrategicgoalsoftheNRF.

12 NRF PERFORMANCE INDICATORS

PART C: KEY PERFORMANCE INDICATORS

INDICATORSActual

2012/13Actual

2013/14Actual

2014/15Target

2015/162016/17 Quarter 1

2016/17 Quarter 2

2016/17 Quarter 3

Projected 2016/17

Projected 2017/18

Projected 2018/19

OUTCOME: An internationally competitive, transformed and representative research system

STRATEGIC OBJECTIVE 1 Promote globally competitive research and innovation

NumberofNRF-fundedresearchersfromdesignatedgroups

Black 790 1,008 1,235 1,543 870 1,304 1,652 1,739 1,960 2,193

Female 1,044 1,285 1,514 1,997 1,105 1,657 2,099 2,209 2,450 2,550

Numberofpostgraduatestudentsfundedfromdesignatedgroups

Black 5,541 6,110 7,057 9,373 4,858 7,286 9,229 9,715 10,350 10,850

Female 4,557 5,186 5,976 8,075 4,133 6,199 7,852 8,265 8,700 8,990

NumberofNRF-ratedresearchersfromdesignatedgroups

Black 569 668 766 768 850 936 1,026

Female 780 889 962 992 1,088 1,188 1,292

ISIpublicationspublishedbythenationalresearchfacilities

271 305 369 330 158 217 280 350 377 390

STRATEGIC OBJECTIVE 2 Enhance strategic international engagements

Numberofactivegrantsemanatingfrombinational,multinationalaswellasagency-to-agencyagreements

515 858 1,055 1,161 638 957 1,213 1,277 1,404 1,545

STRATEGIC OBJECTIVE 3 Provide best practice systems in support of grant-making, reviews and evaluations

TotalnumberofresearchersratedthroughtheNRFsystem

2,638 2,959 3,161 3,200 3,400 3,600 3,800


PART C: KEY PERFORMANCE INDICATORS

INDICATORSActual

2012/13Actual

2013/14Actual

2014/15Target

2015/162016/17 Quarter 1

2016/17 Quarter 2

2016/17 Quarter 3

Projected 2016/17

Projected 2017/18

Projected 2018/19

OUTCOME: leading-edge research and infrastructure platforms

STRATEGIC OBJECTIVE 4 Establish and maintain research infrastructure and platforms

NumberofusersofequipmentfundedbytheNEPandNNEPprogrammes

1651 1682 1700 1800 2000 2100 2200

NumberofpublicationsemanatingfromtheuseofequipmentfundedbytheNEPandNNEPprogrammes

910 1546 1700 2000 2300 2600 2800

OUTCOME: A reputable and influential agency shaping the science and technology system

STRATEGIC OBJECTIVE 5 Grow NRF influence, impact and reputation

NumberofinternalandexternalusersoftheNRFbusinessintelligencesystems

0 0 0 50 52 55 60 65 70 80

STRATEGIC OBJECTIVE 6 Optimise return on investment

Unqualifiedauditreport yes yes yes yes yes yes yes

Totaloverheads:calculatedasapercentageoftotalexpenditure

9.4% 7.2% 7.9% <10% <10% <10% <10%

Corporateoverheads:calculatedasapercentageoftotalexpenditure

2% 2% 2% 2% <3% <3% <3%

OUTCOME: Scientifically literate and engaged society

STRATEGIC OBJECTIVE 7 Entrench science engagement

ApproximatenumberofpublicreachedthroughSAASTA’sscienceawarenessactivities

551,408 502,186 972,547 990,000 204,000 264,000 966,000 1,040,000 1,080,000 1,080,000

OUTCOME: A skilled and committed NRF research and technical workforce

STRATEGIC OBJECTIVE 8 Improve talent management

ProportionofSouthAfricansfromdesignatedgroupsinseniortechnicalandmanagerialpositions,includingSKA(Peromnes1-8)

Black 218 244 250 276 275 280 285 291 294 300

Female 157 176 179 198 203 207 209 211 225 230


PART D: SUPPORTING INFORMATION


13 Annexure 1: Alignment of NRF Strategic Outcomes

Alignment of NRF Strategic Outcomes to MTSF Priorities and DST Strategic Outcomes

NoMTSF Priority Outcomes

Strategic Outcomes

Responding NRF Programme Initiatives

DST Strategic Oriented goals

1 Qualitybasiceducation 4 Programme2TheNRFcontributestoeducatorandlearnerdevelopmentthroughthescienceengagementprogrammebyimprovinglearnerandeducatorperformanceinSET-basedprogrammes.

Humancapitaldevelopment

2AlongandhealthylifeforallSouthAfricans

1Programmes3,4and5

ThroughfocusedinitiativeslikeSARChIandtheCentresofExcellence,theNRFaddressestheissuesaroundhealthrelatedtoTB,HIVandotherepidemics.Additionaltotheselong-terminvestmentsisthesupportfornursingpostdoctoraldevelopmentincollaborationwithIRISHAIDandSANTRUST.

Increasedknowledgegeneration2

3AllpeopleinSouthAfricaareandfeelsafe

4Decentemploymentthroughinclusivegrowth

3

Programme1

TheNRFadherestofairandtransparentprocurementandemploymentpractices,andsubscribestotheBBBEEAct.Furthermore,theorganisationsupportstheDST/NRFInternshipProgrammebytrainingand,wherepossible,retaininginternsinvariousfields.TheProfessionalDevelopmentProgrammesupportsPhDgraduates’transitionintopositionswithinthebusiness,whilethemanagementdevelopmentprogrammessupportstaffinbecomingbettermanagerswithintheNRF.

