science with a mission women with vision a - NRF Business Plan 2011... · The NRF joins in the...

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science with a missionwomen with vision

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The United Nations has proclaimed 2011 as the International Year of Chemistry and the world also celebrates the Centenary of International Women’s Day. In a remarkable confluence of events, 2011 is also the centennial of the awarding of the Nobel Prize in Chemistry to Marie Curie for her work on radioactivity.

As such, the National Research Foundation (NRF) feels it fitting to use these joint celebrations as the theme for its 2011-2014 Annual Performance Plan. The NRF joins in the global recognition of the chemical sciences, and their inspirational women researchers, upon which our lives and our future are based.

1

isiZulu: – I-National Research Foundation inentokozo enkulu ngokwethula

uhlelo lonyaka lokwenziwa komsebenzi luka-2011/12-2013/14. Lolu hlelo

lunikeza umqondo ngemisebenzi kanye nokuhlosiwe kwe-ejensi exhasa

ngezimali i-Research ne Innovation Support ne Advancement (RISA),

i-Science Advancement Agency (SAASTA) kanye ne- National Research

Facilities.

isiXhosa – I-National Research Foundation iyakuvuyela ukuthi thaca

kwayo uyilo lokusebenza lonyaka luka-2011/12-2013/14. Olu yilo luxela

imisebenzi kunye nezinto ejolise kuzo i-arhente exhasayo i-Research ne

Innovation Support ne Advancement (RISA), i-Science Advancement

Agency (SAASTA), kunye ne-National Research Facilities.

isiNdebele – I-National Research Foundation ithanda ukwethula ihlelo

lokusebenza lomnyaka mali u-2011/12-2013/14. Ihlelweli liveza imisebenzi

neminqopho yomzenda omsekeli wezeemali i-Research ne Innovation

Support ne Advancement (RISA), i-Science Advancement Agency

SAASTA) kunye ne-National Research Facilities.

SiSwati – I-National Research Foundation iyatfokotela kwetfula

luhlelo lwemnyaka lwekusebenta lwayo lwa-2011/12-2013/14. Loluhlelo

lukhombisa imisebenti kanye netinhloso te-ejensi yekusita ngetimali

i-Research ne Innovation Support ne Advancement (i-RISA), i-Science

Advancement Agency (i-SAASTA), kanye ne-National Research Facilities.

XiTsonga – National Research Foundation ya tinyungubyisa ku andlala

nkunguhato wa matirhelo ya lembe ra 2011/12-2013/14. Nkunguhato

lowu wu hlamusela migingiriko na leswi languteriweke swa rhavi ra

mpfuneto hi timali Research na Innovation Support na Advancement

(RISA), Science Advancement Agency (SAASTA), na National Research

Facilities.

Sepedi – National Research Foundation ka boikgantšho e hlagiša

peakanyo ya yona ya mošomo wa ngwaga ka ngwaga ya 2011/12-2013/14.

Pego ye e akaretša mešomo le ditebanyo tša setheo sa thekgo ya

ditšhelete sa Research le Innovation Support le Advancement (RISA),

Science Advancement Agency (SAASTA) le National Research Facilities.

Sesotho – National Research Foundation e motlotlo ho nehelana ka

morero wa tshebetso ya selemo le selemo wa yona wa 2011/12-2013/14.

Morero ona o hlalosa diketsahalo le dintho tse tla shejwa haholo

ke ejensi e thusang ka ditjhelete Research le Innovation Support le

Advancement (RISA), Science Advancement Agency (SAASTA), le

National Research Facilities.

TshiVenda – National Research Foundation nga dakalo i khou vha

netshedza pulane ya mashumele ya mwaha nga nwaha ya 2011/12-2013/14.

Hei pulane i bvisela khagala mishumo na ndivho dza zhendedzi na u

netshedza masheleni Research na Innovation Support na Advancement

(RISA), Science Advancement Agency (SAASTA), na National Research

Facilities.

Setswana – National Research Foundation e motlotlo go tlhagisa

thulaganyo ya go dira ga yona ga ngwaga le ngwaga wa 2011/12-2013/14.

Thulaganyo e e tlhagisa ditiro le ditotiwa tsa setheo sa thuso ka matlole

Research le Innovation Support le Advancement (RISA), Science

Advancement Agency (SAASTA), le National Research Facilities.

Afrikaans – Die Nasionale Navorsingstigting bied met genoë sy

jaarlikse werkverrigtingplan vir 2011/12-2013/14 aan. Hierdie plan skets

die bedrywighede en doelwitte van die Befondsingsagentskap vir

Wetenskap (RISA), die Bevorderingsagentskap vir Wetenskap (SAASTA)

en die Nasionale Navorsingsfasiliteite.

The National Research Foundation takes pleasure in presenting its Annual Performance Plan for

2011/12-2013/14. This plan outlines the activities and targets of the funding agency Research and

Innovation Support and Advancement (RISA), the Science Advancement Agency (SAASTA), and

the National Research Facilities.

INTRODUCTION

2

Corporate Annual Performance Plan of

the National Research Foundation

2011/12–2013/14

PO Box 2600

Pretoria 0001

Tel: +27 12 481-4000

Fax: +27 12 349-1179

E-mail: [email protected]

www.nrf.ac.za

Produced by: words’worth

+27 11 646 0956

CONTENTS

EXECUTIVE SUMMARY ......................................................................................................................................... 6

The NRF Strategic Plan: Vision 2015 ............................................................................................................................. 6

The NRF strategic goals ................................................................................................................................................................ 7

The alignment between the NRF strategic priorities and recent policies ............................. 7

Human Capital Development ................................................................................................................................................... 7

Student support ............................................................................................................................................................................. 8

Emerging reseachers ................................................................................................................................................................ 9

Established researchers ...................................................................................................................................................... 10

Strategic imperatives .................................................................................................................................................................... 10

Strategic research infrastructure and equipment provision ............................................................. 10

The NRF financial plan .................................................................................................................................................................. 11

NRF human resources ................................................................................................................................................................... 12

Changes in the science landscape ................................................................................................................................... 12

Structure of the 2011/14 Annual Performance Plan ..................................................................................... 12

CORPORATE STRATEGIC OVERVIEW .................................................................................................... 14

Brief history of the NRF ............................................................................................................................................................. 14

The mandate of the NRF ........................................................................................................................................................... 15

Development of the NRF strategic plan ................................................................................................................... 15

NRF Vision 2015 .................................................................................................................................................................................. 15

NRF mission statement ........................................................................................................................................................ 15

Strategic goals ...................................................................................................................................................................................... 15

Corporate values ................................................................................................................................................................................ 15

Organisational environment ................................................................................................................................................. 15

Business standards ................................................................................................................................................................... 15

Core competencies of the NRF .................................................................................................................................... 16

Organisational structure .................................................................................................................................................... 16

Clustering of NRF business divisions and activities ............................................................................. 16

3

CONTENTS

The performance delivery environment .................................................... 18

The South African science landscape .................................................... 18

The role of the NRF in the science landscape ............................. 20

Relevant policies in the delivery environment ........................... 20

Important developments in the

delivery environment .............................................................................................. 24

Corporate performance indicators

according to the NRF strategic goals .......................................................... 25

Corporate sustainability indicators ............................................................... 28

FINANCE AND BUSINESS SYSTEMS ............................................ 32

Scope ............................................................................................................................................... 32

Financial plan .......................................................................................................................... 33

Budget and sources of income ..................................................................... 33

NRF investment principles ................................................................................. 33

Overview of 2012 budget and MTEF estimates ......................... 34

Three-year projection of the NRF 2011/12

The NRF line item allocation in RISA baseline

for the 2011-2012 MTEF .......................................................................................... 35

NRF sources of funding for the year ending

31 March 2012 .................................................................................................................. 35

Comparison of sources of funding 2008-2012 ............................ 35

Abridged financial statement 2011/12–2013/14 ............................. 37

Information and Communication Technology (ICT) .................... 38

Corporate Governance ................................................................................................ 39

New Business Development (NBD) ................................................................ 40

HUMAN RESOURCES AND

STAKEHOLDER RELATIONS ................................................................. 44

Scope .............................................................................................................................................. 44

Human Resources ............................................................................................................. 45

Corporate Communications ................................................................................... 46

Corporate Legal Services and Industrial Relations ..................... 47

RESEARCH AND INNOVATION SUPPORT

AND ADVANCEMENT (RISA) ................................................................ 50

Purpose and scope .......................................................................................................... 50

Sources of funding ............................................................................................................. 51

Investment areas and business cycle ........................................................... 51

Values of bursaries and scholarships ............................................................ 51

Knowledge Fields Development (KFD) ....................................................... 59

Applied Research and Innovation (ARI) ...................................................... 61

Human and Institutional Capacity

Development (HICD) ....................................................................................................... 63

International Relations and Cooperation (IR&C) ............................ 65

Knowledge Management and Evaluation (KME) ............................. 69

Grants Management and Systems

Administration (GMSA) ................................................................................................ 72

RISA and SAASTA performance indicators

according to the NRF strategic goals ........................................................... 73

SOUTH AFRICAN AGENCY FOR SCIENCE

AND TECHNOLOGY ADVANCEMENT (SAASTA) .................. 78

4

CONTENTS (CONTINUED)

NATIONAL RESEARCH FACILITIES ............................................... 82

The South African Astronomical Observatory (SAAO) ........ 87

The Hartebeesthoek Radio Astronomy Observatory

(HartRAO) .................................................................................................................................. 90

The Hermanus Magnetic Observatory (HMO) ................................... 92

The National Zoological Gardens of

South Africa (NZG) .......................................................................................................... 94

The South African Institute for Aquatic Biodiversity

(SAIAB) .......................................................................................................................................... 97

The South African Environmental Observation Network

(SAEON) ..................................................................................................................................... 100

iThemba Laboratory for Accelerator Based Sciences

(iThemba LABS) ................................................................................................................ 104

National Research Facilities Indicators ................................................... 107

KEY PERFORMANCE TARGETS

2011/12-2013/14 ................................................................................................ 112

Balanced Scorecard approach ............................................................................ 113

Balanced Scorecard framework ........................................................................ 114

ACRONYMS ............................................................................................................ 117

CONTACT DETAILS ....................................................................................... 120

THE NRF SUPPORTING FRAMEWORK ...................................... 123

A Exemptions granted from the provisions

of the PFMA ................................................................................................................. 123

B Risk Management Plan ................................................................................... 123

C Fraud Prevention Plan ..................................................................................... 123

D Materiality and Significance Framework ..................................... 123

E Schedule of the NRF Board’s main activities ......................... 123

F Structure and composition of the NRF Board

and its committees .............................................................................................. 123

G Employment Equity Plan ............................................................................... 123

H Business Development Strategy .......................................................... 123

I Communication Plan ......................................................................................... 123

J ICT Plan ............................................................................................................................ 123

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6

the nrf strategic plan: vision 2015In February 2008, the NRF Board approved the NRF Strategic Plan, the NRF Vision 2015. With the 2011-2014 Annual Performance Plan the NRF, through its respective business divisions, is entering the third year of implementing this ambitious longer-term strategy.

During 2011/12, the NRF seven–year Strategic Plan is due for a mid-term Board Assessment. The process will be initiated as soon as the Minister has appointed the new NRF Board. It is expected that the revision process will be finalised during June/July 2011, and both the outgoing and incoming NRF Boards will be involved in the process.

7

ExECUTIVE SUMMARy

THE NRF STRATEGIC GOALS

In NRF Vision 2015, the NRF adopted

the following strategic goals:l Promote internationally competitive

research as a basis for the

knowledge economy;l Grow a representative science and

technology workforce in South

Africa;l Provide cutting-edge research,

technology and innovation platforms; l Operate world-class evaluation and

grant-making systems; andl Contribute to a vibrant national

innovation system.

THE ALIGNMENT BETWEEN THE

NRF STRATEGIC PRIORITIES AND

RECENT POLICIES

Despite the dynamic policy and

operational environment within which

the NRF functions (kindly refer to the

Performance Delivery Environment on

page 18) it is clear that the strategic

goals of the organisation are of a

longer-term nature and are well aligned

to recent policy shifts, such as the 12

Outcomes of Government, the New

Growth Path, and the Industrial Policy

Action Plan (IPAP2). The NRF Annual

Performance Plan also addresses issues

raised in the Medium Term Strategic

Framework (MTEF) for 2009-2014.

Some of the imperatives mentioned in

these policy documents include:l Developing a skilled and capable

workforce to support an inclusive

growth path within a knowledge

economy based on research,

development and innovation;l Broadening the access to post-

secondary education and improve

the Higher Education throughput

rate; l Keeping up with global technological

trends and fully exploit our

comparative advantages, including

the use of Information and

Communication Technologies (ICTs); l Focusing on sectors with the

potential to develop long-term

advanced capabilities such as nuclear

sciences, advanced materials and

aerospace; andl Building strategies and support

programmes for innovation in firms,

and research and development in the

private and public sectors.

When comparing the NRF strategic

goals with the above imperatives, it

is evident that the NRF has a crucial

role to play in delivering on national

objectives, especially with regard to: l Developing human capital; l Providing science and technology

infrastructure; and l Promoting and supporting

knowledge generation in areas of

strategic importance.

HUMAN CAPITAL DEVELOPMENT

As a contributor to the national

imperative to develop human capital,

the NRF is well positioned to: l Support growth in research and

supervisory capacities in the system,

and thereby increase both human

capacity development and knowledge

generation; l Facilitate at all levels the funding

and training of competent human

resources to address the severe

shortages of researchers and

academics, in particular from

previously disadvantaged

areas; andl Promote and provide training

for human resources in the high-

technology environment of the


Alb

ert

S va

n Ja

arsv

eld

8

ExECUTIVE SUMMARy (CONTINUED)

The NRF has an integrated approach

to Human Capital Development and

promotes and supports a pipeline of

human capital through all its different

business divisions. The South African

Agency for Science and Technology

Advancement (SAASTA) focuses

on coordinating across all National

Research Facilities the science

communication, science education,

science awareness and science

engagement programmes of the NRF.

In its own right SAASTA conducts

programmes for building the science

skills base from the bottom up. Figure 1

shows the expected SAASTA investment

in human capital development and

science awareness platform provision

for 2011/12.

Through Research and Innovation

Support and Administration (RISA),

the NRF is building skills in the next

generation of researchers (students),

emerging researchers and established

researchers (refer to Figure 2).

A variety of programmes are in place

to support the respective categories

of researchers and levels of research

skills (see Figure 3). These programmes

promote the building of human capital,

while at the same time supporting the

generation of new knowledge.

The investment levels for the

respective interventions are not yet

considered optimal and considerable

growth in investment across these

platforms is envisaged.

STUDENT SUPPORT

During 2011/12 the NRF will expand its

student support for first-generation

postgraduate students from working-

class families. In addition, the South

African PhD Project will continue to

encourage potential students to enrol

for and complete their PhD studies, both

locally and abroad. It is expected that

the increased value of bursaries and

scholarships to students, at all levels of

postgraduate study, will be sustained

going forward. The increase during the

2010/11 financial year was made possible

through the injection of R52,7m

received from the DST in mid-2010.

To provide meaningful measurement

of the outcome of NRF inputs, the

organisation will have to overcome

the challenge of obtaining data on

the graduation rate of NRF–supported

students from Higher Education

Figure 1: SAASTA investment in human capital development and science awareness platform provision (R’000)

R15 850

R13 095

R24 098

n Science education – R24 mn Science communication – 13 mn Science engagement – R16 m

R636 R295

R65

Figure 2: RISA support for Human Capacity Development (R’000)

n Next generation researchersn Emerging researchersn Established researchers

9

Figure 3: HCD Excellence Pipeline

StudentshipSupport

– Freestanding – Grantholder

R285 R18 R7 R7 R7 R79 R18 R10 R160 R28

Postdoc Thuthuka PhD track

Thuthuka Post-PhD

track

Thuthuka Rating track

Incentive FundingRated

Competitive Funding Rated

Blue-sky Research

South African Research Chairs

InitiativeSARChI

Centres of Excellence

(CoE)

Next generation Emerging Established

Institutions (HEIs). Discussions on

mechanisms to obtain such data are

being facilitated by the DST with the

Department of Higher Education and

Training (DHET).

The investment in supporting the next

generation of researchers is shown in

Figure 4 over the page.

R6

Discipline based

Strategic focus

Funding base: R’m – Note: The estimated grantholder-linked bursary values have been substracted from budgets of specific funding programmes and lumped together under student support.

Competitive Funding Unrated

10


EMERGING RESEARCHERS

The expanded Thuthuka funding

framework, which includes the

rating track, has the potential to

offer significant advancements in

supporting emerging black and women

researchers. Despite having clear

demographic targets, the expanded

Thuthuka framework is open to

applications from all race and gender

groups. The idea behind this initiative

is, firstly, to address the fact that

only about 34% of South African

academics have PhDs – a statistic

that lags international norms – and,

secondly, to shift the demographics

of the rated researcher cohort

to be more representative of the

country’s population. The newly rated

researchers from designated groups

will also receive Incentive Funding once

their ratings have been confirmed.

The investment in supporting emerging

researchers is shown in Figure 5.

ESTABLISHED RESEARCHERS

It remains the focus of the NRF to offer

an appropriate mix of programmes

and funding mechanisms to address

the needs of researchers across the

spectrum of basic, applied and strategic

research. The investment in promoting

research at the high end of human

capital development and knowledge

generation is indicated in Figure 6

on the next page. These values have

had the student support expenditure

excluded from them and therefore only

reflect operating costs.

STRATEGIC IMPERATIVES

In addition to human capital

development, the NRF funds numerous

strategic investment areas. These

include the African Origins Platform,

the South African Antarctic Programme,

Global Change Initiatives, Community

engagement research, and the like,

which add an additional R207m that

is available to all researchers on a

competitive basis (see Figure 6).

STRATEGIC RESEARCH

INFRASTRUCTURE AND

EqUIPMENT PROVISION

To fulfil its mandate, the NRF supports

cutting-edge research, technology

and innovation platforms and provides

research equipment and national

research infrastructure. Although

South Africa can boast pockets of

world-class research facilities at

selected institutions, for the most part,

Figure 4: Investment in supporting the next generation of researchers

200

194 148 41 42 5

R’m

Free

stan

ding

bu

rsar

ies

Gra

ntho

lder

linke

d

Free

stan

ding

Po

stdo

ctor

al

fello

wsh

ips

Oth

er r

elat

ed

gran

ts

Thut

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Ph

D t

rack

150

100

50

0

Figure 5: Investment in supporting emerging researchers

40

15 3 41

40

R’m

Thut

huka

po

st-P

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rack

Thut

huka

ra

ting

tra

ck

Oth

er p

rogr

amm

es

to s

uppo

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mer

ging

re

sear

cher

s

Com

peti

tive

fu

ndin

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r un

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d re

sear

cher

s

Post

doct

oral

fe

llow

ship

s

35

30

25

20

15

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0

11

79 18 226 96 1779 34

R’m

Ince

ntiv

e fu

ndin

g

Com

peti

tive

Vari

ous

stra

tegi

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riou

s in

tern

atio

nal

SARC

hI

CoE

Blue

Ski

es

250

200

150

100

50

0

is mainly attributed to the significant

once-off injection of some R255

million in the 2010/11 financial year to

address specific initiatives as well as to

increase the bursary values. This once-

off injection will have a roll-over impact

in the new year from a performance

perspective. From 2011/12 onwards, the

NRF has received a baseline allocation

without multiple line items or overt

ring-fencing, allowing it to exercise

some flexibility in funding splits per

business unit. The baseline increase of

5,3% will be managed prudently and

efficiently in the light of the various

funding demands and cost of services

that may exceed general inflation. The

NRF has also embarked on developing

a comprehensive funding framework

that will be used to decide on a

balanced allocation of resources to its

various business units into the future.

Over the 2011/12 financial period, the

NRF will:

l Supplement core funds with contract

funds through focused marketing

and fundraising activities;l Continue to implement cost-saving

initiatives; l Manage contracts efficiently and

cost-effectively and towards full cost

recovery; l Cooperate effectively with

stakeholders, clients and other role

players within the National System of

Innovation (NSI) to ensure economies

of scale and eliminate duplication

of efforts that impact on financial

resources; and

Figure 6: Funding for established researchers

significant investments are required

to create and maintain a research

environment within which world-class

research can be realised at HEIs. A

breakdown of the intended investment

in research infrastructure is provided

in Table 1.

During 2011, it will be crucial for the

NRF to embark on implementing

the recapitalisation strategy for the


THE NRF FINANCIAL PLAN

Analysis of the budget allocations to

the NRF (as set out in Section B) in

comparison to the prior year reflects

a decrease over the MTEF period. This

Table 1: Expected investments in research infrastructure

CategoryBudget for 2011/12

(Rm)Cutting-edge research equipment investments (RISA) 144,6

Local and international collaboration with regard to equipment usage (RISA) 2,2

High-end research platforms (NFs) 473,3

Strategic Infrastructure Investment (SKA – Providing new science platform for radio astronomy) 413,081

12


l Comply fully with the Public Financial

Management Act (PFMA) and

other relevant legislation, including

National Treasury prescripts.

NRF HUMAN RESOURCES

The transformation of the NRF

workforce is of critical importance.

Internally the NRF will have to: l Address staff turnover, staff retention,

succession planning and recruitment

in an extremely competitive labour

market where skilled staff are highly

sought after and mobile; and l Specifically recruit senior scientists

and engineers to continue with

current high-quality research

programmes and to assist when new

projects are initiated.

The NRF has earmarked sufficient

funding in line with inflation for the

Improvement in Service Conditions

(ISC) of its employees. The salary

budget includes salary adjustments,

performance incentives, vacant posts

and new posts that have to be filled.

CHANGES IN THE SCIENCE

LANDSCAPE

There is an intention to transfer the

Hermanus Magnetic Observatory (HMO)

from the NRF and incorporate it into

the newly established South African

National Space Agency (SANSA) during

the course of 2011. This change will

be managed in such a manner that

the transfer of assets, liabilities and

personnel will take place once the

transfer has been gazetted.

The expected amendment to the

NRF Act during 2011 may pose a

challenge to the NRF, especially if

amendments impact on the scope

and/or organisational and operational

arrangements.

STRUCTURE OF THE 2011-2014

ANNUAL PERFORMANCE PLAN

The 2011-2014 NRF Annual Performance

Plan provides a corporate overview

that briefly outlines the history of

the organisation, its mandate, vision,

mission, values and strategic goals. It

also describes the core competencies

and composition of the public entity.

The 2011-2014 NRF Annual Performance

Plan contains information on the

corporate functions of the organisation,

in particular: l Finance and Business Systems; and

l Human Resources and Stakeholder

Relations.

Separate sections address the activities

and challenges of the main divisions of

the NRF, namely RISA, SAASTA and the


The final section sets performance

targets for 2011-2014 in the key

performance areas according to the

Balanced Scorecard approach and

according to the strategic goals of the

organisation.

The Annexures to the Annual

Performance Plan contain policies that

form the supporting framework of the

operations of the NRF.

14

Brief history of the nrfThe NRF was established through the National Research Foundation Act (Act No. 23 of 1998), following a system-wide review conducted for the Department of Arts, Culture, Science and Technology (DACST). The new entity incorporated the functions of the research funding agencies that had previously serviced various sections of the research community, namely the former Centre for Science Development (CSD) of the Human Sciences Research Council (HSRC) and the former Foundation for Research Development (FRD), which included several National Research Facilities.

As an independent government agency, the NRF promotes and supports research in all fields of knowledge. It also conducts research and provides access to National Research Facilities. The NRF provides services to the research community, especially at Higher Education Institutions (HEIs), with a view to promoting high-level human capital development. However, the NRF is also involved in diverse science awareness activities that promote public understanding of science on a broader front. The NRF aims to uphold excellence in all its investments in knowledge, people and infrastructure.

15

THE MANDATE OF THE NRF

The NRF receives its mandate from the

National Research Foundation Act (Act

No. 23 of 1998). According to Section 3

of the Act, the object of the NRF is to:

promote and support research

through

funding, human resource development

and the

provision of the necessary facilities

in order to

facilitate the creation of knowledge,

innovation and development in all

fields of science and technology,

including indigenous knowledge,

and thereby to

contribute to the improvement of the

quality of life

of all the people of the Republic.

DEVELOPMENT OF THE NRF

STRATEGIC PLAN

The NRF Strategic Plan, Vision

2015 (http://www.nrf.ac.za/doc/

nrf_vision_nrf_2015.pdf) was the result

of organisational introspection and

reorientation that was initiated during

2007. Vision 2015 took into account

policy inputs such as the Review of the

South African NSI by the Organisation for

Economic Cooperation and Development

(OECD) and the Ten-year Innovation

Plan of the Department of Science and

Technology (DST), titled Innovation

Towards a Knowledge-Based Economy.

Broad stakeholder consultation preceded

the NRF Board approval of the NRF

strategy early in 2008.

The NRF seven–year Strategic Plan is

due for a mid-term Board Assessment.

The process will be initiated as soon

as the Minister has appointed the new

NRF Board. It is expected that the

revision process will commence during

June/July 2011, and both the outgoing

and incoming NRF Boards will be

involved in the process.

NRF VISION 2015

The NRF has a vision of ensuring

research excellence within a transformed

research workforce that espouses a

sustainable environment not only for

the benefit of the present generation

but also for future generations of South

Africans. In short, the NRF vision is: l World-class research;l Transformed society; andl Sustainable environment.

