Business Plan 2010 - National Research Foundation

Transcription

business
plan 20102013
l
l
l
c elebrating diversity
of life on planet earth
developing diversity
of skills and knowledge
committed to a better
tomorrow for all
biodiversity
is life
biodiversity
is our future
Cover:
The United Nations declared 2010 to be the International Year of Biodiversity. It is a celebration of
life on Earth and of the value of biodiversity in our lives.
The business plan outlines how the NRF intends to explore the diversity of life on Earth, by
developing a diversity of skills and knowledge, and is thereby committing to a better tomorrow for all.
The concept for the 2010/11-2012/13 Business Plan imagery is based on the interconnection
of life on Earth. The image on the front cover is a close-up of the mantle of a giant clam, Tridacna
gigas, the largest living bivalve mollusk and one of the most endangered clam species.
INTRODUCTION
The National Research Foundation takes pleasure in presenting its Business Plan for
2010/11-2012/13, which outlines the activities of the funding agency, Research and
Innovation Support and Advancement (RISA), the Science Advancement Agency (SAASTA)
and the National Research Facilities.
Isi-Zulu
I-National Research Foundation inentokozo ngokwethula Uhlelo
Lwemisebenzi (Business Plan) yayo yonyaka ka-2010/11-2012/13
etshengisa kafushane imisebenzi yenhlangano exhasa ngezimali
(i-RISA), i-Science Advancement Agency (SAASTA), kanye namaNational
Research Facilities.
IsiXhosa
I-National Research Foundation inovuyo ukunika uYilo lweShishini
(Business Plan) lwayo luka-2010/11-2012/13, olubeka imisebenzi yearhente exhasayo (i-RISA), i-Science Advancement Agency (SAASTA),
kunye, neNational Research Facilities.
TshiVenda
National Research Foundation i a di hudza musi i tshi ekedza
mukumedzo wa Pulane ya Vhubindudzi ha waha wa 2010/11-2012/13,
vhune ha bvisela khagala mishumo ya mulambedzi (RISA), Science
Advancement Agency (SAASTA) na Zwileludzi zwa ‘ho’isiso’ ya
lushaka.
XiTsonga
Nhlangano wa Ndzavisiso wa Rixaka wu tsakela ku nyiketa Pulani ya
Migingiriko ya wona ya lembe ra 2010/11-2012/13, leyi hlamuselaka
migingiriko ya muyimeri wo pfuneta hi timali, RISA, Nhlangano wa
Nhluvukiso wa Sayense (SAASTA) ni Swipfuno swa Ndzavisiso wa
Rixaka.
IsiSwati
INhlangano yekuPhenya yaVelonkhe (I-National Research Foundation)
itsandza kutsatsa lelitfuba kutsi yetfule Luhlelo lweBhizinisi layo
lwemnyaka wa-2010/11-2012/13, loluchaza imisebenti ye-ejensi
leyesekela ngetimali (i-RISA), i-Ejensi yekuTfutfukis a teSayensi
(i-SAASTA) kanye netiNsitancanti tekuPhenya taVelonkhe.
Setswana
Setheo sa Ditlhotlhomiso sa Bosetšhaba se motlotlo go tlhagisa
Togamaano ya Kgwebo ya sona ya dingwaga 2010/11-2012/13, e e
thadisang ditiro tsa boemedi jo bo tshegetsang ka ditšhelete, RISA, le
Setheo sa Tsweletso ya Saense (SAASTA) le Ditlamelo tsa Bosetšhaba
tsa Dipatlisiso.
Sesotho
Ba National Research Foundation (Letlole la Diphuputso la Naha) ba
motlotlo ho hlahisa Leano la Kgwebo bakeng sa 2010/11-2012/13, le
hlalosang mesebetsi ya lekgotla le tshehetsang ka ditjhelete, e leng
RISA, Science Advancement Agency (SAASTA) le National Research
Facilities (Menyetla ya Diphuputso ya Naha).
Sepedi
Mokgatlo wa Dinyakišišo tša Setšhaba o thabela go tšweletša Leano
la wona la Kgwebo la 2010/11-2012/13, leo le akaretšago mešomo
ya etšentshi ya wona, ya etšentshi yeo e thušago ka ditšhelete ya
RISA, Etšentshi ya Tšwetšopele ya Saense (SAASTA) le Dinolofatši tša
Dinyakišišo tša Setšhaba.
IsiNdebele
IsiKhungo sezamaRhubhululo wesiTjhaba sithabela khulu ukwethula
ihlelo loMsebenzi waso wonyaka ka-2010/11-2012/13, okuveza
okwenziwe basekeli ngeemali,i-(RISA) Ikoro YokuThuthukiswa
KweSayensi (SAASTA) kunye nabamaThuba wezamaRhubhululo
wesiTjhaba.
Afrikaans
Die Nasionale Navorsingstigting bied met trots hul jaarlikse
Besigheidsplan vir 2010/11-2012/13 aan, wat die aktiwiteite van die
Wetenskapsbefondsings-agentsap, RISA, die Wetenskapsbevorderingagentskap (SAASTA) en die Nasionale Navorsingsfasiliteite in breë
trekke voorlê.
NRF BUSINESS PLAN 2010-2013
1
BUSINESS
PLAN
Corporate Business Plan of the
National Research Foundation
PO Box 2600
Pretoria 0001
Tel: +27 12 481-4000
Fax: +27 12 349-1179
E-mail: [email protected]
www.nrf.ac.za
Produced by: words’worth
+27 11 646-0956
2
contents
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Significant opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Main risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Structure of the 2010-2013 Business Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5
5
5
6
SECTION A: CORPORATE OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Short history of the National Research Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Mandate of the NRF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
NRF Vision 2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Nrf mission statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Corporate values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Business standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Strategic goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Core competencies of the NRF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Organisational structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Clustering of NRF divisions and activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Organogram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Role of the NRF in the NSI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Position of the NRF in the NSI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
NRF implementation of policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Corporate challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Budget constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Science awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Balance of programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Corporate indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
SECTION B: FINANCIAL PLAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
NRF investment principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Budget and sources of income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Abridged budgeted income statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Three-year projection of 2010/11 MTEF allocation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Ring-fenced allocation for 2010/11 MTEF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
NRF sources of funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Comparison of sources of funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Abridged financial statements 2010-2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
SECTION C: HUMAN RESOURCES AND MANAGEMENT . . . . . . . . . 23
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Human resources activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Employment equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
HR indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
SECTION D: NRF CORPORATE SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Corporate communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Corporate legal services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Information and communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Corporate governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
New Business Development (NBD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
SECTION E: RESEARCH AND INNOVATION
SUPPORT AND ADVANCEMENT (RISA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Sources of funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Investment areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Values of bursaries and scholarships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
RISA programmes and activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Knowledge Fields Development (KFD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Applied Research and Innovation (ARI) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Human and Institutional Capacity Development (HICD) . . . . . . . . . . . . . . . . 39
International Relations (IR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Knowledge Management and Evaluation (KME) . . . . . . . . . . . . . . . . . . . . . . . . . 42
Grants Management and Systems Administration (GMSA) . . . . . . . . . . . . . 44
RISA Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
RISA and SAASTA indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
SECTION G: NATIONAL RESEARCH FACILITIES . . . . . . . . . . . . . . . . . . . 51
Definition and clustering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Generic activities of the National Research Facilities . . . . . . . . . . . . . . . . . . . . . . . . 52
Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Description of the National Research Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
South African Astronomical Observatory (SAAO) . . . . . . . . . . . . . . . . . . . . . . . . . 55
Hartebeesthoek Radio Astronomy Observatory (HartRAO) . . . . . . . . . . . . . 57
Square Kilometre Array (SKA) Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Hermanus Magnetic Observatory (HMO) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
South African Institute For Aquatic Biodiversity (SAIAB) . . . . . . . . . . . . . . . . 62
South African Environmental Observation Network (SAEON) . . . . . . . . . . 64
National Zoological Gardens Of South Africa (NZG) . . . . . . . . . . . . . . . . . . . . . 66
iThemba Laboratory For Accelerator Based Sciences
(iThemba LABS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
National Research Facilities indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
SECTION H: KEY PERFORMANCE TARGETS
2010/11 to 2012/2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Balanced Scorecard Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
LIST OF ACRONYMS AND ABBREVIATIONS . . . . . . . . . . . . . . . . . . . . . . . 77
CONTACT DETAILS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
THE NRF SUPPORTING FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
SECTION F: SOUTH AFRICAN AGENCY FOR SCIENCE AND
TECHNOLOGY ADVANCEMENT (SAASTA) . . . . . . . . . . . . . . . . . . . . . . . . . 48
Focus and infrastructure platform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Major activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Recent highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
SAASTA indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
3
BUSINESS
PLAN
EXECUTIVE
SUMMARY
4
EXECUTIVE SUMMARY
In February 2008, the NRF Board approved the NRF Strategic
Plan, NRF Vision 2015. The 2010-2013 Business Plan is the
second implementation plan for this longer-term strategy.
EXECUTIVE SUMMARY
Introduction
In NRF Vision 2015, the NRF adopted the
following strategic goals:
lPromote internationally competitive research
as a basis for the knowledge economy;
l Grow a representative science and technology
workforce in South Africa;
lProvide cutting-edge research, technology and
innovation platforms;
lOperate world-class evaluation and grantmaking systems; and
l Contribute to a vibrant national innovation
system.
Significant Opportunities
The NRF has identified the following
opportunities:
lRaise economic performance by improving
business efficiencies;
l Capitalise on the NRF’s existing strengths,
infrastructure and capabilities within RISA,
SAASTA and the National Research Facilities;
lAttract new investment from alternative
sources by leveraging existing capacities and
discretionary resources to grow the National
System of Innovation (NSI);
lBuild on industry-research sector interactions
as “focusing devices” for developing the
knowledge infrastructure; and
lProvide support for the existing framework
of policy and strategy that shapes the NSI
and promises to move South Africa towards
a knowledge-focused economy where
innovations improve the quality of life of all
South Africans.
Main Risks
The NRF faces the following risks:
l More frequent breakdowns arising from
technical failures at National Research Facilities;
5
EXECUTIVE SUMMARY
Loss of key competencies within the
organisation and the NSI;
lIncreasing pressure to honour longer-term
commitments because of budget limitations;
lLoss of local credibility and international
reputation as a result of inadequate resources
for research, research infrastructure and
research funding support;
lErosion of research and supervisory capacities
in the system, adversely affecting knowledge
generation and human capacity development;
and
lThe inability to acquire modern technology to
keep up with the latest developments, thus
slowing down technological development and
innovation.
l
Figure 1: NRF Vision 2015 strategy document
NRF VISION 2015
Strategic Plan of the National Research Foundation
Implementing
NRF
VISION
2015
6
Structure of the 2010-2013
Business plan
The 2010-2013 NRF Business Plan provides
a corporate overview (Section A) which 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 2010-2013 NRF Business Plan contains
information on the corporate functions of the
organisation, in particular Finance (Section B),
Human Resources (Section C) and Corporate
Services (Section D). Separate sections also
address the activities and challenges of the main
divisions of the NRF, namely RISA (Section E),
SAASTA (Section F) and the National Research
Facilities (Section G). Each of these sections
includes a set of performance indicators that are
aligned with the NRF strategic goals.
The final section (Section H) sets performance
targets for 2010-2013 in the key performance
areas according to the Balanced Scorecard
approach and according to the strategic goals of
the organisation.
The Annexures to the Business Plan, which
contain the policies that form the supporting
framework of the operations of the NRF, are
available on request.
BUSINESS
PLAN
Section
A
CORPORATE
OVERVIEW
7
SECTION A CORPORATE OVERVIEW
The NRF promotes and supports research in all fields of
knowledge and conducts research and provides access to
National Research Facilities.
CORPORATE OVERVIEW
Short history of the National
Research Foundation (NRF)
The 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 were previously servicing
various sections of the research community.
These comprised the former Centre for Science
Development (CSD) of the Human Sciences
Research Council (HSRC) and the former
8
Foundation for Research Development (FRD)
that 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 a broader
public understanding of science. The NRF aims
to uphold excellence in all its investments in
knowledge, people and infrastructure.
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.
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
envisages:
l World-class research
lTransformed society
lSustainable 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.
Corporate values
The NRF values are:
lPassion for excellence;
l World-class service;
l Integrity;
Respect;
People-centred; and
lAccountability.
l
l
Business Standards
The NRF corporate values underpin all
operations of the organisation. The NRF is
committed to interacting with its stakeholders in
a manner that is ethical, professional and serviceoriented.
Internally, organisational practices based on the
above values create a work environment that
fosters personal development and integrity, builds
teamwork, and values 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 to its clients.
Strategic goals
The NRF adopted the following broad strategic
goals:
lPromote internationally competitive research
as basis for a knowledge economy;
l Grow a representative science and technology
workforce in South Africa;
lProvide cutting-edge research, technology and
innovation platforms;
lOperate world-class evaluation and grantmaking systems; and
l Contribute to a vibrant national innovation
system.
Core competencies of the NRF
The core competencies of the NRF are
embedded in:
lLeading-edge grant management systems;
l World-class research evaluation and
benchmarking practices;
lScience and technology management
experience;
lState-of-the-art research platforms;
lSpecialised research capacity at the National
Research Facilities;
lStrategic information accumulation and
dissemination capability;
l Capacity to catalyse local and international
science cooperation, networks and
partnerships; and
lScience advancement expertise and platforms.
Organisational Structure
The NRF has three main divisions:
lResearch and Innovation Support and
Advancement (RISA);
lSouth African Agency for Science and
Technology Advancement (SAASTA); and
lNational Research Facilities.
The divisions are supported by the following
corporate services:
lFinance and Business Systems
– Finance
– Governance
– Information Communication Technology (ICT)
– New Business Development
Human Resources and Stakeholder
Relationships
– Human Resources
l
9
– Legal Services
– Corporate Communication.