5

5

AskilledandcapableNRFworkforcetosupportaninclusivegrowthpath

1 Programme3InordertoensurethattheNRFcontinuestocreateandsupportaskilledandcapableworkforce,theorganisationprovidessupportforpostgraduatestudies,supportsresearcherdevelopmentattheHEIs,includingtheprovisionoftargetedgrantsforthispurpose,andsupportsstaffinternaltotheNRF.

Increasedknowledgegeneration5 Programmes

1,4and5

6

Anefficient,competitiveandresponsiveeconomicinfrastructurenetwork

1 Programme3

TheNRFmakesanindirectcontributiontothekeytargetofincreasingelectricitygenerationthroughresearchinalternativeandrenewableenergysolutions.Specificprogrammesinclude:• EnergyHumanCapacityDevelopmentandKnowledgeGeneration

(EHCD&KG)Programme• EnergyResearchProgramme(ERP)

Increasedknowledgegeneration

7

Vibrant,equitable,sustainableruralcommunitiescontributingtowardsfoodsecurityforall

1 Programmes3and4

Thebusinesscontributestothefieldoffoodsecuritythroughresearchandinnovationby:• Directingtheresearchagendaofspecificfundinginstruments,including

targetedresearchchairsandaCoE;• Lookingatfoodsecurityfromanationalresearchfacilityperspective

whereSAEONandSAIABspecificallycontributetothehealthandsustainabilityofthelandandtheoceans.



NoMTSF Priority Outcomes

Strategic Outcomes

Responding NRF Programme Initiatives

DST Strategic Oriented goals

8

Sustainablehumansettlementsandimprovedqualityofhouseholdlife

1 Programmes3and4TheNRFiscurrentlycreatingacommunityofpracticearoundhumansettlements.


9

Responsive,accountable,effectiveandefficientlocalgovernment

10Protectandenhanceourenvironmentalassetsandnaturalresources

1

Programmes3and4

ThroughtheadoptionoftheTen-YearInnovationPlanandtheR&DStrategy,theNRFcontributestothedisciplinesofclimatechange,biodiversityandenvironmentalsustainabilitybyprovidingnationalresearchplatformsaswellasresearchfundingfor:• PalaeoscienceStrategy• IndigenousKnowledgeSystems(IKS)• GlobalChange• SouthernAfricanScienceServiceCentreforClimateChangeand

AdaptiveLandManagement(SASSCAL)• MultiwavelengthAstronomyProject• MarineResearchonSouthernOceans,OtherIslandsandAntarctica• ParticipationintheBelmontForum

Responsive,coordinatedandefficientNSI


2

11

CreateabetterSouthAfricaandcontributetoabetterAfricaandabetterworld

3 Programme1ByfosteringinternationalresearchpartnershipsandscientificcollaborationontheAfricancontinentandglobally,theNRFplaysanindirectroleincreatingabetterSouthAfricaandAfrica.TheNRFiscurrentlypartyto 12inter-agencyagreements.TheProtectionofPersonalInformationAct (ActNo.4of2013).

Responsive,coordinatedandefficientNSI1 Programmes3and4

12Anefficient,effectiveanddevelopment-orientedpublicservice

13

Acomprehensive,responsiveandsustainablesocialprotectionsystem

14

Adiverse,sociallycohesivesocietywithacommonnationalidentity

4 Programme2TheNRFcontributesindirectlythroughtheeffectivegeneration,communicationanddisseminationofknowledge.

Humancapitaldevelopment

3 Programme1



Theallocation in termsof theEstimatesof

NationalExpenditure(ENE)formsapproximately

70% of the NRF funding, of which the

parliamentarygrantallocationrepresents31%.

Contractsaccountfor25%ofincomeand4%

ofincomeisgeneratedthroughsales,services

andinterest.

Budget and sources of income

TheNRFfundingisreceivedinthreestreams,

namely:parliamentarygrantMTEFallocation,

ring-fencedMTEF funds as designated by

theDST, anddesignated funds for specific

projectsandprogrammes from theDSTand

othergovernmentdepartmentsandentities.

Designatedfunds,includingMTEFring-fenced

funds, represent close to 76%of the total

income.Thesourcesoffundingarecompared

inFigure 26.

ThedecreaseintheMTEFring-fencedallocation

in2016/17 isdue to the three-year funding

for thenational research facilitiesequipment

programme ending in 2015/16. Contract

Income for2016/17only includesconfirmed

contractsandmayincreaseasmorecontracts

areapproved.Totalincomeisdeclininginreal

termsbasedonconfirmedcontracts,butwill

reflectgrowththroughadditionofnewcontracts

duringthefinancialyear.