NRF MISSION STATEMENT

To contribute to the knowledge

economy in South Africa by attaining

at least 1% of global research and

development (R&D) output by 2015.

STRATEGIC GOALS

The NRF has adopted the following

broad strategic goals:l Promote internationally competitive

research as the basis for a

knowledge economy;l Grow a representative science and

technology workforce in South Africa;l Provide cutting-edge research,

technology and innovation platforms; l Operate world-class evaluation and

grant-making systems; and l Contribute to a vibrant national

innovation system.

CORPORATE VALUES

The NRF values to which all staff

members subscribe are:l Passion for excellence;l World-class service;l Integrity;l Respect;l People-centred; andl Accountability.

ORGANISATIONAL ENVIRONMENT

BUSINESS STANDARDS

The NRF corporate values underpin

all operations of the organisation. The

CORPORATE STRATEGIC OVERVIEW

16

CORPORATE STRATEGIC OVERVIEW (CONTINUED)

NRF is committed to interacting with its

stakeholders in a manner that is ethical,

professional and service-oriented.

Internally, organisational practices

based on these values create a work

environment that fosters personal

development and integrity, builds

teamwork, and values and rewards

performance.

Operating standards are implemented,

refined and audited to ensure that

the public entity has information and

knowledge that allows for informed

decisions that are to the benefit of the

entity itself and its clients.

CORE COMPETENCIES OF THE NRF

The core competencies of the NRF are

embedded in:l Leading-edge grant management

systems;l World-class research evaluation and

benchmarking practices;l Science and technology management

experience; l State-of-the-art research platforms;

l Specialised research capacity at the

National Research Facilities; l Strategic information accumulation

and dissemination capability;

l Capacity to catalyse local and

international science cooperation,

networks and partnerships; and l Science advancement expertise and

platforms.

ORGANISATIONAL STRUCTURE

The NRF comprises three main

divisions, namely:l Research and Innovation Support

and Advancement (RISA);l South African Agency for Science

and Technology Advancement

(SAASTA); and l National Research Facilities.

The divisions are supported by the

following corporate services:l Finance and Business Systems, which

comprise the following functions:

– Finance;

– Governance;

– ICT; and

– New Business Development.l Human Resources and Stakeholder

Relations, which comprise the

following functions:

– Human Resources;

– Legal Services; and

– Corporate Communications.

CLUSTERING OF NRF BUSINESS

DIVISIONS AND ACTIVITIES

The activities of the NRF are clustered

as follows:

Research and Innovation Support and

Advancement (RISA)

RISA takes responsibility forl Programmes and functions largely

supported by the Parliamentary Core

Grant; andl Programmes managed by the NRF as

a service provider.

South African Agency for Science

and Technology Advancement

(SAASTA)

SAASTA’s main function is to stimulate

the interface between science and

society and to coordinate science

and technology (S&T) education,

communication, outreach and

advancement across the business units

of the NRF.

National Research Facilities

The facilities are clustered in terms of

the area of knowledge production or the

national need that is serviced.

Astro/Space/Geosciencesl South African Astronomical

17

Observatory (SAAO), which is

also responsible for managing the

Southern African Large Telescope

(SALT);l Hartebeesthoek Radio Astronomy

Observatory (HartRAO). This facility

is aligned with the SKA bid project

and the Karoo Array Telescope

(KAT-7); andl Hermanus Magnetic Observatory

(HMO). It should be noted that there

is an intention to transfer the HMO

from the NRF and incorporate it

into the new South African National

Space Agency (SANSA) during the

course of 2011.

Biodiversity/Conservationl South African Institute for Aquatic

Biodiversity (SAIAB);l South African Environmental

Observation Network (SAEON), an

emerging National Research Facility;

andl National Zoological Gardens of South

Africa (NZG).

Nuclear Sciencesl iThemba Laboratory for Accelerator

Based Sciences (iThemba LABS). This

includes both the Western Cape and

Gauteng branches of the facility.

KM&E: Knowledge Management and Evaluation

IR&C: International Relations and Cooperation

HICD: Human and Institutional Capacity

Development

ARI: Applied Research and Innovation

KFD: Knowledge Fields Development

GMSA: Grants Management and Systems

Administration

ICT: Information and Communication Technology

SKA: Square Kilometre Array

SANAP: South African National Antarctic

Programme

SAASTA: South African Agency for Science and

Technology Advancement

SAEON: South African Environmental Observation

Network

SAAO: South African Astronomical Observatory

HartRAO: Hartebeesthoek Radio Astronomy

Observatory

HMO: Hermanus Magnetic Observatory

iThemba LABS: iThemba Laboratory for

Accelerator Based Sciences

NZG: National Zoological Gardens

SAIAB: South African Institute for Aquatic

Biodiversity

Figure 7: An overview of the organisational structure

SAASTA

NRF Board

Corporate SecretaryNRF President

Finance and Business Systems Human Resources and Stakeholder Relations

Human Resources

Legal Services

Corporate Communication

ICT

Finance

Governance

New Business Development

KM&E

IR&C

HICD

ARI

KFD

GMSA

SKA Project

SANAP

SAEON

SAAO

HartRAO

HMO

NZG

SAIAB

Vice-President: Research and Innovation Support and Advancement (RISA)

Vice-President: Research Infrastructure and National Research Facilities

Research Fellows – disciplinary inputs and strategy development

Social Sciences

Humanities

Physical and Mathematical Sciences

Life Sciences

Engineering Sciences

iThemba LABS

18


Figure 7 on the previous page provides

an overview of the organisational

structure.

Changes in the organisational

environment

The following changes in the

organisational environment should be

noted:l Since the adoption of the NRF

Strategic Plan, new decision-making

and governance structures have

been established, among others,

the NRF corporate executive. It is

expected that these developments

will contribute to higher levels

of efficiency and organisational

effectiveness;l Aligned with this shift, the necessary

human resources in support of the

corporate functions were appointed;l During 2010, the five-yearly

institutional review of the

NRF was completed, and the

recommendations will be made

public, considered and implemented

by the respective business divisions;l The NRF Act of 1998 still has to be

revised and may result in changes

in scope and/or organisation and

operations; and l It is expected that the Hermanus

Magnetic Observatory (HMO) will be

incorporated into the South African

National Space Agency (SANSA)

during the course of 2011. This

change will be managed in such a

manner that the transfer of assets,

liabilities and personnel will take

place efficiently.

THE PERFORMANCE DELIVERY

ENVIRONMENT

THE SOUTH AFRICAN SCIENCE

LANDSCAPE

The NRF operates in the delivery

environment of the South African

science landscape. The science

landscape comprises several

Figure 8: The South African science landscape

19

National

Research

Foundation

Figure 5: The 10-year Innovation Plan’s four pillars of the knowledge economy

Figure 9: Stakeholder relations between the NRF vision and composition

Public S&T awareness and communication

(SAASTA)

Research and Innovation Supportand Advancement

(RISA)

Research platforms (National Research

Facilities)

World-class researchTransformed society

Sustainable environment

20


institutions and interventions, all of

which form part of and contribute

to the NSI. An outline of some of the

major role players, as reflected in the

Organisation for Economic Cooperation

and Development’s (OECD) (2007)

mapping of the system, is provided in

Figure 8 on page 18.

THE ROLE OF THE NRF

IN THE SCIENCE LANDSCAPE

The White Paper on Science and

Technology, Preparing for the 21st

Century (1996), outlines in broad terms

the responsibilities of the NRF in the NSI.

The NRF is mandated to fulfil a dual

function in the NSI.

In the first instance the NRF is a

value-adding intermediary agency

between top-down steering policies

and strategies of government on the

one hand and research-performing

institutions (mainly universities) and

researchers on the other hand. In this

function the NRF guides (through

funding and other initiatives) the

system according to relevant policies

that are implemented within the NRF’s

sphere of influence (including the

higher education landscape, science

councils and industry).

Secondly, the National Research

Facilities are research performers,

conducting and facilitating research.

They provide the infrastructure

platform from which research in

areas of priority and/or geographical

advantage can be conducted.

Figure 8 indicates the role of the NRF

at the Agency level (Level 3) and at the

Research and Innovation Performer

level (Level 4).

RELEVANT POLICIES IN THE

DELIVERY ENVIRONMENT

Two deciding policies of the DST are

the indicator-based 2002 National

Research and Development Strategy

(NRDS) and the 2007 Ten-year

Innovation Plan. Other important

policies include the 12 Outcomes of

Government (refer to Box 1 on page 22)

and the New Growth Path (refer to Box

2 on page 23).

The National Research and

Development Strategy (NRDS)

The NRDS of 2002 emphasises the

importance of knowledge areas

where South Africa has an obvious or

potential geographical advantage and/

or where South Africa has a clear and

established knowledge advantage.

The National Research Facilities SAAO

and HartRAO/MeerKAT are integral to

the National Space Strategy. The NRF

supports this strategy by promoting

astronomy in the following ways:l “Big science” projects such as SALT

and the Square Kilometre Array

(SKA) bid; andl Programmes such as the National

Astronomy and Space Science

Programme (NASSP), the Multiwave

initiative and Astronomy Research

Chairs as part of the South African

Research Chairs Initiative (SARChI).

Other research fields of geographical

advantage include: l Human palaeontology, supported

by the Palaeontological Scientific

Trust (PAST) and the African Origins

Programme (AOP);l Antarctic research, supported by

the South African National Antarctic

Programme (SANAP); and l Indigenous Knowledge Systems

(IKS), supported by the DST/NRF IKS

programme specifically in the areas

of Food and Health, and Education

21

and Curriculum Development.

In the area of biodiversity the NRF is

involved through:l National Research Facilities, such as

SAIAB, SAEON and the NZG; andl Specific programmes, including

the Wildlife Biological Resource

Centre (wBRC), the South African

Biosystematics Initiative (SABI);

the African Coelacanth Ecosystem

Programme (ACEP); the International

Barcode of Life project (iBOL); South

African Research Chairs Initiative

(SARChI), Centres of Excellence

(CoE) in Invasion Biology and Birds

as Key Indicators of Biodiversity, the

Tree Health Programme, as well as

through its collaboration with the

South African Network for Coastal

and Oceanic Research (SANCOR).

The 2007 Ten-Year Innovation Plan

The Ten-year Innovation Plan

emphasises South Africa’s grand

challenges in science and technology

namely:l Space science and technology;l Bioeconomy;l Energy security;l Global change; and

l Human and social dynamics.

A summary of the grand challenges

addressed by the NRF is provided in

Table 2 on the next page.

The outcomes approach of

government

In terms of the 12 Outcomes adopted

by the Cabinet Lekgotla in January

2010 (refer to Box 1 on the next page),

the science system has to strengthen

and support the competitiveness of the

country by focusing on the following

primary outcomes (in order of priority):l A skilled and capable workforce to

support an inclusive growth path;

andl Improved quality of basic education.

In addition to these primary outcomes,

the NRF can make smaller and

secondary contributions to a number

of additional outcomes, through the

research programmes and science

platforms that it supports and funds: l A long and healthy life for all South

Africans;l Vibrant, equitable and sustainable

rural communities with food security

for all;

l Sustainable human settlements and

improved quality of household life;l Environmental assets and natural

resources that are well protected and

continually enhanced; and l Creating a better South Africa and

contributing to a better and safer

Africa and world.

In this regard the NRF will, in terms of

its mandate, also be in a position to

contribute to two of the major outputs

expected of the Ministry of Science and

Technology, namely: l Promoting and supporting the

increase of high-level human capital

required in research, development

and innovation for a growing

knowledge economy; andl Providing support to industry-

university partnerships.

22


Table 2: Proposed NRF support for the grand challenges

Grand Challenge NRF Initiative

Bioeconomy Drug Discovery Programme (including the French South African Technology Institute (F’SATI))

Centres of Excellence (CoE):

Biomedical Research: Tuberculosis

Tree Health Biotechnology

Epidemiological Modelling

Invasion Biology

Birds as Key Indicators of Biodiversity

Marine and Coastal Management (MCM)

International Barcode of Life (iBOL)

National Bioinformatics Network (NBN)

Space science and technology

Ihlabathi (Core to Space) programme

Space weather programme

Multi-wavelength Astronomy (MWLA)

Square Kilometre Array (Karoo Array Telescope [KAT] and MeerKAT)

Southern African Large Telescope (SALT)

Space geodesy

Energy security South African Nuclear Human Asset and Research Programme (SANHARP)

Joint Institute for Nuclear Research (JINR)

Research Chair for Nuclear Engineering

Research Chair in Carbon Technology and Materials

Research Chair in Hydrogen Fuel Cells

Global change Applied Centre for Climate and Earth Systems Science (ACCESS)

Centre of Excellence: Biosafety

Inkaba ye Afrika

Radiation monitoring (HMO)

Long-term environmental observation (SAEON)

Global Change Research Plan (GCRP)

Environmental Isotope Laboratory (iThemba LABS)

Accelerator Mass Spectroscopy (AMS) unit (iThemba LABS)

Human and social dynamics

Research Chairs in Social Sciences and Humanities

Community-University Partnership Programme: Community-based Assessment project

Mathematics Education Chairs (First Rand)

Community Engagement with Science

Box 1: The 12 ouTComes oF GoveRNmeNT

1. Improved quality of basic education;

2. A long and healthy life for all South Africans;

3. All people in South Africa are, and feel, safe;

4. Decent employment through inclusive economic

growth;

5. A skilled and capable workforce to support an

inclusive growth path;

6. An efficient, competitive and responsive economic

infrastructure network;

7. Vibrant, equitable and sustainable rural communities

with food security for all;

8. Sustainable human settlements and improved

quality of household life;

9. A responsive, accountable, effective and efficient

local government system;

10. Environmental assets and natural resources that are

well protected and continually enhanced;

11. Creating a better South Africa and contributing to a

better and safer Africa and world; and

12. An efficient, effective and development-oriented

public service and an empowered, fair and inclusive

citizenship.

www.thepresidency.gov.za

23

Box 2:

AsPeCTs oF The New GRowTh PATh RelevANT To The NsI

l Infrastructure development is identified as a critical driver of job creation across the economy. The

document identifies investments in five key physical and social infrastructure areas, namely energy,

transport, communication, water and housing.

l Scarce and key skills were identified and government departments and agencies should work

together to meet targets, which include the aim to produce.

l 30 000 more engineers by 2014, with an improved focus on high school maths and science and

changes to university funding formulae to achieve this; and

l 50 000 more artisans by 2015, with annual targets for Eskom and Transnet and for individual Sector

Education and Training Authority (SETAs).

l Areas of strength should be used as a driver of the programme to create jobs. Strong sectors

include agriculture, mining, tourism and other high-level services, the green economy and

manufacturing.

l In the green economy, expansions in construction and the production of technologies for solar and

wind energy, and biofuels, are supported by the draft plan for electricity. This plan proposes that

green energy sources should contribute 30% of new energy generation in the next 20 years. Clean

manufacturing services are projected to create 300 000 jobs over the next decade.

l The New Growth Path calls for re-industrialisation in the South African economy based on improving

manufacturing performance through innovation, strong skills development and reduced input costs

in the economy. The document targets a doubling of South Africa’s research and development

investment to 2% of GDP by 2018. http://www.pmg.org.za/files/docs/101123new-growth-path.pdf)

l The New Growth Path identifies the employment potential of tourism and other high-level services

and calls for South Africa to position itself as the higher education hub of the African continent.

The New Growth Path:

The Framework

The New Growth Path forms the

framework for reducing poverty and

unemployment. Box 2 provides a

summary of the issues relevant to the

NSI and the NRF.

The New Growth Path outlines specific

areas where infrastructure and research

and technological development are

required. The NRF already makes

substantial contributions to these

areas through numerous large science

infrastructure projects, such as the

Square Kilometre Aray (SKA) bid;

Southern African Large Telescope

(SALT); the Proton Therapy Centre;

High Resolution Transmission Electronic

Microscope (HRTEM); the National

Research Facilities recapitalisation

strategy; the Department of Higher

Education Training (DHET) Scarce

Skills programme; the DHET CoE in

Renewable Energy; the CoE in Invasion

Biology; Maths and Maths Numeracy

Chairs; African Institute of Mathematical

Sciences (AIMS); and Radio-isotope

production capacity. The organisation

will, in its allocation of funds, give

increasing attention to these focus

areas.

24


IMPORTANT DEVELOPMENTS IN

THE DELIVERY ENVIRONMENT

Structural arrangements

During 2009, the Department

of Education was split into two

departments: the Department of Basic

Education and the Department of

Higher Education and Training. The

scope of the latter covers all public and

private HEIs, colleges and the skills

development sectors, which include the

SETAs, the National Skills Authority

(NSA) and the National Skills Fund

(NSF). The NRF manages the Scarce

Skills programme on behalf of the

Department of Higher Education.

In addition, the re-alignment of

two important NRF stakeholder

departments, namely the departments

of Agriculture, Fisheries and Forestry

on the one hand, and Water and

Environmental Affairs (DEA) on the

other, impacts on the NRF service

delivery environment. This is important

as the NRF manages significant

research and development initiatives

in conjunction with these departments

(for example, the South African

Network for Coastal and Oceanic

Research (SANCOR) and the South

African National Antarctic Programme

(SANAP).

The Technology Innovation Agency

The Innovation Fund is now being

managed and administered through

the Technology Innovation Agency

(TIA) – a development that relieves

the NRF of some responsibilities

within the “innovation chain”,

especially downstream, towards

commercialisation. In addition, the

Intellectual Property Rights (IPR)

from Publicly Financed Research

and Development Act has been

promulgated and the National

Intellectual Property Management

Office (NIMPO) was established during

2010.

South African National Space

Agency

The South African National Space

Agency (SANSA) has been established.

There is an intention to transfer the

HMO from the NRF and incorporate it

into SANSA during the course of 2011.

This change will be managed in such

a manner that the transfer of assets,

liabilities and personnel will take place

once the approval transfer has been

gazetted. A working group between

SANSA and the NRF and HMO has been

established and meets on a monthly

basis to plan the way forward.

Review of the science landscape

In June 2010, the Minister of Science

and Technology, Mrs Naledi Pandor,

appointed a ministerial task team

to review the science, technology

and innovation landscape and its

readiness to meet the needs of

South Africa. The NRF has made

inputs to the enquiry and is ready to

consider the implications of the final

recommendations and decisions for

the NRF.

25

Table 3: Corporate Performance Indicators (including THRIP) according to the NRF Strategic Plan

strategic goal

Indicator description

Audited/Actual Performance medium-term targets

2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%)or

Number

Ratio(%)or

Number

Proportion or number

%

Ratio(%)or

Number

Ratio(%)or

Number

Ratio(%)or

Number

Promoting internationally competitive research as basis for a knowledge economy

Percentage of total resources expensed to grants (including scholarships) as proportion of RISA expenditure (R’000)

78% 77% 931 850 / 1 180 169 79% 80% 80% 80%

RISA grant expenditure (including scholarships) as percentage of R4 billion per annum target (2015) (R’000)

16% 25% 930 850 / 4 000 000 23% 23% 25% 28%

Average number of ISI publications per NRF-supported researcher across all disciplines

N/A 1,7 1,85 N/A 1,9 1,9 1,9

Average number of ISI publications per NRF-employed researcher N/A 1,84 1,84 N/A 2 2 2

Growing a representative science and technology workforce in south Africa (externally)

Proportion of active researchers supported by NRF (ISI active ~ 3 000) 68% 81% 2 442 / 3 000 81% 81% 81% 82%

NRF-rated researchers as a proportion of active researchers in the country (ISI active ~ 3 000)

55% 64% 2 142 / 3 000 71% 72% 72% 72%

Proportion of NRF-rated researchers from designated groups to total number of rated researchers

Black 15% 16% 367 / 2 142 17% 18% 19% 19%

Women 25% 26% 578 / 2 142 27% 27% 28% 28%

Proportion of NRF-funded PhDs to total PhDs registered nationally

13% 14% 1 265 / 9 992 13% 14% 14% 14%

Proportion of NRF grantholders from designated groups to total number of NRF grantholders

Black 26% 27% 629 / 2 423 26% 30% 30% 30%

Women 37% 37% 844 / 2 423 35% 40% 40% 40%

legendl Promoting internationally competitive research as basis for a knowledge economy l Growing a representative science and technology workforce in South Africa

(externally)l Growing a representative science and technology workforce (NRF internally)

l Providing cutting-edge research, technology and innovation platformsl Operating world-class evaluation and grant-making systemsl Contributing to a vibrant national innovation system (efficiency indicators)

26


Table 3: Corporate Performance Indicators according to the NRF Strategic Plan (continued)

strategic goal



2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%)or

Number

Ratio(%)or

Number


%

Ratio(%)or

Number

Ratio(%)or

Number

Ratio(%)or

Number

Growing a representative science and technology workforce in south Africa: Corporate human resources and transformation (NRF internally)

Proportion of NRF staff members from designated groups to total NRF staff

Black 70% 69% 811 / 1 140 71% 73% 75% 77%

Women 38% 39% 458 / 1 140 40% 42% 43% 44%

Disabilities 1% 1% 15 / 1 140 1% 2% 2% 2%

Proportion of South Africans from designated groups in three highest employment levels

Black 52% 46% 66 / 191 35% 40% 43% 46%

Women 37% 34% 42 / 191 22% 26% 30% 32%

Proportion of foreign nationals employed to total NRF staff 2% 3,1% 37 / 1 140 3,2% 3,5% 3,5% 3,5%

Staff turnover: below 5% 7% 8,4% 82 / 1 140 7,2% 5% 5% 5%

Proportion of seconded staff employed (to provide additional internal expertise) to total NRF staff

0% 0,1% 2 / 1 140 0,2% 1% 1% 1%

Proportion of training expenditure to total salary budget (R’ 000)

1,8% 1,5% 6 227 /338 425 1,8% 2% 2% 2%

Proportion of NRF staff with postgraduate qualifications 21% 19% 270 / 1 140 24% 25% 25% 26%

DST interns seconded to business units N/A 42 42 42

Providing cutting-edge research, technology and innovation platforms

Proportion of NRF investment in providing research platforms at National Research Facilities (R’000)

N/A N/A 156 163 / 360 346 43% 40% 40% 39%

Proportion of RISA grant investment (excluding scholarships) in research equipment at Research Institutions and National Research Facilities (R’000)

4% 8% 101 929 / 821 926 12% 14% 8% 8%

Proportion of RISA competitive grants investment (excluding scholarships) in National Research Facilities (R’000)

2% 3% 31 687 / 821 926 4% 4% 4% 4%

Proportion of RISA expenses invested in RISA information services and platforms (R’000)

2,4% 1,5% 14 192 / 1 180 169 1% 3% 3% 3%

Proportion investment in Capex (R’000) 4% 6,6% 146 994 / 1 826 278 8% 8% 8% 8%

Proportion of RISA grant expenses (excluding scholarships) allocated to researchers and HEIs for access to National Research Facilities and equipment (R’000)

N/A 2% 2% 2%




27

Table 3: Corporate Performance Indicators according to the NRF Strategic Plan (continued)

strategic goal Indicator description


2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%)or

Number

Ratio(%)or

Number


%

Ratio(%)or

Number

Ratio(%)or

Number

Ratio(%)or

Number

operating world-class evaluation and grant-making systems

Proportion of available grant funding disbursed (R’000) 58% 64% 944 563 / 1 126 889 84% 86% 87% 87%

Proportion of rated researchers funded by NRF 55% 61% 1 310 / 2 142 61% 65% 65% 65%

Contributing to a vibrant national innovation system

Proportion of contract income received from DST to total income (R’000) N/A 541 532 / 1 760 347 31% 29% 27% 25%

Proportion of contract income received from sources other than DST to total income (R’000)

N/A 313 124 / 1 760 347 18% 20% 22% 24%

Proportion of total contract income to total income (R’000) 43% 42% 854 656 / 1 760 347 49% 49% 49% 49%

Proportion of operating expenditure to total expenditure (R’000) 22% 21% 383 643 / 1 826 278 21% 20% 20% 20%

Proportion of remuneration to total expenditure (R’000) 20% 17% 338 425 / 1 826 278 19% 20% 20% 20%

Ratio of ICT expenditure to total expenditure (R’000) N/A N/A 34 064 / 1 826 278 2% 5% 5% 5%

Ratio of RISA grant investment in Social Sciences and Humanities (R’000) N/A N/A 139 727 / 821 926 17% 28% 28% 28%

Proportion of RISA grant investment in international initiatives to total RISA grant expenditure (R’000)

8% 8% 70 059 / 821 926 9% 10% 13% 13%




28


Table 4: Corporate sustainability Indicators based on GRI Guidelines

strategic goal Indicator description 2009/2010 Actuals

eNvIRoNmeNTAl Total

EN4 Energy: Quantity of electricity used (Unit: kWh) 36 673 113

EN8 Water: Quantity of water used (Unit: kL) 252 210

EN14 Biodiversity: Does the business unit have a biodiversity impact reduction plan (Yes/ No / N/A)

Yes, SAIAB, SAEON and NZG are business units where this indicator is relevant.