Programmes and functions largely supported
by the Parliamentary Core Grant; and
lProgrammes managed by the NRF as a
service provider.
l
Clustering of NRF Divisions
and Activities
The activities of the NRF are clustered as
follows:
Research and Innovation Support and
Advancement (RISA)
RISA fulfils the agency function in the NSI and
takes responsibility for:
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
Figure 2: Relationship between the NRF vision and composition
World-class research
Transformed society
Sustainable environment
Research and
Innovation Support
(RISA)
Public S&T awareness
and communication
(SAASTA)
Research platforms
(National
Research
Facilities)
National
Research
Foundation
10
advancement across the business units of the
NRF.
National Research Facilities
The Facilities are clustered in terms of the area
of knowledge production or of the national need
that is being serviced.
Astro/Space/Geosciences
lSouth African Astronomical Observatory
(SAAO), also responsible for managing the
Southern African Large Telescope (SALT);
l Hartebeesthoek Radio Astronomy Observatory
(HartRAO) / Karoo Array Telescope (KAT) and
MeerKAT; and
l Hermanus Magnetic Observatory (HMO).
Biodiversity/Conservation
lSouth African Institute for Aquatic Biodiversity
(SAIAB);
lSouth African Environmental Observation
Network (SAEON), an emerging National
Research Facility; and
lNational Zoological Gardens of South Africa
(NZG).
Nuclear Sciences
l iThemba Laboratory for Accelerator Based
Sciences (iThemba LABS).
Role of the NRF in the NSI
Position of the NRF in the NSI
The White Paper on Science and Technology,
Figure 3: An overview of the organisational structure
NRF Board
Corporate Secretary
NRF President
Finance and Business Systems
Human Resources
and Stakeholder Relationships
ICT
Finance
Human Resources
Governance
Legal Services
New Business Development
Corporate Communication
Vice-President: Research Infrastructure
and National Research Facilities
Vice-President: Research and Innovation
Support and Advancement (RISA)
KME
IR
Research Fellows – disciplinary
inputs and strategy development
Social Sciences
HICD
ARI
KFD
SAAO
SKA Project
HartRAO
SANAP
HMO
Humanities
iThemba LABS
Physical and Mathematical Sciences
GMSA
Life Sciences
NZG
SAEON
Engineering Sciences
SAIAB
SAASTA
KME: Knowledge Management and Evaluation
SAAO: South African Astronomical Observatory
IR: International Relations
HartRAO: Hartebeesthoek Radio Astronomy
HICD: Human and Institutional Capacity Development
Observatory
ARI: Applied Research and Innovation
HMO: Hermanus Magnetic Observatory
KFD: Knowledge Fields Development
iThemba LABS: iThemba Laboratory for Accelerator
GMSA: Grants Management and Systems Administration
Based Sciences
SKA: Square Kilometre Array
NZG: National Zoological Gardens
SANAP: South African National Antarctic Programme
SAIAB: South African Institute for Aquatic Biodiversity
SAEON: South African Environmental Observation
Network
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 the system
(through funding and other initiatives) according
to policies that are implemented within the NRF’s
sphere of influence (such as 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 4 on the next page indicates the NRF’s
dual role in the South African science landscape.
NRF implementation of policies
In delivering on its mandate, the nrf aligns its
support to key strategies mentioned below.
The DST 10-year Innovation Plan
The innovation plan, titled Innovation towards
a Knowledge-based Economy, outlines as
conditions for innovation the availability of
knowledge capital, human capital and research
11
infrastructure (see Figure 5).
Research Facilities;
RISA research funding programmes for
students and researchers;
lDevelopment of scarce skills;
lInternational relations and collaboration
opportunities;
lThe Applied Research and Innovation
initiatives, including the Technology and
Human Resources for Industry Programme
(THRIP); and
lInfrastructure support such as the
National Equipment Programme and the
Nanotechnology Equipment Programme.
l
In terms of its mandate the NRF supports the
conditions for innovation by promoting:
l Knowledge creation in all fields of science;
l Human capital development; and
lResearch infrastructure provision.
The NRF uses, among others, the following
mechanisms to support the 10-Year Innovation
Plan:
lScience advancement, outreach,
communication and education programme
offerings through SAASTA and the National
Figure 5: The 10-year Innovation Plan’s
four pillars of the knowledge economy
DST 10-year Innovation Plan
Economic and
Institutional
Regime
Education
Knowledge
economy
Figure 4: The South African science landscape
Information
Infrastructure
Innovation
NRF support for innovation
and the knowledge economy
Knowledge capital
Human capital
Research infrastructure
(Adapted from Department of Science and
Technology: 2007)
12
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 NRF supports this strategy through
promoting Astronomy in the following ways:
lThe National Research Facilities, such as
SAAO and HartRAO/MeerKAT;
lBig science projects, such as SALT and SKA;
and
lProgrammes, such as the National Astronomy
and Space Science Programme (NASSP)
and Astronomy Research Chairs as part of
the South African Research Chairs Initiative
(SARChI).
Other research fields of geographical advantage
include:
l Human Palaeontology that is supported through
the Palaeontological Scientific Trust (PAST) and
the African Origins Programme (AOP);
lAntarctic research supported through the
South African National Antarctic Programme
(SANAP); and
lIndigenous Knowledge Systems (IKS) supported
through the DST/NRF IKS programme
specifically in the areas of Food and Health, and
Education and Curriculum Development.
In the area of Biodiversity the NRF is involved
through:
lNational Research Facilities, such as SAIAB,
SAEON, the NZG; and
l
Specific programmes, including the Wildlife
Biological Resource Centre (BRC), the South
African Biosystematics Initiative (SABI); the
African Coelacanth Ecosystem Programme
(ACEP); the International Barcode of Life
project (iBOL); a Research Chair in Avian
Biodiversity, a Centre of Excellence (CoE)
in Invasion Biology, and collaboration with
the South African Network for Coastal and
Oceanic Research (SANCOR).
The Grand Challenges
During 2007 the DST identified the following
Grand Challenges:
lFrom Farmer to Pharma: life sciences and
health;
lExpanding the limits of space science and
technology;
lIn search of energy security;
lScience and Technology in response to global
change; and
l Human and social dynamics.
Table 1 on the next page gives an indication
of the NRF initiatives that support the Grand
Challenges.
Corporate Challenges
The NRF faces the following challenges over the
medium term:
Human resources
The NRF faces internal and external challenges
related to human resources.
Internally the NRF will have to:
lAddress staff turnover, staff retention,
succession planning and recruitment in an
extremely competitive labour market where
skilled staff is highly mobile; and
lRecruit senior scientists and engineers
specifically to continue with current research
programmes and to assist whenever new
projects would be initiated.
Externally the NRF has to:
Facilitate at all levels the training of competent
human resources to address the severe
shortages of researchers and in particular
previously disadvantaged researchers; and
lPromote and provide the training of human
resources in the high-tech environment of the
National Research Facilities.
l
Budget constraints
Analysis of the budget allocations to the NRF
(as set out in Section B) highlights a number
of significant financial realities that have to be
dealt with in view of the declining core baseline
funding in real terms. Although this is significantly
complemented by contract funding, which is twice
the amount of core funds, the increase in the core
funding is 4,3% while inflation is anticipated to
be in the vicinity of 6%. Much of the immediate
funding challenges can be absorbed in the current
and following year through efficiency savings and
re-allocations. However, the outer year, namely
2012/13, requires an R80 million efficiency
saving which will place severe strain on the NRF to
achieve its expected role in the NSI.
The NRF response to the funding challenges will
be to:
l Complement core funds with contract funds
13
through marketing and fund-raising activities;
Ensure that the operational activities are
sustainable while continuing to implement cost
savings and efficiency initiatives in all aspects
of our business;
l Manage contracts efficiently and cost-effectively;
lFocus on core business and meeting prior
national and international commitments; and
l Cooperate effectively with stakeholders,
clients and other role players within the NSI to
ensure economies of scale.
l
Infrastructure
Although South Africa can boast pockets
of world-class research facilities at selected
institutions, for the most part, significant
investments are required to create and maintain
a research environment within which world-class
research can be realised at Higher Education
Institutions (HEIs).
In view of inadequate funds over an extended
period to upgrade ageing equipment and
infrastructure it becomes crucial that the NRF:
lImplement the recapitalisation strategy for the
National Research Facilities;
lUpgrade the HMO facilities for
accommodating the International Space
Environment Service (ISES) Regional Warning
Centre for Africa;
lAddress the infrastructure needs at HartRAO;
and
lObtain targeted resources for the maintenance
of the NZG as well as for transforming the
NZG into a research facility.
14
Table 1: The NRF support for the DST Grand Challenges
Grand Challenge
From Farmer
to Pharma
Space science
and technology
In search of
energy security
Global change
Human and
social dynamics
NRF Initiative
Drug Discovery contract
Centres of Excellence:
Biomedical Research: Tuberculosis
Tree Health Biotechnology
Epidemiological Modelling
Marine and Coastal Management (MCM)
International Barcode of Life (iBOL)
National Bioinformatics Network (NBN)
iThemba LABS isotope production
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
South African Nuclear Human Asset and Research Programme (SANHARP)
Joint Institute for Nuclear Research (JINR)
Research Chair for Pebble Bed Modular Reactor (PBMR)
Research Chair in Hydrogen Fuel Cells
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)
Research Chairs in Social Sciences and Humanities
Community-University Partnership Programme: Community-based Assessment project
Mathematics Education Chairs (First Rand)
Community Engagement with Science
Science Awareness
In terms of science awareness the NRF will
focus on:
lEstablishing science awareness coordination
via SAASTA across the National Research
Facilities; and
lUpgrading the Johannesburg Observatory site
for science awareness activities.
Balance of Programmes
It remains a challenge for the NRF to:
lOffer an appropriate mix of programmes to
address the needs across the spectrum of
basic, applied and strategic research;
l Manage binational and bilateral agreements
and commitments in line with South African
priorities; and
l
Ensure alignment of all science promotion
activities and programmes with government
policies.
CORPORATE INDICATORS
Corporate performance indicators and targets
according to the five strategic goals of the NRF,
are indicated in Table 2.
Table 2: Corporate indicators
Strategic
Indicator description
goal
Promoting internationally competitive research as basis for a knowledge economy
Proportion of grant expenditure to total RISA expenditure
Proportion of RISA grant expensed to the R4 billion per annum total income target (2015)
Average number of ISI publications per NRF-supported researchers across all disciplines
Average number of IBSS publications per NRF-supported researchers across all disciplines
Comparison of average ISI publications per NRF-employed researcher to national average
Growing a representative science and technology workforce in South Africa (externally)
Proportion of active researchers supported by NRF (ISI active ~ 3 000)
NRF-rated researchers as a proportion of active researchers in the country (ISI active ~ 3 000)
Proportion of NRF-rated researchers from designated groups to total number of NRF-rated researchers
Proportion of NRF-funded PhDs to total PhDs registered nationally
Proportion of NRF grantholders from designated groups to total number of NRF grantholders
Baseline
2008/09 Actuals
Black
Women
Black
Women
2010/11
Targets
2011/12
2012/13
1 014/1 311
1 014/4 000
4 161/2 430
N/A / N/A
1,84/2,87
77%
25%
1,7
N/A
65%
80%
26%
1,8
1,8
65%
80%
27%
2,0
2,0
70%
75%
28%
2,0
2,0
75%
2 430/3 000
1 922/3 000
316/1 922
499/1 922
1 370/9 994
656/2 422
897/2 422
81%
64%
16%
26%
14%
27%
37%
85%
65%
17%
26%
14%
30%
38%
85%
66%
18%
27%
14%
30%
39%
85%
67%
19%
28%
14%
32%
40%
Legend
Growing a representative science and technology workforce (NRF internally)
Providing cutting-edge research, technology and innovation platforms
Operating world-class evaluation and grant-making systems
Contributing to a vibrant national innovation system (efficiency indicators)
15
Table 2: Corporate indicators (continued)
Baseline
Strategic
goal
2008/09 Actuals
2010/11
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
832/1 207
69%
70%
Women
472/1 207
39%
40%
Disabilities
15/1 207
1,2%
1,3%
Proportion of South Africans from designated groups in three highest employment categories
Black
170/366
46%
46%
Women
125/366
34%
34%
Proportion of foreign nationals employed to total NRF staff
37/1 207
3,1%
3,0%
Staff turnover: below 5%
101/1 207
8,4%
7,9%
Proportion of seconded staff employed (to provide additional internal expertise) to total NRF staff
1/1 207
0,1%
0,1%
Proportion of training expenditure to total salary budget (R’000)
4,4/290,6
1,5%
1,8%
Proportion of NRF staff with postgraduate qualifications
234/1 207
19%
19%
Provide cutting-edge research, technology and innovation platforms
Proportion of NRF investment in providing research platforms at National Research Facilities
94,5/525,8
18%
22%
Proportion of RISA investment in research equipment at
92,3/1 123
8%
10%
Research Institutions and National Research Facilities
Proportion of RISA competitive grants investment in National Research Facilities
36/1 123
3%
2%
Proportion of RISA expenses invested in RISA information services and platforms
16,5/1 123
1,5%
1,5%
Proportion of investment in CAPEX
110,7/1 689,6
6,6%
3,5%
Ratio of RISA expenses allocated to researchers and HEIs for access to National Research Facilities
and equipment
Proportion of available grant funding disbursed
Proportion of rated researchers funded by NRF
Contributing to a vibrant national innovation system
Proportion of contract income to total income
Proportion of operating expenditure to total expenditure
Proportion of remuneration to total expenditure
Ratio of ICT expenditure to total expenditure
Ratio of RISA grant investment in Social Sciences and Humanities
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure
Targets
2011/12
16
70%
40%
1,5%
53%
39%
3,0%
7,0%
0,1%
2,0%
22%
72%
40%
2,0%
57%
43%
3,0%
5,0%
0,1%
2,0%
23%
21%
22%
10%
10%
2%
1,5%
4,0%
2%
1,5%
4,0%
–
N/A
0,005%
0,005%
0,005%
848/1 317
1 181/1 922
64%
61%
70%
60%
75%
65%
80%
70%
711/1 689,9
349,5/1 689,6
290,6/1 689,6
–
–
72,5/929
42%
21%
17%
N/A
N/A
7,8%
50%
20%
20%
4%
25%
7%
50%
20%
21%
5%
25%
8%
45%
21%
22%
7%
25%
7%
Legend
2012/13
BUSINESS
PLAN
Section
B
financial
Plan
17
SECTION B FINANCIAL PLAN
Funds are granted in three forms: discretionary funds,
ring-fenced funds as specified by the DST and contract funds.