14 Annexure 2: Financial Overview: (Budget 2015/16 and MTEF Estimates)

Figure 26: Comparison of sources of funding 2012/13–2018/19

Actual2012/13

Actual2013/14

Actual2014/15

Projected2015/16

Budget2016/17

Budget2017/18

Budget2018/19

Otherincome 124 154 182 150 138 142 143

Contract 1 270 1 594 1 352 1 337 1 107 895 914

MTEFallocation: Ring-fenced

153 597 718 2 054 2 315 2 126 2 206

MTEFallocation:Parliamentarygrant 765 816 851 878 883 926 980

Total 2 312 3 161 3 103 4 419 4 443 4 089 4 243

5 000

4 000

3 000

2 000

1 000

0


TheNRFparliamentarygrant allocationenables theorganisation to

deliveronitsstatutorymandate.Theparliamentarygranthasexperienced

slowgrowth,withanaverageannualincreaseof3%peryearbetween

2012and2016. The increase for 2016/17 is 0.5%only.While the

organisationhasembarkedonvariousausteritymeasuresoverthepast

threeyears, theorganisation’sability to respond tonationalpriorities

has been significantly affected. This effective cut in real terms in

lightof thecountry’s inflationaryenvironment, and theNRF’shigher

inflationaryfigures,has required theNRF toattempt todomorewith

less, including thepursuitofvariousausteritymeasuresasoutlined in

section1.4.However,anirreduciblelevelofexpenditureremains,particularly

inlightofemployeecostspertainingtogeneralinflationaryincreasesand

otheroperationalcommitmentsgoingforward.

Three-year projection of the NRF 2016/17–2018/19

MTEF allocation

Thethree-yearMTEFparliamentarygranttotheNRFis indicatedasa

singlelineitem,yettheallocationletterfromDSTring-fencesmostofthe

allocation(69%).TheNRFparliamentarygrantfigurebelowistherefore

theonlyfigurethatprovidesfortheaccountingauthorityandexecutive

authoritytoapproveactivitiesaccordingtotheprioritiesforsuchfunding

outlined in theAnnualPerformancePlan.Table 18 belowshows the

parliamentarygrantallocationsplit,asapprovedbytheNRFBoard.

Table 18: Three-year projection of the NRF MTEF parliamentary grant allocation

Programme NRF allocation from DST

2015/16 2016/17 2017/18 2018/19

Rm Rm Rm Rm

3 RISA 461 179 448 010 469 429 496 872

4&5 NationalResearchFacilities 312 283 327 897 344 293 364 261

2 ScienceAdvancement 21 318 22 384 23 503 24 867

4 SAEON 10 574 11 103 11 658 12 334

1 CorporateServices 73 047 73 411 77 081 81 336

Total NRF parliamentary grant 878 401 882 805 925 964 979 670

Year-on-year parliamentary grant movement 3% 0,5% 4,9% 5,8%

3&4 Ring-fencedallocation:GlobalChangeGrandChallenge 67 816 71 305 71 305 75 440

5 Ring-fencedallocation:SquareKilometreArray(SKA)project 694 071 652 756 711 931 728 977

3 Ring-fencedallocation:ScientificEquipment 179 447 188 959 198 073 208 967

3 Ring-fencedallocation:HumanCapacityDevelopment 357 354 359 141 364 976 386 123

4&5 Ring-fencedallocation:NationalResearchFacilitiesEquipment 110 000 75 000 80 000 80 000

3 Ring-fencedallocation:Astronomy 13 999 14 069 14 773 15 630

3 Ring-fencedallocation:SAResearchChairsInitiative 470 446 482 243 506 875 536 274

3 Ring-fencedallocation:IKSResearchFund 10 000 10 000 10 530 11 140

3&4 Ring-fencedallocation:SciencePlatforms - 64 300 66 300 70 149

Total MTEF allocation 2 781 534 2 800 578 2 950 727 3 092 370



NRF investment principles

Thedecreaseinfundingalongsideanincreasing

demandforresearchfundingrequirestheNRFto

continuallymakeprudentandefficientinvestment

choices.TheNRFformulatedthefollowingeight

principles toguide its investmentacross the

rangeof its interventions, functions, facilities

andprogrammes.Theseinvestmentprinciples

arealignedtotheMinisterialGuidelinesissued

in2013forimprovingequityinthedistributionof

theDST/NRFbursariesandfellowships.

• Competitivefundingappliestoall funding

applications.

• Investmentinresearchisbasedonstrategic

prioritiesandNDPimperatives.

• Investmentsaresubjecttorigorousmerit-

based peer reviews and rating of the

researchoutputsofindividuals.

• PhD isacriticalsystemsdriverdueto its

keycontributiontotheknowledgeeconomy.

PhDsaredevelopedthroughtheRISAHCD

ExcellencePipeline thatprovidessupport

to researchers throughout their research

careers.

• TheNRFpromotescross-fertilisationand

rotationofexpertiseand talentbetween

itselfandotherentitiesintheNSI.

• The NRF strives to allocate resources

appropriately throughout theorganisation

forefficientdeliveryofservicesandstrategic

goals.

• Coreprinciplesof fairness, transparency

andaccountabilityapply toall investment

processes.

• Contributingtothetransformationofsociety

in termsof race,genderanddisability is

consideredatalltimesinordertoredress

systemicsocialandeconomicinequalities.

Savings and efficiency measures

TheNRFappliesinnovativepracticestomanage

the financinggapandminimiseoverheads.

Suchcost-savingpractices are included in

the budgets such as automation through

workflow,decreasedtravelthroughuseofvideo-

conferencing,adecentralisedadministrative

structure, cost-charging sharingmodels for

infrastructure (for exampleSALT), increased

insourcing aswell as transversal contracts

as a cost-effective procurement modality,

retentionstrategies to reduce the veryhigh

costs of new staff who anticipatemarket-

relatedsalaries,leveragingeconomiesofscale

throughdemandmanagementandtransversal

contracts, increased use of owned versus

leaseholdofficespace, increasedwarranties,

the introductionofan integratedenterprise-

wideperformancemanagementsystem, the

freezingofnon-SKA relatedpositionswhere

applicable,decreasedrelianceonconsultants

through mentoring programmes, as well

as theongoing refurbishmentof high-value

infrastructureassets, andownmanufacture

of rare replacementparts, compared to the

prohibitivelyhighcostofperiodicreplacement.