EN16 Emissions, effluents and waste: Total direct and indirect greenhouse gas emissions by weight (Unit: tonnes)

44 754,46

EN17 Other relevant indirect greenhouse gas emissions by weight (Unit: kg)

soCIAl PeRFoRmANCe: labour Practices and Decent work Actual Total %

employment:

LA1

Total workforce by employment type, employment contract and region Total permanent 1 085

Non-permanent employees 50

LA2

Proportion of full-time employees who leave the business unit for any reason, such as resignations, dismissals, retirements, medical boarded deaths in service to the total full-time staff complement 121 1 085 11%

Labour/Management Relations:

LA4

Proportion of full-time employees who are union (any union) members to the total full-time staff complement. 642 1 085 59%

Occupational Health And Safety:

LA6 Proportion of full-time employees (see definition above) who participate in SHE committees to the total full-time staff complement. 95 1 085 9%

LA7

Number of fatalities in reporting period Standardised reporting framework is still being developed for this indicator.Number of injuries in reporting period

Number of lost days in reporting period

Proportion of absent days to total working days (see definition below) in reporting period

29

Table 4: Corporate sustainability Indicators based on GRI Guidelines

soCIAl PeRFoRmANCe: labour Practices and Decent work (continued) Actual Total %

Training and education:

LA10 Proportion of expenditure on training in the reporting period to the total salary expenditure in the same period (R) 431 615 57 798 678 1%

LA12

Proportion of full-time staff members that had formal performance reviews, in terms of the IPMS in the reporting period. 807 1 045 77%

Diversity And equal opportunity:

LA13 Proportion of top management team of organisation: Women 0 5 0%

Black 2 5 40%

LA14 Ratio of the average basic salary of full-time male employees to the average basic salary of full-time female employees of the organisation

Standardised reporting framework is still being developed for this indicator.

soCIAl PeRFoRmANCe: society

Corruption:

SO3 Proportion of full-time staff members who participated in a formal presentation concerning financial policy and the whistle-blowing hot line to the total number of full-time employees in the organisation

Standardised reporting framework is still being developed for this indicator.

eCoNomIC

economic Performance:

EC3 Proportion of post-retirement medical aid liability to total income Standardised reporting framework is still being developed for this indicator. Proportion of business unit contributions towards retirement plans of its full-time

employees to the total income for the period

EC4 Proportion of government income to total income (including contracts) (R) 1 401 481 1 538 489 91%

Indirect economic Impacts

EC8 Ratio of capital expenditure spent on science advancement (for example capex investments into outreach, science communication, excluding all research activity) to the total capital expenditure of the NF in the reporting period

30

32

scopeThe objective of the Finance and Business Systems unit is to ensure that the NRF has the appropriate financial and business systems to enable it to achieve its mandate and vision. The functions within this unit include Finance, Information and Communication Technology (ICT), Corporate Governance and New Business Development (NBD).

33

FINANCE AND BUSINESS SySTEMS

FINANCIAL PLAN

The NRF’s business plan and its

funding are aligned with the Medium-

Term Expenditure Framework (MTEF)

cycle based on a three-year allocation.

The appropriation according to the

Estimates of National Expenditure

(ENE) forms the core of the NRF funds.

As a national agency of government,

the NRF also undertakes various

programmes and projects on a contract

basis.

BUDGET AND SOURCES OF INCOME

The NRF receives 95% of its funding

from government through MTEF

appropriations in three forms:l Baseline allocation;l Ring-fenced funds as specified by the

DST; and l Contract funds for specific projects

and programmes from the DST and

other government departments.

Some 5% of income is generated

from sales of services, entrance fees

and interest.

South Africa has not been impervious

to the impact of the global economic

contraction, which has had direct

consequences for the year-on-year

growth of funds. Despite the tight

fiscal situation, the NRF received a

5,3% increase in its MTEF baseline

allocation, with additional ring-fenced

funding directed to the SARChI

programme. During 2010/11 the NRF

received a significant once-off injection

of R255 million directed at a range of

research and infrastructure initiatives

that will overlap into the new financial

year.

Tables 5-7 on pages 34-35 provide

further details on the budget up to

31 March 2012, the three-year MTEF

projections for discretionary and ring-

fenced funds, as well as sources of

funding (Figure 10 on page 35).

It is clear that contract funding remains

significant in comparison to the core

baseline funding over which the NRF

has a greater level of discretion in

application. For the first time, the NRF

received a single line MTEF allocation,

allowing some level of flexibility in

deploying its resources. Going forward,

the NRF in conjunction with the DST

has embarked on preparing a funding

model that will establish a framework

for the key business divisions of

the NRF, namely RISA, the National

Research Facilities and SAASTA.

This will also take cognisance of the

multitude of contracts and ring-fenced

funds that are intended to ameliorate

the negative funding trajectory in the

two outer years’ MTEF allocation.

NRF INVESTMENT PRINCIPLES

The level of research funding demand

far outstrips the modest funding

increases, which by implication requires

the NRF to continuously make prudent

investment choices in an efficient

manner. In line with this, the NRF

formulated eight principles to guide

its investment and business approach

across the range of its interventions,

functions, facilities and programmes:l Competitive funding applies to all

types of funding applications;l A balanced strategy-driven versus

demand-pull approach is followed; l Investments are subject to rigorous

merit-based peer reviews and

rating of the research outputs of

individuals; l The PhD is regarded as a critical

systems driver; l The NRF promotes cross-fertilisation

and rotation of expertise and talent

between itself and other entities in

the NSI;l The NRF strives to appropriately

allocate resources throughout the

organisation for efficient delivery of

services and strategic goals;

Bish

en S

ingh

FINANCE AND BUSINESS SySTEMS (CONTINUED)

l Core principles of fairness,

transparency and accountability apply

to all investment processes; andl Contributing to the transformation

of society in terms of race, gender

and disability is always considered to

redress systemic social and economic

inequalities.

OVERVIEW OF 2012 BUDGET AND

MTEF ESTIMATES

The NRF budget allocation from the

DST for the year ending 31 March 2012

is indicated in Table 5.

Budget 2011/12Projected

2010/11

RIsA Corporate vP

Facilities iThemba sAAo hartRAo sAIAB hmo sAAsTA NZG sAeoN sKA

ToTAlNRF

ToTAlNRF

R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000

Government grant 433 391 50 254 4 770 132 615 38 849 21 079 12 636 10 090 16 103 51 039 18 317 – 789 143 765 832

Government grant: Ring-fenced allocation 299 891 – – – – – – – – – – – 299 891 –

Additional government grant allocation – – – – – – – – – – – – – 255 434

Ring-fenced funds carried forward 108 327 – – 5 360 2 073 1 496 445 135 – 7 616 – – 125 452 29 038

Contract income 517 348 – – 20 974 22 762 528 5 177 5 773 37 190 378 11 070 371 050 992 250 1 322 952

Interest received 22 030 4 500 – 430 150 674 900 356 1 600 1 200 350 17 031 49 221 71 647

Internal allocation (36 550) – – 9 746 3 310 3 089 5 557 2 552 8 866 2 130 1 301 – – –

NZG Entrance fees – – – – – – – – – 24 220 – – 24 220 22 425

NZG Retail and other sales – – – – – – – – – 9 979 – – 9 979 9 492

Other income 1 000 – – 10 592 20 493 107 41 1 680 600 5 751 298 25 000 65 562 19 738

Total income 1 345 437 54 754 4 770 179 717 87 638 26 973 24 757 20 587 64 359 102 312 31 335 413 081 2 355 719 2 496 558

Salaries: General salary increase 67 952 24 531 3 270 100 642 40 620 13 397 12 957 13 010 12 851 60 094 7 571 45 107 402 001 379 251

New and vacant posts 2 991 1 286 130 2 165 4 594 678 – 700 867 247 9 148 10 922 33 728 –

NRF-DST Internship stipends 11 335 – – – – – – – – – – – 11 335 15 996

Running and programme expenses 65 391 20 163 1 303 82 963 35 705 8 924 7 632 7 111 35 659 36 394 9 816 116 580 427 641 455 139

Strategic interventions – 6 610 – – – – – – – – – – 6 610 –

Grants and bursaries 1 196 686 627 – 1 643 6 612 – 1 870 2 241 14 465 – 1 179 81 260 1 306 583 1 559 347

Total expenditure 1 344 354 53 216 4 703 187 413 87 531 22 999 22 459 23 062 63 842 96 735 27 714 253 869 2 187 898 2 409 733

Budgeted unspent funds/(deficit) for the year 1 082 1 538 67 (7 696) 107 3 974 2 298 (2 475) 517 5 577 3 621 159 212 167 821 86 825

Capital expenditure (6 034) (211) (45) (12 735) (2 507) (4 939) (3 476) (1 247) (2 030) (7 616) (3 621) (163 446) (207 907) (200 540)

Non-cash flow items – Depreciation 4 952 – – 21 455 2 400 965 1 178 1 521 870 2 039 474 4 234 40 086 40 861

Net budgeted unspent funds/(deficit) for the year 0 1 326 22 1 024 (0) 0 (1) (2 202) (643) (0) 473 0 0 (72 854)

Table 5: Abridged consolidated income statement for the year ending 31 March 2012

35

NRF SOURCES OF FUNDING FOR THE YEAR ENDING

31 MARCH 2012

Table 8 on the next page provides further detail and a three-year

overview of the sources of funding per NRF business division.

COMPARISON OF SOURCES OF FUNDING 2008-2012

The current MTEF allocation shows a significant shift from

ring-fenced funds to baseline allocation (core grant) following

from positive and constructive deliberations with the DST

and the Minister. It is expected that on-going deliberations

regarding contract and ring-fenced funded projects will

correct the gap between the funding sources in favour of

increasing the discretionary funds over the three-year MTEF

period. This positive development would allow the NRF more

flexibility and direct influence in terms of its financial and

annual performance planning.

Table 6: Three-year projection of the NRF 2011/12 mTeF allocation

NRF baseline

2011/12

R’000

2012/13

R’000

2013/14

R’000

RISA and Corporate 489 928 476 593 501 855

National Research Facilities 264 796 259 500 272 475

SAASTA 16 103 15 781 16 570

SAEON 18 317 17 951 18 956

Total baseline 789 144 769 825 809 856

Ring-fenced – SARChI 299 891 298 331 316 231

Total NRF 1 089 035 1 068 156 1 126 087

Year-on-year baseline movement 5,3% (2,4%) 5,2%

THE NRF LINE ITEM ALLOCATION INCLUDED IN RISA

BASELINE FOR THE 2011-2012 MTEF

To ensure continuity of existing programmes, the RISA

budget has the line item allocations as outlined in Table 7. The

funding framework, which is expected to be finalised by mid-

year, will have an impact on the budget levels from 2012/13

onwards.

Table 7: The NRF line item allocation included in RISA baseline for the 2011-2012 MTEF

RIsA

2011/12

R’000

2012/13

R’000

2013/14

R’000

Science and Technology Agreement Fund (STAF) 63 427 62 158 65 266

Centres of Excellence 44 065 44 065 46 268

Key International Science Capacity 4 312 4 226 4 437

Southern African Large Telescope (SALT) 6 282 6 596 6 926

High Energy Stereoscopic System (HESS) 295 310 326

South African Biosystematics Initiative (SABI) 3 403 3 335 3 502

Total 121 784 120 690 126 725

0

l Contracts and other l Funds brought forwardl Ringfenced grant from DST l Core grant from DST

2007/08 2008/09 2009/10 2010/11 2011/12

2,6

2,2

2,4

2,0

1,8

1,6

1,4

1,2

800

600

400

200

Figure 10: Comparison of sources of funding 2008-2012 (R’m)

36

Table 8 : NRF sources of funding for the year ending 31 march 2012

Actual2009/10

Projection2010/11

Budget2011/12

RIsA DST – RISA core grant and Ring-fenced 455 576 423 534 733 282

DST – Innovation Fund 109 988 – –

DTI – THRIP 164 571 171 912 155 000

DoL – Scarce Skills Development Fund 38 268 16 584 –

RISA Contracts and Other 465 636 923 178 457 155

Corporate and vP Facilities

Corporate and VP Facilities MTEF 45 869 55 024

Corporate and VP Facilities Contracts and Other 5 517 4 500

sAAsTA SAASTA MTEF 14 970 15 377 16 103

SAASTA Contracts and Other 31 677 57 803 48 256


iThemba MTEF and Ring-fenced 117 323 125 109 132 615

iThemba Contracts and Other 24 733 72 392 47 102

SAAO MTEF and Ring-fenced 28 597 36 724 38 849

SAAO Contracts and Other 21 624 44 132 48 788

HartRAO MTEF and Ring-fenced 19 310 19 886 21 079

HartRAO Contracts and Other 1 342 20 008 5 894

SAIAB MTEF and Ring-fenced 10 922 11 921 12 636

SAIAB Contracts and Other 15 794 22 145 12 120

HMO MTEF and Ring-fenced 8 767 9 519 10 090

HMO Contracts and Other 6 730 18 886 10 496

NZG MTEF and Ring-fenced 44 871 48 150 51 039

NZG Contracts and Other 37 212 73 249 51 274

sAeoN SAEON MTEF 16 989 17 119 18 317

SAEON Contracts and Other 1 040 9 780 13 019

sKA SKA MTEF 12 000 – –

SKA Contracts and Other 165 108 307 764 413 081

summARY Total NRF Science Vote Funding 729 325 753 208 1 089 034

Contracts and Other Funding 1 083 723 1 743 350 1 266 685

Total Funding 1 813 048 2 496 558 2 355 719

Additional allocation received from DST in October 2010 included under contracts.


37

Table 9: Abridged financial statements 2011/12-2013/14

INCome sTATemeNT 2011/12 2012/13 2013/14

CATeGoRY R’000 R’000 R’000

Government grant 1 089 035 1 068 156 1 126 087

Funds brought forward 125 452 12 570 –

Contract income 992 250 808 614 932 386

Interest received 49 221 32 134 32 580

Other income 99 760 67 326 71 540

Total income 2 355 719 1 988 800 2 162 593

Salaries 447 064 482 465 510 818

Running and programme expenses 434 251 378 461 394 234

Grants and bursaries 1 306 583 1 109 661 1 138 832

Total expenditure 2 187 898 1 970 588 2 043 884

Budgeted unspent funds for the year * 167 821 18 213 118 708

Less: Net capital expenditure (167 821) (18 213) (118 708)

Net budgeted unspent funds for the year (0) 0 (0)

* SKA budgeted capital expenditure of R352,868m for 2012/13 and R190,612m for 2013/14 not included until motivations for income to National Treasury have received a positive response.

BAlANCe sheeT 2011/12 2012/13 2013/14

R’000 R’000 R’000

Property, plant and equipment and intangible assets

759 675 777 888 896 597

Inventory 6 000 6 500 7 000

Receivables and prepayments 298 000 332 000 327 000

Cash and Investments 583 736 560 958 248 056

Total assets 1 647 411 1 677 346 1 478 653

Accumulated fund and SALT fund 14 097 13 096 13 095

Capital fund 758 575 776 788 895 497

Post-retirement medical liability 113 471 116 605 119 589

Income received in advance 666 078 673 223 348 138

Payables and Provisions 95 190 97 634 102 334

Total liabilities 1 647 411 1 677 346 1 478 653

CAsh Flow sTATemeNT 2011/12 2012/13 2013/14

R’000 R’000 R’000

Cash flow from operating activities (57 202) 80 632 (152 595)

Cash flow from investing activities (207 907) (58 619) (160 107)

Cash flow from financing activities (270) (235) (200)

Net decrease in cash and cash equivalents (265 379) (21 778) (312 902)

38


BusinessDivision Description outputs

estimatedproject costs

R’000

Project duration 2010/11 R’000

2011/12 R’000

2012/13 R’000

2013/14 R’000 Additional infrastructure/capital start Finish

RISA Computer, office equipment and building refurbishment

Enhanced working environment and improved efficiency

N/A Based on ongoing review and availability of funds

10 587 6 290 6 400 6 307 Expansion of the NRF Head office (Pretoria) to accommodate business growth in RISA and the Corporate office estimated at R20 million.

National Facilities

Upgrade and replacement of scientific equipment

Access to state-of-the-art research equipment and facilities

N/A 106 856 36 141 14 519 3 205 A Strategic Research Infrastructure plan is in the process of development and it is estimated that some R600 million would be required for replacement/new research infrastructure at National Facilities.

SAASTA Computer and office equipment

Enhanced working environment to enable delivery on various contract projects

N/A 2 596 2 030 1 000 650 Pending a national strategy on science advancement, the SAASTA Johannesburg Observatory site may require R60 million to upgrade.

SKAproject

Construction of KAT-7 and MeerKAT comprising 64 radio antennae

World-class telescope for many years based on mission-driven innovation enabling South Africa to undertake cutting-edge research into deep space

3 037 052 2002/03 2015/16 80 501 163 446 36 700 149 945 The full scope of completion of the MeerKAT project is expected to cost approximately R1 billion more.

Total 200 540 207 907 58 619 160 107

INFORMATION AND

COMMUNICATION

TECHNOLOGY

PURPOSE AND SCOPE

The primary goal of the Information

and Communication Technology (ICT)

division is to provide world-class IT

services and support to RISA and

SAASTA. The ICT division has three

service units: software development,

infrastructure and network services,

and the service desk.

MAIN ACTIVITIES

During 2011-2012, the ICT division will

focus on: l Implementing a culture of service

and accountability in line with NRF

values;l Ensuring transparency and

Additional infrastructure and capital plansThe additional infrastructure and capital plans are dependent on the approval of additional funding by National Treasury. The additional plans will only be initiated and implemented once the MTEF submission has been done and approval thereof received.

Table 10: Infrastructure and other capital plans 2010/11-2013/14

39

understanding of ICT costs, benefits,

strategy, policies and service levels;l Rolling out soft-skills facilitation and

training aimed at improving ethics,

attitude and professionalism;l Ensuring proper use of application

functionality by providing end-user

training and documentation;l Responding to governance

requirements in line with RISA

objectives;l Ensuring that ICT services are highly

available;l Improving and maintaining a

favourable image of the department;l Ensuring satisfaction of end-users

with service offerings and service

level agreements;l Delivering projects on time and on

budget and thus meeting project

office quality;l Ensuring minimum business impact

in the event of an ICT service

disruption or change; l Ensuring ICT compliance with laws

and regulations; andl Ensuring that ICT demonstrates cost-

efficient service quality, continuous

improvement and readiness for

future change.

CHALLENGES

The ICT division has identified the

following as potential challenges in

2011-2012:l Inability to attract and maintain

competent technical skills. The

unique projects and state-of-the-art

technology at RISA can help attract

and maintain competent technical

skills; andl Information security. A project has

been registered to address this risk.

CORPORATE GOVERNANCE

PURPOSE AND SCOPE

The purpose of Corporate Governance

is to ensure that the governance

principles discussed in the King III

Report are implemented throughout

the organisation. The scope of the

activities pursued by Corporate

Governance is fulfilled by the following

five functions: l Strategic Planning and Reporting; l Business Intelligence; l Internal Audit; l Risk Management; and l Sustainability Management.

MAIN ACTIVITIES

Strategic Planning and Reporting

The main role of the Strategic Planning

and Reporting unit is to facilitate

the planning process in the NRF for

compliance with legislation and the

rules of engagement with the DST. The

unit is also responsible for monitoring

and reporting on performance in

an integrated, transparent, and

meaningful manner, a vital component

of good governance. Products of the

unit include Strategic Plans, Annual

Performance Plans, Quarterly Reports,

Annual Performance Reports, Key

Performance Indicator (KPI) Reports

and Impact Reports.

Business Intelligence

Business Intelligence is responsible for

data generation, and its distribution

within the NRF and to its stakeholders.

The managed data focus on, but are

not limited to, the NRF statutory

reporting requirements. The unit also

provides accurate, relevant, reliable

and up-to-date data as a basis for

decision-making in the organisation.

Internal Audit

The primary purpose of Internal Audit

is to ensure that adequate risk-based

controls are in place and functioning

well. Internal Audit coordinates internal

and external audits, files all audit

40

reports, prepares summary reports of

audit findings and provides input and

assists with preparing the audit plan.

Enterprise Risk Management

In managing large sums of money

and expensive assets, the need to

follow a risk-based approach arises.

Such approach is brought to light by

Enterprise Risk Management (ERM).

The purpose of the ERM unit is to

identify, assess, act upon and record

risks within the NRF. In addition, it

follows up on audit findings, evaluates,

and flags risk gaps and opportunities.

Sustainability Management

The role and purpose of the

Sustainability Management function

within the NRF is to integrate

corporate responsibility – related

to environmental, social and

economic performance – into the

business strategy and operations

of the organisation. Sustainability

Management focuses on preparing

a measurement of the NRF carbon

footprint, making progress toward

Environmental Management System

(ISO) 14001 implementation roll-out

and engaging in awareness campaigns.

CHALLENGES

The challenges that the five

governance functions have identified in

2011-2012 are interlinked, namely: l Facilitating adherence to statutory

and regulatory frameworks;l Providing the organisation with

useful information as a basis for

decision-making;l Obtaining buy-in for risk

management; and l Rolling out the Environmental

Management System.

NEW BUSINESS DEVELOPMENT

PURPOSE AND SCOPE

The New Business Development (NBD)

division’s primary purpose is being the

custodian of the NRF Growth Strategy.

The aim of the strategy is to diversify

and grow the NRF’s financial resources

to enable the realisation of NRF Vision

2015. NBD will achieve this through:l Facilitating access to and leveraging

local and international sources of

funding for research; andl Promoting the NRF as the “agency of

choice” for science, technology and

innovation promotion and support.

As a corporate function, NBD’s scope

covers:

l Developing and implementing policy

and practice around new business

development;l Growing the knowledge of the NRF

on funding opportunities (nationally

and internationally);l Increasing and diversifying the inflow

of funds from different sources;l Working with facilities, units and

sub-units across the NRF to establish

needs, share knowledge on funding

opportunities and develop proposals;l Developing value propositions for

targeted funding institutions, and

approaching these institutions; andl Ensuring contractual compliance by

the NRF with conditions for funded

initiatives.

MAIN ACTIVITIES

The core activity of NBD is to match

funding opportunities with the

initiatives of the NRF. These activities

follow the so-called New Business

Development Project Cycle which is

illustrated in Figure 11 on the next page.

It is worth noting that: l The project cycle maps the ideal

sequence and not every initiative will

necessarily be subjected to every

step of the cycle; and


Figure 11: New business development project cycle

14Close project

1Apply for funding support

2Engage owner

of initiative

3Evaluate

funding support application

4Engage

stakeholders

5Establish project

management team

6Conduct market

research7

Develop fundingproposal

8Engage funder

9Submit funding proposal

10Agree

contract

11Implement

project

12Monitor, evaluate,

report

13Solidify

relationship with

funder

New Business Development

project cycle

42

l The approved initiatives of the NRF

requiring funding are at different

stages of the project cycle.

During 2011/12, NBD has to endeavour

to supplement NRF funds as indicated

in Figure 12.

This reflects the expected incremental

increases of the MTEF allocation

and identified initiatives, as well as

scenarios linked to success in securing

funding for identified needs.

CHALLENGESl The NRF will alleviate any negative

perception of the organisation in

the stakeholder community by

continuous, proactive promotion

of the NRF and through improved

service delivery; l The ability of NBD to secure lucrative

and beneficial funding from funders

needs to be strengthened;l Securing long-term funding during

the financial crisis, without the

ability to leverage funds, is a major

constraint; and l Breaking the perception that the NRF

is an agency linked exclusively to the

DST is a challenge despite examples

of departmental funding.

Figure 12: Projection of NRF funding (R’m)


5 000

4 000

3 000

2 000

1 000

2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/150

l Core and ring-fencedl Contracts

l Totall Growth

43

44

SCOPE

The objective of the Human Resources and Stakeholder Relations unit is to ensure that the NRF has the appropriate human resources to enable it to achieve its mandate, as well as the necessary support services to ensure healthy stakeholder relations. The Human Resources and Stakeholder Relations unit includes Human Resources, Legal Services and Corporate Communications.

45

HUMAN RESOURCES

PURPOSE AND SCOPE

Corporate Human Resources (HR),

in partnership with the HR offices

at the respective NRF facilities, is

responsible for providing the NRF with

a comprehensive, strategic human

resource management service to

enable the NRF to successfully achieve

its vision, mission, strategic objectives

and overall mandate.

The Corporate Human Resources

function leads and guides the HR

strategic direction of the NRF, and is

responsible for plans and activities

pertaining to:l Strategic staff acquisition and

retention; l Providing systems, policies

and administration across the

organisation; l Determining group remuneration and

benefit arrangements;l Employee support and relations;l Employee training and development;

and l Organisational development.

The function is accountable for

ensuring that best practice is applied

across the NRF in terms of:

l Policy development, adherence and

compliance;l Setting standards and enabling

consistency in the implementation of

HR practices;l Information-sharing for decision-

making across the organisation;l Management reporting; andl Capacity building.

MAIN ACTIVITIES

Informed by the needs expressed in

the strategic and Annual Performance

Plans of the various units, the

Corporate HR function will also pay

particular attention to facilitating

and enabling the following ongoing

activities in 2011-2012:l Improving HR service quality and

efficiency, and alignment to business

needs; l Improving retention and recruitment

processes, especially those relating

to sourcing individuals with the skills

sets required within the organisation,

by implementing the assessment

tools for the selection process;l Further implementing the revised

NRF Succession Planning Process as

a necessary and practical planning

and career management mechanism.