FINANCIAL PLAN
NRF investment principles
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;
lA balanced strategy-driven versus demandpull approach is followed;
lInvestments are subject to rigorous meritbased, peer reviews and rating of the research
outputs of individuals;
lThe PhD is regarded as a critical systems
driver;
18
The NRF promotes cross-fertilisation and
rotation of expertise and talent between itself
and other entities in the NSI;
lThe NRF strives to appropriately allocate
resources throughout the organisation for
efficient delivery of services and strategic
goals;
l Core principles of fairness, transparency
and accountability apply to all investment
processes; and
l Contributing to the transformation of society
in terms of race, gender and disability is
considered at all times in order to redress
systemic social and economic inequalities.
l
Budget and Sources of Income
In order for the NRF to fulfil its goals, the entity
annually receives most of its funding from
the DST after a Medium-Term Expenditure
Framework (MTEF) submission for science and
technology to the National Treasury. Funding is
granted in three forms: discretionary funds; ringfenced funds that are earmarked and may not be
used for purposes other than those specified by
DST; and contract funds that are obtained from
DST and other government departments.
The NRF also manages various projects and
programmes on a contract basis while certain of
its business units also generate marginal income
by providing services.
As expected, the global economic contraction
has impacted South Africa as well as the NRF.
Within this context the MTEF allocation provided
a generous 4,3% increase for the 2010/2011
financial year. Looking further into the future the
MTEF also requires savings of R120 million over
the full three-year allocation period.
Figure 6: NRF allocation (MTEF) trend vs CPIX
(% Movement)
closed and, if at all possible, be reversed.
16
The current imbalance between the sources
of income has an impact on the longer-term
planning and operations of the NRF. Some of the
unintended consequences of this situation relate to:
lLong-term planning: Lack of assurance of
funding results in ad-hoc and short-term
planning, which does not necessarily allow for
the optimal use of funding; and
l Human resources: Staff capacity is seriously
strained to fulfil contract responsibilities. On
the other hand, staff dedicated to contract
obligations can not be appointed on a
permanent basis and this situation impacts
negatively on capacity-building efforts.
14
12
10
8
6
4
2
Figure 6 provides an overview of the trend over
five years in the allocation of discretionary and
ring-fenced funds to the NRF when set out
against the Consumer Price Index (CPIX). This
trend poses serious challenges to the NRF
with regard to financial sustainability and the
diversifying of income streams.
Tables 3 to 6 on the next page give information
on the budget up to 31 March 2011, the threeyear MTEF projections for discretionary and ringfenced funds, as well as on sources of funding.
It is clear that contract funding has exceeded
the discretionary allocation as a source of
income. Although the NRF is committed to
further increasing its contract funding to fulfil its
mandate, the gap between allocated government
funding and contract funding should ideally be
0
-2
2006/07
2007/08
% MTEF movement
Linear (CPIX)
2008/09
2009/10
Baseline
2010/11
CPIX
Linear (% MTEF movement)
In the financial year to come, the NRF will continue
to motivate for an increase in government allocation
and continue discussions to limit contractual
funding due to its unsustainable and uncertain
nature and impact on operational activities.
The NRF budget allocation from the DST for
the year ending 31 March 2011 is indicated in
Table 3 on the next page.
19
Table 3: Abridged budgeted income statement for the year ending 31 March 2011 (excluding Innovation Fund)
Budgeted 2010/11
Government grant
Funds brought forward
Deferred income
Contract income
Interest received
Internal transfers
NZG entrance fees
NZG retail and other sales
Other income
Total income
Salaries
Running expenses
Grants and bursaries
Capital expenditure
Total expenditure
Net budgeted unspent funds/(deficit) for the
year
Projected unspent funds/(deficit) excl. PRMB*
PRMB add back for the year
Budgeted unspent funds excluding PRMB
* Post-retirement Medical Benefit
SAAO HartRAO SAIAB HMO SAASTA
NZG SAEON
R’000
R’000 R’000 R’000
R’000 R’000 R’000
29 741
19 482 11 359 9 118
15 099 46 794 17 000
–
475
–
–
3 191
–
2 000
2 200
1 080 1 805 1 072
870
–
100
16 984
322 9 169 8 993
28 000
–
3 000
70
648
200
346
1 000
–
250
1 090
1 405
2 578 4 139
1 620
–
–
–
–
–
–
– 22 012
–
–
–
–
–
–
–
–
1 436
102
1 379
682
1 155 17 516
100
51 520 23 514 26 491 24 350 50 935 86 322 22 450
36 699
14 625 15 124 11 622
11 239 52 557
5 000
14 821
7 809 11 942 7 683
31 546 35 844
5 860
–
–
– 1 658
8 000
–
9 090
–
1 080
999 3 480
150
–
2 500
51 520 23 514 28 064 24 443 50 935 88 401 22 450
RISA
R’000
482 399
–
4 789
638 961
27 049
23 083
–
–
–
1 176 281
91 581
123 579
961 666
5 106
1 181 932
iTHEMBA
R’000
122 216
–
26 957
17 893
3
33 370
–
–
9 548
209 898
94 365
86 698
–
26 327
207 391
(5 561)
2 507
–
– (1 574)
(93)
– (2 079)
–
–
(6 890)
(12 597)
8 818
–
3 168
(5 499)
1 488
(1 503)
(123)
403
280
(1 162) 1 561
322
45
(839)
33
–
–
(93)
1 859 (808)
–
–
1 859 (2 887)
–
–
–
–
–
–
4 650
2 258
17
17 247
–
4 650
2010/11
R’000
54 650
47 370
4 118
6 000
284
24 066
3 250
139 738
2011/12
R’000
68 427
49 596
4 312
6 282
295
34 257
3 403
166 572
2012/13
R’000
71 848
52 076
4 528
6 596
310
35 970
3 573
174 901
Table 5: Ring-fenced allocation for 2010/11 MTEF
Table 4: Three-year projection of the NRF 2010/11 MTEF allocation
NRF baseline
RISA
SAASTA
Ring-fenced funding (SKA)
Total
Year-on-year movement
20
2010/11
R’000
482 399
255 710
15 099
14 121
767 329
6%
SKA
NRF
R’000
R’000
14 121
767 329
–
5 666
8 365
47 239
454 731 1 178 052
–
29 566
–
67 285
–
22 012
–
–
–
31 829
477 217 2 148 978
41 412
374 224
77 639
403 421
31 346 1 011 760
326 820
366 462
477 217 2 155 867
Projection
2009/10
NRF
R’000
722 600
74 497
41 724
1 354 148
51 234
89 237
20 413
12 882
17 928
2 384 662
353 531
395 508
1 400 105
248 114
2 397 260
2011/12
R’000
514 236
279 530
16 025
14 785
824 576
7%
2012/13
R’000
501 861
273 939
15 705
15 524
807 029
-2%
The NRF line item allocation included in RISA
baseline for the 2010/11 MTEF
Science and Technology Agreements Fund (STAF)
Centres of Excellence
Key International Science Capacity
Southern African Large Telescope (SALT)
High Energy Stereoscopic System (HESS)
Innovation Honours Bursaries/Scholarships
South African Biosystematics Initiative (SABI)
Total
Table 6: NRF sources of funding for the year ending 31 March 2011
RISA
DST RISA core grant and ring-fenced
DST Innovation Fund
the dti THRIP
Summary
458 608
463 351
482 399
1 400
–
–
–
1 000
150 452
163 823
158 400
800
2 000
1 800
60 189
–
400
530 693
0
SAASTA MTEF
13 922
15 036
15 099
SAASTA contracts and other
25 488
52 274
34 966
109 296
117 323
122 216
32 989
51 049
60 724
iThemba MTEF
iThemba contracts and other
SAAO MTEF
26 479
28 597
29 741
SAAO contracts and other
24 329
26 057
19 580
HartRAO MTEF
17 345
18 733
19 482
HartRAO contracts and other
3 040
11 372
2 952
SAIAB MTEF
10 113
10 922
11 359
SAIAB contracts and other
15 796
22 977
13 326
8 118
8 767
9 118
HMO contracts and other
14 445
13 391
14 160
NZG MTEF
46 461
44 871
46 794
NZG contracts and other
50 728
46 531
39 528
SAEON MTEF
12 398
15 000
17 000
4 359
5 606
5 350
12 648
–
14 121
SAEON contracts and other
SKA
Budget
2010/11
R’000
875 898
HMO MTEF
SAEON
Projection
2009/10
R’000
50 921
RISA contracts and other
National
Research
Facilities
2 400
Actual
2009/10
R’000
453 547
DoL Scarce Skills Development Fund
SAASTA
Figure 7: Comparison of sources of funding
SKA MTEF
SKA contracts and other
116 824
291 169
454 731
Total NRF Science Vote Funding
715 388
722 600
767 329
Contracts and other
Total funding
942 918
1 620 336
1 334 410
1 658 306
2 342 936
2 101 739
2008/09
2009/10
Contract and other
2010/11
Ring-fenced grant from DST
Core grant from DST
The current MTEF allocation shows a significant
shift from ring-fenced funds to baseline
allocation (core grant) following very positive
and constructive deliberations with the DST. It is
expected that ongoing deliberations regarding
contract projects and ring-fenced work will
correct the gap between the funding sources in
favour of discretionary funds over the three-year
MTEF period. This positive development would
allow the NRF more flexibility in terms of its
financial and business planning.
21
Table 7: Abridged Financial Statements 2010/11 to 2012/13
Income Statement
Government grant
Funds brought forward
Contract income
Interest received
Other income (sales and transfers)
Total income
Deferred income
Net income
Salaries
Running expenses
Grants and bursaries
Total expenditure
Net unspent funds/(deficit) for the year
Accumulated unspent funds excl. PRMB
2010/11
R’000
767 329
5 666
1 178 052
29 566
121 126
2 101 739
(319 223)
1 782 516
374 224
403 421
1 011 760
1 789 405
(6 890)
17
2011/12
R’000
824 576
938
1 200 872
29 438
124 834
2 180 658
(301 397)
1 879 262
401 677
414 938
1 064 590
1 881 205
(1 944)
45
2012/13
R’000
807 029
950
1 099 213
28 045
126 589
2 061 826
(221 591)
1 840 236
427 152
424 846
990 354
1 842 353
(2 117)
11
Balance Sheet
Property, plant and equipment and intangible assets
Inventory
Receivables
Cash and investments
Total assets
Accumulated funds
Post-retirement medical liability
Deferred income on assets
Payables and provisions
Total liabilities
826 988
5 400
311 000
525 971
1 669 359
31 811
98 200
825 888
713 460
1 669 359
1 128 385
6 000
298 000
552 368
1 984 753
29 869
101 051
1 127 285
726 549
1 974 753
1 349 976
9 500
332 000
513 282
2 204 758
27 751
103 833
1 348 876
724 298
2 204 758
Category
Cash Flow Statement
Category Cash flow from operating activities
Cash flow from investing activities
Cash flow from financing activities
Net increase/(decrease) in cash and cash equivalents
22
274 362
(366 462)
(320)
(20 612)
349 936
(353 023)
(270)
26 397
224 964
(283 349)
(235)
(39 086)
BUSINESS
PLAN
Section
C
human
resources
and management
23
SECTION C HUMAN RESOURCES AND MANAGEMENT
The NRF seeks to redress the historical legacy of workplace
discrimination and has adopted specific targets for gender, race
and disability representation.
HUMAN RESOURCES AND MANAGEMENT
Introduction
business in terms of:
Corporate Human Resources (HR), in
l
Management reporting;
partnership with the HR offices at the respective
l
Policy adherence and compliance;
NRF business units, is responsible for:
l
Standards and consistency, and
processes, especially relating to the sourcing
l
Capacity building.
of individuals with the skills sets required
l
Staff recruitment and retention;
l
HR systems, policies and administration;
l
Group remuneration and benefits;
Human Resources Activities
l
turnover trend experienced at RISA over the
past five years;
l
Improve the retention and the recruitment
within the organisation;
l
Continue to drive and give more prominence
Employee relations;
Informed by the needs expressed in the various
to the need for individual business units to
l
Employee training and development; and
business unit strategic and annual business
take ownership for implementing the revised
l
Organisational development.
plans, corporate HR will pay particular attention
to the following ongoing key areas and activities
The function is tasked with ensuring
in 2010/11:
best practice in these areas across the
l
24
Address the 2% above national average staff
NRF succession planning process;
l
Implement the revised NRF Integrated
Performance Management System, especially
in business units that are struggling
to embrace the process as a business
improvement and management tool;
lReview the Management Development
Framework and accelerate its implementation
across all business units;
lReview and implement the Corporate HIV/
AIDS and Employee Health and Wellness
Strategy and policy through the appointed
committees across all business units;
l Continue to provide strategic input and advice
to key projects, such as the SKA, on relevant
HR inputs required to assure success;
l advance and expand the new HR system
across the NRF and all of its facilities
(Resource Link);
l Continue HR policy development to ensure
that it aligns with the mission, vision and
values of the organisation;
Review and realign HR and payroll processes
and procedures across all business units
to address and deal with audit findings in a
corrective as well as a proactive manner;
lImplement the newly developed Remuneration
Policy in line with the agreed implementation
plan to ensure that the strategic objectives
in relation to market positioning and staff
retention are met; and
lRefine and develop the current job evaluation
process and market benchmark strategy to
align with the new Remuneration Policy.
l
Employment equity
Like other organisations in the democratic
South Africa, the NRF has sought to redress the
historical legacy of workplace discrimination by
introducing the Employment Equity Act (1998).
However, in view of the ongoing imperative for
transformation, the NRF has adopted specific
targets related to gender, race and disability
(refer to Table 1: Internal Human Resources
and Transformation). Over the longer term, the
NRF will focus on obtaining better representivity
of designated groups in the three highest
employment categories.