Detailed budgets

DetailedNRFbudgetshavebeenprepared,

takingintoaccountallsourcesofincomeand

withdue regard forefficiencysavings,which

have been factored in across all business

divisionsandwillbecloselymonitoredoverthe

MTEFperiod.Thedetailedbudgetsfor2016/17

arepresentedinTable 19.


Table 19: Abridged financial report for the year ending 31 March 2017

BUDGET 2016/17

Programme 1

Programme 2

Programme 3

Programme 4 Programme 5

TOTAl 2016/17

Consolidated budget (excl.

internal transfers) 2016/17

% Change PROJ. 2 BUDGET ACTUAl

NATIONAl RESEARCH FACIlITIES EXClUDING ASTRONOMY

NATIONAl RESEARCH FACIlITIES - ASTRONOMY INClUDING

SKA SA

Projected 2015/16

vs. Budget 2016/17 2015/16 2015/16 2014/15 Corporate

Science Advancement RISA

Dep CEO: Facilities iTHEMBA SAIAB NZG SAEON SKA SAAO

HartRAO

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 R’000 R’000 R’000

Projectedunspentfunds/(deficit)atbeginningofyear - - - - - 2,979 - (1,473) - - 1,523 3,028 3,028 7,931 7,931 4,363

MTEFallocation–Parliamentarygrant 73,411 22,384 448,010 9,690 162,951 17,407 62,714 11,103 - 49,234 25,901 882,805 882,805 0.5% 878,399 885,901 851,286

MTEFallocation–Ring-fenced - - 1,242,043 - - 8,000 - 14,974 652,756 - - 1,917,773 1,917,773 0.8% 1,903,487 1,903,133 1,427,444

Ring-fencedfundscarriedforward - - 122,973 - - (1,200) - - 275,466 - - 397,239 397,239 162.3% 151,447 95,549 (709,974)

Designatedincome 6,010 74,224 853,196 - 56,208 11,415 412 1,264 72,481 30,637 1,440 1,107,287 1,107,287 -17.2% 1,337,429 1,150,457 1,352,121

Interestreceived 5,047 3,935 15,224 - 3,132 1,454 1,300 432 17,604 325 674 49,127 49,127 -17% 59,528 30,638 60,000

InternalIncome 21,184 12,891 364,278 - 42,350 24,669 18,113 16,012 - 36,851 37,059 573,407 - -100.0% 570,515 406,455 183,165

NZGEntrancefees - - - - - - 41,378 - - - - 41,378 41,378 4.1% 39,757 39,692 33,216

NZGRetailandothersales - 670 9,028 - 7,750 24 18,949 - - 2,421 76 38,918 38,918 8.3% 35,921 80,249 77,224

Otherincome - 2,865 - - 2,166 90 3,283 30 - 893 70 9,397 9,397 -36.9% 14,884 6,440 11,738

Total income 105,653 116,969 3,054,752 9,690 274,557 64,838 146,149 42,342 1,018,307 120,361 66,743 5,020,359 4,446,952 -11.0% 4,999,298 4,606,445 3,290,583

Grants,bursariesandotherresearch - (49,889) (2,340,196) (300) (3,001) (2,212) - (155) (61,649) (6,355) (566) (2,464,323) (2,464,323) -8.0% (2,678,483) (2,393,053) (1,788,421)

Infrastructuremaintenance,programmeandoperatingexpenses (37,907) (27,965) (76,866) (3,219) (98,144) (16,877) (52,176) (11,366) (306,210) (37,241) (13,261) (681,232) (681,232) 3.7% (656,901) (643,653) (495,886)

Internalexpenses - (13,454) (532,704) - (6,527) (2,776) (2,060) (246) (12,652) (1,973) (1,015) (573,407) - -100.0% (570,515) (406,455) (183,165)

Salaries (57,398) (26,905) (108,724) (5,946) (139,772) (20,438) (83,725) (22,817) (138,465) (57,415) (17,150) (678,755) (678,755) 13.2% (599,572) (666,440) (541,633)

Total expenditure (95,305) (118,213) (3,058,490) (9,465) (247,444) (42,303) (137,961) (34,584) (518,976) (102,984) (31,992) (4,397,717) (3,824,310) -15.1% (4,505,471) (4,109,601) (3,009,105)

Net unspent funds/(deficit) for the year 10,348 (1,244) (3,740) 225 27,113 22,535 8,188 7,758 499,331 17,377 34,751 622,641 622,642 493,827 496,844 281,478

TransferfromSALTfund - - - - - - - - - - - - - 4,152

TransferfromInfrastructureDevelopmentfund 19,957 19,957 19,957 47,188 (10,000) (33,406)

AddbacknetPRMBbuy-out - - 10,043

Capitalexpenditure (30,305) (465) (6,825) (225) (47,545) (27,680) (10,735) (12,065) (542,818) (24,380) (37,411) (740,454) (740,454) 16.5% (635,483) (565,884) (325,576)

Non-cashflowitems–depreciation - 1,709 10,565 - 20,432 5,145 2,547 3,026 43,487 7,003 3,941 97,855 97,855 11.9% 87,453 79,040 81,283

Unspent funds/(deficit) at end of the year - - 0 - - - - (1,281) - - 1,281 0 - 3,028 - 7,931