This will help retain key and high

potential staff;l Establishing an NRF-customised

Executive Development Programme; l Improving skills development

planning and reporting across all

NRF business divisions;l Submitting a consolidated NRF

Workplace Skills Plan, and an NRF

Annual Training Report; l Reviewing and implementing the

Corporate HIV/AIDS and Employee

Health and Wellness Strategy

and policy through the appointed

committees across all business

divisions;l Implementing employment equity

processes to achieve targets and

goals set in the various business

units’ plans. Target setting in this

area will receive special attention

and be included in the performance

contracts of the executive directors. l Continuing to provide strategic input

and advice to key projects such as

the SKA on relevant strategic and

operational HR inputs required to

ensure success;l Advancing the implementation of the

new HR system, Dynamique Resource

Link (DRL), across the NRF and all its

facilities;l Continuing to review and realign HR

Patr

ick

Thom

pson

HUMAN RESOURCES AND STAKEHOLDER RELATIONS

46

payroll processes and procedures

across all business divisions to

address and deal with audit queries

in a corrective and proactive manner;l Maintaining and enhancing the newly

developed remuneration policy

in line with the market trends to

ensure that the strategic objectives

in relation to market positioning and

staff retention are met; and l Extending the rollout of the current

job evaluation process and market

benchmarking strategy to the

National Research Facilities to align

with the new remuneration policy.

CHALLENGES

The HR function has identified the

following as potential challenges in

respect of the period 2011-2012:l Ensuring the financial sustainability

of the Integrated Performance

Management System (IPMS) and

performance rewards will be critical.

Tight control in performance

evaluation, proper moderation of

performance evaluation outcomes

and strict control in filling vacant

positions will be essential; l Relevant staff retention strategies

and succession plans need to be

implemented to sustain the business

and to manage staff turnover; and l Continued careful management of

labour relations within the legislative

framework and NRF policy and within

the salary mandates set by the NRF

Board will be critical during 2011.

CORPORATE COMMUNICATIONS

PURPOSE AND SCOPE

The purpose of the Corporate

Communications function is to provide

the following services as they relate to

the corporate brand:

• Internal communications;

• Management of media relations;

• Stakeholder relations;

• External communications;

• Corporate identity management;

• Copy writing and editing

• Graphic design and advertising; and

• Events management.

MAIN ACTIVITIES

Based on its intention to secure a

positive corporate image for the NRF,

Corporate Communications plans

to engage in the following activities

during 2011-2012: l Build capacity within the unit with

regard to skills such as document

writing, science writing, content and

product development;

l Build and maintain a strong

communicators’ community of

practice; l Create platforms for stakeholder

engagement;l Find platforms for positioning the

NRF as the “agency of choice”, and

the NRF leadership as thought-

leaders;l Build effective brand touch points,

for example, through web presence,

exhibitions, and marketing collateral;l Promote brand architecture and

message orientation within the NRF; l Create tools and platforms for

internal communications; l Set up platforms for media

engagement; and l Develop advertising tools and

platforms.

CHALLENGES

Corporate Communications has

identified the following as potential

challenges in 2011-2012:l Inability to recruit suitably qualified

personnel; appointing an advertising

and public relations agency will

mitigate this challenge; l Non-availability of senior executives

for media engagements; this can be

alleviated by developing a second

HUMAN RESOURCES AND STAKEHOLDER RELATIONS (CONTINUED)

47

layer of possible organisational

spokespersons; l Lack of free-flowing information

from internal information holders;

this can be mitigated by identifying

and building rapport with internal

information holders.

CORPORATE LEGAL SERVICES AND

INDUSTRIAL RELATIONS

PURPOSE AND SCOPE

Corporate Legal Services and Industrial

Relations is a corporate function and

its scope stretches across the entire

NRF.

The purpose of the function is

to cater for a range of legal and

industrial relations support services

and to provide input and legal advice

to the NRF. These services range

from statutory interpretation of the

legislation and regulations applying to

the NRF and its business units, contract

drafting and vetting (including service

level agreements), as well as the

management of various employment

relations processes.

MAIN ACTIVITIES

During 2011-2012, the function will

focus on the following activities:

l Developing and rolling out responses

to address the needs of business

units as identified through the

consultative process initiated in the

previous financial year; l Building capacity in the form of

staff recruitment and the necessary

infrastructure acquisition; l Rolling out a work-flow chart to

guide business divisions and manage

business expectations;l Consolidating existing relationships

with law firms on the NRF-approved

list;l Reviewing major commercial

contracts and implementing a

contract management system; and l Attending to ad-hoc instructions.

CHALLENGES

The function has identified the

following as potential challenges during

2011-2012: l Management of business unit

expectations with regard to realistic

turnaround times. This risk will be

mitigated by agreeing on realistic

and achievable delivery times with

business divisions; l Getting to grips with the rights

and obligations of the NRF and in

particular the National Research

Facilities as contained in the

various contracts. This challenge

will be addressed by acquiring

and implementing a contract

management system suited to the

NRF environment; and l Shortage of human capacity

satisfying all the business divisions’

legal needs when volumes of

work increase. This aspect can

be addressed by getting external

legal service providers to assist the

affected business divisions.

48

49

50

pUrpose anD scopeResearch and Innovation Support and Advancement (RISA) is the funding agency that translates government strategies into funding offerings and development programmes for the benefit of research institutions and researchers.

RISA promotes and supports research and research capacity in all fields of research and technology. This is achieved through investing on a competitive basis in research, people and infrastructure.

51

RISA Gan

sen

Pilla

y

SOURCES OF FUNDING

RISA disburses funding from various

sources, including: l Discretionary funds allocated to the

NRF via the DST;l Ring-fenced and contract funds

received from the DST; and l Contract funds received from other

government departments, for

example:

– Department of Higher Education

and Training (DHET);

– Department of Trade and Industry

(the dti); and

– Department of Environmental

Affairs (DEA).

These ring-fenced and contract funds

are disbursed according to strict

criteria laid down by the respective

sponsors.

INVESTMENT AREAS AND

BUSINESS CYCLE

RISA has identified broad investment

areas. They are listed in Table 11 on the

next page, together with an indication

of the proportion of the total NRF

grant budget presently set aside for

each investment area. Resources will

be allocated according to the priorities

set in the NRF strategy. Investments

are therefore driven by strategy and

not simply by demand. Where possible,

investments using the discretionary

budget are made to balance any

inadequacies that may arise in the

contract and ring-fenced funding, thus

ensuring that the total investment is

aligned with the strategic context.

Table 11 on the next page provides an

overview of the funding offerings and

opportunities provided to grantholders

per investment area. Table 12 on page

53 shows the business cycle followed to

manage these offerings between 2011

and 2014. Opportunities are diversified,

yet streamlined, to cater for the needs

of stakeholders while increasing

operational efficiencies.

VALUES OF BURSARIES AND

SCHOLARSHIPS

Bursary values for freestanding and

grantholder-linked bursaries show

an increase for 2011/12 (refer to

Table 13 on page 59).

Freestanding scholarships and

fellowships are awarded directly to

students undertaking full-time study

on a competitive basis. Students must

apply for these awards themselves, and

remain responsible for submitting all

required documentation. Financially

needy students, as identified by their

universities, will be offered additional

resources. The principle is that

financial need should not preclude

academic excellence. In the same vein,

disabled students are provided with

additional funding to help overcome

the impact of their disability on their

studies.

For grantholder-linked bursaries,

grantholders may nominate qualifying

students linked to their research plan

where funds have been awarded in the

following four categories:l Grantholder-linked student

assistantships – for full-time students

in the final year of an undergraduate

degree/diploma, and full-time

honours/4th year BTech students;l Grantholder-linked postgraduate

bursaries – for full-time or part-time

master’s and doctoral students (not

for staff);l Grantholder-linked Postdoctoral

Fellowships; and l Grantholder-linked Staff

Development Grants – for staff

registered for master’s or doctoral

degrees only.

52

Table 11: RIsA’s investment areas

Investment area

Discretionarygrant budget

Ring-fencedgrant budget

Contractgrant

budget*

Total grant budget

Amount (R’m)

% of total

Amount (R’m)

% of total

Amount (R’m)

% of total

Amount (R’m)

% of total

Established researchers (SARChI, Incentive funding for rated researchers, Competitive supported for rated researchers)

82,1 28,2% 258,8 68% 29,9 6% 370,8 32%

Human capital development (Thuthuka; research niche areas; free-standing support for postgraduate student)

78,9 27,1% 2,0 1% 94,7 19% 175,6 15%

Strategic Knowledge Fields (many varied opportunities; and CoE) 68,9 23,7% 47,8 13% 70 14% 186,7 16%

Applied Research and Innovation (including THRIP) 1,0 0,3% 0,0 0% 155,4 31% 156,4 13%

Strategic platforms (equipment; nano-science flagship projects and programmes directed by the NRF)

5,6 1,9% 0,0 0% 139,6 28% 145,2 12%

International initiatives (Including bilateral and binational agreements)

12,0 4,1% 69,9 18% 8 2% 89,9 8%

Community engagement research 5,3 1,8% 0,0 0% 0 0% 5,3 0%

Focus Area Programmes (existing commitments that are being phased out)

37,3 12,8% 0,0 0% 0 0% 37,3 3%

Total 291,1 100,0% 378,5 100% 497,6 100% 1 167,2 100%

* These budgets are difficult to predict as they are awarded on an ad hoc basis

RISA (CONTINUED)

53

Call schedule for 2010

Investment area Funding Programme2010 2011

Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr

established researchers

SARChI Call Subject to discussion with Funders

Incentive funding for Rated researchers Invitation

Competitive Support for Rated Researchers Call x

Competitive Support for Unrated Researchers No call

Bioinformatics Subject to discussion with funders

hICD

Thuthuka Call x

RNAs Call x

Bioinformatics and Functional Genomics (M,D,PD) Call

Space Science and Technology (H,M,D,PD) Call

Professional Development Programme (PD) Call

NIH-NRF Research Transition Programme (PD) Call

SHIP/DST Innovation and SSDF Call x

Disabled (M, D) Call x

Postdoctoral Call x Call

NRF/DAAD for Master’s and Doctoral Call x

Hon/ MA and Doctoral Block Grant Block grants: Applications, nominations and monitoring

SKA Scholarships Programme Call x

strategic Knowledge Fields

CoE (DEA) No call

CoE call for DST No call

Blue Skies Call x

SABI Call Subject to the availability of funds

SEAChange Call Subject to the availability of funds

SANAP – closed call Call Subject to discussion with Funders

AOP (Instrastructure call) Call x

ACEP No call

AGAP Call x

IKSa Subject to discussion with Funders

Education Research Call Subject to the availability of funds

Drug Discovery Call Subject to discussion with funders

PAST Call X

Table 12: Business cycle: Major funding opportunities managed by RISA

54

RISA (CONTINUED)

Table 12: Business cycle: Major funding opportunities managed by RISA (continued)


Investment area Funding Programme2010 2011

Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr

Applied and Industrial Research and Innovation

THRIP Call x

SANHARP Bursaries and School Outreach Programme NRF internal selection processes

strategic Platforms

Research Infrastructure Support Programme (NEP, NNEP, Grand Challenges

Call

Research and Innovation Reward Programme Closed call for facilities

Competitive Support for Collaborative research with NF Call x

Synchrotron/Mobility Grants Call x

International Initiatives

Binationals (SA - x) No fixed timelines, call depends on negotiations with international partners

Bilaterals (NRF - x) No fixed timelines, call depends on negotiations with international partners

Focus on Africa No fixed timelines, call depends on negotiations with international partners

Royal Society No call

KISCa Programme phased out

KICaa Call x

Community engagement

Community Engagement Grants Call x

Individual evaluation and Rating

For 2010 2010 x

For 2011 2011

Key

Shaded bar = Shaded bars represent call periods.

Year of funding = The year in the shaded bar refers to the funding year. NB: Changes may be made to this schedule, which will be communicated via the NRF website.

X = Expected date for results

Call = Call for proposals

55



Investment area Funding Programme2010 2011 2012

Dec Jan Feb mar Apr may Jun Jul Aug sep oct Nov Dec Jan Feb mar Apr

established Researchers


Incentive funding for Rated Researchers Call

Competitive Support for Rated Researchers

Call x

Competitive Support for Unrated Researchers

Call x

Bioinformatics Call Subject to discussion with Funders

hICD

Thuthuka Call x

RNAs Announcement to follow x

Space Science and Technology (H,M,D, PD)

Call

Professional Development Programme (PD)

Call





Hon/MA and Doctoral Block Grants Block Grants: Applications, nominations and monitoring



CoE (DEA) No Call

CoE call for DST No Call

Blue Skies No Call

SABI No Call

SEAChange Call Subject to discussion with Funders

SANAP – closed call Call Subject to discussion with Funders

AOP (Instrastructure call) Call x

ACEP Call Subject to discussion with Funders

AGAP Call x

IKS Call Subject to discussion with Funders

Education Research No Call

Drug Discovery Call Subject to discussion with Funders

PAST Call X

56

RISA (CONTINUED)





THRIP Call x

SANHARP Bursaries and School Outreach Programme

NRF internal selection processes

strategic Platforms


Call X

Research and Innovation Reward Programme

Closed call for Facilities

Competitive Support for Collaborative Research with NF

No Call

Synchrotron/Mobility Grants No Call


Binationals (SA - x) No fixed timelines, call depends on negotiations with international partners

Binaterals (NRF - x) No fixed timelines, call depends on negotiations with international partners


Royal Society No Call

KIC Call x


Community Engagement Grants No Call


For 2011 2011 x

For 2012 2012


Key

Shaded bar = Shaded bars represent call periods. NB! Changes may be made to this schedule, which will be communicated via the NRF website.

Year of funding = The year in the shaded bar refers to the funding year.


Call= Call for proposals

57





established researchers


Incentive Funding for Rated Researchers Announcement to follow

Competitive Support for Rated Researchers

Call x

Competitive Support for Unrated Researchers

Next Call to be made in 2014

Bioinformatics No Call

hICD

Thuthuka Call x

RNAs No Call


Professional Development Programme (PD)

Call




Hon/MA and Doctoral Block Grant Block Grants: Applications, nominations and monitoring



CoE (DEA) No Call

CoE call for DST No Call

Blue Skies Next Call to be made in 2013

SABIa Call Subject to the availability of funding

SEAChange Call Subject to the availability of funding

SANAP – closed call Call Subject to discussion with DST

AOP (Insfrastructure call) Call x

ACEP No Call

AGAP Call x

IKS Call Subject to discussion with Funders

Education Research Next Call to be made in 2013

Drug Discovery Call Subject to discussion with Funders

PAST Call X

58

RISA (CONTINUED)






THRIP Call x

SANHARP Bursaries and School Outreach Programme

NRF internal selection processes

strategic Platforms


Call

Research and Innovation Reward Programme

Closed call for Facilities

Competitive Support for Collaborative Research with NF

Call x

Synchrotron/Mobility Grants No Call


Binationals (SA – x) No fixed timelines, call depends on negotiations with international partners

Bilaterals (NRF – x) No fixed timelines, call depends on negotiations with international partners


Royal Society No Call

KIC Call x


Community Engagement Grants Next Call to be made in 2013


For 2012 2012 x

For 2013 2013

Key

Shaded bar = Shaded bars represent call periods. NB: Changes may be made to this schedule, which will be communicated via the NRF website.

Year of funding = The year in the shaded bar refers to the funding year.


Call = Call for proposals

59

Table 13: Values of bursaries and scholarships

Freestanding scholarships and fellowships

Prestigious and equity scholarships (full-time study/research only)

Honours/BTech (final year) – block grant R20 000 p.a.

Master’s degree – block grant R40 000 p.a.

Doctoral degree (in South Africa) R60 000 p.a.

Doctoral degree (abroad) US$12 000 p.a.

Postdoctoral Fellowship (in South Africa) R120 000 p.a.

Postdoctoral Fellowship (abroad) US$16 500 p.a.

Once-off travel grant during tenure of Master’s, Doctoral, Postdoctoral award

R5 000

Department of higher education and Training scarce skills Development Fund

Honours (full-time) – block grant R35 000 p.a.

Master’s (full-time) R60 000 p.a.

Doctoral (full-time) R90 000 p.a.

Postdoctoral R190 000 p.a.

Innovation scholarships

Honours: Bursary – block grant R35 000 p.a.

Master’s (full-time) R60 000 p.a.

Travel grant R10 000 (once off)

Doctoral (full-time) R90 000 p.a.

Travel grant (abroad) R40 000 (max)

Travel grant (local) R15 000 (max)

Postdoctoral Fellowship

Postdoctoral Award R165 000

Contribution towards running expenses R35 000

Total R200 000 p.a.

Grantholder-linked bursaries

student assistantships

Final year undergraduate (full-time) R8 000 p.a.

Honours/BTech (full-time) R20 000 p.a.

KNOWLEDGE FIELDS DEVELOPMENT

PURPOSE AND SCOPE

The broad aim of the directorate for Knowledge Fields

Development (KFD) is, within the context of national research

and developmental challenges and strategic initiatives, to

facilitate the:l Advancement of the frontiers of existing knowledge; l Development of new fields of knowledge; and l Generation of the necessary associated research capacity

Knowledge Fields Development aims to: l Investigate, map and analyse research interests and trends

within and across disciplines and knowledge fields;l Promote active interaction between researchers within and

Bursaries and Fellowships

Master’s degree (full-time) R40 000 p.a.

Master’s degree (part-time) R10 000 p.a.

Doctoral degree (full-time) R60 000 p.a.

Doctoral degree (part-time) R12 000 p.a.

Postdoctoral (pro-rata per month) R80 000 p.a.

south African National Antarctic Programme (sANAP) and African origins Project (AoP)

Student assistantships

Final year undergraduate (full-time) R8 000 p.a.

Honours/BTech (full-time) R25 000 p.a.

Bursaries and Fellowships

Master’s degree (full-time) R40 000 p.a.

Master’s degree (part-time) R10 000 p.a.

Doctoral degree (full-time) R65 000 p.a.

Doctoral degree (part-time) R12 000 p.a.

Postdoctoral (pro-rata per month) R90 000 p.a.

60

across disciplines and knowledge

fields;l Strengthen the scientific and

professional organisations in the

South African research community;l Facilitate expanding the frontiers of

existing knowledge and creating new

knowledge; andl Refine or redefine calls for research

proposals in light of developments

and interventions.

MAIN ACTIVITIES AND

PROGRAMMES

To achieve its strategic goals, KFD will:l Employ a range of tools to mobilise

resources, both human and financial,

for stimulating the development and

advancement of knowledge fields; l Identify, facilitate the development

of, and fund research capacities

in the form of students and

postdoctoral fellows (through

grantholder-linked and freestanding

bursaries) and “small” items of

research equipment; andl Develop and manage funding

programmes and research projects.

KFD will pursue its strategic goals

through the following programmes:

National Strategic initiatives, ring-

fenced/contract programmes

KFD manages programmes proposed

by and agreed to by partners and

collaborators in government. These

programmes address national priorities

and include:l African Origins Platform Research

(AOP);l Drug Recovery Training Programme;l Community University Partnership

Programme (CUPP);l Indigenous Knowledge Systems (IKS);l Multi Wavelength Astronomy

Research (MWLA);l National Astrophysics and Space

Science Programme (NASAP);l South African National Antarctic

Programme (SANAP); l South African Biosystematics

Initiative (SABI); and l South African Network for Coastal

and Oceanic Research (SANCOR)

The Focus Area Programme (FAP)

This programme is being phased out

and the funds that become available

will be gradually deployed in seven

broad areas of investment.

Programmes funded through

discretionary funds

KFD funds the following programmes

through the NRF discretionary funds:l Blue Skies; l Competitive Programme for Rated

Researchers; l Competitive Support for Unrated

Researchers; l Community Engagement; and l Education Research.

Other KFD activities, projects and

engagement with the NSI

KFD is involved in the following

activities:l Monitoring the DST-Community-

University Partnership programme

based at the four rural universities; l Promoting the Science and

Society Dialogue – KFD will work in

conjunction with SAASTA during the

Science Communication Conference; l Presenting the NRF position

on research integrity during

the National Research Integrity

Conference/Workshop; l The Centres of Excellence

programme, which includes the

Centres listed in Box 3 on page 61;l The Akili Complexity and Integration

Initiative, aimed at promoting the

RISA (CONTINUED)

61

utilisation of research findings for

social benefit (refer to Box 4 on

page 62).

CHALLENGES

KFD faces the following challenges:l The slow process of renewing

contracts with DEA Oceans and

Coasts/SANCOR is causing stunted

growth. The NRF CEO and DST

Deputy-General and DEA have

undertaken to assist in accelerating

the process. l KFD needs to find solutions to the

delays in contract renewals and

release of funds by partners. l KFD has to develop and increase

the profile of the Akili network of

practice by demonstrating that shifts

in the concept of applied research

are delivering tangible benefits to

society.

It should be noted that the National

Institute for Theoretical Physics

(NITheP) is currently being managed as

a Centre of Excellence at the University

of Stellenbosch and funds for this

programme are close to R11m.

Box 3: DsT/NRF CeNTRes oF exCelleNCe

APPLIED RESEARCH AND

INNOVATION

PURPOSE AND SCOPE

Applied Research and Innovation

(ARI) promotes and develops applied

research within the NSI. The focus of

applied research is two-fold: firstly,

research that moves outcomes through

the innovation value chain towards

commercialisation; and secondly,

research that informs policy, legislation

and implementation that underpins

societal well-being. Societal well-being

arenas include sustainability, poverty

alleviation, food security, community

security, housing, governance, and

health.

MAIN ACTIVITIES AND

PROGRAMMES

ARI consists of three programmes and

Akili Initiative project:

Centres of excellence (Coes) host institutions

Centre of Excellence in Applied Centre for Climate

and Earth Systems Science (ACCESS)

Council for Scientific and Industrial Research

Centre of Excellence in Catalysis University of Cape Town

Centre of Excellence in Biomedical Tuberculosis

(TB) Research

Stellenbosch University and University of the

Witwatersrand

Centre of Excellence in Birds as Key to Biodiversity Percy FitzPatrick Institute at the University of

Cape Town

Centre of Excellence in Invasion Biology Stellenbosch University

Centre of Excellence in Epidemiological Modelling

and Analysis

Stellenbosch University

Centre of Excellence in Strong Materials University of the Witwatersrand

Centre of Excellence in Tree Health Biotechnology Forestry and Agricultural Biotechnology Institute

(FABI) at the University of Pretoria

Budget for 2011/12: R55 million

62

RISA (CONTINUED)

Box 4: AKIlI ComPlexITY AND INTeGRATIoN INITIATIve

The Akili Complexity and Integration Initiative resides within the Applied Research and Innovation

(ARI) directorate, which conceives of “applied” research as being research in service of society –

research with outcomes that service immediate, as well as medium- and long-term needs. Akili seeks

to acknowledge and promote all methods and approaches that facilitate research being effectively

implemented to the benefit of human beings. The initiative seeks to create a network of researchers

and practitioners who are interested in the interface of research and its use on the ground. The

approach is to acknowledge that “people on the planet” comprise integrated socio-ecological

systems. The initiative therefore takes a trans-disciplinary approach, applies systems thinking and

acknowledges that socio-ecological systems are complex and that an understanding of complexity is

fundamental to the practice and implementation of most research processes.

Budget for 2011/12: R1 million

The Technology and Human

Resources for Industry Programme

(THRIP)

Funded by the Department of Trade

and Industry (the dti) with a budget of

R150m, THRIP promotes partnerships

in pre-commercial research between

business and the public-funded

research base, including universities

and research institutions. The core

business is to leverage collaborative

research partnerships in science,

engineering and technology on a cost-

sharing basis. The purpose of these

partnerships is to provide technology

solutions for industry, and to produce

a flow of highly skilled researchers and

technology managers for industry.

South African Nuclear Human

Asset and Research Programme

(SANHARP)

As a DST-funded programme with a

budget of R15m, SANHARP focuses

on developing a human capacity

pipeline into the nuclear industry. The

programme is linked with two South

African Research Chair Initiative

(SARChI) chairs and their associated

research outcomes. The DST plans to

increase the scope to a broad energy

initiative with an increased budget.

Bio-informatics and Functional

Genomics Programme

The aim of this funding programme is

to support bio-informatics applications

in biotechnology projects in line with

national priorities as set out in the

South African Biotechnology Strategy

and the DST Ten-year Innovation

Plan. It is a three-year bio-informatics

research programme ending in 2012/13.

Other ARI activities

In 2011-2014, ARI has planned the

following to contribute to the growth

plan of the NRF:l Managing an applied research

budget for additional government

departments or enterprises;l Motivating and securing an increase

in the THRIP budget from the dti; andl Facilitating the growth of SANHARP

into a broad energy programme with

relevant stakeholders.

CHALLENGESl ARI must make sure that THRIP

Annual Performance Plan targets are

met to ensure that funding from the

the dti is continued; l ARI has to engage key stakeholders

in the development of significant

contracts like SANHARP and Akili in

63

order to unleash their full potential; l ARI will work closely with NBD to

secure new significant business; andl ARI will work toward aligning its

processes with NRF standard

business processes.

HUMAN AND INSTITUTIONAL

CAPACITY DEVELOPMENT

PURPOSE AND SCOPE

The goal of the Human and

Institutional Capacity Development

(HICD) directorate is to develop

institutional research capabilities

and infrastructure in parallel with

developing the appropriate human

capital to drive the research and

development strategies within the NSI.