HR INDICATORS
Key performance targets for Corporate Human
Resources and Transformation are provided in
Table 2 on page 15 and Table 14 on page 75.
25
BUSINESS
PLAN
Section
D
NRF
CORPORATE
SERVICES
26
SECTION D
NRF CORPORATE SERVICES
Business challenges are being addressed by new initiatives,
among them a sustainability plan and the NRF Growth Strategy
that aims at diversifying funding streams.
Introduction
In addition to Corporate Finance and HR,
corporate services include Corporate
Communications, Legal Services, ICT,
Governance and New Business Development.
Corporate communications
Corporate Communications secure a positive
corporate image through publications, corporate
events management, branding, and so forth.
Corporate legal services
Corporate Legal Services and Industrial Relations
are in the process of being established as a
corporate function and will include specialised
legal advice, documentation support, litigation
management and promotion of fair labour
practices across the organisation.
Information and communication
technology (ICT)
ICT will continue to consolidate and implement
the NRF-wide ICT strategy. This includes the
development and maintenance of enhanced
functionalities providing solutions to the ICT needs
of respective business units of the NRF. ICT is,
among others, developing the NRF Online Mark
2 and is ensuring integration between systems
such as Phoenix and the Research Information
Management System (RIMS).
Corporate governance
Corporate Governance is responsible for:
lStrategic planning and reporting;
lBusiness intelligence;
lRisk management;
lInternal audit; and
l
Sustainability management.
During 2010/11 a sustainability plan and
indicators will be launched for the NRF. Core
indicators are based on the Global Reporting
27
SECTION D
4 000
3 500
3 000
2 500
Figure 8 indicates the budgetary growth required
up till 2014/15 in order to discharge the mandate
of the NRF. The red line indicates projected
growth without intervention, while the green line
shows the expected intervention of NBD.
2 000
1 500
1 000
500
Figure 9: The New Business Development process cycle
1.
Apply for
funding
support
14.
Close
project
2.
Engage owner
of initiative
3.
Evaluate
funding support
application
9.
Submit
funding
proposal
8.
Engage
funder
7.
Develop
funding
proposal
5.
Establish project
management
team
6.
Conduct
market
research
15
14
14
/
13
/
Total
20
12
/13
20
20
11
11/
12
/10
10
/
20
Contracts
4.
Engage
stakeholders
New business development process cycle
10.
Agree
contract
20
09
Core and ring-fenced
11.
Implement
project
28
08
20
The initiatives of NBD focus on relations and
resources that can be unlocked in government,
/09
0
07/
08
New business development
The New Business Development (NBD)
Directorate is responsible for implementing the
NRF Growth Strategy that aims at diversifying
12.
Monitor,
evaluate,
report
4 500
20
– Environmental performance (energy and
water consumption, greenhouse gas
emissions and waste production);
– Labour practices (employment and labour
relations demographics, diversity and equal
opportunities); and
– Society impact (corruption management)
and economic performance.
13.
Solidify
relationship
with funder
Figure 8: Projected MTEF allocation and the required
budgetary growth (R’m)
the NRF funding streams. NBD will roll out the
strategy that is aimed at securing R200m for the
2010/11 financial year in addition to the MTEF
projections. This growth is required to realise
the objectives of the NRF Strategic Plan, Vision
2015.
20
Initiative’s (GRI) Guidelines on:
Growth
industry and through engagements with the
Projects and initiatives for which funds are being
international community. The approved initiatives
of the NRF requiring funding are at different
stages of the project cycle outlined in Figure 9.
sourced have been prioritised and are part of the
growth plan of the NRF for 2010/11. Projects
are outlined in Table 8.
Table 8: Key projects included in the NRF growth plan
Initiative title
SAPhD
NRF unit
RISA
Brief description
Pursues various funding and partnership opportunities that will advance the modalities contemplated under the SA PhD
Project to increase PhD production in the NSI.
NRF recapitalisation strategy of National
Research Facilities
SAEP relaunched
RISA
A comprehensive strategy meant to be an integrated single-reference document identifying the combined needs of the
NRF Research Facilities (fixed assets; operational platforms; research equipment; staff; skills; energy), to enable them to
fulfil their mandate within the NSI.
The NRF is relaunching the South Africa Education Programme (SAEP) concept as a vehicle to deliver on the objectives of
the SA PhD Project through studies abroad.
Ihlabathi: Core to space
Johannesburg Observatory
Science outreach
Offsets Partnerships for Applied Science (OPAS)
HMO
SAASTA
SAASTA
RISA
HMO's flagship initiative is intended to exploit advantageous strengths and positioning for geomagnetic research.
SAASTA's flagship programme for a major upgrade of the Johannesburg Observatory site.
Coordinated effort for growth in science outreach across SAASTA and the National Research Facilities.
Accessing the National Industrial Participation Programme (NIPP) of SA to facilitate fulfilment of obligations by obligors,
through investment in R&D capacity building.
Regional Space Weather Centre
HMO
HMO was declared the International Space Environment Service (ISES) Regional Warning Centre (RWC) for Africa in 2007.
The required specialist facilities are not in place at HMO, and funds have to be obtained to live up to the RWC status.
Other CoEs
RISA
Various Centres of Excellence (CoE) initiatives are being pursued outside of the DST-NRF CoEs framework, which will also
be managed by NRF.
Science outreach busses
ATHRP
THRIP equivalents
HMO
RISA
RISA
HMO requires two 40-seater busses to provide transport for its science outreach programme.
Management of DAFF’s Agricultural Technology and Human Resources Programme (ATHRP), a THRIP equivalent.
Targeted influence on other government departments to establish their own THRIP equivalents.
The NRF also aims at leveraging and channelling funding for research in the areas of the Social Sciences and Humanities as well as in Economic Sciences and
Finances.
29
BUSINESS
PLAN
Section
E
risa
30
SECTION E
RISA
Coral polyp mouth, by Camilla Floros.
This is a macro shot showing the mouth of a coral polyp surrounded by tentacles. It was also the overall winner in the SAASTA Science Lens science photography competition (www.saasta.ac.za). Corals feed via their
tentacles, which have stinging cells that are lethal to tiny prey. Despite the tiny size of individual corals, they are the building blocks of coral reefs and are responsible for building the largest living structure on earth:
the Great Barrier Reef. Corals are under threat due to global climate change. This coral is one of many that are being grown in a research aquarium. The aim is to cultivate corals in aquaria to reduce the pressure of
collecting colonies from the wild and disturbing the coral reefs.
RISA is the funding agency that translates government
strategies into funding offerings and development programmes
for the benefit of research institutions and researchers.
RESEARCH AND INNOVATION SUPPORT
AND ADVANCEMENT (RISA)
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.
Sources of funding
RISA disburses funding from various sources,
including:
lDiscretionary funds allocated to the NRF via
the DST;
Ring-fenced and contract funds received from
DST; and
l Contract funds received from other
government departments, for example:
– Department of Higher Education and
Training (DoHET);
– Department of Trade and Industry (the dti);
and
– Department of Environmental Affairs (DEA).
l
These ring-fenced and contract funds are
disbursed according to strict criteria laid down by
the respective sponsors.
Investment areas
RISA has identified broad investment areas. They
are listed in Table 9 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
31
SECTION E
by demand. Where possible, investments using
the discretionary budget are made to balance
any inconsistencies that may arise in the contract
and ring-fenced funding, thus ensuring that the
total investment is aligned with the strategic
context described above.
Table 10 provides an overview of the funding
offerings and opportunities provided to
grantholders per investment area, as well as
the business cycle followed to manage these
offerings. Opportunities are diversified, yet
streamlined in order to cater for the needs
of stakeholders while increasing operational
efficiencies.
32
RISA
Table 9: RISA’s investment areas
Investment area
Established researchers (SARChI, Incentive funding for rated
researchers, Competitive support for rated and unrated researchers)
Core/
Discretionary
R’000
%
Contract and
Ring-fenced
R’000
%
R’000
%
72 500
20,2
207 575
28
280 075
25,3
22,02
53 352
7
132 452
12
31
0,06
101 010
155 331
13
21
212 410
155 531
19,2
14,1
0,42
134 405
18
135 906
12,3
4,0
0,31
94 275
–
13
0,00
108 675
1 100
10
0,10
22
–
0,00
79 061
7
100
745 948
100 1 105 210
100
Human capital development (Thuthuka; research niche areas;
79 100
free-standing support for postgraduate students)
Strategic knowledge fields (many varied opportunities; and CoE)
111 400
Applied and industrial research and innovation (including THRIP)
200
Strategic platforms (equipment; nano-science flagship projects and
1 500
programmes directed by the NRF)
International initiatives (including bilateral and binational agreements)
14 400
Community engagement research
1 100
Focus area programmes (existing commitments that are being
79 061
phased out)
Total
359 261
Total
Table 10: Major funding opportunities managed by RISA
Call Schedule for 2010
Investment area
Funding Programme
South African Research Chairs Initiative
(SARChI)
Incentive funding for rated researchers
Established
Competitive support for rated researchers
researchers
Competitive support for unrated
researchers
Bioinformatics
Thuthuka
Research Niche Areas
Bioinformatics and Functional Genomics (M.D.PhD)
Human and
Space Science and Technology (H.M.D. PhD)
Institutional
Professional Development Programme (PhD)
Capacity
NIH-NRF Research Transition Programme (PhD)
Development
SHIP/DST Innovation and SSDF
(HICD) and
Disabled (M.D.)
unrated
Postdoctoral
researchers
NRF/DAAD for Master’s and Doctoral
Hon/M and Doctoral block grant
SKA Scholarships Programme
CoE (DEAT)
CoE call for DST
Blue Skies
SABI
SEAChange
SANAP – closed call
Strategic
AOP (infrastructure call)
knowledge fields
ACEP
AGAP
IKS
Education research
Drug discovery
PAST
2009
Dec Jan
Feb
Mar Apr
2010
May Jun Jul
Call
Aug
Sep
Oct
Nov
Dec
Jan
2011
Feb Mar Apr
Subject to discussion with funders
Announcement to follow
Call
X
No call
x
x
Call
Call
Call
Call
Call
Call
Call
Call
Call
Call
X
X
Call
X
Call
Call
X
Block grants: applications, nominations and monitoring
Call
X
No call
No call
Call
X
Call
Subject to availability of funds
Call
Call
X
No call
Call
X
Call
Call
X
33
SECTION E
RISA
Table 10: Major funding opportunities managed by RISA (continued)
Call Schedule for 2010
Investment area
Applied and
industrial
research and
innovation
Strategic
platforms
International
initiatives
Community
engagement
Individual
evaluation and
rating
Funding Programme
THRIP
2009
Dec Jan
2010
May Jun Jul
Call
Mar Apr
SANHARP bursaries and school outreach programme
For 2011
Year of funding – The year in the shaded bar refers to the funding year.
X – Expected date for results.
Call – Call for proposals.
Sep
Oct
Nov Dec
X
Jan
Call
Closed call for Facilities
Call
X
Call
X
No fixed timelines, call depends on negotiations with our international partners
No call
Programme phased out
Call
X
Community Engagement Grants
For 2010
Aug
NRF internal selection processes
Research Infrastructure Support Programme (NEP,
NNEP, Grand Challenges)
Research and Innovation Reward Programme
Competitive support for collaborative research with NRF
Synchrotron/Mobility Grants
Binationals (SA – x)
Bilaterals (NRF – x)
Focus on Africa
Royal Society
KISC
KIC
Shaded bar – Represents call periods.
34
Feb
Call
2010
X
X
2011
2011
Feb Mar Apr
Values of Bursaries
and Scholarships
Bursary values, as indicated in Table 11, will
not be increased in 2010/11 due to funding
constraints. These values have remained stagnant
since 2008/09. Going forward, the NRF will have
to find ways of substantially increasing values at
all levels in order to impact on the development
of highly skilled human resources. Given the
prohibitive socio-economic situation of the
majority of the South African population, this issue
is a major concern that will have to be addressed
through prioritisation exercises.
Table 11: Values of bursaries and scholarships
Free-standing scholarships and fellowships
Prestigious and Equity Scholarships (full-time study/research only)
Honours/BTech (final year) – block grant
Master’s degree – block grant
Doctoral degree (in South Africa)
Doctoral degree (abroad)
Postdoctoral Fellowship (in South Africa)
Postdoctoral Fellowship (abroad)
Once-off travel grant during tenure of Master’s, Doctoral, Postdoctoral award
R20 000 p.a.
R40 000 p.a.
R60 000 p.a.
US$12 000 p.a.
R120 000 p.a.
US$16 500 p.a.
R 5 000
Department of Higher Education and Training Scarce Skills Development Fund and scholarships
for students with disabilities
Honours (full-time) – block grant
Master’s (full-time)
Doctoral (full-time)
Postdoctoral
Disabled students qualify for a further R15 000 for assistive devices on request.
Innovation Scholarships
Honours: Bursary – block grant Master’s (full-time)
Doctoral (full-time)
Postdoctoral Fellowship
Stipend
R150 000
Contribution towards running expenses
R30 000
Total
Grantholder-linked bursaries
Student assistantships
Final year undergraduate (full-time)
Honours/BTech (full-time)
Bursaries and Fellowships
Master’s degree (full-time)
Master’s degree (part-time)
Doctoral degree (full-time)
Doctoral degree (part-time)
Postdoctoral (pro-rata per month)
R30 000 p.a.
R50 000 p.a.
R75 000 p.a.
R100 000 p.a.
R35 000 p.a.
R60 000 p.a.
R90 000 p.a.
R180 000 p.a.
R8 000 p.a.
R20 000 p.a.
R40 000 p.a.
R10 000 p.a.
R60 000 p.a.
R12 000 p.a.
R80 000 p.a.