Table 20: Projected expenditure report per programme for the year ending 31 March 2017

CATEGORY

Programme 1 Programme 2 Programme 3 Programme 4 Programme 5 TOTAl

CorporateScience

Engagement RISABiodiversity &

Nuclear Sciences Astro/Geoscience

R’000 R’000 R’000 R’000 R’000 R’000 Grants,bursariesandotherresearch - 49,889 2,340,196 5,668 68,570 2,464,323

Infrastructuremaintenance,programmeandoperatingexpenses 37,907 27,965 76,866 181,782 356,712 681,232

Salaries 57,398 26,905 108,724 272,698 213,030 678,755

Netcapitalexpenditure 30,305 (1,244) (3,740) 67,100 550,178 642,599

Total expenditure 125,610 103,515 2,522,046 527,248 1,188,490 4,466,909

Figure 30: Total Expenditure

(including Capital) 2016/17

Corporate

Science Engagement

RISA

National Research Facilities: excluding Astronomy

National Research Facilities: Astronomy

3% 2%

56%

27%

12%


Abridged projected financial statements (2016/17–2018/19)

Thetablebelowprovidesasummaryoftheprojectedfinancialstatementsfortheperiod2016/17–2018/19,alignedwiththeannualplans.

Table 21: Abridged projected financial statements (2016/17–2018/19)

STATEMENT OF FINANCIAl PERFORMANCE

CATEGORY 2016/2017 2017/2018 2018/19

R’000 R’000 R’000 Governmentgrant–Parliamentarygrant 882,805 925,964 979,670Governmentgrant–Ring-fenced* 2,315,012 2,125,781 2,207,028Designatedincome** 1,107,287 895,378 913,703Interestreceived 49,127 46,610 45,866Otherincome 89,693 94,251 96,417Total income 4,443,924 4,087,984 4,242,684 Grants,bursariesandotherresearch 2,464,323 2,390,538 2,507,935Infrastructuremaintenance,programmeandoperatingexpenses 681,232 620,005 917,631Humancapacityofnationalfacilities,programmesandoperations 678,755 715,659 761,328Total expenditure 3,824,310 3,726,202 4,186,894 Incomesetasideforcapitalacquisitions 619,614 361,782 55,790Less:Netcapitalexpenditure (642,599) (361,782) (55,790)Net budgeted unspent funds for the year (22,985) 0 0Accumulatedfundsbroughtforwardfrom2015/16 3,028TransferfromInfrastructureDevelopmentFund 19,957 0 0Accumulated funds for the year 0 0 0

* Excludes Science Promotion allocation, which is reflected as designated income. ** Contract funds for 2016-2018 only based on confirmed contracts.

STATEMENT OF FINANCIAl PERFORMANCE

CATEGORY 2016/2017 2017/2018 2018/19

R’000 R’000 R’000 Property,plantandequipmentandIntangibleassets 2,746,034 3,107,816 3,163,606Inventory 6,500 6,300 6,350Receivablesandprepayments 966,418 900,000 880,000Cashandinvestments 478,164 475,763 455,763 Total assets 4,197,116 4,489,879 4,505,719 AccumulatedfundandSALTfund 25,763 25,763 25,763Capitalfundandinfrastructuredevelopmentfund 2,759,516 3,109,921 3,163,606Incomereceivedinadvance 1,306,979 1,249,193 1,215,300Payablesandprovisions 104,858 105,002 101,050 Total liabilities 4,197,116 4,489,879 4,505,719

* Cash holdings represents commitments for designated programmes and projects.



NRF long-term infrastructure plan

Table 22: Long-term infrastructure and other capital plans (2016/17–2018/19)

No

Business Division

Description Outputs

Estimated project costs Project duration

2014/15

2015/16

2016/17

2017/18

2018/19 Additional infrastructure/capital

R'000 Start Finish R'000 R'000 R'000 R'000 R'000 1. National

FacilitiesUpgradeandreplacementofscientificequipment

Accesstostate-of-the-artresearchequipmentandfacilities

N/A

Bas

edo

non

goin

gre

view

and

ava

ilabi

lity

offu

nds

47,446 79,439

160,041

135,911

100,389

AStrategicResearchInfrastructureplanfortheNationalResearchFacilitieshasbeendeveloped,forwhichanamountofapproximatelyR600millionisrequired.R287millionwasallocatedupto2015/16,withafurtherR235millionovertheMTEFfornationalresearchfacilities’equipment.

2. SAASTA Computerandofficeequipment

Enhancedworkingenvironmenttoenabledeliveryonvariouscontractprojects

N/A 471 2,638 465 441 441

Pendinganationalstrategyonscienceadvancement,theSAASTAJohannesburgObservatorysitemayrequireR60milliontoupgrade.

3. RISA Computer,officeequipmentandbuildingrefurbishment

Enhancedworkingenvironmentandimprovedefficiency

N/A 15,518 6,494 6,825 6,400 6,343

4. Corporate Computer,officeequipmentandbuildingconstruction

Enhancedworkingenvironmentandimprovedefficiency

N/A 15,676 173 30,305 5,494 5,716

Expansionofofficebuildingstosaveonexistingleasingcostsandincreaselimitedofficespacetobecompletedin2016/17.

5. SKAproject

ConstructionofKAT7andMeerKATcomprising64radioantennae

World-classtelescopeformanyyearsbasedonmission-driveninnovationenablingSouthAfricatoundertakecutting-edgeresearchintodeepspace 3,700,000 2002/03 2017/18

246,465

477,140

542,818

315,442 51,361

325,576 565,884 740,454 463,688 164,250

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.