The scope of HICD covers the five

strategic goals of the NRF. In terms of

the goals, HICD plans to achieve the

following:

Promoting internationally

competitive research as the basis

for a knowledge economyl Increase in quality research outputs

by Master’s and doctoral candidates,

postdoctoral researchers and all

research grantholders;l 160 Research Chairs by 2015;

l 120 new rated researchers from

Thuthuka and Research Niche Areas

by 2015; andl Increase in patents from rated

researchers, research chairs and

strategic platforms.

Growing a representative science and

technology workforce in South Africal By 2015, 40% of all grantholders

should be female and 60% should be

black; and l By 2015, 50% of all student bursaries

and postdoctoral fellowships should

be awarded to female candidates and

80% to black candidates.

Operating world-class evaluation and

grant-making systems l Align funding instruments to support

career pathing of students and

emerging researchers; l Research management costs are not

to exceed 10% of total costs; andl Internationalise research

performance assessments for

strategic research platforms.

Providing cutting-edge research,

technology and innovation platformsl Enhance National Research Facility

infrastructure through strategic

investments;

l The first High Resolution

Transmission Electron Microscope

(HRTEM) platform in Africa should be

operational in 2011; andl Facilitate collaborative research

projects between National Research

Facilities and universities.

Contributing to a vibrant national

innovation systeml Implement a dedicated Research

Fellowship Programme for emerging

black and women researchers;l Collectively fund 1 000 SET PhDs per

annum by 2015 through the SA PhD

Project;l Develop a total of 100 new academics

through postdoctoral career awards;l Facilitate new research interns

and SET graduates entering the

workforce each year; andl Enhance strategic partnerships with

academia, industry and funders.

MAIN ACTIVITIES

HICD comprises five programmes.

The South African PhD project

The primary activities of the South

African PhD Project are to:l Develop a “one-stop-shop”

clearinghouse comprising an

64

RISA (CONTINUED)

interactive website for visitors,

focusing on students, academics,

employers and funders;l Form doctoral student associations

to serve as peer and mentor support

networks as well as to provide forums

for knowledge sharing and discussions

on current and emerging topics; andl Foster collaborative public-private

partnerships for human capital

development in South Africa.

Human Capacity Programme

The Human Capacity Programme

(HCP) focuses on supporting the

establishment of a highly skilled human

resource base in South Africa through

various sub-programmes, namely:l Student and Postdoctoral support

that focuses on the funding of

postgraduates at the honours,

master’s and doctoral levels as well

as postdoctoral fellows; l DST-NRF Internship Programme

through which unemployed Science

Engineering and Technology (SET)

graduates are offered an opportunity

to improve their skills and to acquire

competencies that will facilitate

their entry into the SET workforce or

postgraduate training programmes;

and

l Strategic projects for human capital

development in defined priority areas

or disciplines.

Institutional Capacity Programme

The Institutional Capacity Programme

(ICP) supports and implements funding

initiatives through research grants, to

develop and enhance human capital

development and to strengthen

sustained institutional research

capacity at public higher education and

research institutions. The ICP makes

provision for three types of grants: l The Thuthuka (TTK) Programme

focuses on supporting developing

researchers at tertiary institutions

to obtain their PhD degrees, and

on black and women academics to

establish themselves as independent

researchers; l Research Niche Area (RNA)

Programme, which is a higher-level

funding mechanism designed to

create permanent or semi-permanent

national hubs or centres of specialised

research aimed at developing national

and international expertise within

defined research areas; and l Royal Society Partnership

Programme, which brings together

researchers from the United

Kingdom and South African

universities in collaborative research-

strengthening activities.

South African Research Chairs

(SARC) and Rated Researchers

Incentive Funding

The programme drives its objective of

strengthening human and knowledge

capacity and advancement of research

excellence through two programmes,

namely:l Rated Researchers Incentive Funding

(RRIF) that encourages researchers

to obtain and maintain and NRF

rating; andl South African Research Chairs

(SARC), which comprises the South

African Research Chairs Initiative

(SARChI) and Research and

Development Chairs.

SARChI is one of the key national

strategic interventions established

to strengthen research leadership

and capacity. The programme helps

South African publicly funded

universities create opportunities to

retain and attract outstanding, world-

renowned researchers who will train

the next generation of academics

and researchers and also advance

65

production and application of new

knowledge. Research Chairs are

awarded to publicly funded universities

capable of hosting a research Chair in

their own right or in collaboration with

publicly funded research institutions.

Research and Development Chairs are

a public-private partnership comprising

two initiatives: the FirstRand

Foundation South African Mathematics

Education Chairs Initiative and the

South African Numeracy and Literacy

Chairs Initiative. In contrast to the

SARChI Chairs, which are primarily

research-based, these Chairs focus

on research and development with a

particular focus on delivering evidence-

based solutions.

Strategic Platforms Programme

The Strategic Platforms Programme

focuses on:l Establishing enabling infrastructure,

including state-of-the-art research

equipment and national facilities

(refer to Box 5 on the High

Resolution Transmission Electron

Microscope);l Providing access to research

equipment and facilities through

mobility and research grants;

l Promoting collaboration between

researchers working at universities

and those at National Research

Facilities through collaborative

research grants;l Rewarding researchers at the

National Research Facilities for high-

quality research outputs;l Supporting flagship research

projects in strategic areas, such as

nanotechnology; andl Developing specialised technical

expertise within existing and

developing strategic platforms.

Key partners are the DST, the National

Research Facilities, industry and

national and international academia.

The activities of the Strategic

Platforms Programme are grouped into

four broad areas as indicated in Figure

13 on page 67.

CHALLENGES

Challenges for HICD include: l Ensuring that activities are well

aligned with government’s strategies;l Undertaking an analysis of the

available pool of black and women

researchers and academics at South

African universities and using this as

a basis for strategic interventions,

and implementing dedicated

programmes to accelerate the

development of emerging black and

women researchers; andl Engaging with the university and

research community to effect uptake

of new funds for human capital

development and infrastructure

investments.

INTERNATIONAL RELATIONS AND

COOPERATION

PURPOSE AND SCOPE

Within government, the DST is the

custodian of international science

cooperation, agreements and

memberships. The DST assigns the

NRF as the implementing agency for

these agreements and memberships.

The NRF is drawn into the process at a

relatively early stage to:l Develop the Science and Technology

Cooperation Agreements;l Draft the programme of cooperation,

which generally details modalities,

criteria, priorities and conditions; andl Negotiate funding levels.

Science and Technology Agreements

develop scientific relations

between research communities of

intergovernmental signatories and

66

RISA (CONTINUED)

Box 5: The hIGh ResoluTIoN TRANsmIssIoN eleCTRoN mICRosCoPe (hRTem)

The High Resolution Electron Microscope (HRTEM) Centre in South Africa will catapult the country to the top end of the global nanotechnology stakes. Sasol

has contributed R6 million towards the establishment of this centre, which will play a crucial role in achieving the goals identified in the strategies of the DST,

including the National Research and Development Strategy, the Ten-Year Innovation Plan and the National Nanotechnology Strategy. The DST has committed

R69 million over three financial years – from 2008/09 to 2010/11 – to cover the costs associated with procuring the HRTEM instrument placed at Nelson Mandela

Metropolitan University (NMMU).

The Centre for HRTEM will be able to make significant contributions in some of the following critical areas identified by the DST:l Need for safe and clean energy;l Hydrogen economy;l Space science; andl Strengthening of biotechnology.

The objectives of the Centre are to:l Provide state-of-the-art infrastructure and resources for nano- and atomic-scale electron microscopy;l Transfer knowledge to local institutions, industry and society for the benefit of South Africa; l Generate and apply new knowledge for the benefit of South Africa and the world; l Provide training for postgraduate students through cutting-edge research; l Strengthen research in nano- and atomic-scale electron microscopy across disciplines; l Maintain participation in international and national research networks and projects; and l Develop technical skills and expertise for HRTEM applications.

In order to fulfill its objectives, the Centre will undertake three integrated activities:l Human capacity development: training of postgraduate students at Master’s and doctoral levels will be undertaken, as well as training of staff and students

at other institutions and private companies. Postdoctoral researchers will be encouraged and supported. l Basic and applied research: multi- and cross-disciplinary grant-funded research with local and international collaborators will be undertaken to solve broad

problems and create new knowledge. l Contract research: research will be undertaken to solve industry-specific problems, which will contribute to the improvement of the quality of life of South

Africans.

HRT

EM b

uild

ing

to b

e co

mpl

eted

dur

ing

2011

.

Figure 13: Four investment areas for the Strategic Platforms Programme

EQUIPMENT-RELATED TRAVEL GRANTS

l Facilitating access to research equipment and

facilities through mobility grants

NATIONAL RESEARCH FACILITIES

l Rewarding researchers at National Facilities for preparing quality

research publications l Supporting collaborative research

and access to National Facilities by university researchers

NANOTECHNOLOGYl Nanotechnology Flagship Projects

INFRASTRUCTUREl National Equipment Programme.

l National Nanotechnology

Equipment Programme

l Bridging finance

STRATEGICPLATFORMS

68

establish long-term, sustainable

scientific cooperation and networks.

The main purpose of cooperative

research is to support projects of

scientific excellence by promoting

the exchange of researchers and

stimulating interaction between

scientific communities. There is

great emphasis on training. The

agreements also encourage the

inclusion of PhD students and the

exchange of postdoctoral fellows within

approved projects. The NRF may enter

into cooperation agreements with

counterpart organisations, independent

of the overarching intergovernmental

agreements. Membership of

international science bodies gives South

African scientists access to knowledge,

data and networking opportunities.

The following factors inform

international relations within the

domains of science:l Ideological shifts regarding the aims

and ethics of science (especially

bioscience) are becoming more

apparent at international fora such

as in the International Council for

Science (ICSU), the International

Social Science Council (ISSC) and the

United Nations Educational Scientific

and Cultural Organisation (UNESCO);l Restructuring and/or re-organisation

of higher education systems and

institutions;l Social, economic and political needs

as expressed at national, regional

and continental levels (for example,

the AU-NEPAD Consolidated Plan of

Action; and the UN-driven Millennium

Development Goals – MDGs) are

increasingly “driving” the strategic

agendas of scientific collaboration,

especially on the continent;l Emphasis is being placed on the

alignment of policy instruments and

funding mechanisms; andl The changing nature of research

support itself has consequences

for the manner in which service

delivery at an international level is

effected – with a greater emphasis

being placed on “big science” and

on multinational, regional research

cooperation on global challenges.

MAIN ACTIVITIES

International Relations and

Cooperation (IR&C) will focus on the

following activities during 2011-2012: l Facilitating access to regional,

continental and international

opportunities and resources

through bilateral, trilateral, poly-

and multilateral cooperative and

collaborative engagements;l Contributing to the socio-economic

and sustainable development of

South Africa and of the region

by promoting and supporting

continental and regional scientific

collaboration;l Facilitating and providing technical

advice, expertise and support in

the domains of science diplomacy

and the nature and functions of a

research support agency;l Facilitating the generation and

transfer of knowledge and technology

to achieve internationally competitive

status for South Africa; andl Stabilising the IR&C directorate by

appointing strategic expertise so as

to expand and consolidate its scope

within the NSI.

CHALLENGESl The fluctuation of the Rand impacts

on the budget, although most of the

memberships are decided at a policy

level by the DST. IR&C has a definite

role to play by influencing decisions

on memberships and ensuring that

the benefits of these memberships

are maximised; and

RISA (CONTINUED)

69

l Prioritisation remains a challenge

when there are so many

opportunities for international

cooperation.

KNOWLEDGE MANAGEMENT AND

EVALUATION

PURPOSE AND SCOPE

The Knowledge Management and

Evaluation (KM&E) directorate is

responsible for:l Implementing and acting as

custodian of knowledge management

processes and principles primarily

within the NRF, and generally in the

wider NSI context;l Providing information management

services and advice;l Appraising, monitoring, evaluating

and reviewing internal and external

programmes; and l Evaluating and rating individuals.

MAIN ACTIVITIES

The directorate comprises the following

functions:

The Monitoring and Evaluation Unit

This unit will make a contribution to

the NRF strategic goals through its

activities, namely:l Promoting internationally competitive

research by benchmarking South

African researchers in the NSI against

international norms. Ratings are

allocated based on a researcher’s

recent research outputs and impact as

evaluated by peer reviewers. The unit

will also contribute by managing and

facilitating reviews of programmes/

activities commissioned by internal

and external entities. The findings

and recommendations of these

reviews assist the entities reviewed to

becoming internationally competitive

(refer to Box 6 on page 70).l Operating world-class evaluation

systems by ensuring that international

best practice in monitoring and

evaluation is applied and maintained.

The evaluation and rating system

for individual researchers and

institutional/programme reviews

makes use of scientific monitoring

and evaluation principles, which

are constantly reviewed to ensure

integrity and validity of the systems

and tools applied. The goal is to

continually improve the average

turnaround time for applications.l Growing a representative science

and technology workforce in South

Africa by rating researchers that

are acknowledged by their peers

nationally and internationally

for the impact of their research

outputs. They are perceived to

be the best supervisors to impart

cutting-edge and relevant skills to

students who will eventually enter

the workforce. The demographics

of rated researchers and those

serving on Specialist Committees

are to be based on the promotion of

excellence.

The Information Resources and

Services Unit

This unit will contribute to the NRF

strategic goals as follows: l Operating world-class evaluation and

grant-making systems by providing

accurate, reliable and up-to-date

data and information retrievable

with high precision. This will be

achieved through the acquisition of

electronic resources for bibliometric

tools and full text databases such as

Scopus and Thomson Reuters Web of

Knowledge, as well as print resources.l Providing cutting-edge research,

technology and innovation

platforms by providing information

and data infrastructure for

scholarly publishing according

to open access principles. This

service will enhance international

70

collaboration and contribute to the

advancement of science. The unit is

taking a leadership role nationally

in implementing leading edge

research, technology and innovation

platforms through projects such as

the Digitisation project; the South

African Data Archive; the South

African Network of Skills Abroad;

the NExUS Database system; the

World Data Systems (WDS); and

the National Electronic Theses and

Dissertations (NETD) project.

CHALLENGES l KM&E will intensify the screening

of applications at institutional level

and conduct a targeted marketing

approach to demystify the rating

process. In doing so, KM&E will

minimise premature submission of

applications for rating by institutions;l The constant use of the same

reviewers causes reviewer fatigue;

and tracking the use of reviewers

across programmes will therefore be

improved;

l KM&E will continue to implement a

File Plan to reduce the possible risk

of litigation and to foster efficiency

and professionalism in the NRF; l KM&E will start implementing an

RISA (CONTINUED)

Box 6: PRoGRess wITh The NRF RevIew

The on-site reviews of the five NRF clusters have been concluded and the respective review reports

received. The reports on the individual clusters were considered and accepted by the members of the

Review Reference Group at their meeting in November 2010.

The Group compiling the synthesis report on the NRF as a whole met in Pretoria from 6-9 December

2010. The latter group based its report on the findings and recommendations contained in the cluster

review reports as well as their interviews with stakeholders. The synthesis report was received during

the latter half of January 2011 and the NRF Corporate Executive was asked to prepare its management

response to this report. The synthesis report and response were accepted by the Review Reference

Group on 28 February 2011. The review reports of all five clusters and their management responses,

the synthesis report and the NRF strategic management response will be submitted to the NRF Board

for consideration at its meeting on 30 March 2011. Thereafter the report will be submitted to the DST.

As soon as NRF Monitoring and Evaluation receives the go-ahead, the reports will be made available in

the public domain and placed on the NRF website.

Electronic Document and Records

Management System (eDRMS)

that will manage the full life cycle

of records and provide access to

accurate records in support of

decision-making processes; l KM&E is implementing a portal

for human capacity development

in the field of Digital Preservation

Management. The National Electronic

Theses and Dissertations Project

is a similar project that includes

an ETD portal. These projects have

challenges pertaining to facilitation/

interaction with various stakeholders

and HEIs.l The accessibility of relevant

eResources is crucial for the NRF’s

RISA and National Research Facilities

and requires active facilitation of

national licences; and .l Data acquisition for the WDS, BHH

and SADA depends on the data

sharing policies of organisations.

This is currently a challenge and

should be enforced by government

71

Monitor progress

Funding decisions

Appeals

Set strategy and adjust selection criteria

Make recommendations

Figure 14: Grants management cycle

Assess applications

Screen applications

Open a call

Communicate decisions

Grant paying Awarding and strategising

Grant-making

Award

72

policies based on the UNESCO/OECD

declaration signed by South Africa.

GRANTS MANAGEMENT AND

SYSTEMS ADMINISTRATION

PURPOSE AND SCOPE

The Grants Management and Systems

Administration (GMSA) directorate was

established to perform and coordinate

all RISA’s grants management

activities and to manage funding

processes in a way that separates the

“programme architecture” from the

“programme funding implementation”.

The purpose of this arrangement is to

ensure the integrity and fairness of

the system.

As a granting directorate, GMSA aims

to provide an efficient and effective

grant-making service for the benefit

of the scientific community in South

Africa. The establishment of GMSA

resulted in the centralisation of grant

management activities, which in turn

helped to achieve economies of scale

and improve efficiencies.

MAIN ACTIVITIES

GMSA activities include: l Managing the grant process in

the most cost-effective and cost-

efficient way possible and aligning

funding instruments (Figure 14 on

the previous page depicts the grants

management cycle); l Undertaking data retrieval and

reporting to internal and external

stakeholders;l Providing an excellent service to

external customers; l Strengthening partnerships with

the other business units of RISA to

realise the NRF vision and mission;

andl Becoming International Organization

for Standardization (ISO) certified

to enhance stakeholders’ and

funders’ confidence, comply further

with Treasury and Auditor General

Regulations, and set GMSA and

the NRF on par with international

standards.

CHALLENGES

Determining the quality of funding

proposals by peer review is an

important input factor for the

NRF. In an attempt to improve NRF

standards, an independent service

provider reviewed the way in which

NRF applies the peer review system

for the purposes of grant-making. The

entire review process was overseen

by an external and independent panel

of eminent people from the South

African research community. A number

of recommendations arising from the

review will be implemented in 2011 to

improve the quality of the NRF peer

review operations.

Other challenges include:l Relations between the GMSA and

funding programmes have to be

expertly managed;l As GMSA works within a matrix

organisation, it is vital that GMSA

continues to communicate clearly

with its partners to improve

effectiveness and efficiency; and l GMSA is looking into effective

strategies to enhance the quality of

data inputs to avoid inconsistencies

that could result in audit findings.

RISA (CONTINUED)

73

strategic goal



2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio (%) or

Number

Ratio (%)or

Number

Proportionor number

%Ratio %)

or Number

Ratio (%)or

Number

Ratio (%)or

Number


No. of research grants with reported expenditure 3 134 3 570 3 648 N/A 3 550 3 750 3 950

Total value of grants expensed (R’000) 625 650 929 199 821 926 N/A 900 000 1 000 000 1 100 000

Research outputs by RISA grant-holders (to be reported annually only)

Peer-reviewed journal articles (ISI and others) 4 810 3 239 2 753 N/A 3 000 3 000 3 000

Books 63 146 43 N/A 50 50 50

Chapters in books 278 568 216 N/A 230 230 230

Presentations and keynote/plenary addresses 281 1 405 1 298 N/A 1 350 1 350 1 350

Articles in non-refereed/non-peer reviewed journals N/A N/A 42 N/A 100 100 100

Technical and policy reports N/A N/A 149 N/A 160 160 160

Patents 49 45 12 N/A 18 18 18

Products, prototypes and artefacts 218 168 125 N/A 130 130 130

Growing a representative science and technology workforce in south Africa (externally)

sAAsTA

Interaction with learners No. of learners reached 305 566 328 546 226 198 N/A 305 000 305 000 305 000

Interaction with educators No. of educators reached 12 875 10 536 12 345 N/A 11 000 11 500 11 500

Interaction with public at large

No. of visitors to science awareness infrastructure

4 403 5 649 11 070 N/A 4 500 4 800 4 800

No. of public reached N/A N/A 20 997 N/A 45 000 48 000 48 000

Participation in science festivals 195 150 260 389 140 807 N/A 114 000 120 000 120 000

RIsA funding programme for grantholders

No. of grantholders supported by RISA 2 054 2 422 2 442 N/A 2 060 2 060 2 060

Proportion of grantholders from designated groups supported Black 26% 27% 629 / 2 442 26% 30% 30% 30%

Women 37% 37% 844 / 2 442 35% 40% 40% 40%

Proportion of NRF-rated researchers from designated groups to total rated researchers

Black 15% 16% 367 / 2 142 17% 18% 19% 19%

Women 25% 26% 578 / 2 142 27% 27% 28% 28%

Table 14: RIsA and sAAsTA performance indicators according to the NRF strategic goals




74

strategic goal



2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%) or

Number

Ratio(%)or

Number

Proportionor number

%

Ratio(%)or

Number

Ratio(%)or

Number

Ratio(%)or

Number

Growing a representative science and technology workforce in south Africa (externally) (continued)

support for students

No. of students supported through RISA scholarships and bursaries (excluding THRIP and CoEs)

3rd year/4th year 170 195 286 N/A 210 230 230

BTech/Honours 1 402 1 215 1 696 N/A 1 700 1 700 1 700

Master’s 2 437 2 475 2 373 N/A 2 820 2 820 2 820

Doctoral 1 368 1 370 1 384 N/A 1 519 1 519 1 519

Postdoctoral 232 222 304 N/A 381 381 381

Proportion of students from designated groups supported

3rd year/4th year Black 87% 37% 217 / 286 76% 79% 80% 80%

Women 56% 49% 161 / 286 56% 56% 56% 56%

BTech/Honours Black 80% 66% 1 237 / 1 696 73% 75% 76% 76%

Women 59% 55% 995 / 1 696 59% 59% 59% 59%

Master’s Black 49% 36% 1 256 / 2 373 53% 57% 60% 60%

Women 53% 51% 1 240 / 2 373 52% 53% 53% 53%

Doctoral Black 53% 36% 717 / 1 384 52% 53% 56% 56%

Women 49% 50% 699 / 1 384 51% 52% 53% 53%

Postdoctoral Black 44% 26% 123 / 304 40% 40% 41% 41%

Women 33% 41% 145 / 304 48% 49% 49% 49%

Growing a representative science and technology workforce (RIsA and sAAsTA internally)

Proportion of RISA and SAASTA staff with postgraduate qualifications 26% 31% 68 / 265 26% 39% 39% 39%

Proportion of RISA and SAASTA staff enrolled for higher degrees

Master’s 8% 6,7% 19 / 265 7,2% 8% 8% 8%

Doctoral 2,7% 1,5% 4 / 265 1,5% 1,7% 1,7% 1,7%

Proportion of staff complying with requirements for obtaining postgraduate qualifications during the financial year

N/A N/A 1 / 265 0,38% 1% 1% 1%

Table 14: RIsA and sAAsTA performance indicators according to the NRF strategic goals (continued)

RISA (CONTINUED)




75

strategic goal



2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio (%) or

Number

Ratio(%)or

Number

Proportionor number

R’000%

Ratio(%)or

Number

Ratio (%)or

Number

Ratio(%)or

Number

Growing a representative science and technology workforce (RIsA and sAAsTA internally) (continued)

No. of DST interns deployed in business units N/A 18 18 18

Providing cutting-edge research, technology and innovation platforms

equipment support

Proportion of RISA investment in research equipment at Research Institutions and National Research Facilities (R’000)

7% 8% 101 929 / 821 926 12% 14% 8% 8%

RIsA research information services and platforms


3% 1,5% 14 192 / 1 180 169 1,2% 3% 3% 3%

Requests received for the datasets of the South African Data Archive 90 531 466 N/A 515 530 530

Requests received to Nexus Database System 18 682 183 256 188 868 N/A 173 000 173 000 173 000

science Advancement platforms

Proportion of Capex investment for Science Advancement through SAASTA (R’000) Reporting definition refined N/A 16% 17% 17%

No. of science advancement products generated

Educator resources N/A 11 N/A 10 10 10

Learner resources N/A 15 N/A 10 10 10

Technical manuals N/A 6 N/A 10 12 12

Exhibits N/A 3 N/A 5 5 5

Science promotion publications N/A 17 N/A 20 20 20





76

strategic goal



2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio (%) or

Number

Ratio (%)or

Number

Proportionor number

R’000%

Ratio (%)or

Number

Ratio (%)or

Number

Ratio (%)or

Number

operating world-class evaluation and grant-making systems

evaluation systems

Standard turnaround time (months) 8 8 8,24 N/A 8,25 8,25 8,25

Completion rate of applications for NRF rating per annum 95% 95% 583 / 591 99% 95% 95% 95%

Grant-making systems

Standard turnaround time (months) – grant and scholarship applications 3 3,25 3,52 N/A 5 5 5

Proportion of available grant funding disbursed (R’000) 58% 64% 945 / 1 127 84% 86% 87% 87%

Proportion of active researchers supported by NRF (ISI active ~ 3000) 55% 81% 2 442 / 3 000 81% 81% 81% 82%

Contributing to a vibrant national innovation system

Proportion of contract income received from DST to total income (R’000) N/A N/A 396 000 / 1 198 425 33% 26% 25% 23%


N/A N/A 256 048 / 1 198 425 21% 22% 23% 25%


Proportion of operating expenditure to total expenditure (R’000) 14% 12% 175 / 1 233 14% 14% 14% 14%

Proportion of remuneration to total expenditure (R’000) 7,9% 7% 100 / 1 233 8,1% 8% 8% 8%


8% 8% 70 / 821 8,5% 10% 13% 13%

RISA (CONTINUED)





77

78

SAASTA, the science advancement agency of the NRF, promotes science, engineering and technology (SET) by affording the public opportunities to appreciate and enjoy the wonder and application of science within a dynamic knowledge economy.