35
SECTION E
Table 11: Values of bursaries and scholarships (continued)
South African National Antarctic Programme (SANAP) and African Origins Project (AOP)
Final year undergraduate (full-time)
Master’s degree (part-time)
Doctoral degree (part-time)
South African Research Chairs Initiative (SARChI)
No part-time bursaries are awarded
Grantholder-linked staff development grant (bursary)
Bursary
RISA Programmes and Activities:
Knowledge Fields Development
The broad aim of the directorate for Knowledge
Fields Development (KFD) is to facilitate the
creation of new knowledge and research
capacity within the context of national research
and developmental challenges. This is achieved
by extending the frontiers of existing knowledge
and expertise, and developing new fields of
knowledge and associated research capacity.
KFD activities
KFD achieves these goals by:
36
RISA
promotion of strategic research through partnering
programmes. During 2010/11 NRF will:
Maintain seven DST/NRF CoEs (see Box 1 on
the next page);
l Consolidate new CoEs or CoE–like platforms,
such as
– Applied Centres for Climate and Earth
Systems Science (ACCESS); and
– National Institute for Theoretical Physics
(NITheP);
lEstablish new CoEs or CoE-like platforms,
such as
– Global Change and Sustainability (DST);
– Indigenous Knowledge Systems (DST);
– Bio-Safety (Department of Water and
Environmental Affairs (DWEA) );
– Water (Rand Water);
– Department of Agriculture, Forestry and
Fisheries (DAFF) CoE; and
– Human and Social Dynamics – related CoE;
lSupport transition of the South African
National Antarctic Programme (SANAP) to
new Polar Research Entity 2010-2012;
l Maintain and implement the
– African Origins Programme (AOP) that
focuses on South Africa’s geographical
advantage in palaeonthological, palaeoanthropological and archaeological research;
– DST-Emory University Drug Discovery
Programme;
– South African Biosystematics Initiative
(SABI) (see Box 2 on page 38) with DST
and DWEA; and
– South African Network for Coastal and
Oceanic Research (SANCOR) Society,
Ecosystems and Change (SEAChange); and
l Manage or part-manage
l
R8 000 p.a.
R25 000 p.a.
R40 000 p.a.
R10 000 p.a.
R65 000 p.a.
R12 000 p.a.
R90 000 p.a.
–
R15 000 p.a.
R33 000 p.a.
R55 000 p.a.
R120 000 p.a.
R25 000 p.a.
Investigating, mapping and analysing research
interests and trends within and across
disciplines and knowledge fields;
lPromoting active interaction between
researchers within and across disciplines and
knowledge fields;
lStrengthening scientific and professional
organisations in the South African research
community; and
lRefining and redefining research calls in view
of the above developmental interventions.
l
Knowledge development initiatives include the
– DST/Institute of Electrical and Electronics
Engineers (IEEE)/NRF Collaborative
Agreement; and
– Global Change Research Plan (GCRP).
Part of the funding policy for research proposals
for ring-fenced and strategic initiatives is that
at least 30% of the funding allocated to each
proposal must be committed to human capital
development.
Knowledge development initiatives also
include programmes supported through NRF
discretionary funds. During 2010/11 KFD will:
l Honour commitments in the current Focus Area
Programme until its phasing out by 2011;
lImplement changes to the Blue Skies
Research Programme;
lFinalise the Community Engagement
framework document;
l Create conditions for full implementation
of the Competitive Programme for Rated
Researchers;
lImplement the Competitive Research
Programme for Unrated Researchers; and
lRoll out the Education Research Programme.
recent KFD Highlights
The KFD has engaged a number of role
players for the establishment of additional
CoEs. These CoEs were:
– ACCESS; IKS; Global Change and
sustainability by the DST;
–W
ater and Environmental Affairs: CoE in
Bio-Safety; and
– Rand Water by DWEA in water.
lThrough KFD, the DST arranged two meetings
with the five rural institutions to clearly detail
l
Box 1: Centres of Excellence and host institutions
The following CoEs have been established:
l Centre of Excellence in Biomedical TB Research:
New tools for the diagnosis, treatment and prevention of tuberculosis (University of the Witwatersrand and
Stellenbosch University).
l Centre of Excellence: Birds as Keys to Biodiversity Conservation:
Understanding and maintaining biodiversity using birds as indicators (University of Cape Town).
l Centre of Excellence in Invasion Biology:
Biodiversity consequences of biological invasions (Stellenbosch University).
l Centre of Excellence for Tree Health Biotechnology:
Understanding and combating diseases of South Africa’s indigenous trees (University of Pretoria).
l Centre of Excellence in Catalysis:
Innovation in catalysis as a key process in the chemical and manufacturing sector (University of Cape Town).
l Centre of Excellence in Strong Materials:
Understand and improve properties of advanced strong materials to increase efficiency and reduce cost
(University of the Witwatersrand).
l Centre of Excellence in Epidemiological Modelling and Analysis:
Mathematical Modelling to understand, predict and combat diseases – Stellenbosch Institute for Advanced Study (STIAS).
Centres of Excellence have been established to:
– Exploit the competitive advantage vested in outstanding researchers;
– Reward, retain, sustain and improve scientific excellence;
– Integrate smaller and related research initiatives into one programme;
– Achieve economies of scale through optimising resources and effort by sharing personnel, equipment, data
and ideas;
– Provide secure and stable funding for research and knowledge dissemination;
– Support planned, strategic, long-term research; and
– Reduce micro-management.
Centres of Excellence aim to:
– Promote knowledge and human capital in areas of strategic importance to South Africa;
– Promote collaborative research;
– Develop interdisciplinary research;
– Systematically develop a creative research training environment that is internationally competitive;
– Strive for the highest standards of quality, international competitiveness and esteem of their science; and
– Diffuse knowledge to where it is needed.
Budget for Centres of Excellence for 2010/11: R47m
37
SECTION E
its approach to the evolving concept of the
DST’s Community-University Partnership
Programme (CUPP). At these meetings it
was agreed that the NRF would circulate a
new framework document to the five rural
institutions, enabling these to submit new
three-year work-plans to the NRF that would
be in line with the terms of reference for the
newly constituted CUPP programme.
RISA programmes and activities:
Applied Research and Innovation
Applied Research and Innovation’s (ARI) role as
a directorate is to encourage applied research
that has commercialisation potential and that will
contribute to societal well-being by addressing
issues related to sustainability, housing, good
governance, community health, poverty alleviation,
food security and community security. ARI regards
applied research as being research with outcomes
that service immediate, as well as medium- and
long-term needs.
The directorate will further develop mechanisms
for promoting applied research that supports and
takes account of:
lIndustry (through THRIP – see Box 3,
sponsored by the dti);
Box 2: South African Bio-systematics Initiative (SABI)
Chronically deficient support for the biosystematics sector has resulted in an alarming reduction in human and
institutional capacity, aggravated by an absence of coordination and leadership within the discipline. When SABI was
created, this sector clearly stood at a point where recovery and future progress were under serious threat. SABI therefore
aimed to provide strategic leadership at a national level to reverse this trend.
The purpose of SABI is to develop a representative community of biological systematists, well supported by government
and society, which could address exciting and important issues relevant to South Africa’s rich biological heritage.
The high-level objectives of SABI are to:
enhance South Africa’s capacity to undertake research in systematics, thereby establishing a skills base
and information platform at the foundation of all scientific endeavour in the life sciences, such that full potential of
South Africa’s unique biological resources can be realised and safeguarded for the future benefit of all;
l Take a leading national and international role in the application of innovative approaches to re-establish systematics
as fundamental sciences underpinning biological research; and
l Unlock the full potential of South Africa’s biological and human resources through the enhanced practice of
systematics science using modern, innovative and exciting methods.
l Significantly
Budget for SABI for 2010/11: R3m
38
RISA
Natural resource management and related
service delivery (land, water, energy) through
a set of contract research programmes in
Energy, Bio-informatics and Space Science
and a suite of Grand Challenge Programmes;
and
l Complexity and integration, that is, the
capacity of applied research to effect change
through inter-relationships and interdependencies through the Akili Complexity
and Integration Initiative (CII).
l
To achieve its purpose ARI must establish
cooperative, sound and effective working
processes with all the other NRF directorates
and facilities.
ARI Activities
In 2010/11, ARI has planned the following so
that it can contribute to the growth plan of the
NRF:
l Government relations and resources: it is ARI’s
aim to offer human resource development and
applied research by engaging with individual
government departments, and also engage at
the level of the National Planning Commission;
lIndustry relations and resources: ARI aims
to offer human resource development and
applied research. This platform will grow the
knowledge economy through THRIP; and
l
Academic relations and resources: ARI aims
to develop a CoE, and research chairs in
the field of understanding complexity and
integration so as to support the well-being of
social-ecological systems. This will be possible
through a sound working relationship with the
KFD and HICD business units.
Recent ARI Highlights
lTHRIP participated in the dti annual awards,
with a strong representation of THRIP
projects and finalists in the exhibition and at
the awards dinner. THRIP was commended by
the Minister of Trade and Industry; and
lSouth African Nuclear Human Assets and
Research Programme (SANHARP) has moved
towards a motivation to create a Centre of
Competence for the nuclear industry.
RISA PROGRAMMES AND ACTIVITIES:
HUMAN AND INSTITUTIONAL CAPACITY
DEVELOPMENT (HICD)
The South African PhD Project
The primary activities of the South African PhD
Project are to:
lDevelop a “one-stop-shop” clearinghouse
comprising of an interactive website for
visitors, which comprise mainly students,
academics, employers and funders, to provide
them with information;
lForm doctoral student associations to serve as
a peer and mentor support network as well as
to provide forums for knowledge sharing and
discussions on current and emerging topics;
and
lFoster collaborative private-public partnerships
for human capital development in South Africa.
Human Capacity Programme
The Human Capacity Programme focuses on
supporting the establishment of a highly-skilled
human resource base in South Africa through
various sub-programmes, namely:
lStudent and Postdoctoral Support that
focuses on the funding of postgraduates
Box 3: The Human Resources and Technology for Industry Programme (THRIP)
THRIP is a partnership programme funded by the dti and managed by the NRF. It aims to improve the competitiveness
of South African industry by developing technology and highly skilled human resources. Through THRIP, on a cost-sharing
basis with industry, government helps to create long-term partnerships between HEIs and industry. These combine
industry’s need to find solutions to identified technological problems with the need to produce highly-skilled researchers
and technology managers.
THRIP’s objectives are to:
l Promote increased interaction among researchers and technology managers in industry, HEIs and Science, Engineering
and Technology Institutions (SETIs), with the aim of developing skills for the commercial exploitation of science and
technology (S&T);
l Encourage industry and government to increase their investment in research, technology development, diffusion and
the promotion of innovation;
l Promote increased collaboration between large and small enterprises, HEIs and SETIs by conducting research and
development activities leading to technology transfer and product or process development; and
l Promote large (thematic) collaborative research and development projects in the dti priority areas.
Budget for THRIP for 2010/11: R151m
at Honours, Master’s, Doctoral levels and
Postdoctoral fellows (see Box 4);
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;
lStrategic projects for human capital
development in defined areas or disciplines;
lThe Scarce Skills Development Fund (SSDF),
which is aimed at training in scarce skills at
the postgraduate level, especially in the fields
of science and technology. The target groups
are Honours, Master’s and Doctoral students
l
and Postdoctoral researchers. Within these
groupings persons with disabilities, women
and black students are also specifically
targeted. Financial resources for the SSDF
were derived from the National Skills Fund
(NSF) that was hitherto managed by the
Department of Labour (DoL) and has now
migrated to the newly proclaimed Department
of Higher Education and Training (DoHET); and
lDST contract funding for building capacity
in specific areas that are aligned with the
various National Research And Development
Strategies and the Grand Challenges
identified by the DST in the Ten Year
Innovation Plan. These funding instruments
take the form of block grants to institutions,
39
SECTION E
freestanding competitive awards and support
for strategic projects.
Institutional Capacity Programme
The Institutional Capacity Programme hosts a
number of sub-programmes with the mandate of
Box 4: Innovation Bursary Scheme
The primary aim of the Innovation Bursary
Scheme is to enable qualifying graduates,
particularly from designated groups, to further
their studies, thereby contributing to the
provision of high-level skilled personnel critical
for driving the country towards a knowledgebased economy. The Programme provides
financial support to students at Honours,
Master’s and Doctoral study levels. The NRF
markets and promotes postgraduate bursaries
and scholarships to potential applicants through
media advertising and institutional visits.
The programme aims to:
l Support Honours, Master’s, and Doctoral
level training through the provision of
bursaries and scholarships;
l Increase the attainment of higher
qualifications by the youth especially among
the designated groups and historically
marginalised groupings; and
l Increase postgraduate scholarships
substantially in terms of both numbers and
values.
Budget for Special Pilot Honours Bursary
and Bursaries/Scholarships for 2010/11:
R24m
40
advancing the transformation agenda of equity
and redress, as indicated below:
lThe Thuthuka Programme focuses on
developing researchers at tertiary institutions
to obtain their PhD degrees, and on black and
women academics to establish themselves as
independent researchers;
lResearch Niche Area (RNA) Programme,
which is a higher-level funding mechanism
designed to create permanent or semipermanent national hubs or centres of
specialised research aimed at developing
national and international expertise within
defined research areas; and
lRoyal Society Partnership Programme, which
brings together researchers from the United
Kingdom and South African universities in
collaborative research-strengthening activities.
Research Chairs and Rating
Incentive Funding
lThe South African Research Chairs Initiative
(SARChI – See Box 5 on the next page) is
a key intervention to address the scientific
leadership development needs in the
universities and is forging new public-private
partnerships in order to give South African
universities and industry a competitive edge.
To date, 82 Research Chairs have been
awarded. Monitoring and evaluation is key to
ensuring the success of SARChI. This includes
baseline studies, analysis of annual outputs,
three-year internal reviews and five-year
external reviews for individual chairholders.
lRating Incentive Funding provides support for
rated researchers through incentive funding
linked to their rating on an annual basis. The
RISA
incentive funding continues to be phased in as
funds are released through the phasing out of
the Focus Areas Programme.