PART E: POLICY FRAMEWORK


The NRF Supporting Policy Framework

Table 23: The NRF Supporting Policy Framework

SUPPORTING FRAMEWORKA ExemptionsgrantedfromtheprovisionsofthePFMA

PoliciesthatformthesupportingframeworkoftheoperationsoftheNRFareavailableonrequest.

B RiskManagementPlan

C FraudPreventionPlan

D MaterialityandSignificanceFramework

E ScheduleoftheNRFBoard’smainactivities

F StructureandcompositionoftheNRFBoardanditscommittees

G EmploymentEquityPlan

H BusinessDevelopmentStrategy

I CommunicationPlan

J ICTPlans

Applicable Sustainability Best-practice Codes and Standards

Table 24: Applicable sustainability best-practice codes and standards

Best-practice codes and standards RISA

NZG

SAEO

N

SAAS

TA

SAIA

B

Hart

RAO

SAAO

iThe

mba

lA

BS

SKA

1. KingIIICodeofCorporateGovernanceforSA

2. InternationalFinancialReportingStandards(IFRS)forFinancialReporting

3. PAAZABCodeofEthics

4. AfricanPreservationProgramme(APP)ResourceManual

5. SANS10386:2008SouthAfricanNationalStandardforthecareanduseofanimalsforscientificpurposes

6. WorldAssociationofZoosandAquariums(WAZA)CodeofEthicsandAnimalWelfare

7. OccupationalHealthandSafetyManagementSystems18001:2007

8. ISO14001:2004EnvironmentalManagementSystem

9. ISO9001:2008QualityManagementSystem

10. CurrentGoodManufacturingPractices(cGMP)

11. InternationalAtomicEnergyAgency(AEA)standards

15 Annexure 3: NRF Supporting Policy Framework


Codes, Standards and Legislation Applicable to HR and Legal Services

Table 25: Codes, standards and legislation applicable to HR and Legal Services

Codes, standards and legislation applicable to HR and legal ServicesTheConstitutionoftheRepublicofSouthAfrica(No.108of1996) TheCompensationforOccupationalInjuriesandDiseasesAct(No.130of1993)

TheLabourRelationsAct(No.66of1995) ThePensionFundAct(No.24of1956)

TheBasicConditionsofEmploymentAct(No.75of1997) TheMedicalSchemesAct(No.131of1998)

CodeofGoodPracticeonDismissals TheIncomeTaxAct(No.58of1962)

EmploymentEquityCodeofGoodPractice TheSkillsDevelopmentAct(No.97of1998)

TheNationalResearchFoundationAct(No.23of1998) TheSkillsDevelopmentLeviesAct(No.9of1999)

TheOccupationalHealthandSafetyAct(No.85of1993) TheSouthAfricanQualificationsAuthorityAct(No.58of1995)

TheEmploymentEquityAct(No.55of1998) ThePromotionofEqualityandPreventionofUnfairDiscriminationAct(No.4of2000)

TheBroadBasedBlackEconomicEmpowermentAct(No.53of2003) ThePromotionofAccesstoInformationAct(No.2of2000)

TheUnemploymentInsuranceAct(No.63of2001) ThePromotionofAdministrationJusticeAct(No.3of2000)

TheProtectionofPersonalInformationAct(ActNo.4of2013)


PART E: POLICY FRAMEWORK

16 CONTACTS

16.1 Corporate Executive Committee

Dr M Qhobela

CEO: National Research Foundation

Tel: +27124814137

Fax: +27124814144

Email: [email protected]

Dr D Pillay

Deputy CEO: Research and Innovation Support and Advancement (RISA)

Tel: +27124814286

Fax: +27124814162


Prof N Chetty

Deputy CEO: National Research Facilities - Astronomy incl. SKA SA

Tel: +27124814010

Fax: +27124143800


Dr BA Damonse

Group Executive: Science Engagement and Corporate Relations

Tel: +27124814329


Mr B Singh

Chief Financial Officer and Group Executive: Finance and Business Systems

Tel: +27124814038

Fax: +27124814006


Mr PB Thompson

Group Executive: Human Resources Legal Services

Tel: +27124814073

Fax: +27124814006


Forfurtherinformationonaspectsofthisdocument,pleasecontact:

Ms F Osman

Executive Director: Corporate Governance

Tel: +27124814192

Fax: +27124814006

E-mail:[email protected]

www.nrf.ac.za

PART F: KEY CONTACT DETAILS


ACEP AfricanCoelacanthEcosystemProgramme

AGN ActiveGalacticNuclei

ALMA AtacamaLargeMillimeter/submillimeterArray

AMS AcceleratorMassSpectroscopy

AOP AfricanOriginsProgramme

APP AfricanPreservationProgramme

ARC AgriculturalResearchCouncil

ARIC AppliedResearch,InnovationandCollaboration

ASCA AlgulhasSystemClimateArray

ASSAf AcademyofScienceofSouthAfrica

AT-LBA AustraliaTelescopeLongBaselineArray

AVN AfricanVLBINetwork

BBB-EE BroadBasedBlackEconomicEmpowerment

BI BusinessIntelligence

CAM Computer-AidedManufacturing

CAPRISA CentrefortheAidsProgrammeofResearchinSouthAfrica

C-BASS C-BandallSkySurvey

CBTBR CentreofExcellenceinBiomedicalTuberculosisResearch

CCD ChargeCoupledDevice

CEO ChiefExecutiveOfficer

CERN EuropeanOrganizationforNuclearResearch(Organisationeuropéennepourlarecherchenucléaire)