SAASTA provides the infrastructure and competency platform to spread the message about science to learners, educators and the public.

79

SOUTH AFRICAN AGENCy FOR SCIENCE AND TECHNOLOGy ADVANCEMENT (SAASTA)

FOCUS AND INFRASTRUCTURE

The South African Agency for Science

and Technology Advancement’s

(SAASTA’s) purpose is to advance

public awareness and appreciation

of SET in South Africa and to foster

engagement. SAASTA is integrally

involved in science promotion at both

pre-tertiary and tertiary levels as

well as with the broader public. These

efforts are designed to translate into

a broader base from which tertiary

level institutions can draw human

resources. As a result, a bigger and

more competent pool of human

resources that may opt for science-

based careers and/or pursue research

at postgraduate level can be built.

The main target audiences include

educators and learners, the science

community, the general public as well

as industry. SAASTA’s work is closely

linked to the priorities of government,

namely to increase skilled professionals

in mathematics, science, technology

and engineering.

SAASTA pursues its goals through: l Science education: science education

aims to excite the youth about science

at an early age and to encourage

them to develop an interest in

studying mathematics and science

subjects. While placing emphasis on

the youth, awareness is also created

among those advising learners about

subject and career choices. l Science communication: science

communication strategically

develops and implements new

science communication initiatives in

response to national challenges and

needs and in line with international

trends in the field of science

communication. This unit also

sustains and renews a portfolio of

existing science communication

initiatives; andl Science awareness platforms: the

science awareness platform aims to

increase public engagement with

science and technology phenomena.

This includes stimulating an interest

in science among South Africans,

the communication of science with

public audiences, and science and

technology careers promotion.

MAIN ACTIVITIES

SAASTA will be involved in the

following activities during 2011-2012: l Continued strategic discussions

with regard to science advancement

and the future Johannesburg

Observatory developments;l Increasing participation in, and

promotion of, the quality of identified

education programmes in provinces;l Rolling out the National Schools

debate and preparations for the 3rd

African Science Communications

Conference;l Continued development of

appropriate communication forums

in partnership with universities,

industry and media houses; and l Continued development of a more

consistent brand identity, publishing

at least two new SAASTA corporate

publications and a more coordinated

media strategy across all units.

CHALLENGES

SAASTA has identified the following as

potential challenges in 2011-2012:l Short-term funding contracts do

not assist long-term programme

planning. Endeavours must continue

to move towards an overall, longer-

term NRF/DST contract funding

framework;l Increased programme

implementation has resulted in

increased demand for additional

human resources;

Beve

rley

Dam

onse

80

l Additional funding resources will be

required for any further development

of the Johannesburg Observatory

Site; and l Disruptions by labour strikes in

the education sector impact on

programme implementations that

involve educators and learners.

These are difficult to predict, but

careful planning in collaboration with

provincial departments is required.

BUDGET 2011/12

The greater part of the SAASTA budget

is income through various contract

projects/programmes that SAASTA

undertakes on behalf of DST and other

organisations. The total income for

SAASTA for 2011/12 amounts to R64m

and its expected expenditure to R63m.

SAASTA (CONTINUED)

82

The National Research Facilities act as caretakers for a number of national research platforms. These platforms support research areas of strategic importance and provide researchers and research institutions with access to “big science” equipment. It is through the National Research Facilities that South Africa can compete and cooperate with international counterparts.

83

NATIONAL RESEARCH FACILITIES

DEFINITION AND CLUSTERING

According to the White Paper on

Science and Technology (1996), an

institution qualifies as a National

Research Facility when it has:l A unique position in South African

knowledge production;l Core technologies, research methods

or data pools/collections that live up

to international standards;l Goals that are aligned with the

overall objectives of the NSI;l A critical mass of equipment, skills

and users;l Potential for networking and

attracting international collaborators;

andl Opportunities for human resource

development, with special efforts to

involve researchers from formerly

disadvantaged communities.

The education and training focus of

the facilities enrich and empower

individuals to function as productive

knowledge workers.

In alignment with the science missions

identified in the National Research

and Development Strategy (NRDS) of

August 2002, the six declared National

Research Facilities and one emerging

facility, SAEON, are clustered into three

broad categories according to their

areas of specialisation, namely Nuclear

Sciences, Astro/Space/Geosciences, and

Biodiversity and Conservation Sciences.

(refer to Figure 15 on page 85).

It should be noted that l SAEON is not a declared National

Research Facility, but is managed

within the structures of the National

Research Facilities; l There is the intention to move the

HMO to SANSA; and l SKA is managed as a project within

the Astro/Space/Geosciences cluster.

GENERIC ACTIVITIES

The National Research Facilities

(within the limitations of their budgets)

provide the infrastructure required to

generate and support internationally

competitive research.

The facilities have the mandate to: l Ensure access to state-of-the-art

infrastructure; l Produce internationally competitive

research; l Coordinate and manage large

international projects; l Provide human resources training in

a high-tech environment by providing

lectures, student supervision and

experiential training in collaboration

with higher education institutions

(HEIs);l Use multidisciplinary and multi-

institutional programmes as

platforms for the training and

education of students;l Develop strong technical

competencies to produce high-quality

instrumentation and equipment in

niche areas; l Grow scientific and technical

collaborations with HEIs locally; andl Build sustainable international

collaborations (particularly in Africa)

and enhance the science and

technology profile of South Africa

internationally.

As science awareness platforms, the

National Research Facilities strive to:l Improve the scientific and

technological literacy and awareness

of South Africans;l Encourage inclusion of science and

technology content in educational

programmes and curriculum activities;

Gat

sha

Maz

ithu

lela

84

NATIONAL RESEARCH FACILITIES (CONTINUED)

l Host regular science-related

activities and national events, such

as National Science Week and

national quiz activities;l Run educator workshops to improve

the understanding and delivery of

science concepts; and l Present summer and winter schools

to prospective postgraduate students.

CHALLENGES

The challenges facing the National

Research Facilities are interrelated.

The essential elements for a

successful platform are adequate

capital, sufficient and effective

human resources and leading-edge

infrastructure.

Four of the five strategic goals of the

NRF are applicable to the National

Research Facilities. In terms of these

goals, the National Research Facilities

have to deal with the following

challenges:

GOAL: PROMOTE

INTERNATIONALLY

COMPETITIVE RESEARCH l Improving the quality and quantity of

research outputs; andl Providing essential engineering

support to user groups internally and

externally.

GOAL: GROW A REPRESENTATIVE

SCIENCE AND TECHNOLOGY

WORKFORCEl Address the severe shortage of

competent, previously disadvantaged

researchers; l Recruit senior scientists and

engineers to continue with current

research programmes and assist

with new projects; l Recruit and retain skilled employees

within an extremely competitive

labour market where black staff are

in high demand and very mobile;l Coordinate activities as science

awareness platforms;l Grow the training capacity of

facilities; andl Expand the number of postdoctoral

fellowships and research assistant

posts to provide opportunities for

young South Africans to establish

themselves internationally.

GOAL: PROVIDE CUTTING-EDGE

RESEARCH, TECHNOLOGY AND

INNOVATION PLATFORMS l Deal with the lack of adequate funds

to upgrade ageing equipment and

infrastructure;l Manage ageing and obsolete

equipment and infrastructure to

minimise disruptions in operations;l Acquire the necessary breadth and

depth of state-of-the-art equipment

to meet commitments and mandates; l Maintain the infrastructure to keep

up with advancing technology; and l Install and maintain adequate IT

infrastructure.

GOAL: CONTRIBUTE TO A VIBRANT

NATIONAL INNOVATION SYSTEMl Engage in relevant national and

international programmes to

provide researchers with world-

class opportunities and potential

collaborations with prominent

international researchers; l Embrace the concept of being a

local and global hub that facilitates

and utilises interaction between all

parties participating in a specific

research community network; l Clarify the role of the NRF in the NSI in

relation to other players, such as the:

– South African National Biodiversity

Institute (SANBI);

– South African National Antarctic

Programme (SANAP);

– African Centre for Climate and Earth

85


Nuclear Sciences

Astro/Space/ Geosciences

Biodiversity/ Conservation

SAIABHartRAOiThemba

LABS

NZGSAAO

SAEONHMO

Figure 15: Structure of the National Research Facilities

86

System Science (ACCESS); and

– South African National Space

Agency (SANSA);

l Diversify income and generate stable

cash flows for the future;l Reprioritise activities in line with

available funding; and

l Meet national and international

commitments.


87

RESEARCH FOCUS AND

INFRASTRUCTURE PLATFORM

The South African Astronomical

Observatory (SAAO) is the national

facility for optical and infrared

astronomy in South Africa. The

facility’s function is to conduct

research in astronomy and

astrophysics. The research telescopes

are located in Sutherland, which is

364km from Observatory, Cape Town,

where the headquarters are located.

This clear, dark site and its environs

are protected by the Astronomy

Geographic Advantage (AGA) Act.

SAAO has established international

links that facilitate scientific and

technological collaborations.

The development of a spherical

aberration corrector and the Southern

African Large Telescope (SALT), the

largest single telescope in the southern

hemisphere, and one of the highest

profile science projects in South Africa,

are among the contributions of SAAO.

Some research has been possible

during telescope commissioning,

including investigations of magnetic

white dwarfs and near-Earth asteroids.

SAAO contributes to the future

development of South Africa by

creating and disseminating knowledge

in astrophysics in which South Africa

has particular geographic advantage;

developing human resources; providing

research infrastructure; and providing

an interface between science and

society.

SAAO also hosts nine international

facilities, namely, Seismograph,

GeoForschungsZentrum (GFZ),

Birmingham Solar Oscillations Network

(BiSON), yonsei Survey Telescopes

for Astronomical Research (y-STAR),

InfraRed Survey Facility (IRSF),

Super Wide Area Search for Planets

(SuperWASP), MONET, Los Cumbres

Observatory Global Telescope Network

(LCOGT) and the Kilodegree Extremely

Little Telescope (KELT).

SAAO fulfils the following functions: l Operate SALT on behalf of the

SALT Foundation, an international

collaboration with a dozen partners,

in which South Africa is the major

partner; l Conduct internationally recognised,

world-class research;l Pursue instrumentation development

that enhances the operations and

scientific capacity of the facility;

l Continuously develop human

capacity that can contribute to

science and technology development

in South Africa; andl Install and maintain appropriate IT

infrastructure in response to the

growing needs of the facility.

MAIN ACTIVITIES

SAAO’s key activities to be undertaken

during 2011-2012 are: l Maintaining image quality

specifications; l Commissioning primary modes of

Robert Stobie Spectograph (RSS); l Providing data to SALT partners, at

or close to original specifications; l Implementing the higher data

bandwidth both within South Africa

and internationally to allow improved

performance of all telescope

facilities; l Upgrading the 1.9m, 1m detector

electronics;l Refurbishing and upgradng the 1.9m

spectrograph, University of Cape

Town (UCT) Charge-Coupled Device

(CCD) camera; l Developing an integrated strategy

for multi-wavelength and theoretical

astronomy that maximises the

benefit of astronomy to South Africa

THE SOUTH AFRICAN ASTRONOMICAL OBSERVATORy Th

e So

uthe

rn A

fric

an

Larg

e Te

lesc

ope

(SA

LT).

88

as well as South Africa’s contribution

to science; l Hosting the 62nd International

Astronautical Congress; l Chairing the South African Council

for Space Affairs;l The SALT Collateral Benefits

Programme (SCBP) will be

completing a detailed five-year

review of its activities since

the inauguration of SALT and

implementing recommendations

for optimisation and long-term

sustainability; and

l The SCBP will continue providing

astronomy education and outreach

support to a greater target audience

in partnership with the IAU Office for

Astronomy Development.

CHALLENGES

The SAAO faces the following

challenges: l Relationships with outside users

and potential users must be

strengthened;l Non-SALT Telescope operations at

Sutherland require urgent capital

investment to refurbish existing

instruments so as to effectively

support SALT science operations;l With the completion of the

SALT optical repair, the SAAO

Instrumentation group needs to

be strengthened and supported to

enable it to develop new capabilities

for SALT and the small telescopes;

and l The departure of the SAAO Director

during 2011 will require a suitable

successor to be recruited in as short

a period as possible.

THE SOUTH AFRICAN ASTRONOMICAL OBSERVATORy (CONTINUED)

89

Box 7: The AsTRoNomY QuIZ

The Astronomy Quiz is a SAASTA-initiated project involving Grade 7 learners in Cape rural areas,

such as Ceres and De Dorings in the Western Cape, and Springbok, Sutherland and Fraserburg in the

Northern Cape.

The project attempts to increase awareness of astronomy among learners and educators. Learners

who participate in the quiz gain exposure and insight into the history and latest developments in

astronomy. It is hoped that in the long term these learners will develop a possible interest in SET

careers, more especially in astronomy. Educators participate in the quiz to increase their astronomy

content knowledge, thereby helping them teach the Earth and Beyond section of the curriculum.

Although the astronomy quiz was

only open to four learners per

school in the selected regions,

the response shows that this is a

useful tool for exposing learners

to science-related careers and

enhancing their content knowledge.

Based on the results so far, there

is evidence of the positive effects

of cooperative learning among

learners. The expansion of the

project is aimed at making the

quiz a national project to create

awareness of astronomy among a

broader population.

equinox and the harvest moon

(24 september 2010)

90

THE HARTEBEESTHOEK RADIOASTRONOMy OBSERVATORy

RESEARCH FOCUS AND


The Hartebeesthoek Radio Astronomy

Observatory (HartRAO) is the only

major radio astronomy observatory

in Africa. It is located in a valley in

the Magaliesberg hills, 50km west of

Johannesburg. The 26m diameter radio

telescope used for research in radio

astronomy, astrometry and geodesy,

is key to operations and functioning at

HartRAO. The telescope is equipped

with radio receivers operating in

microwave bands at wavelengths of

18cm, 13cm, 6cm, 5cm, 4,5cm, 3,5cm

and 2,5cm.

The radio telescope is multi-purpose,

as it can be used as an independent

instrument and as part of global

radio telescope arrays using the Very

Long Baseline Interferometry (VLBI)

technique. The 26m telescope also

provides an absolute reference point

for the other geodetic techniques

for precise position determination

and satellite orbit measurement also

located at Hartebeesthoek:l Global Navigation Satellite System

(GNSS) receivers, including Global

Positioning System (GPS), Global

Navigation Satellite System

(GLONASS) and Galileo;l National Aeronautics and Space

Administration of the USA MOBile

LASer ranger (NASA MOBLAS-6)

Satellite Laser Ranger (SLR); andl Doppler Orbitography and Radio-

positioning Integrated by Satellite

(DORIS). This French system is

located at the adjacent Satellite

Applications Centre (SAC) of the

Council for Scientific and Industrial

Research (CSIR), to avoid possible

radio frequency interference with the

radio telescopes at HartRAO.

HartRAO also fulfils the following

functions: l Carry out observational research

with the 26m radio telescope; l Develop, or assist with the

development of, other radio

telescopes for research, including

C-BASS, converting the 15m xDM

KAT-prototype telescope at HartRAO

for geodetic VLBI, KAT-7, MeerKAT

and ex-telecommunications

antennae; l Measure the orbits of satellites for

the International Laser Ranging

Service (ILRS), using the SLR.

These satellites perform a variety

of functions – precise positioning

and navigation, measuring the

Earth’s gravity field and its changes,

measuring the height of the ground

and sea surface and its changes, for

example, through global warming;l Install and operate GNSS receivers

at various locations across South

Africa, southern Africa, islands

off Africa, and Antarctica, for the

International GNSS Service (IGS),

in support of the African Geodetic

Reference Frame (AFREF) and for

other research purposes; andl Support science advancement

through:

– Tertiary level student training,

study for higher degrees, projects,

practicals, in-service training; and

– Outreach to school level learners,

educators and the public at large.

MAIN ACTIVITIES

The following are some of the activities

that HartRAO will engage in 2011-2012: l Participate in developing ultra-

wideband receivers for future radio

telescopes (VLBI2010, MeerKAT,

SKA);l Complete the conversion of the 7,5m

antennae for the C-Band All-Sky

Survey (C-BASS) 5 GHz all-sky map

international project;

The

KAT-

7 te

st b

ed

for

Mee

rKAT

.

91

Box 8: sKA PRoJeCT

South Africa is in a race with Australia to host the ¤1,5 billion SKA radio telescope. The

SKA is a mega-telescope, about 100 times more sensitive than the biggest existing

radio telescope.

It will consist of approximately 3 000 dish-shaped antennae and other hybrid

receiving technologies, with a core of about 2 000 antennae and outlying stations of

30-40 antennae each, spiralling out of the core. These stations will be spread over a

vast area of up to 3 000km.

Botswana, Ghana, Zambia, Kenya, Madagascar, Mauritius, Mozambique and Namibia are

to host remote SKA stations, the central location for which will be Carnarvon, in the

Northern Cape. The final decision regarding the successful host country is expected in

2013. Work on the SKA is due to start in 2013, subject to successful funding proposals.

It will be constructed in a phased manner, over seven years. Operations will start from

2015, provided that a significant portion of the array has been commissioned.

l Gain access to a 32m antenna at

the Telkom Hartebeesthoek satellite

station for astronomical VLBI (and

single-dish astronomy) to remove the

single-point-of-failure risk of the 26m

telescope;l Continue to provide technical

support for the potential

development of radio telescopes

in other African countries being

promoted by the DST and the South

African SKA Project;l Continue to support commissioning

and operations of the KAT-7 radio

telescope array in the Karoo;l Continue to support development of

the MeerKAT radio telescope array;l Establish support for a new space

geodetic outstation in the Karoo to

locate new instruments, including a

VLBI2010 radio telescope, Russian

SLR, SLR/LLR and GNSS receivers;

andl Continue development of the 1m

French telescope as an SLR/LLR.

CHALLENGESl The merger or collaboration with the

SASPO during the commissioning

of the KAT-7 may result in some

disruptions to operations and

therefore will need to be managed

carefully; and l The long-term future of the geodesy

programme has to be established

to give this very important platform

some stability.

92

THE HERMANUS MAGNETIC OBSERVATORy

RESEARCH FOCUS AND


The Hermanus Magnetic Observatory

(HMO) is a national facility situated in

the picturesque village of Hermanus

in the Western Cape. It functions as

an active participant in the worldwide

network of magnetic observatories

(INTERMAGNET), which monitor

and model variations of the Earth’s

magnetic field. The HMO is also one of

13 Regional Warning Centres for Space

Weather globally, which form part of

the International Space Environment

Service (ISES) Regional Warning

Centre network. Specifically, the HMO

is appointed as the Regional Warning

Centre for Space Weather in Africa.

HMO’s vision is to be the hub for earth-

space research in Africa and to play

a key role in the South African earth-

space programme. HMO conducts

earth-space research in geomagnetism,

atmosphere physics, ionospheric

physics, magnetospheric physics and

space plasmas. The HMO’s unique

focus on the physical Earth system

from the core to space makes a crucial

contribution to the South African Earth

Observation Strategy (SAEOS) and

the South African space programme.

Through its geographically wide and

multi-functional observational network,

the HMO contributes Earth and space

data to various global networks,

including the International Real-

time Magnetic Observatory Network

(INTERMAGNET), Digital Ionogram

DataBase (DIDBase), Super Dual

Auroral Radar Network (SuperDARN),

and World Wide Lightning Location

Network (WWLLN). The HMO is also

the space weather Regional Warning

Centre (RWC) for Africa in terms of

the International Space Environment

Service (ISES).

MAIN ACTIVITIES

HMO will engage in the following

activities during 2011-2012:

l Continue coherent organisation

and operation of an earth-space

research platform (observational

infrastructure and data systems);l Roll-out national research

infrastructure in terms of the South

African Ionospheric, Geophysics and

Geomagnetic Experimental Resource

programme;l Expand and set up additional space

weather operational services at the

HMO;l Reposition the research focus with

clear “big science” questions, drive

the national earth-space research

agenda and contribute to the

national space plan;l Reorganise technology activities; andl Develop a science advancement

strategy to assist the national space

strategy.

CHALLENGESl The HMO has to ensure contracts

and service its research partnerships

of strategic importance. Failure to do

so may result in the closure of the

Simon’s Town operations and the loss

of key staff;l Some of the facility’s outdated

infrastructure, such as buildings,

equipment and vehicles,have an

impact on the efficiency of its

operations.

HM

O Is

onos

cope

Tr

ansm

itte

r Ant

enna

93

BeijingTokyo

Sydney

Ottawa

BoulderBrussels

MoscowWarsawPrague

Delhi

Hermanus

Sao José dos Campos

Lund

Box 9: hmo FoRmAlIses ITs sPACe weATheR oPeRATIoNs

The HMO is one of 13 Regional Warning Centres (RWCs) for Space Weather globally, which form part of the

International Space Environment Service (ISES) Regional Warning Centre network.

The HMO has recently established a Space Weather unit and started developing a Space Weather operations

centre. Space Weather is the name given to the study of the changing space environment and its effect on

man’s technological systems. This phenomenon is a consequence of the behaviour of the sun, the nature of the

Earth’s magnetic field and atmosphere, and our location in the solar system.

In 2007, the HMO became the RWC for Space Weather in Africa under ISES. To fulfil this mandate the HMO

required a Space Weather operations centre and a unit that would be responsible for delivering space weather

information and forecasts. With the approaching solar maximum, it became increasingly imperative for the HMO

to organise itself to deliver on this mandate.

During 2010 a Space Weather unit was set up consisting of one Space Weather officer, a Space Weather assistant

and an intern, whose combined role it is to produce forecasts and predictions and deliver space weather

products. It is planned that the Space Weather operations centre will be open to the public and schools to

develop awareness of this field and its consequences for essential technological services.

94

THE NATIONAL ZOOLOGICAL GARDENS OF SOUTH AFRICA

RESEARCH FOCUS AND


The National Zoological Gardens of

South Africa (NZG) is focused on

expanding its mandate by developing

into a centre of excellence for

research in Wildlife Conservation and

Biodiversity, Conservation Medicine

and Science Advancement. In support

of this goal, the NZG has critical

capacity invested in its Centre for

Conservation Science (CfCS), its staff

and facilities. Through the CfCS, the

NZG is able to provide a knowledge

and training hub that focuses on

Conservation Biology and Wildlife

Biodiversity research, thereby creating

opportunities for access and sharing

of affordable state-of-the-art research

facilities, for example in genomics,

gene technology, small populations,

animal health. The platform provides

mobility across the continent for

African scientists and veterinarians to

conduct research and share expertise

in Africa on biodiversity conservation

and animal health. In addition,

the CfCS is well placed within the

conservation community to develop

new and improved technologies

through research to provide research-

orientated services and quality, and

efficient and professional expertise to

other zoological gardens, academic

institutions, conservation agencies and

organisations.

The NZG not only provides a platform

for external users, but also conducts

research in the fields already listed.

Support is also offered to researchers

that focus on public interface research,

including visitor studies and learning

in informal environments. The NZG is

ideally positioned to support a large

number of students from diverse fields,

from the natural sciences, humanities,

engineering and the built environment,

to fine arts and drama students.

The NZG’s wildlife biomaterials bank

functions as a platform for research

support and encompasses components

of multiple biobanks, such as microbial

and cell cultures, sperm bank, tissue

bank, pathology bank, environmental

tissue bank, and so forth. The NZG is

also the secretariat for a consortium

of partners called Biobank SA that

promotes the banking of biomaterials,

the standardisation of policies and

procedures, the development of best

practice, and access and benefit

sharing.

The NZG leads the zoological fraternity,

as only a handful of organisations

internationally have already embraced

the new concept of conservation

medicine. In this regard the NZG is

moving towards the establishment of a

Centre for Conservation Medicine. The

centre will enhance veterinary science

research and artificial reproductive

technologies, thereby creating critical

capacities that will contribute to the

effective conservation of endangered

animal species.

Not only is the NZG the largest zoo

in South Africa and the only one with

national status, but it is also rated

as one of the top zoos in the world,

attracting hundreds of thousands

of local and international visitors

annually. The NZG has an extensive

animal collection numbering over

8 000 specimens managed within a

total footprint of 7 000 hectares and

spread over three provinces: Gauteng,

Limpopo and North West. The Pretoria

Zoo houses 2 586 specimens of 126

mammal species, 1 425 specimens of

158 bird species, 4 189 specimens of

283 fish species, 235 specimens of 21

invertebrate species, 447 specimens of

90 reptile species, and 29 specimens

Prof

Ant

oine

tte

Kotz

e co

llect

s a

bloo

d sa

mpl

e fr

om a

n im

mob

ilise

d rh

ino.

95

of four amphibian species. The three

satellite facilities offer the unique

attraction of incorporating both ex

situ and in situ components, and

collectively house an additional

3 000 specimens. The animal collection

provides a platform for research,

training and science advancement.