Strategic Platforms Programme
The Strategic Platforms Programme focuses on:
Establishing enabling infrastructure, including
state-of-the-art research equipment and
national facilities;
lProviding access to research equipment and
facilities through mobility and research grants;
lPromoting collaboration between researchers
working at universities and those at National
Research Facilities through collaborative
research grants;
lRewarding researchers at the National
Research Facilities for high-quality research
outputs;
lSupporting flagship research projects in
strategic areas, such as nanotechnology; and
lDeveloping specialised technical expertise
within existing and developing strategic
platforms.
l
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 10.
Box 5: South African Research Chairs Initiative (SARC)
The Research Chairs’ area of activity has grown in budget and complexity during 2009/10. For the
sake of convenience, therefore, an overarching title has been applied to activity related to the entire
array of research chairs, namely, South African Research Chairs (SARC). Under this umbrella title
are, at present, two groupings of chairs. Firstly, the well-known DST-funded programme called the
South African Research Chairs Initiative (SARChI). Secondly, a more recent development, of chairs
co-funded by private enterprise and collectively known as Research and Development Chairs.
Figure 10: Investment areas for the Strategic Platforms Programme
l
National Equipment Programme.
l
National Nanotechnology
Equipment Programme
l
l
Nanotechnology Flagship Projects
Bridging finance
With the advent of a knowledge-based economy era, South Africa was faced with a vast
challenge to strengthen the research workforce at South African universities to be able
to build an innovative and competitive economy. Less than 40% of academics at South
African universities have research doctorates, and recent data indicates that this may be
as low as 33% following the migration of researchers and academics from universities
and public funded research institutions into the private sector. In response to these
challenges, the DST established the South African Research Chairs Initiative in 2007.
The Programme is designed to:
l Strengthen South Africa’s scientific research leadership and capacity by enabling
South African universities to attract the best researchers from industry and abroad
and retain those already at the universities;
l Create a sustainable critical mass of world-class academics and scholars who will
train the future generations of South African knowledge workers; and
l Support a South African knowledge-based economy.
NANOTECHNOLOGY
INFRASTRUCTURE
STRATEGIC
PLATFORMS
EQUIPMENT RELATED
TRAVEL GRANTS
Facilitating access to
research equipment and
facilities through
mobility grants
l
NATIONAL RESEARCH
FACILITIES
Rewarding researchers at National
Facilities for preparing quality
research publications
l Supporting collaborative research
and access to National Facilities
by university researchers
l
SARChI intends to achieve its objectives by:
Establishing a chairholders’ community of practice forum to encourage
collaborations among chairholders;
l Forming strategic engagements with universities to widen participation;
l Offering proposal development support to university research management to
increase application success rate;
l Increasing bursary values to attract a larger number of postgraduate students to
SARChI-supported research programmes;
l Establishing a database of chairholders’ profiles for marketing purposes; and
l Establishing further Chairs in strategic areas of research.
l
Budget for SARChI for 2010/11: R274m (Budget by NRF)
41
SECTION E
risa programmes and activities:
International Relations (IR)
Within government, the DST is custodian of
advancing 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:
lDevelop the Science and Technology
Cooperation Agreements;
lDraft the programme of cooperation, which
generally details modalities, criteria, priorities
and conditions (see Box 6); and
lNegotiate funding levels.
Science and Technology Agreements develop
scientific relations between research communities
of intergovernmental signatories and 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
provides South African scientists access to
knowledge, data and networking opportunities.
IR Activities
The South African International Council for
42
Science (ICSU) Secretariat & Multilateral
Relations business unit has focussed largely
on addressing problem areas with a number of
national committees where it has been hard to
find individuals to serve as office bearers. This
has had great success, with a number of former
“problem committees” once again showing
promise of becoming active more regularly.
There has also been a concerted effort to
advertise the 2010 Young Scientists Summer
Programme (YSSP) for doctoral candidates.
South Africa has been asked by the Institute
for Applied Systems Analysis (IIASA) to secure
funding for at least five candidates, which would
cost around R300 000. The request has been
forwarded to the DST as there was no allocation
for this in the current financial year.
Recent IR Highlights
IR personnel co-hosted an NRF/Russian
Foundation for Basic Research (RFBR) Technical
Workshop in Moscow, Russia, as part of the
process to finalise the research areas for the
planned joint research cooperation on behalf of
the DST. The Memorandum of Understanding
(MoU) is yet to be signed to formalise the above.
The directorate hosted a senior National Natural
Science Foundation (NSFC) delegation from
China. The delegation was on an exploratory
visit to South Africa to ascertain the feasibility of
establishing bilateral relations with the NRF.
IR personnel participated in the South Africa/
Norway Joint Committee in Oslo, Norway, along
with the DST representatives. Apart from the
RISA
mainly technical matters regarding Phase II of
the Research Cooperation Programme, a major
milestone was the tabling of the first draft of the
Framework of Cooperation for Phase III which
is to start in 2011. As detailed there, the major
focus will be on Global Change, Climate and
Environment – including polar research, health
and medicine, and possibly social development
research. At the 1st Joint Working Group
session, which was hosted immediately after
the Joint Committee, the MER (the Norwegian
counterpart of the DST) and the DST made
presentations on the modalities, instruments and
funding mechanisms to be employed in the next
phase. Should agreement be reached between
the parties, this would facilitate the inflow of
major amounts of development aid and also
facilitate the participation of third world countries
in Africa, largely for capacity development
purposes.
RISA PROGRAMMES AND activities:
Knowledge Management and
Evaluation (KME)
The KME directorate is responsible for:
lImplementing, and acting as custodian of,
knowledge management processes and
principles primarily within NRF and generally
in the wider NSI context;
lProviding information management, services
and advice;
lAppraising, monitoring, evaluating and
reviewing internal and external programmes;
and
lEvaluating and rating individuals.
KME ACTIVITIES
Box 6: Science and Technology
Agreements Fund
The Science and Technology Agreements Fund (STAF)
is responsible for three core activities, namely:
l Binational agreements;
l Bilateral agreements; and
l Trilateral/polylateral agreements.
Other research cooperation activities – mainly large,
flagship projects – are organised and managed under
the rubric Special Projects and Trilateral Agreements.
The primary focus for STAF is to solicit strategic
partnerships that will have a direct bearing on South
Africa’s socio-economic development. An underlying
priority to these activities is human capacity
development and that of equity and redress.
Budget for STAF for 2010/11: R54m
Information Resources and Services:
Three functions reside under Information
Resources and Services: Content Resources,
Records and Document Management, and
Communities of Practice.
The Content Resources Function facilitates
access to electronic, hard copy and full text
information resources and datasets through
managing:
lThe Nexus Database System and the National
Electronic Theses and Dissertations Project
(NETD);
lData preservation through maintenance of:
– South African Data Archive (SADA);
– ICSU Committee on Data for Science and
Technology (CODATA) information and data
activities,
– World Data System; and
lThe Carnegie/NRF Digitisation and
Preservation Project.
Records and Documents Management
ensures that the NRF takes proper care
of managing its records, thereby improving
knowledge preservation and sharing and
mitigating possible risks against litigation.
Records and Documents Management is
achieved through the following:
lAn approved File Plan;
lApproved record management policies and
procedures;
lA disaster recovery plan;
lA retention schedule;
lAn Electronic Document and Records
Management System; and
lAn Updated Public Access to Information Act
(PAIA) manual.
The Communities of Practice function
seeks to elevate the NRF to a knowledge-based
organisation that is rooted in best practices and
excellence in knowledge management. It does
so by enabling the NRF staff and the broader
community and the diaspora to learn, apply and
adapt global knowledge to their own situation
through knowledge networks and a collaborative
platform. The South African Network of Skills
Abroad (SANSA) database is used within
academia, NSI and government departments to
source diaspora-related data.
Access is obtained to electronic resources such
as SCOPUS and Science Direct. Linkages exist
with, for example, the National Network of Data
and Information Curation Centres (NeDICC),
the South African National Research Institutes
Consortium (SANRIC), the South African
Licensing Agreement Consortium (SANLIC) and
the World Data Systems (WDS).
The Monitoring and Evaluation function
of the NRF will continue to be involved in
facilitating the:
lEvaluation of research outputs and the
eventual rating of individual researchers
through international peer review standards;
lDevelopment of monitoring frameworks and
eventual evaluation of NRF programmes;
lReview of disciplines and initiatives across
scientific disciplines for internal and external
stakeholders;
lNRF five-yearly institutional review; and
lImplementation of the recommendations of
the Higher Education South Africa (HESA)
review on the rating system.
recent kme highlights
The National Electronic Theses and
Dissertation Project (NETD) has been offered
the bid to host the International Electronic
Thesis and Dissertation (ETD) Conference
in South Africa in 2011. The International
Federation made the offer in the United States
of America (USA) (Pittsburgh) in June 2009.
The request has been approved in principle by
the NRF Chief Executive Officer (CEO) and
President. The event is to be co-hosted with
the University of Cape Town.
l
43
SECTION E
The electronic Registry Loan System that
was initially meant for library services was
customised to render registry services to
improve management and circulation of
records kept by the central registry.
lNRF Review Handbook, a document that
prescribes proactive identification and
planning of reviews for NRF programmes,
was compiled and approved by the RISA
Executive. The handbook will be marketed to
NRF management and will be published both
electronically (NRF Intranet) and in hard copy
format.
l KME spearheaded the responsibility for
managing the process of institutions applying
to become NRF-recognised research
institutions.
business units of RISA to contribute to the
l
RISA PROGRAMMES and activities:
Grants Management and Systems
Administration (GMSA)
The GMSA directorate implements grants
management in partnership with, and on behalf
of, the funding directorates of RISA. Grants
management can broadly be divided into pre- and
post-award activities as indicated in Figure 11.
GMSA activities
GMSA activities include:
l Managing the grant process in the most costeffective and cost-efficient way possible and
align funding instruments;
lUndertaking data retrieval and reporting to
internal and external stakeholders;
lProviding an excellent service to external
customers;
lStrengthening partnerships with the other
44
RISA
rotating basis of four months.
realisation of the NRF vision and mission; and
l
Becoming International Organisational
Recent GMSA Highlights
Standards (ISO) certified to enhance
The grants expenditure showed substantial
stakeholders’ and funders’ confidence, comply
growth. In the first quarter, expenditure records
further with Treasury and Auditor General
indicated 34% growth in expenditure, 46% in the
Regulations, and set GMSA and the NRF on
par with international standards.
53% in the third quarter. Figures for the fourth
quarter were not available at the time of writing
During 2009/10 GMSA managed to:
l
this report. However, cost centre report will show
Publish and smoothly handle 6 150
applications through the interim ICT solution;
and
l
Function efficiently without a permanent
second quarter and a further steady growth of
a further upward trajectory of the reported grants
expenditure by institutions as a result of the
fact that GMSA programmes would have gone
Executive Director since April 2009. Two
through another round of scheduled active grant
acting Executive Directors were identified
management processes intended to encourage
to oversee operations within the unit on a
expenditure of grants.
Figure 11: Grants management cycle
Grant making
Grant paying
Monitor progress
Monitor progress
Make call
Screen
Financial
applications
Set criteria
management
Assess and review
applications
Communicate
Funding
Make
decisions
decisions
recommendations
GMSA
RISA Programme
GMSA
RISA Challenges
RISA faces the following challenges over the
medium term:
lEnsuring an appropriate mix of programmes
and alignment to government policies;
lRedefining the THRIP programme to include
Small, Medium and Micro Enterprises (SMMEs);
lEstablishing links with the Technology
Innovation Agency (TIA);
lOptimising the Scarce Skills Development Fund;
lRaising additional funds to complement
Information Management Systems (RIMS) and
funding allocations received via DST (in light
of the decrease in the core budget);
Managing contracts efficiently and costeffectively;
lIncreasing student bursary values where
possible;
l Continuing support for CoEs and SARChI;
lStrengthening the Strategic Platforms
Collaboration Programme;
lEstablishing proper internal and external
information systems through the Research
l
appropriate business information systems; and
l
Improving management and administration of
binational and bilateral agreements.
RISA AND SAASTA INDICATORS
RISA and SAASTA indicators and targets are
indicated according to the five NRF strategic
goals in Table 12 below.