CIRAD CentredeCoopérationInternationaleenRechercheAgronomiquepourleDéveloppement

CNRS LeCentreNationaldelaRechercheScientifique

CoE CentreofExcellence

CoP CommunitiesofPractice

CPRR CompetitiveProgrammeforRatedResearchers

CRA CollaborativeResearchAction

CREST CentreforResearchonScienceandTechnology

CRTS CatalinaReal-timeTransientSurvey

CSD CentralSupplierDatabase

CSIR CouncilforScientificandIndustrialResearch

CSUR CompetitiveSupportforUnratedResearchers

DAFF DepartmentofAgriculture,ForestryandFisheries

DEA DepartmentofEnvironmentalAffairs

DFID UnitedKingdomDepartmentforInternationalDevelopment

DHET DepartmentofHigherEducationandTraining

DMR DepartmentofMineralResources

DNA Deoxyribonucleicacid

DoE DepartmentofEnergy

DoH DepartmentofHealth

DoHS DepartmentofHumanSettlements

DRC D'ArrosResearchCentre

DST DepartmentofScienceandTechnology

ECR ElectronCyclotronResonance

EHCD & KG EnergyHumanCapacityDevelopmentandKnowledgeGeneration

ENE EstimatesofNationalExpenditure

ERC EuropeanResearchCouncil

ERM EnterpriseRiskManagement

ERP EnergyResearchProgramme

ESIS Electron-StringIonSource

ESRC UnitedKingdomEconomicandSocialResearchCouncil

ESRF EuropeanSynchrotronRadiationFacility

ETFEON ExtendedTerretrialandFreshwaterEnvrionmentalObservationInfrastructure

EU-UNAWE EuropeanBranch:UniverseAwarenessPorgramme

EVN EuropeanVLBINetwork

Femi-LAT FermiLargeArrayTelescope

FISH-BOL FishBarcodeofLifeInitiative

FSATI FrenchSouthAfricanInstituteofTechnology

GAMKA Gamma-rayAsyMmetricspectrometerfortheKnowledgeofAfrica

GCRP GlobalChangeResearchPlan

GEODON GrouponEarthObservation'sBiodiversityObservationNetwork

GMSA GrantManagementandSystemsAdministration

GOES GlobalEarthObservationSystemofSystems

GPS GlobalPositioningSystem

GSFC GoddartSpaceFlightCentre

GTS2 GrenobleTestSource2

HartRAO HartebeesthoekRadioAstronomyObservatory

HCD Humancapacitydevelopment

HEI HigherEducationInstitution

HEMIS HigherEducationManagementInformationSystem

HERA HydrogenEpochofReionizationArray

HESS HighEnergyStereoscopicSystem

HICD HumanandInstitutionalCapacityDevelopment

HIV HumanImmunodeficiencyVirus

HR Humanresources

HRDS HumanResouceDevelopmentStrategy

HSRC HumanSciencesResearchCouncil

IAQ ImprovedAcademicQualifications

IAU internationalAstronomicalUnion

IBA IonBeamAnalysis

IBIS InternationalPlatformforBiodiversityObservationNetwork

Ibol InternationalBarcodeofLife

ICT Informationandcommunicationtechnology

IDC IndustrialDevelopmentCorporation

IDRC CanadianInternationalDevelopmentResearchCentre

IEPD InstitutionalEngagementandPartnershipDevelopment

IERS InternationalEarthRotationService

IFRS InternationalFinancialReportingStandards

IIASA InternationalInstituteforAppliedSystemsAnalyis

IKS Indigenousknowledgesystems

ILTER InternationalLong-termEcologicalResearch

IPAP IndustrialPolicyActionPlan

IRC InternationalRelationsandCooperation

IRD InstitutdeRecherchePourleDéveloppement

IRSF InstrumentfortheInfraredSurveyFacility

IRSF JapaneseNear-InfraredTelescopeinSouthAfrica

ISI InstituteforScientificInformation

ISO InternationalOrganizationforStandardization

iThemba LABS

iThembaLaboratoryforAcceleratorBasedSciences

IVOA InternationalVirtualObservatoryAlliance

IVS InternationalVLBIServiceforGeodesyandAstronomy

IZW LeibnitzInstituteforZooandWildlifeReasearch

JEDI JointExchangeandDevelopmentInitiative

JINR JointInstituteforNuclearResearch

PART G: ACRONYMS


KAT KarooArrayTelescope

KBO KuiperBeltObjects

KFD KnowledgeFieldsDevelopment

KFD KnowledgeFieldsDevelopment

KIC KnowledgeInterchangeCollaboration

KMC KnowledgeManagementCorporate

KMTNet KoreanMicrolensingTelescopeNetwork

KPI KeyPerformanceIndicator

LCOGT LasCumbresObservatoryGlobalTelescopeNetwork

LHC LargeHadronCollider

LLR LunarLaserRanging

LNL LaboratoriNazionalidiLegnaro

LSST LargeSynopticSurveyTelescope

LSST LargeSynopticSurveyTelescope

LTER LongTermEcologicalResearch

MANuS MastersDegreeinAcceleratorandNuclearScience

MatSci MaterialScience

MCM MarineandCoastalManagement

MDA MediaDevelopmentAgency

MDP ManagementDevelopmentProgramme

Mintek MiningTechnology

MONET MOnitoringNEtworkofTelescopes

MPIfR MaxPlanckInstituteforRadioAstronomy

MRC MedicalResearchCouncil

MSc MastersDegreeinScience