The NZG fulfils the following functions: l Conducting high-quality and

high-impact research to generate

knowledge for the conservation of

threatened/endangered species and

their ecosystems globally, focusing

on African fauna;l Developing high-quality human

resources in the form of conservation

biology scientists and biodiversity

conservation practitioners;l Undertaking ex situ conservation

of wildlife and making qualified

contributions to in situ conservation

of threatened species and their

habitats; l Providing a science advancement

platform: a place of learning and a

source of inspiration to action for

science and biodiversity; and

• Enhancing the quality of life of the

community by providing a top-class

metropolitan ecotourism facility, a

family attraction of first choice that

inspires discovery, appreciation, care,

knowledge and respect for nature.

MAIN ACTIVITIES

The NZG plans to engage in the

following activities during 2011-2012

with a view to enhancing research:l Participate in establishing a CoE in

Mammalian Reproductive Biology

together with a consortium involving

the University of Pretoria and the

Agricultural Research Council (ARC)

to strengthen the research base;l Integrate the wBRC into the research

agenda by changing its focus

from a collection of animal tissue

specimens to the development of

active research; l Establish a vibrant doctoral and

postdoctoral research environment

by implementing the Human Capacity

Development Plan and the Personal

Development Plans; l Implement the NZG transformation

plan with minimal disruption; l Host the International Zoo and

Wildlife Nutrition Symposium;l Upgrade the Animal Record Keeping

System (ARKS) database to the Zoo

Information Management System

(ZIMS);

l Contribute to upgrading the physical

environment surrounding the zoo

through strategic partnership with

the city and surrounding businesses; l Diversify the target audience by

introducing strategic pricing models

and new products; andl Host the annual meeting of the Pan

African Association of Zoos and

Aquaria (PAAZAB).

CHALLENGES

The NZG has identified the following as

potential challenges in 2011-2012: l Implement the NZG transformation

plan with minimal disturbance; l Establish the scientific research plan

by setting up the CoE within a highly

qualified consortium; l Attract and retain research specialist

staff to attain and maintain

acceptable levels of research

productivity and quality;l Give priority attention to compliance

with fire safety requirements; l Revamp electrical systems to

establish uniformity and compensate

for unstable power supply.

96

Box 10: NZG CoNDuCTs FIRsT-eveR GeNeTIC AssessmeNT oF PANGolINs IN souTh AFRICA

Researchers at the Molecular Genetics Unit at the NZG are currently conducting research on pangolins in collaboration with the University of the Free State and

the Tshwane University of Technology.

The aim of the project is to study the genetics of the pangolin using microsatellite markers and mitochondrial DNA to assess the level of genetic differentiation

and diversity within and between populations. This is the first genetic assessment of pangolins in southern Africa.

Pangolins are among the more peculiar mammalian species due to their uniquely specialised anatomical features adapted to insect-eating. These adaptations

include a conical-shaped head, no teeth, a long sticky tongue and robust forelimbs with enlarged claws for procuring and eating ants and termites, of which

they are selective feeders.

Overlapping horny scales are another atypical morphological characteristic. The scales consist of keratin, are yellow-brown in colour and are made of

agglutinated hair. They offer protection not only against predators, but also against the bites and stings of their prey, as well as protecting the skin against

scratches from the underbrush or sharp rocks.

The existence of these mammals is threatened by several factors, including deaths caused by electric fencing, habitat loss and hunting activities. Another

concern is that body parts are sold as food or for the muti (medicine) trade. Pangolins are believed to have healing properties to cure various ailments.

Pangolin meat is considered a delicacy in Vietnam, while skins are exported to markets in Europe for belts, bags and shoes.

THE NATIONAL ZOOLOGICAL GARDENS OF SOUTH AFRICA (CONTINUED)

97

THE SOUTH AFRICAN INSTITUTE FOR AQUATIC BIODIVERSITy

RESEARCH FOCUS AND


The South African Institute for Aquatic

Biodiversity’s (SAIAB’s) research scope

spans the full spectrum of aquatic

environments: from marine offshore to

inland freshwater catchments. Scientific

investigations cover conservation

biology issues that link biodiversity

at the molecular, organism and

community levels with the environment.

Conservation Biology and Ecology

research focuses on understanding

the processes underpinning aquatic

biodiversity to inform the conservation

of those resources. Molecular Biology

and Systematics research focuses on

the exploration and description of

southern African aquatic biodiversity

from a molecular to a faunal level. The

geographical focus of projects extends

from the primary focus area, South

Africa, through southern Africa to the

African continent.

The African Coelacanth Ecosystem

Programme (ACEP) is SAIAB’s flagship

marine research programme funded

by the DST. ACEP is the largest inter-

institutional, multidisciplinary, marine

programme in South Africa. ACEP

provides a 13m catamaran research

vessel, uKwabelana, and a Remotely

Operated Vehicle (ROV) (an underwater

observation instrument) capable of

diving to a depth of 300m for use by

the South African marine research

community. Through ACEP, SAIAB

plays the key interface role between

researchers and other South African

research platforms, including RV Algoa

operated by DEA Oceans and Coasts,

and RV Ellen Khuzwayo. ACEP forms

South Africa’s key in-kind, co-funding

contribution to the international GEF-

funded UNDP Agulhas Somali Currents

Large Marine Ecosystem Programme

(ASCLME). SAIAB hosts the ASCLME

project; ACEP undertakes the majority

of the Agulhas current research and

provides cruise coordination for the

entire programme.

Specialised research facilities at

SAIAB include a molecular preparation

laboratory, an x-ray laboratory with

a digital x-ray inspection system and

a specialised, insulated micro-otolith

preparation laboratory. The modern

Margaret Smith Library houses one of

the largest document collections and

resource centres for African aquatic

biodiversity research in Africa. The JLB

Smith Collection Management Centre

includes a collection-sorting laboratory,

as well as accommodation for

collection staff and visiting scientists

and students. SAIAB is the recognised

leader in wet collection management

and curation in South Africa. The Wet

Collections Storage Facility provides

storage for the National Fish Collection,

African Amphibian Collection and

Aquatic Biodiversity Tissue Bank.

Back-up support includes a separate

ultra-cold storage tissue biobank and

preparation room; a bulk inflammable

liquid storage chamber with automated

preservative mixing and delivery;

specialised specimen preservation

laboratories and glass storage; and

an isolated dermestarium for the

preparation of vertebrate skeletal

specimens. SAIAB also manages the

National Diatom Collection, which is

housed at the North-West University.

These are dynamic research platforms

for molecular, systematic and

conservation-orientated studies.

SAIAB hosts Elwandle, the coastal node

of the South African Environmental

Observation Network (SAEON). Existing

partnerships with SAEON are being

strengthened through projects involving

researchers from both the Conservation

Mon

itor

ing

cl

imat

e ch

ange

.

98

Biology and Ecology and Molecular

Biology and Systematics research

groups with emphasis on the Sundays

River catchment and Algoa Bay.

The synergies in hosting both the

ASCLME Project and SAEON Elwandle

Node are highly significant and position

the Institute as an international and

regional centre for South Western

Indian Ocean (SWIO) marine research.

SAIAB fulfils the following functions

within the research community: l By virtue of its unique position

with regard to both marine and

freshwater biogeographical

boundaries, southern Africa is ideally

placed to monitor and document

climate change. As a national

facility, SAIAB serves as a major

scientific resource for knowledge and

understanding of the biodiversity

and functioning of these globally

significant ecosystems. l SAIAB’s Biodiversity Information Unit

is a national leader for collection

database systems and in this

capacity interacts regularly with the

South African National Biodiversity

Institute (SANBI) programmes. l SAIAB has a 40-year outstanding

track record in competitively funded

research and scientific publications

in journals, books and other media. l SAIAB’s operational platform

is enhanced by hosting the

SAEON Elwandle Node and the

management unit for the ASCLME

project. The DST-funded ACEP

flagship programme is an active

partner of, and proof of the South

African national commitment

to ASCLME. Several other large,

national and internationally

funded, multidisciplinary and inter-

institutional projects managed

by SAIAB give further weight and

momentum to its role as a “hub”

for aquatic biodiversity in southern

Africa. l Staff members are actively

encouraged to improve their

education and qualifications, and

scientists are encouraged to become

NRF rated. l Researchers conduct courses for

undergraduates and graduate

students and supervise honours,

master’s and PhD students from

Rhodes University, and other national

and international universities. l SAIAB hosts NRF/DST interns and

postdoctoral fellows and has a strong

suite of Honorary Research Associates

and Emeritus Curators, some of whom

work in residence, adding significantly

to the in-house workforce. l Through targeted outreach to HEIs,

SAIAB aims to establish a strong

student network from undergraduate

to postgraduate level to further

careers in aquatic sciences and grow

human resource capacity in the

biodiversity sector. l SAIAB is a founder member of the

developing Makana Science Alliance

(including Rhodes University, Scifest

Africa, Grahamstown Foundation,

Department of Education, St

Andrews College, and the National

Inquiry Services Centre (NISC)),

which seeks to promote a science

culture among local schools.

MAIN ACTIVITIES

SAIAB plans to engage in the following

key initiatives during 2011-2012:l Complete ACEP II; initiate the third

phase of ACEP and develop the

marine, offshore exploration ROV

platform operations;l Expand the SAIAB/SAEON Marine

Platform integration;l Develop the Algoa Bay Catchment to

Coast Research Programme;

THE SOUTH AFRICAN INSTITUTE FOR AQUATIC BIODIVERSITy (CONTINUED)

99

l Establish a South African Research Chair in aquatic

biodiversity conservation;l Develop a SAIAB student network to further careers in

aquatic sciences;l Continue with conservation biology studies embracing

global change, estuarine ecology and fish movement

studies and molecular biology and systematic studies

embracing African aquatic environments;l Build the collections and develop biodiversity databases;

andl Review internal and external income generation.

CHALLENGES l Ensuring the financial sustainability of SAIAB: the three-

year budget projection indicates that SAIAB will face

a funding gap in 2012/13 unless income generation is

increased and running costs actively contained. Further

cuts in funding will result in key staff positions remaining

unfilled; l IT systems and services: the challenge is to address

capacity and skills gaps. A further challenge is to ensure

that SAIAB is provided with broadband connectivity;l Securing ACEP III: it is essential that ACEP III is supported

as a platform for marine research; andl Ensuring a smooth transition in the succession of the

incumbent director who retires this year.

Box 11: AFRICAN CoelACANTh eCosYsTems PRoGRAmme

The objectives of the African Coelacanth Ecosystem Programme (ACEP)

are to:l Integrate the physical and biological sciences to understand the

processes that govern South West Indian Ocean (SWIO) ecosystem

functioning; l Use innovative science to unravel coelacanth evolutionary adaptations

and phylogenies of these ecosystems; l Conduct long-term monitoring of ecosystems to understand biological

processes and climate change; l Determine species richness, biodiversity and biogeography of SWIO; l Provide recommendations for SWIO

conservation, management strategies

and long-term sustainability; l Build capacity in offshore marine

sciences, particularly developing a

critical mass of skilled personnel and

addressing equity imbalances; l Promote public awareness and

understanding of marine science; l Generate knowledge and build

integrated and shared marine

geographic and other information

systems; l Promote ACEP as a platform for

national, regional and international

partnerships (for example, with

SANCOR and ASCLME) that strengthen

South African marine science.

100

THE SOUTH AFRICAN ENVIRONMENTAL OBSERVATION NETWORK

RESEARCH FOCUS AND


The South African Environmental

Observation Network (SAEON) consists

of six geographically dispersed

nodes (environmental observatories,

field stations and research sites)

representing the diverse landscapes,

coastal areas, and the offshore

marine environments in South

Africa. The nodes are linked by an

information management network,

and their activities are coordinated

by the national office in Pretoria.

SAEON serves as a research and

education platform for long-term

studies of ecosystems that will provide

for incremental advances in our

understanding of ecosystems and our

ability to detect, predict and react to

environmental change. Based on the

three pillars of its mandate, namely

observation, information management

and education, SAEON has made

considerable progress towards

providing the following sets of value to

South Africa: l Providing comprehensive and reliable

data and information about long-

term environmental change, which

society is ever in need of to help

improve the current situation and to

plan for future prosperity;l Providing feedback information on

natural systems for the continuous

transformation of these systems,

thereby increasing their value

delivery;l Providing a form of subsidy to the

NSI by offering its observation

system infrastructure to its

participating organisations and

researchers;l Providing meaningful opportunity for

the coordination and acceleration of

environmental research programmes

over space and time, thereby

enhancing the quality and cost-

effectiveness of outputs from such

programmes;l Ensuring that data are not lost

when researchers leave projects,

thereby incrementally improving

opportunities for data analysis; andl Enhancing data accessibility by

providing data management tools

allowing for the development

of data searches and geospatial

visualisation.

SAEON fulfils the following functions

within the research community:l The DST’s document on the desired

institutional architecture for the

implementation of the Global Change

Grand Challenge identifies SAEON

as a key player in the coordination

and performance of global change

research. Additional functions and

responsibilities for SAEON have been

proposed in the document. l SAEON plays a role in facilitating the

implementation of the South African

Earth Observation Strategy (SAEOS),

which is an integral part of the Space

and Technology Grand Challenge.l SAEON provides an institutionalised

framework for bringing about

better cohesion among existing

but fragmented environmental

research programmes nationally and

internationally. It spearheads the

national agenda of ensuring that

long-term data are archived and

accessible, as well as extrapolated

for large-scale interpretation as a

national asset for generations to

come; l SAEON fulfils the Long-term

Ecological Research (LTER) niche

within the NSI by bringing higher

education closer to the innovation

requirements of society. Researchers

from historically black and other

universities have been, and continue

to be, involved in SAEON research

A fi

eld

expe

diti

on fo

r le

arne

rs a

nd t

each

ers.

101

projects, and some also serve on the

SAEON Node Liaison Committees.l SAEON functions as a southern

African flag bearer in the

international long-term ecological

research community, and it has used

this to the advantage of the region.

It played a leading role in the process

of establishing the Environmental

Long Term Observatories of

Southern Africa (ELTOSA). This

emerging network consists of a

mixture of existing sites where

environmental observations have

been conducted for decades, as well

as new custom-designed LTER-type

sites. l SAEON’s data collection, archiving

and management function is also of

national significance. Making data

sets available to researchers across

the country eliminates much of the

frustration that researchers face,

thus affording them the opportunity

to increase their research outputs. l The science education and outreach

programme seeks to empower

science teachers and influence

high school learners to develop an

interest in environmental sciences.

An Advisory Panel of Education

Outreach Experts commended the

objectives and implementation

process of the programme, and its

positive results are increasingly

acknowledged by key stakeholders

in the national human capacity

development sector. l SAEON has also created a structured

forum for postgraduate students

that are pursuing studies in fields

that relate to SAEON’s mandate.

The forum, known as the SAEON

Graduate Student Network (GSN),

facilitates interaction and sharing

of ideas among the students.

SAEON funds GSN activities, which

include annual research training and

conferences. SAEON also supports

GSN members through partial

funding for their attendance of

international conferences and winter/

summer schools.

MAIN ACTIVITIES

SAEON plans to engage in the following

activities during 2011-2012 with a view

to enhancing research:l Making the SAEON Arid Lands and

Grassland-Forest-Wetlands nodes

fully operational;l Developing the implementation

platform for SAEOS;l Setting up an offshore component of

the Algoa Bay Sentinel Site; l Acquiring and deploying

instrumentation for measuring and

recording climatic, edaphic and

hydrological characteristics of, and

atmospheric deposition on, fynbos

vegetation;l Renovating and upgrading the

monitoring sites and infrastructure

within the Jonkershoek catchments

in the Western Cape, and Cathedral

Peak catchments in KwaZulu-Natal;l Participating in the DST/NRF

Professional Development

Programme (PDP) and hosting PDP

researchers;l Increasing the participation of

researchers from universities

and science councils in SAEON

programmes;l Developing a national offshore

invertebrate sampling protocol and

database;l Using data to develop indicators of

change in biological and physical

parameters;l Designing and implementing citizen

science projects at the nodes;l Increasing the number of school

monitoring projects, science camps

and teacher support workshops;l Communicating with stakeholders

102

through a bi-monthly newsletter and

other media;l Hosting, training and supporting

DST/NRF interns; and l Providing training on data

management protocols to

environmental science postgraduate

students.

CHALLENGESl SAEON has still not been formally

declared a national research facility

according to the NRF Act and should

try to have this matter resolved

during the 2011/12 financial year;l SAEON has to obtain buy-in from

researchers and other organisations

to sharing data and thus contributing

to populating the SAEON information

system; l SAEON has to manage its reliance

on service providers in information

management and other key projects

since service providers may pull out

whenever they secure more lucrative

contracts, resulting in non-delivery; l SAEON has to at all times take

precautions against dangers of

the sea that may result in the

loss of equipment and /or life of

researchers;

l SAEON must put preventative

measures in place to reduce the theft

of and damage to field monitoring

equipment resulting in financial loss

and loss of recent data; l The long-term nature of SAEON

work, coupled with the challenge of

finding suitably qualified staff, means

that the publication record of SAEON

has not been as prolific as some

observers would have wished to see;

andl It remains a challenge to convince

some observers that the value

of SAEON, as an organisation for

public good, cannot be measured by

tangible products alone.

THE SOUTH AFRICAN ENVIRONMENTAL OBSERVATION NETWORK (CONTINUED)

Box 12: eNvIRoNmeNTAl ChANGe BooK

The 300-page book “Observations on

Environmental Change in South Africa” is

due to be published free of charge in the

first half of 2011. This remarkable and richly

illustrated book was initiated and funded by

SAEON and has more than 100 authors and

co-authors, providing wide cover of topical

issues and demonstrating just how relevant

environmental change is to sustainable

development.

The book is accompanied by a 10-page

policy summary booklet that translates the

book’s scientific text into the language of

government policy-makers to maximise the

return on the investment by ensuring that

the policy implications, flowing from the

scientific evidence provided in the book, are

summarised for easy reference by policy-

makers.

103

Box 13: lAJumA eCosYsTem moNIToRING – NDlovu NoDe

Much of the Ndlovu Node’s monitoring and research is conducted across a network of affiliated sites.

These are sites where the owners or management have agreed to allow and support SAEON-related

projects on their property. Affiliation status requires that relevant, long-term environmental research

and/or monitoring be conducted at the site, and that the data emanating from these activities be

archived with SAEON. The growing network of affiliated sites is a vital contribution to the effective

functioning of SAEON, and is testimony to the importance of partnerships.

lajuma Nature Reserve

Nestled on the slopes of the Soutpansberg mountain range, Lajuma Nature Reserve covers about

1 500 hectares and encompasses a wide range of ecosystems. The strong altitudinal and climatic

gradient underlies a transition from semi-arid savanna at the base, through to mesic savanna,

wetlands, a forest-grassland mosaic and true montane grassland at the summit. Lajuma is an ideal

location for detecting the effects of global climate change on natural ecosystems. The owner, Ian

Gaigher, established a research centre on the property that can accommodate up to 14 students, and

many postgraduate students have completed projects on the fauna of the area. Lajuma has agreed

to focus on climate-change topics for future research projects, and there are plans to establish

permanent monitoring plots on the reserve.

104

iTHEMBA LABORATORy FOR ACCELERATOR BASED SCIENCES

RESEARCH FOCUS AND


The iThemba Laboratory for

Accelerator Based Sciences (iThemba

LABS) is a multidisciplinary research

laboratory providing facilities for: l Basic and applied research using

particle beams; l Particle radiotherapy for the

treatment of cancer; and l The supply of accelerator-produced

radioactive isotopes for nuclear

medicine and research.

Activities are based around five sub-

atomic particle accelerators. The large

k=200 Separated Sector Cyclotron

(SSC) accelerates protons to energies

of 200 MeV, and heavier particles

to much higher energies. Charged

particles to be accelerated are fed to

the accelerators via one of two smaller

injector cyclotrons, one providing

intense beams of light ions, and the

other, beams of polarised light ions

or heavy ions. The other two are Van

de Graaff electrostatic accelerators,

a 6 MV single-ended machine in the

Western Cape and a 6 MV Tandem

Accelerator in Gauteng.

iThemba LABS brings together

scientists working in the physical,

medical and biological sciences. The

facilities provide opportunities for

modern research, advanced education,

the treatment of cancers, and the

production of unique radioisotopes.

The facilities are housed in two sites:

one in Faure, Cape Town, and the other

at the University of the Witwatersrand

campus in Johannesburg.

Major research and development

platforms include:l A variable energy SSC that produces

a wide variety of high-energy particle

beams. Proton energies of up to 200

MeV can be produced. The SSC is

augmented by two additional injector

cyclotrons and supplemented by the

HMI Electron Cyclotron Resonance

(ECR) Ion Source;l A 6 MV Van de Graaff Accelerator

with a Nuclear Microprobe, used

primarily for Materials Research

and supplemented by an x-ray

Diffractometer (xRD) unit as well

as an Atomic Force Microscope

(AFM) and Physical Properties

Measurement System (PPMS);l A 6 MV Tandem Accelerator located

in Gauteng, where a flagship

Accelerator Mass Spectrometry

facility is being developed;l Specialised Particle Therapy

facilities, such as a 66MeV Neutron

Gantry, a 6MV Medical Linear

Accelerator, a 200MeV Proton

Therapy nozzle, and a Multi-slice

Wide-bore Computed Tomographic

Scanner;l Production facilities to manufacture

radionuclides for both the local

nuclear medicine community and the

export market (hot cells, targetry

stations, clean rooms);l Specialised detectors and

spectrometers for use in experiments

in nuclear physics; and l Laboratories for research in

radiobiology, mainly in support of the

particle therapy programme.

iThemba LABS fulfils the following

functions within the NSI:l Growing the research facilities to

increase training, human resource

development, international

collaborations (especially with Africa)

and the Science and Technology

profile of South Africa;l Providing spin-off economic units

that are self-sustaining and benefit

from the skills and S&T developments

available at iThemba LABS;

iThe

mba

Lab

s

in C

ape

Tow

n

105

l Realising the National Particle

Therapy Centre (NPTC) project;l Growing radionuclide production into

a substantial business;l Substantially improving training and

research outputs;l Strengthening beneficial

collaboration with the higher

education sector;l Forging closer ties with South African

and African S&T institutions;l Quickly expanding the IT/electronics

instrumentation capacity at iThemba

LABS. The current capacity barely

meets basic needs. Skills and

capacity in these disciplines are vital

to the national interest;l Acquiring the capacity to technically

and scientifically service university

research groups that wish to use

international facilities such as Centre

Européenne pour la Recherche

Nucléaire (CERN). This servicing

activity is one of the key functions

of national research laboratories

internationally; andl Substantially expanding the number

of postdoctoral fellowship and

research assistant posts to increase

opportunities for young South

Africans to establish international

research reputations.

MAIN ACTIVITIES

iThemba LABS plans to engage in the

following activities during 2011-2012

with a view to enhancing research:l Commissioning the Low Energy

Beam Transport System of the

Accelerator Mass Spectrometry

(AMS);l Commissioning the detector for the

AMS; l Commissioning the Grenoble Test

Source (GTS) Electron Cyclotron

Resonance (ECR) Ion Source;l Increasing the number of learners

and educators with which iThemba

LABS interacts in response to

science awareness; l Commissioning the new segmented

gamma detector and implementing

gamma tracking; andl Establishing iThemba LABS as a

facility of choice for experiential

learning and vacation work.

CHALLENGES

The following have been identified as

potential challenges during 2011-2012: l Due diligence on a different business

model for sales and distribution of

radioisotopes should be completed

so as to ensure growth of that

revenue stream;

l The decision on the future

configuration of the iThemba Proton

Therapy Centre (iTPTC) must be

reached so as to give direction to

current particle therapy activities; l Ageing equipment and frequent

breakdowns could result in the

suspension of operations within the

laboratory; l iThemba LABS could experience the

loss of organisational sustainability

and critical mass to run in-house

research programmes; l Effective communication, especially

with international partners, is

hampered by inadequate bandwith.l Sustaining high-quality service

and providing acceptable beam

time and beam reliability remain

a major challenge for the therapy

programme.

106

Box 14: hADRoNs AND heAlTh CARe FoR AFRICA

Hadrons are nuclear particles used to treat cancer and other diseases. Derived from Greek, the term

“hadrons” refers to particles heavier than electrons, for example, neutrons, protons, helium and

heavier nuclei. Results confirm that hadron beams have definite advantages over conventional photon

and electron beams for the treatment of certain types of tumours and benign lesions.