Table 12: RISA and SAASTA Indicators
Strategic
Indicators description
goal
No. of research grants reported with expenditure
Total value of grants expensed (R’000)
Research outputs by RISA grantholders – to be reported annually only
Peer-reviewed journal articles (ISI and others)
Books
Chapters in books
Presentations and keynote/plenary addresses
Articles in non-refereed/non-peer reviewed journals
Technical and policy reports
Patents
Products, prototypes and artefacts
SAASTA
Interaction with learners
No. of learners reached
Interaction with educators
No. of educators reached
Interaction with public at large
No. of visitors to science awareness infrastructure
No. of public reached
Participation in science festivals
Baseline
Targets
2008/09 Actuals 2010/11 2011/12 2012/13
3 570
929 199
N/A
N/A
3 400
900 000
3 400
950 000
3 600
880 000
3 239
146
568
1 405
–
–
45
168
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
3 500
150
260
1 400
100
110
23
160
3 500
150
260
1 400
100
110
23
160
3 500
160
270
1 510
105
115
23
160
328 546
10 536
5 649
–
260 389
N/A
N/A
N/A
N/A
N/A
305 000
11 000
4 500
45 000
220 000
305 000
11 000
4 500
45 000
220 000
310 000
11 500
4 800
48 000
240 000
45
SECTION E
RISA
Table 12: RISA and SAASTA Indicators (continued)
Strategic
goal
Growing a representative science and technology workforce in South Africa (externally) (continued)
RISA funding programme for grantholders
No. of grantholders supported by RISA
Proportion of grantholders from designated groups supported
Proportion of NRF rated researchers from designated groups to total rated researchers
Support for students
No. of students supported through the RISA scholarships and bursaries
(excluding THRIP and CoE)
Proportion of students from designated groups supported
3rd year/4th year
Master’s
Doctoral
Postdoctoral
Proportion of staff complying with requirements for obtaining their postgraduate qualification during
the financial year
46
Master’s
Doctoral
Targets
2010/11 2011/12 2012/13
Black
Women
Black
Women
2 422
656/2 422
897/2 422
316/1 922
499/1 922
N/A
27%
37%
16%
26%
2 600
30%
38%
17%
26%
2 600
30%
39%
18%
27%
2 600
32%
40%
19%
28%
Black
Women
Black
Women
Black
Women
Black
Women
Black
Women
195
1 215
2 475
1 370
222
72/195
96/195
801/1 215
672/1 215
885/2 475
1 263/2 475
492/1 370
691/1 370
57/222
92/222
N/A
N/A
N/A
N/A
N/A
37%
49%
68%
55%
36%
51%
36%
50%
26%
41%
200
1 400
2 230
1 220
210
39%
47%
70%
50%
40%
50%
40%
50%
35%
45%
200
1 410
2 480
1 320
230
39%
48%
75%
50%
45%
50%
45%
50%
40%
45%
200
1 450
2 300
1 370
250
40%
48%
76%
50%
50%
50%
50%
50%
40%
45%
82/268
18/268
4/268
31%
6,7%
1,5%
31%
6,0%
1,5%
31%
6,0%
1,5%
31%
6,0%
1,5%
–
N/A
0,2%
0,2%
0,2%
3rd year/4th year
BTech/Honours
Master’s
Doctoral
Postdoctoral
BTech/Honours
Growing a representative science and technology workforce (RISA and SAASTA internally)
Proportion of RISA and SAASTA staff with postgraduate qualifications
Proportion of RISA and SAASTA staff enrolled for higher degrees
Baseline
2008/09 Actuals
Table 12: RISA and SAASTA Indicators (continued)
Strategic
goal
Equipment support
Proportion of RISA investment in research equipment at Research Institutions and National Research Facilities (R’000)
RISA research information services and platforms
Proportion of RISA expenses invested in RISA information services and platforms (R’000)
Requests received for the datasets of the South African Data Archive
Requests received to Nexus Database System
Science Advancement Platforms
Proportion of Capex investment for Science Advancement through SAASTA (R’000)
Number of science advancement products generated
Educator resources
Learner resources
Technical manuals
Exhibits
Science Promotion
Publications
Evaluation systems
Standard turnaround time (months)
Completion rate of applications for NRF rating per annum to the Evaluation Centre
Grant-making systems
Standard turnaround time (months) – grant and scholarship applications
Proportion of available grant funding disbursed (R’000)
Proportion of contract to total income (R’000)
Proportion of operating expenditure to total expenditure (R’000)
Proportion of remuneration to total expenditure (R’000)
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure (R’000)
Baseline
2008/09 Actuals
Targets
2010/11 2011/12 2012/13
92,3/1 123
8%
10%
10%
10%
16,5/1 123
531
183 256
1%
N/A
N/A
1,5%
500
168 800
1,5%
515
173 864
1,5%
530
179 079
–
–
–
–
–
N/A
N/A
N/A
N/A
N/A
16%
10
10
8
2
16%
10
10
8
2
17%
10
10
8
2
–
N/A
20
20
20
–
–
N/A
N/A
8
95%
8
95%
8
95%
–
848/1 317
2 422/3 000
3
65%
81%
3
70%
85%
3
75%
85%
3
80%
85%
570/1 174
137/1 164
81/1 164
72,5/929
49%
12%
7%
8%
60%
15%
8%
7%
60%
15%
8%
8%
55%
15%
8%
7%
Legend
47
BUSINESS
PLAN
Section
F
saasta
48
SECTION F
SAASTA
Hoodia Star, by Prof Alvaro Viljoen.
There is great commercial interest in the Hoodia plant, an indigenous plant used
as an appetite suppressant. The live plant is not that photogenic, but on receiving
a sample for research purposes from Namibia, the photographer was struck by the
intricate shapes and texture of the dried stem in cross-section. This photograph was
a runner-up in the SA Science Lens science photography competition organised by
SAASTA (www.saasta.ac.za).
SAASTA is a leading science advancement agency that
promotes and communicates the value and impact of science,
technology and innovation for a dynamic knowledge economy.
In the process these activities contribute to building a Science,
Engineering and Technology (SET) human resource base.
south african agency for science
and technology advancement (SAASTA)
Focus and Infrastructure
platform
SAASTA is integral to the involvement of science
promotion from the school level to the broader
public. SAASTA also provides the infrastructure
and competency platform to spread the message
about science to learners, educators and the
public. These initiatives and the platform that
SAASTA creates are aimed at increasing the
number of previously disadvantaged learners that
enrol for and perform in mathematics and science.
The objective of SAASTA is to increase public
awareness of, and the human resource capacity for,
science. SAASTA achieves its objective by exposing
people to the wonders of science and engaging
with them about the relevance of SET in their
everyday lives. SAASTA pursues its goals through:
lScience education – developing curriculum
support and materials for educators and
learners, mainly in mathematics and science, and
exposing learners to career opportunities in SET;
lScience communication – providing relevant
information about South Africa’s SET
achievements through science and media
events, a variety of innovative communication
tools and science communication capacity
building; and
lScience awareness platforms – providing
multi-user science advancement platforms
in collaboration with the National Research
Facilities, a network of science centres, higher
education institutions, Science Councils and
international networks.
49
SECTION F
Major activities
SAASTA promotes the awareness of science by
engaging in the following activities:
l Science education – engaging in SET
awareness campaigns; role modelling
campaigns; science camps; the National
Science Olympiad; the National Science
Week and primary science days for schools,
educators and learners;
l Science communication – through
preparing documents for SET career
development, scientific editing, audience
analysis, a media monitoring service and
database management;
l Science awareness – through integrated
awareness programmes and by tapping
into S&T networks and supporting capacity
building in the science centre network.
Internally, SAASTA will create stronger links with
other NRF business units and, internationally,
SAASTA will focus in particular on its
networks with the international community and
collaboration with SADC.
50
recent highlights
Seven Teachers’ Forum programmes, in
collaboration with Sci-Bono Discovery Centre,
were organised and these were attended by
an average of 20 teachers per session. At an
award ceremony, educators received science,
technology and biology kits to assist them in
teaching and hopefully in improving learners’
performance. DST/NRF interns and DST/NSTF
volunteers have been highly instrumental in
running these programmes.
Six sessions on Techno Youth Programme, which
were presented during school holidays, were
attended by 169 learners and 15 teachers from
six schools.
Seven different astronomy activities ran
successfully at the Sci-Bono Discovery C entre.
Astronomer, Chris Middleton, trained Science
Awareness Platforms’ staff members to enhance
their astronomy skills.
Grants have been awarded to Rhodes University,
SAASTA
University of Fort Hare and iThemba LABS to
expose undergraduate students for two years
to career opportunities in SET (Physics). This
will take place through field trips to research
facilities, Science Councils and industries that
currently employ physicists, to expose and
promote interaction with appropriate role models,
in particular physicists, and to identify and
nurture talent towards SET careers, in particular
a career in Physics.
Challenges
SAASTA’s long-term challenges include stronger
government collaboration between government
departments for public engagement in science
initiatives, and partnerships between the DoHET,
DST and NRF for science advancement within
the school system.
SAASTA Indicators
See Table 12, Section E, RISA and SAASTA
Indicators.
BUSINESS
PLAN
Section
G
national
research
facilities
51
SECTION G
Huntsman, by John Hobson.
This image was taken as part of B-Tech in photography and was runner-up in the SA Science Lens
science photography competition organised by SAASTA (www.saasta.ac.za). The photographer used
photomicrography to photograph the forelegs of the African Huntsman Spider. The subject is the
discarded husk of the spider, not the living specimen.
The National Research Facilities provide “big science” platforms
to researchers and research institutions. Thanks to these
national assets, South Africa is an international role player in
strategically important research areas.
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:
lA 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 Critical mass of equipment, skills and users;
lPotential for networking and attracting
52
international collaborators; and
l
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.
To align with the science missions identified
in the National Research and Development
Strategy (NRDS) of August 2002, the seven
National Research Facilities are clustered into
three broad categories according to their areas
of specialisation:
lNuclear Sciences;
lAstro/Space/Geosciences; and
lBiodiversity and Conservation Sciences.
Generic Activities of the
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:
lEnsure access to state-of-the-art
infrastructure;
lProduce internationally competitive research;
l Coordinate and manage large international
projects;
lProvide human resources training in a
high-tech environment by offering lectures,
student supervision and experiential training in
collaboration with heis;
lUse multidisciplinary and multi-institutional
programmes as platforms to train and educate
students;
lDevelop strong niche technical competencies
to produce high-quality instrumentation and
equipment;
l Grow scientific and technical collaborations
with heis locally; and
lBuild 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:
lImprove the scientific and technological
literacy and awareness of South Africans;
lEncourage inclusion of science and
technology content in educational programmes
and curriculum activities;
l
Host regular science-related activities and
national events, such as national science week
and national quiz activities;
Run educator workshops for improving
understanding and delivery of science
concepts; and
lPresent summer and winter schools to
l
Figure 12: Structure of the National Research Facilities
Nuclear
Sciences
Astro/Space/Geosciences
HartRAO/SKA project
iThemba LABS
SAAO
HMO
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
Improve quality and quantity of research
outputs; and
lProvide essential engineering support to user
groups internally and externally.
l
Biodiversity/Conservation
SAIAB
NZG
SAEON
Goal: Grow a representative
science and technology
workforce
lRecruit senior scientists and engineers to
continue with current research programmes
and assist with new projects;
lAddress the severe shortage of competent,
previously disadvantaged researchers;
lRecruit 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 training capacity of facilities; and
lExpand the number of Postdoctoral
fellowships and research assistant posts to
provide opportunities for young South Africans
to establish themselves internationally.
53
SECTION G
Goal: Provide cutting-edge
research, technology and
innovation platforms
lDeal 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;
lAcquire 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
lInstall and maintain adequate ICT
infrastructure.
Goal: Contribute to a vibrant
national innovation system
lEngage in relevant national and international
programmes to provide researchers with
world-class opportunities and potential
54
collaborations with prominent international
researchers;
lEmbrace the concept of being a local and
global hub that facilitates and utilises the
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 System
Science (ACCESS); and
– South African National Space Agency
(SANSA);
lDiversify income streams and generate stable
cash flows for the future;
lReprioritise activities in line with available
funding; and
l Meet national and international commitments.
Risks
The risks include:
lA lack of local credibility and loss of
international reputation as a result of
inadequate resources for infrastructure repairs
and replacements and key projects;
lAn inability to acquire modern technology to
keep up with the latest developments, thus
slowing down technological development and
innovation;
l More frequent breakdowns arising from
technical failures; and
lLoss of key competencies.
Description
A description of each of the seven National
Research Facilities strategies is shown on page
55 onwards.
SOUTH AFRICAN
ASTRONOMICAL
OBSERVATORY (SAAO)
Research Focus and
Infrastructure platform
SAAO, the facility entrusted with the responsibility
for optical, infrared astronomy and astrophysics
research, has its headquarters in Observatory,
Cape Town. Central to the functioning of the
SAAO is the Southern African Large Telescope
(SALT) (see Box 7), its primary research tool,
which is located 370km away, outside Sutherland
in the Northern Cape. This clear, dark site and
its environs are protected by the Astronomy
Geographic Advantage (AGA) Act. SAAO also
hosts eight international facilities, including BiSON,
Y-STAR, Infrared Survey Facility (IRSF), Super
Wide Angle Search for Planets (SuperWASP),
MONET, KELT and seismographic instruments.
SAAO fulfils the following functions:
Conducts internationally recognised, worldclass research;
lPursues instrumentation development that
enhances the operations and scientific
capacity of the facility;
l Continuously develops human capacity that
can contribute to science and technology
development in South Africa;
lInstalls and maintains appropriate ICT
infrastructure in response to the growing
needs of the facility; and
lOperates SALT on behalf of a globally
distributed, 12-member consortium for which
SAAO is the leading organisation.
l
SAAO is internationally recognised for its role
in operating SALT on behalf of the consortium.
South Africa is the leading partner with an
approximate one-third shareholding. Other
partners include the USA, Germany, India,
Poland, the United Kingdom and New Zealand.
SAAO also hosts a half-dozen international
specialist telescopes that conduct infrared
surveys, searches for exoplanets and nearEarth asteroids, and oscillations on the Sun. The
majority of these facilities are robotic.
Major Activities
Currently, there are significant developments at
SAAO to enhance and improve the facility. These
include:
lImplementing the Multi-Wavelength Astronomy
(MWA) programme with support from DST,
as a forerunner of the 10-year Astronomy
Strategy for South Africa;
lRepairing, realigning and remounting the
Spherical Aberration Corrector (SAC) on
SALT, as part of fixing the image quality of
the telescope, in order to meet its original
specification;
l Maintaining and enhancing the older
telescopes to support SALT, and thus improve
their efficiency;
lDesigning, manufacturing and integrating a
Newtonian-focus camera for the 1,9m metre
telescope, to act as pre-imager for SALT;
l Completing the refurbishment of the Southern
African Large Telescope Imagining Acquisition
Camera (SALTICAM);
lReinstalling and commissioning the Robert
Stobie Spectrograph on SALT;
lImplementing higher internet bandwidth
to improve the performance and scientific
productivity of all telescope facilities at
Sutherland;
lSupporting the establishment of the African
Institute of Space Science (AISS);
lSupporting the International Astronomy
Union’s (IAU’s) proposed strategy “Astronomy
for the Developing World” by hosting the
Global Development Office within the
Collateral Benefits Programme;
lPreparing to host the International
Astronautical Congress in 2011; and
lPreparing to host the 2nd Middle Eastern &
African Regional IAU Meeting in 2011.
Recent Highlights
SAAO implemented a site-wide anti-virus
upgrade and has prepared the path for seamless
integration of Linux, Windows and Apple
Mac computers with unified passwords by
implementing a domain within the organisation.
In addition, SAAO successfully implemented
an automated software and hardware auditing
application, which allows the viewing of hardware
and software used throughout the organisation
at all times.
55
SECTION G
Challenges
Three particular challenges facing the SAAO are:
lThe repair, refurbishment and replacement of
ageing infrastructure;
lThe increasing demand from other African
countries to participate in, and receive support
for, astronomy; and
lThe fact that educationally and socioeconomically, the town of Sutherland relies
heavily on astro-tourism and related activities
for its development.