MTEF Medium-TermExpenditureFramework

MTSF MediumTermStrategicFramework

MWLA MultiwavelengthAstronomy

NANOAfNET TheNanosciencesAfricanNetwork,

NASA NationalAeronauticsandSpaceAdministration

NASSP NationalAstrophysicsandSpaceScienceProgramme

NBN NationalBioinformaticsNetwork

NDA NationalDevelopmentAgency

NDP NationalDevelopmentPlan2030

NECSA NuclearEnergyCorporationofSouthAfrica

NEP NationalEquipmentProgramme

NeRSuP NationalE-ResearchSupportProgramme

NICIS NationalIntegratedCyber-infrastructureSystem

NINA NorwegianInstituteforNatureResearch

NMDP NewManagers’DevelopmentProgramme

NNEP NationalNanotechEquipmentProgramme

NRDP NationalResearchDevelopmentPlan

NRDS NationalResearchandDevelopmentStrategy

NRF NationalResearchFoundation

NSI NationalSystemofInnovation

NWU NorthWestUniversity

NZG NationalZoologicalGardens

OAD OfficeforAstronomyDevelopment

OECD OrganisationforEconomicCorporationandDevelopment

OTN OceanTrackingNetwork

PAPER PrecisionArrayProbingtheEpochofReionisation

PAST PalaeontologicalScientificTrust

PDP ProfessionalDevelopmentPlan

PFMA PublicFinanceManagementAct

PhD DoctorofPhilosophy

PHP-IKS PlantHealthProductsfromIndigenousKnowledge

POPI ProtectionofPersonalInformation

PPC ParliamentaryPortfolioCommittee

PRMB Post-retirementmedicalbenefits

R&D Researchanddevelopment

RBS ReducedBeamSection

RCCE ResearchChairsandCentresofExcellence

RE RevewsandEvaluation

RIB RadioActiveIonBeam

RIMS ResearchInformationManagementSystem

RISA ResearchandInnovationSupportandAdvancement

Rm RandMillion

ROSCOSMOS RussianFederalSpaceAgency

SAAO SouthAfricanAstronomicalObservatory

SAASTA SouthAfricanAgencyforScienceandTechnologyAdvancement

SABI SouthAfricanBiosystematicsInitiative

SABS SouthAfricanBureauofStandards

SADC SouthernAfricanDevelopmentCommunity

SAEON SouthAfricanEnvironmentalObservationNetwork

SAIAB SouthAfricanInstituteforAquaticBiodiversity

SALT SouthernAfricanLargeTelescope

SANAP SouthAfricanNationalAntarcticProgramme

SANBI SouthAfricanNationalBiodiversityInstitute

SANCOOP SouthAfrica–NorwayResearchCo-operation

SANCOR SouthAfricanNetworkforCoastalandOceanicResearch

SANERI SouthAfricanNationalEnergyResearchInstitute

SANHARP SouthAfricanNuclearHumanAssetandResearchProgramme

SANSA TheSouthAfricanNationalSpaceAgency

SARChI SouthAfricanResearchChairsInitiative

SARIR SouthAfricanResearchInfrastructureRoadmap

SARS SouthAfricanRevenueServices

SASAC SouthAfricanSystemsAnalysisCentre

SASSCAL SouthernAfricanScienceServiceCentreforClimateChangeandAdaptiveLandUse

SAWS SouthAfricanWeatherService

SCM SupplyChainManagement

SDP SoftwareDefinedPerimeter

SEDA SmallEnterpriseDevelopmentAgency

SET Science,engineeringandtechnology

SKA SquareKilometreArray

SKA-SA SquareKilometreArraySouthAfrica

SLR SatelliteLaserRanger

SMCRI ShallowMarineandCoastalResearchInfrastructure

SOSF SaveOurSeasFoundation

SPACEMA SouthAfricanCentreforEpidemiologicalModellingandAnalysis

SPES SelectiveProductionofExoticSpecies

SREP StrategicResearchEquipmentProgramme

SRIG StrategicResearchInfrastructureGrant

STEMI Science,technology,engineering,mathematicsandinnovation

STGS SphericalTransmissionGratingSpectograph

STI ScienceTechnologyandInnovation

STISA Science,TechnologyandInnovationStrategyforAfrica2014

SU StellenboschUniversity

TB Tuberculosis

TFR TrackandFieldResults

the dti DepartmentofTradeandIndustry

THRIP TechnologyandHumanResourcesforIndustryProgramme

TIA TechnologyInnovationAgency

TIS TargetionSource

TUT TshwaneUniversityofTechnology

TYIP TenYearInnovationPlan

UniZulu UniversityofZululand

UWC UniversityoftheWesternCape

VLBI VeryLongBaselineInterferometry

VLIR FlemishInteruniversityCouncil

VO VirtualObservatory

WAZA WorldAssociationofZoosandAquariums

wBRC WildlifeBiologicalResourceCentre

WRC WaterResearchCommission

YSSP YoungScientistSummerProgramme


Contact Us

Postal Address:PO Box 2600Pretoria0001South Africa

Physical Address:National Research FoundationCSIR South GateMeiring Naudé RoadBrummeriaPretoria 0184South Africa

Tel: +27 (0)12 481 4187 | Fax: +27 (0)12 481 4197

ISBN: 978-1-86868-087-0

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Annual Performance Plan 2016/17

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