The Medical Radiation Department operates the hadron (neutron and proton) therapy facilities at

iThemba LABS. It is the only hadron therapy centre in Africa and in the Southern Hemisphere. It is

also the only centre in the world where patients can be treated with both high-energy neutrons and

high-energy protons. Patients from all over South Africa as well as from neighbouring countries have

been treated at the facilities. The Medical Radiation Department and the Hospital Services also provide

unique opportunities for research and actively support the training of medical physicists, therapy

radiographers, oncology nurses and postgraduate students.

iTHEMBA LABORATORy FOR ACCELERATOR BASED SCIENCES (CONTINUED)

107

strategic goal


Audited / Actual Performance medium-term targets 2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%) or

Number

Ratio(%) or

Number


%

Ratio(%) or

Number

Ratio(%) or

Number

Ratio(%) or

Number


Expected research outputs by National Research Facility researchers

Peer-reviewed journal articles (ISI and others)

264 180 181 N/A 170 170 176

Publications with external co-authors

248 128 152 N/A 156 159 163

Books 4 1 1 N/A 1 2 2

Chapters in books

8 17 11 N/A 2 4 4

Keynote / Plenary addresses

121 94 77 N/A 64 64 66

Research reports 109 71 27 N/A 30 30 30

Patents N/A 1 N/A N/A 1 1 1

Growing a representative science and technology workforce in south Africa

science Advancement

Proportion of NRF investment in providing science advancement at National Research Facilities (R’000)

N/A 13 613 / 355 490 4% 4% 4% 4%

Interaction with learners (*2008/09 excludes NZG) No. of learners reached

45 900 36 738 241 823 N/A 220 000 220 000 220 000

Interaction with educators No. of educators reached

3 079 4 102 6 564 N/A 3 100 3 100 3 100

Interaction with public at large Visitors to facility science awareness platforms

657 066 627 035 643 677 N/A 660 000 660 000 660 000

Community projects in collaboration with disadvantaged communities 7 18 27 N/A 16 16 17

Table 15: National Research Facilities’ indicators according to the NRF strategic goals





108

strategic goal



Ratio(%) or

Number

Ratio(%) or

Number


%

Ratio(%) or

Number

Ratio(%) or

Number

Ratio(%) or

Number

Growing a representative science and technology workforce in south Africa (continued)

support to graduate students

Experiential training: no. of students spending time at and participating in work of facilities as part of their formal training

315 1 049 382 N/A 352 361 370

No. of research staff of facilities providing short term student training 70 70 82 N/A 74 75 77

No. of students employed to undertake temporary research-related work 59 47 15 N/A 32 34 36

No. of students involved in summer schools/practicals/vacation schools 251 188 319 N/A 270 290 300

support to postgraduate students

Postgraduate students making use of facilities for training 570 411 446 N/A 450 460 500

Students supervised by staff of facilities 203 217 171 N/A 249 252 256

No. of research staff involved in supervision /co-supervision of postgraduate students

54 78 78 N/A 80 80 80

No. of postgraduate schools linked to facilities 2 3 30 N/A 10 10 11

No. of funded collaborations with institutions abroad 221 238 117 N/A 140 140 140

No. of students who complied with requirements for obtaining their postgraduate qualification during the financial year

54 37 36 N/A 60 60 60

Table 15: National Research Facilities’ indicators according to the NRF strategic goals (continued)





109

strategic goal



Ratio(%) or

Number

Ratio(%) or

Number


%

Ratio(%) or

Number

Ratio(%) or

Number

Ratio(%) or

Number

Growing a representative science and technology workforce in south Africa ( NRF internally)

Proportion of South African black staff members to total staff 68% 68% 620 / 876 71% 80% 84% 87%

Proportion of South African women staff members to total staff 31% 33% 285 / 876 33% 42% 45% 46%

Proportion of staff with disabilities to total staff 1% 1% 8 / 876 1% 2% 2% 2%

Proportion of South African black staff in three highest employment levels 36% 31% 30 / 134 22% 33% 34% 35%

Proportion of South African women staff in three highest employment levels 26% 25% 20 / 134 15% 25% 27% 30%

Proportion of researchers to total staff 10% 10% 91 / 876 10% 10% 11% 11%

Proportion of facility staff with postgraduate qualifications 11% 16% 186 / 876 21% 29% 29% 29%

Proportion of staff enrolled for higher degrees Master’s 1% 1% 23 / 876 2,6% 1,9% 2,1% 1,8%

Doctoral 1% 1% 17 / 876 1,9% 0,9% 1% 1,3%

Proportion of staff who complied with requirements for obtaining their postgraduate qualification during the financial year

Master’s 0,6% 1,1% 9 / 876 1% 0,5% 0,5% 0,7%

Doctoral 3,3% 1,1% 2 / 876 0,2% 0,2% 0,4% 0,2%

No. of postdoctoral posts at facilities 14 14 12 N/A 19 21 22

No. of staff spending time (3-12 months) as visiting fellows elsewhere 25 9 1 N/A 3 3 3

No. of joint appointments co-sponsored by other Research Institutions 10 11 21 N/A 17 17 19

No. of DST interns deployed in facilities N/A 24 24 24





110


strategic goal



Ratio(%) or

Number

Ratio(%) or

Number


%

Ratio(%) or

Number

Ratio(%) or

Number

Ratio(%) or

NumberProviding cutting-edge research, technology and innovation platforms

Proportion of investment in providing research platforms at National Research Facilities (R’000)

33% 18% 156 163 / 360 349 43,3% 40% 40% 39%

science Advancement platformsProportion of Capex investment in Science Advancement (R’000)

599 / 28 279 2,1% 8% 8% 8%

Pilot indicators: No of science advancement products generated

Educator resources

N/A 17 N/A 7 7 7

Learner resources

N/A 20 N/A 14 14 14

Technical manuals

N/A 4 N/A 3 2 2

Exhibits N/A 34 N/A 17 17 17 Science promotion publications

N/A 30 N/A 32 32 31

Contributing to a vibrant national innovation systemProportion of contract income received from DST to total income (R’000)

N/A 6 342 / 384 815 1,65% 1,7% 1,7% 1,7%


N/A 57 076 / 384 815 14,8% 25,4% 13,5% 13,5%

Proportion of total contract income to total income (R’000) 16% 27% 63 418 / 384 815 16,5% 27% 15% 15%Proportion of operating expenditure to total expenditure 41% 40% 162 445 / 416 401 39% 41% 41% 41%Proportion of remuneration to total expenditure 51% 40% 211 615 / 416 401 50,8% 51% 51% 51%





112

The NRF performance targets are structured according to the Balanced Scorecard approach, followed by details of the performance targets of RISA, SAASTA and the National Research Facilities according to the strategic goals of the NRF.

113

KEy PERFORMANCE TARGETS

BALANCED SCORECARD

APPROACH

In accordance with its new strategy,

Vision 2015, the NRF has adopted five

strategic goals. The key performance

areas of the Balanced Scorecard are

applied to systematically measure

performance against these new

strategic goals. These are:l Stakeholder perspective;l Financial perspective;l Organisational perspective (business

processes and procedures);l Organisational learning and growth

perspective; and

l Human resources and

transformation perspective.

A suite of Key Performance Indicators

(KPIs) and targets are set within the

Balanced Scorecard framework.

In view of the mandate and operations

of the NRF, the stakeholder perspective

will be used to capture the essence of

its performance. The other Balanced

Scorecard perspectives are regarded as

corporate, internal NRF performance

areas that support the ability of the

organisation to fulfil its core missions

and strategic priorities.

THE NRF FIVE STRATEGIC GOALS l Promote internationally competitive

research as the basis for a

knowledge economy;l Grow a representative science

and technology workforce in South

Africa;l Provide cutting-edge research,

technology and innovation platforms;l Operate world-class evaluation and

grant-making systems; andl Contribute to a vibrant national

innovation system.

114

KEy PERFORMANCE TARGETS (CONTINUED)

Table 16: NRF Balanced Scorecard Framework

Balanced scorecard Perspective



2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%) or

Number

Ratio(%) or

Number


%

Ratio(%) or

Number

Ratio(%) or

Number

Ratio(%) or

Number

Goal

stakeholder Perspective

Average number of ISI publications per NRF supported researcher across disciplines

N/A 1,7 1,85 N/A 1,9 1,9 1,9

Average number of ISI publications per NRF employed researcher N/A 1,8 1,84 N/A 2 2 2

Proportion of active researchers supported by NRF (ISI active ~ 3 000) 68% 81% 2 442 / 3 000 81% 81% 81% 82%

NRF rated researchers as a proportion of active researchers in the country (ISI active ~ 3 000)

55% 64% 2 142 / 3 000 71% 72% 72% 72%

Proportion of NRF funded PhDs to total PhDs registered nationally 13% 14% 1 265 / 9 992 13% 14% 14% 14%

Proportion of NRF investment in providing research platforms at National Research Facilities (R’000)

N/A 156 163 / 360 346 43% 40% 40% 39%

Proportion of RISA grant investment (excluding scholarships) in research equipment at Research Institutions and National Research Facilities (R’000)

4% 8% 101 929 / 821 926 12% 14% 8% 8%

Proportion of RISA competitive grants investment (excluding scholarships) in National Research Facilities (R’000)

2% 3% 31 687 / 821 926 4% 4% 4% 4%


2,4% 1,5% 14 192 / 1 180 169 1% 3% 3% 3%

Proportion investment in CAPEX to total expenditure (R’000) 4% 6,6% 146 994 / 1 826 278 8% 8% 8% 8%

Ratio of RISA expenses allocated to researchers and HEIs for access to National Research Facilities and equipment (R’000)

N/A 2% 2% 2%

Ratio of RISA grant investment in Social Sciences and Humanities (R’000) N/A 139 727 / 821 926 17% 28% 28% 28%


8% 8% 70 059 / 821 926 9% 10% 12,5% 12,5%




115

Table 16: NRF Balanced Scorecard Framework (continued)




2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%) or

Number

Ratio(%) or

Number


%

Ratio(%) or

Number

Ratio(%) or

Number

Ratio(%) or

Number

Goal

Financial Perspective

Proportion of contract income received from DST to total income (R’000) N/A N/A 541 532 / 1 760 347 31% 29% 27% 25%


N/A N/A 313 124 / 1 760 347 18% 20% 22% 24%


Proportion of operating expenditure to total expenditure (R’000) 22% 21% 383 643 / 1 826 278 21% 20% 20% 20%

Proportion of remuneration to total expenditure (R’000) 20% 17% 338 425 / 1 826 278 19% 20% 20% 20%

Ratio of IT expenditure to total expenditure (R’000) N/A N/A 34 064 / 1 826 278 2% 5% 5% 5%

Proportion of grant expenditure (including scholarships) to total RISA expenditure (R’000)

78% 77% 930 850 / 1 180 169 79% 80% 80% 80%

Proportion of RISA grant expensed to the R4 billion per annum total income target (2015) (R’000)

16% 25% 930 850 / 4 000 000 23% 23% 25% 28%

organisational Perspective

Proportion of available grant funding disbursed (R’000) 58% 64% 944 563 / 1 126 889 84% 86% 87% 87%

Proportion of rated researchers funded by NRF 55% 61% 1 310 / 2 142 61% 65% 65% 65%

organisational learning and Growth Perspective

Proportion of training expenditure to total salary budget (R’000) 1,8% 1,5% 6 227 / 338 425 1,8% 2% 2% 2%

Proportion of NRF staff with postgraduate qualifications 21% 19% 270 / 1 140 24% 25% 25% 26%

Proportion of seconded staff employed (to provide additional internal expertise) to total NRF staff

0% 0,1% 2 / 1 140 0,18% 1% 1% 1%

DST Interns seconded to business units N/A 42 42 42

legend

l Promoting internationally competitive research as a basis for a knowledge economy l Providing cutting-edge research, technology and innovation platforms

l Growing a representative science and technology workforce in South Africa l Operating world-class evaluation and grant-making systems

l Contributing to a vibrant innovation system

116

Table 16: NRF Balanced Scorecard Framework (continued)




2007/08 2008/09 2009/10 2011/12 2012/13 2013/14

Ratio(%) or

Number

Ratio(%) or

Number


%

Ratio(%) or

Number

Ratio(%) or

Number

Ratio(%) or

Number

Goal

human Resources and Transformation Perspective

external

Percentage/number of students from designated groups to be supported

3rd year/4th year Black 87% 37% 217 / 286 76% 79% 80% 80%

Women 56% 49% 161 / 286 56% 56% 56% 56%

BTech/Honours

Black 80% 66% 1 237 / 1 696 73% 75% 76% 76%

Women 59% 55% 995 / 1 696 59% 59% 59% 59%

Master’s Black 49% 36% 1 256 / 2 373 53% 57% 60% 60%

Women 53% 51% 1 240 / 2 373 52% 53% 53% 53%

Doctoral Black 53% 36% 717 / 1 384 52% 53% 56% 56%

Women 49% 50% 699 / 1 384 51% 52% 53% 53%

Postdoctoral Black 44% 26% 123 / 304 40% 40% 41% 41%

Women 33% 41% 145 / 304 48% 48% 49% 49%

Proportion of NRF grantholders from designated groups to total number of NRF grantholders

Black 26% 27% 629 / 2 442 26% 30% 30% 30%

Women 37% 37% 844 / 2 442 35% 40% 40% 40%

Proportion of NRF rated researchers from designated groups to total number of rated researchers

Black 15% 16% 367 / 2 142 17% 18% 19% 19%

Women 25% 26% 578 / 2 142 27% 27% 28% 28%

human Resources and Transformation Perspective

Internal

Proportion of NRF staff members from designated groups to total NRF staff

Black 70% 69% 811 / 1 140 71% 73% 75% 77%

Women 38% 39% 458 / 1 140 40% 42% 43% 44%

Disabilities 1% 1% 15 / 1 140 1% 2% 2% 2%

Proportion of South Africans from designated groups in three highest employment levels

Black 52% 46% 66 / 191 35% 40% 43% 46%

Women 37% 34% 42 / 191 22% 26% 30% 32%

Proportion of foreign nationals employed to total NRF staff 2% 3,1% 37 / 1 140 3,2% 3,5% 3,5% 3,5%

Staff turnover: below 5% 7% 8,4% 82 / 1 140 7,2% 5% 5% 5%

KEy PERFORMANCE TARGETS (CONTINUED)

legend

l Promoting internationally competitive research as a basis for a knowledge economy l Providing cutting-edge research, technology and innovation platforms

l Growing a representative science and technology workforce in South Africa l Operating world-class evaluation and grant-making systems

l Contributing to a vibrant innovation system

117

LIST OF ACRONyMS

ACCESS Applied Centre for Climate and Earth Systems Science

ACEP African Coelacanth Ecosystem ProgrammeAFM Atomic force MicroscopyAFREF African Geodetic Reference FrameAGA Astronomy Geographic AdvantageAGAP Astronomy Geographic Advantage Programme AIMS African Institute of Mathematical SciencesAMS Accelerator Mass SpectroscopyAOP African Origins ProgrammeARC Agricultural Research CouncilARI Applied Research and InnovationARKS Animal Record Keeping SystemASCLME Agulhas and Somali Current Large Marine

EcosystemASSAf Academy of Science of South AfricaAU African UnionBISON Birmingham Solar Oscillations NetworkCAPEX Capital ExpenditureC-BASS C-Band All-sky SurveyCBSG Conservation Breeding Specialist GroupCCD Charged- Coupled DeviceCEO Chief Executive OfficeCERN Centre Europeenne pour la Recherche NucleareCfCS Centre for Conservation Science CHE Council on Higher EducationCoE Centres of ExcellenceCSD Centre for Science Development CSIR Council for Scientific and Industrial ResearchCUPP Community University Partnership ProgrammeDAAD Deutscher Akademischer Austausch Dienst

(German Academic Exchange Service)DACST Department of Arts, Culture, Science and

TechnologyDAFF Department of Agriculture, Forestry and FisheriesDEA Department of Environmental AffairsDHET Department of Higher Education and TrainingDIDBase Digital Ionogram DatabaseDoE Department of Education

DoH Department of HealthDoL Department of LabourDORIS Doppler Orbitography and Radio-positioning

Integrated by SatelliteDRL Dynamique Resource LinkDST Department of Science and TechnologyDWA Department of Water AffairsECR Electron Cyclotron ResonanceeDRMS Electronic Document and Records Management

SystemELTOSA Environmental Long-Term Observatories of

Southern AfricaEMS Environmental Management SystemENE Estimates of National ExpenditureERM Enterprise Risk ManagementFABI Forestry and Agricultural Biotechnology InstituteFAP Focus Area ProgrammeFRD Foundation for Research DevelopmentF’SATI French South Africa Technology InstituteGCRP Global change Research PlanGEF Global Environmental FacilityGFZ GeoForschungsZentrumGLONASS Global Navigation Satellite SystemGMSA Grants Management and Systems Administration GNSS Global Navigation Satellite SystemGPS Global Positioning SystemGRI Global Reporting InitiativeGSN Graduate Student NetworkGTS Grenoble Test SourceHartRAO Hartebeesthoek Radio Astronomy ObservatoryHEI’s Higher Education InstitutionsHESS High Energy Stereoscopic SystemHICD Human & Institutional Capacity DevelopmentHIV Human Immunodeficiency VirusHMO Hermanus Magnetic ObservatoryHR Human ResourcesHRTEM High Resolution Transmission Electronic

MicroscopeHSRC Human Science Research Council

118

LIST OF ACRONMyS (CONTINUED)

IAU International Astronomical Union Conference iBOL International Barcode of Life ICP Institutional Capacity ProgrammeICSU International Council for ScienceICT Information and Communication TechnologyIGS International GNSS ServiceIKS Indigenous Knowledge SystemsILRS International Laser Ranging ServiceINTERMAGNET International Real-time Magnetic Observatory

NetworkIPAP2 Industrial Policy Action PlanIPMS Integrated Performance Management SystemIR International RelationsIR&C International Relations and CooperationIRSF InfraRed Survey FacilityISC Improvement in Service ConditionsIT Information technologyISES International Space Environment Service ISI International Science InformationISO International Organizational for StandardizationISSC International Social Science CounciliThemba LABS iThemba Laboratory for Accelerator Based

SciencesiTPTC iThemba Proton Therapy CentreJINR Joint Institute for Nuclear ResearchKAT Karoo Array TelescopeKELT Kilodegree Extremely Little TelescopeKFD Knowledge Fields DevelopmentKIC Knowledge Interchange CollaborationKISC Key International Science CapacityKME Knowledge Management & EvaluationKPI’s Key Performance IndicatorsLCOGT Los Cumbres Observatory Global Telescope

NetworkLTER Long-Term Ecological ResearchMDGs Millennium Development GoalsMTEF Medium-Term Expenditure FrameworkMWLA Multi-wavelength Astronomy

NACI National Advisory Council on InnovationNASA MOBLAS National Aeronautics and Space Administration of

the USA MOBile Laser RangerNASSP National Astronomy and Space Science

ProgrammeNBD New Business DevelopmentNBN National Bioinformatics NetworkNEPAD New Partnership for Africa’s DevelopmentNETD National Electronic Theses and DissertationsNF National FacilitiesNIMPO National Intellectual Property Management OfficeNISC National Inquiry Service CentreNITHeP National Institute for Theoretical Physics NMMU Nelson Mandela Metropolitan University NNEP National Nanotechnology Equipment ProgrammeNPTC National Particle Therapy CentreNRDS National Astronomy and Development StrategyNRDS National Research and Development StrategyNRF National Research FoundationNSA National Skills AuthorityNSF National Skills FundNSI National System of InnovationNZG National Zoological GardensOECD Organisation for Economic Co-operation and

DevelopmentPAAZAB Pan African Association of Zoos and Aquaria PAST Palaeontological Science TrustPDP Professional Development ProgrammePFMA Public Finance Management Act PFRDA Publicly Financed Research and Development ActPhD Doctorate of PhilosophyPPMS Physical Properties Measurement SystemR&D Research and DevelopmentRISA Research and Innovation Support and

AdvancementRNA Research Niche AreaROV Remotely Operated VehicleRRIF Rated Researchers Incentive funding

119

RSS Robert Stobie SpectrographRWC Regional Warning CentreS&T Science and TechnologySA South Africa SAAO South African Astronomical ObservatorySAASTA South African Agency for Science and Technology

AdvancementSABI South African Biosystematics InitiativeSAC Satellite Applications CentreSADA South African Data ArchiveSAEON South African Environmental Observation

Network’sSAEOS South African Earth Observation StrategySAIAB South African Institute for Aquatic BiodiversitySALT Southern African Large TelescopeSANAP South African National Antarctic ProgrammeSANBI South African National Biodiversity InstituteSANCOR South African Network for Coastal and Oceanic

ResearchSANHARP South Africa Nuclear Human Asset and Research

ProgrammeSANSA South African National Space AgencySARC South African Research ChairsSARChI South African Research Chair Initiative SCBP SALT Collateral Benefits ProgrammeSET Science Engineering and Technology SETAs Sector Education and Training Authorities

SHIP Scholarships (Master’s and Doctoral)SKA Square Kilometre ArraySLR Satellite Laser RangerSSC Separated Sector CyclotronSSDF Scarce Skills Development FundSTAF Science and Technology Agreement FundSuperDARN Super Dual Auroral Radar NetworkSuperWASP Super Wider Area Search for PlanetsSWIO South Western Indian OceanTB Tuberculosisthe dti Department of Trade and IndustryTHRIP Technology and Human Resources for Industry

ProgrammeTTK ThuthukaUCT University of Cape Town UK United Kingdom UNESCO United Nations Educational Scientific and Cultural

OrganisationVLBI Very Long Baseline InterferometryVP Vice PresidentwBRC wildlife Biomaterials Resource Centre WDS World Data SystemsWWLLN World Wide Lightning Location NetworkXRD x-ray DiffractometerY-STAR yonsei Survey Telescope for Astronomical

ResearchZIMS Zoological Information Management System

120

CONTACT DETAILS

Dr AS van Jaarsveld

President and CEO: National

Research Foundation (NRF)

Tel: +27 12 481 4137

Fax: +27 12 481 4006

Email: [email protected]

Mr B Singh

Chief Financial Officer &

Group Executive: Finance and

Business Systems

Tel: +27 12 481 4038

Fax: +27 12 481 4006


Dr D Pillay

Vice-President and Managing Director:

Research and Innovation Support and

Advancement (RISA)

Tel: +27 12 481 4286

Fax: +27 12 481 4162


Dr SD Selematsela

Executive Director: Knowledge

Management and Evaluation (KM&E)

Tel: +27 12 481 4158

Fax: +27 12 481 4006


Dr G Mazithulela

Vice-President: Research

Infrastructure and National

Research Facilities

Tel: +27 12 481 4018

Fax: +27 12 481 4380


Dr AM Kaniki

Executive Director: Knowledge

Fields Development (KFD)

Tel: +27 12 481 4260

Fax: +27 12 481 4005


Mr PB Thompson

Group Executive: Human Resources

and Stakeholder Relations

Tel: +27 12 481 4073

Fax: +27 12 481 4006


Dr NSR Skeef

Executive Director: New Business

Development (NBD) and Acting

Executive Director: Applied Research

and Innovation (ARI)

Tel: +27 12 481 4129

Fax: +27 12 481 4246


121

Dr R Maharaj

Executive Director: Human

Institutional Capacity

Development (HICD)

Tel: +27 12 481 4087

Fax: +27 12 481 4006


Mr MW Skowronski

Executive Director: Information and

Communication Technology (ICT)

Tel: +27 12 481 4335

Fax: +27 12 481 4234


Dr NB Nthambeleni

Executive Director: Grant Management

and Systems Administration (GMSA)

Tel: +27 12 481 4182

Fax: +27 12 481 4006


Dr ZZ Vilakazi

Executive Director: iThemba

Laboratory for Accelerator Based

Sciences (iThemba LABS)

Tel: +27 21 843 1000

Fax: +27 21 843 3525


Web: www.tlabs.ac.za

Mr R Kriger

Executive Director: International

Relations and Cooperation (IR&C)

Tel: +27 12 481 4141

Fax: +27 12 481 4044


Ms BA Damonse

Executive Director: South African

Agency for Science and Technology

Advancement (SAASTA)

Tel: +27 12 392 9363

Fax: +27 12 320 7803


Web: www.saasta.ac.za

Dr L McKinnell

Executive Director: Hermanus

Magnetic Observatory (HMO)

Tel: +27 23 312 1196

Fax: +27 23 312 2039


Web: www.hmo.ac.za

Mr RD Grace

Executive Director: Corporate Finance

Tel: +27 12 481 4355

Fax: +27 12 481 4006


122

CONTACT DETAILS (CONTINUED)

Mr J Pauw


Environmental Observation Network

(SAEON)

Tel: +27 12 349 7722

Fax: +27 12 392 9316


Web: www.saeon.ac.za

Dr M Gaylard

Acting Managing Director:

Hartebeesthoek Radio Astronomy

Observatory (HartRAO)

Tel: +27 12 301 3100

Fax: +27 12 301 3300


Web: www.hartrao.ac.za

Dr C Nxomani

Executive Director: National

Zoological Gardens (NZG)

Tel: +27 12 328 3265

Fax: +27 12 323 4540


Web: www.nzg.ac.za

VACANT: Executive Director: Governance

For further information on aspects of this document,

please contact:

Ms Magdal Pienaar-Marais

Manager: Corporate Governance:

Planning and Reporting

Tel: +27 12 481 4070

Fax: +27 12 481 4006


Prof PA Charles


Astronomical Observatory (SAAO)

Tel: +27 12 447 0025

Fax: +27 12 447 3639


Web: www.saao.ac.za

Prof PH Skelton


Institute for Aquatic Biodiversity

(SAIAB)

Tel: +27 46 603 5800

Fax: +27 46 622 2403


Web: www.saiab.ac.za

123

THE NRF SUPPORTING FRAMEWORK

suPPoRTING FRAmewoRK

A Exemptions granted from the provisions of the PFMA

B Risk Management Plan

C Fraud Prevention Plan

D Materiality and Significance Framework

E Schedule of the NRF Board’s main activities

F Structure and composition of the NRF Board and its committees

G Employment Equity Plan

H Business Development Strategy

I Communication Plan

J ICT Plans

Policies that form the supporting framework of the operations of the NRF are available on request.

124

NOTES

National Research Foundation

PO Box 2600

Pretoria 0001

Tel: +27 12 481-4000

Fax: +27 12 349-1179


www.nrf.ac.za

www.nrf.ac.za

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