56
Box 7: Southern African Large Telescope
The Southern African Large Telescope (SALT) is the largest single optical telescope in the southern hemisphere, with a
hexagonal mirror array 11 metres across. Although very similar to the Hobby-Eberly Telescope (HET) in Texas, SALT has
a redesigned optical system using more of the mirror array.
The optical telescope will be able to record distant stars, galaxies and quasars a billion times too feint to be seen with
the unaided eye – as feint as a candle flame at the distance of the moon.
To date, the following developments pertinent to SALT have unfolded:
l The Spherical Aberration Corrector (SAC) repair plan is proceeding according to plan, albeit slowly. All steps in the
plan are now fully defined and almost all have been executed on a trial basis. The M2 test is fully defined and the
full-aperture Computer Generated Hologram (CGH) has been designed and is in fabrication.
l The most notable achievement to date has been showing that the figure of M5, mounted in its opto-mechanics, is
good and is preserved over the range of operational angles and temperature.
l The M4/M5 test has been executed, informally and repeatedly, and it seems that the figure of M4 is good.
l Most technical risk has disappeared. Schedule risk remains and is hard to constrain.
l The SALT Technical Operations division has made steady progress in solving a number of outstanding engineering
problems with the SALT, particularly in regard to the dome and building.
l SALT’s image quality (IQ) problems have been widely documented and include a focus gradient across images which
exhibit a position angle dependency as well as strong radial dependency of various aberrations.
hartebeesthoek radio
astronomy observatory
(hartrao)
Research Focus and
Infrastructure Platform
Central to the operations and functioning
of the HartRAO is the 26m diameter radio
telescope that is used for research in radio
astronomy, astrometry and geodesy. 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 antenna has been out of commission since
October 2008. Subsequently, the NRF has
approved a quotation for repair and a plan has
been put in place to have the antenna repaired.
HartRAO also takes charge of other radio
telescopes:
lThe eXperimental Development Model (XDM)
15m diameter prototype radio telescope for
the Karoo Array Telescope (KAT) that was built
at Hartebeesthoek in 2007. When testing for
KAT is completed in 2010, it will be equipped
with a new dual-frequency receiver built by
HartRAO, which will take over most geodetic
VLBI experiments from the 26m telescope
and relieve the 26m antenna of frequent
slewing.
lThe C-band All-Sky Survey (C-BASS) 6,5m
radio telescope. This is part of an international
collaboration. Two redundant antennas were
acquired from Telkom for the South African
component of this project. The prototype
was moved to HartRAO and used to develop
the control system, while the operational
antennae were relocated to the KAT base at
Klerefontein. After completion of the C-BASS
research programme these may be used for
outreach or student projects.
The involvement in VLBI significantly extends
the usefulness and the international profile of
HartRAO. Interferometry over intercontinental
baselines not only provides very high-resolution
measurements of the structure of radio sources,
but is also used to measure precise positions
of unresolved, point-like objects, so defining the
International Celestial Reference Frame (ICRF). In
addition, these point sources are used to determine
the relative coordinates of the antennae in the long
baseline arrays, thus enabling the measurement of
baseline lengths (of up to 12 000km) to millimetre
accuracy. Such measurements have determined
the position and movement of the 26m telescope
through plate tectonic motion to high accuracy, and
provide the fiducial reference point for maps and
other surveying data in South Africa.
The 26m telescope also provides an absolute
reference point for the other geodetic techniques
for precise position determination and satellite
orbit measurement that have been collocated at
Hartebeesthoek. These include:
l
Global Navigation Satellite System (GNSS)
receivers, including Global Positioning System
(GPS), Global Navigation Satellite System
(GLONASS) and Galileo;
lNational Aeronautics and Space
Administration (NASA) Mobilisation Level
Application Software (MOBLAS)-6 Satellite
Laser Ranger (SLR); and
lDoppler Orbitography and Radio-positioning
Integrated by Satellite (DORIS). This French
system is located at the adjacent Satellite
Applications Centre (SAC) of the Council for
Science and Industrial Research (CSIR), to
avoid possible radio frequency interference
with the radio telescopes at HartRAO.
HartRAO has also installed and operates GNSS
receivers at other locations in SA, elsewhere
in Africa, and on Marion Island and Antarctica.
The data from these are available internationally
through the International GNSS Service (IGS).
NASA has made major upgrades to the SLR to
improve its performance and to enable it to range
to NASA’s Lunar Reconnaissance Orbiter. The
Space Geodesy group is also establishing an
outstation (Matjiesfontein Observatory), near the
village of Matjiesfontein in the Karoo (Western
Cape), which has clearer skies than HartRAO
for laser ranging as well as adequate close-by
infrastructure (power, water, roads, and rail).
A 1m diameter optical telescope has been
obtained from France and will be converted to a
Lunar/Satellite Laser Ranger (LLR/SLR).
57
SECTION G
HartRAO has established the core of the
operations team for KAT-7. They are based at the
KAT offices in Cape Town.
HartRAO staff support research students and
give courses at local universities. They also
support practical training in astronomy and
space geodesy, and offer a science awareness
programme aimed at learners, educators and the
public.
Major Activities
Significant developments at HartRAO to enhance
and improve the facility include:
lRepairing the 26m antenna and returning it to
operational service;
lEquipping the 15m XDM radio telescope for
use in Geodetic VLBI;
lDeveloping an Operations Plan for KAT-7 and
promoting its use for astronomical research in
collaboration with the university community;
lStarting the restoration of the 1m optical
telescope donated by France for use in
Satellite and Lunar Laser Ranging; and
l Continuing with the conversion of the 6,5m
Telkom antennae for use in the C-BASS AllSky survey.
58
Recent Highlights
The NASA MOBLAS-6 Satellite Laser Ranger
has been upgraded to fire laser pulses at NASA’s
Lunar Reconnaissance Orbiter (LRO), which
recently entered lunar orbit. The first successful
detection by LRO of pulses from MOBLAS-6
was made on 11 November 2009. The aim is
to determine the position of the spacecraft at
a sub-meter level with respect to Earth and the
centre of mass of the Moon.
Challenges:
Challenges facing HartRAO include:
Establishing a permanent real-time e-VLBI
capability (VLBI data transmission over the
internet at a rate of at least 1 Gb/s);
lEstablishing KAT-7 and MeerKAT (see Box 8)
operations;
l Maintaining HartRAO competitiveness while
becoming involved in KAT-7 and MeerKAT;
lDeveloping radio telescope capability
compatible with VLBI-2010. This will become
the new standard for geodetic VLBI, replacing
the dual S/X band system currently in use; and
lDeveloping the Matjiesfontein site as a space
geodesy outstation in the Western Cape.
l
Box 8: MeerKAT
Until the recent past, focus at HartRAO has been
around the 26m radio telescope that is used in
radio astronomy, astrometry and space geodesy for
research purposes. Recently, an additional project
– the Karoo Array Telescope (Meerkat) – has
commenced at HartRAO.
The link between the MeerKAT and SKA
The MeerKAT is a predecessor instrument for the
SKA. MeerKAT has been developed to advance
and enhance technologies that are suitable to the
SKA, including the use of composite, one-piece
reflectors, single-pixel wideband receivers, low-cost,
high-reliability cryogenic systems, and reconfigurable
digital processing systems.
It is envisaged that the MeerKAT will provide an
array in the southern hemisphere that complements
the Expanded Very Large Array (e-VLA) from L-band
to X-band. The array will be optimised for deep and
high-fidelity imaging of extended low-brightness
emissions, the detection of nano-jansky radio
sources, the measurement of polarisation, and the
monitoring of radio transient sources. The MeerKAT
reference design is an array of 80 12-metre dishes
fitted with wideband single-pixel cryogenic receivers.
square kilometre array
(ska) project
Research Focus and
The international astronomy community is
developing proposals for a major (d2 billion)
investment in a radio telescope. The Square
Kilometre Array (SKA) will be the largest
telescope in the world for the foreseeable future.
South Africa and Australia have been shortlisted
as potential sites for this telescope.
The SKA SA project has five components, which
are aimed at demonstrating the competence and
capacity necessary to successfully construct and
operate a telescope of this calibre. The SKA SA
project components are:
lDesign and construction of a cost-effective,
competitive pathfinder;
lEstablishment of a radio-quiet astronomy
reserve in the Karoo;
lSite Bid Campaign;
l Human Capital Development programme; and
lStimulation of mission-driven innovation.
Major Activities
The major milestones for the SKA project for
2010/11 are:
MeerKAT: SKA is to finalise the user
requirement and translate it into high-level
specification; assimilate feed technologies;
and finalise the cryogenics design study and
the array configuration.
l Infrastructure: SKA will review an
alternative power solution, finalise MeerKAT
infrastructure design, optic fibre solution and
location of SKA SA control room, and prepare
architecture designs.
l KAT 7: SKA aims to complete installation
of equipment on the remaining antennae,
complete the engineering test schedule, and
proceed with the commissioning programme.
l Human capital development
programme: SKA would like to hand over
the bursary administration to the NRF and
have educational and outreach programmes in
Carnarvon and Williston.
l
Recent Highlights
The MeerKAT project reached a major milestone
when interference fringes were seen between
two of the dishes that have been constructed on
the MeerKAT site. This milestone was reached
ahead of schedule.
Challenges
The challenges facing the SKA project are as
follows:
lThe number of suitably qualified mathematics
and science students available to go
into undergraduate study in science and
engineering is too low.
lThe number of black and women students
available for postgraduate research is
inadequate.
lThe current supervisory capacity in areas
related to the project has reached saturation,
which further limits the number of students
going into postgraduate research.
lThere is a lack of a sustainable funding stream
for HCD initiatives.
lThe SKA SA project is still severely underresourced, given the task of delivering the
MeerKAT 80-dish array. These positions
will be filled by the beginning of the 2011
financial year. The shortage of engineering
skills within the country, and the issue of staff
retention given the skill sets of current staff
members, remain hurdles.
59
hermanus magnetic
observatory (HMO)
Research Focus and
The HMO conducts research in the Earth’s
geomagnetism, atmosphere, ionosphere,
plasmasphere, and magnetosphere. 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-function observational network, the
HMO contributes Earth and space data to
various global networks, including International
Real-time Magnetic Observatory Network
(INTERMAGNET), Digital Ionogram DataBase
(DIDBase), Super Dual Auroral Radar Network
(SuperDARN), and the World Wide Lightning
Location Network (WWLLN). HMO is also
the space weather Regional Warning Centre
(RWC) for Africa under the International Space
Environment Service (ISES). (See Box 9.)
HMO conducts observations and simulates the
variations of the Earth and space environments
using a wide network of instruments around
the southern African region and as far south
as Antarctica. These instruments include
fluxgate and Overhauser magnetometers, digital
pulse ionosondes, ionospheric scintillation
monitors, a High Frequency (HF) radar as
well as narrowband and wideband Very Low
Frequency (VLF) receivers. The HMO also offers
60
technological services to public and commercial
clients in the defence and aerospace sectors.
State-of-the-art equipment and infrastructure
for this purpose include a non-magnetic, wide
temperature climatic chamber, a large (2,5m)
three axis Helmholtz coil, a magnetic shielding
chamber, an HMO-invented magnetic test bench,
DQ declinometers and two 4T30 theodolites. The
HMO also has a science centre with exhibits that
stimulate an interest in science among learners.
Major Activities
Presently, there are significant motions and
activities at the HMO to enhance and improve
the facility. These are:
l Coherent organisation and operation of
an earth-space platform (observational
infrastructure and data systems);
lSetting up a Space Weather operation;
lRefocusing research into three broad thrusts
with clear “big science questions” and driving
the national earth-space research agenda;
l Consolidating technology activities;
lAdvancing science through high-impact
activities; and
lIncreasing operational efficiency and smooth
business operations.
Recent Highlights
An ionosonde, which was donated to the HMO
by the Department of Communications, was
commissioned. This state-of-the-art instrument is
used for studying the ionosphere, a key region in
understanding and predicting space weather.
The HMO ran a successful Space Weather
Course for the South African National Defence
Force. This was the first time the course was
run and it was attended by 12 personnel. The
Defence Force was so impressed with the course
that they have requested a second course.
Challenges
The HMO is faced with the following challenges:
lBudgetary constraints that hinder operational
excellence of the facility; and
lInadequate students’ accommodation, which is
limiting the increase in student intake.
SECTION G
Box 9: International Space Environment Service (ISES)
Space Weather Centre
HMO functions as an active participant in the worldwide network of magnetic observatories (INTERMAGNET) that monitor
variations of the Earth’s magnetic field.
HMO is among the 12 Regional Warning Centres (RWCs) globally that form part of the International Space Environment
Service (ISES) Regional Warning Centre network. Specifically, the HMO is appointed as the Regional Warning Centre for
Africa.
The prime reason for the existence of these RWCs is to provide services to the scientific and user communities within
their own regions. These services usually consist of forecasts or warnings of disturbances to the solar terrestrial
environment. The range of the locations of RWCs results in a very large diversity in the users of these forecasts. An
important feature of the ISES system is that RWCs are able to construct and direct their services to the specific needs of
their own customers.
Users of RWCs’ services include high-frequency (HF) radio communicators; mineral surveyors using geophysical
techniques; powerline and pipeline authorities; operators of satellites and a host of commercial and scientific users.
61
south african institute
for aquatic biodiversity
(saiab)
Research Focus and
SAIAB’s research scope spans aquatic
biodiversity from genes to ecosystems.
Disciplines include systematics and taxonomy;
phylogenetics and phylogeography; ecology;
physical and biological oceanography; marine
palaeo-climates; remote sensing; coastal
biodiversity; conservation planning; environmental
education; and deepwater biodiversity. The
geographical focus of projects extends with
declining priority from South Africa through
southern Africa to the African continent.
The specialised research facilities at SAIAB
include a molecular Deoxyribonucleic Acid
(DNA) preparation laboratory, an X-ray unit,
and a state-of-the-art micro-otolith preparation
laboratory. The National Fish Collection is housed
in a controlled-environment providing 1 835m2
mobile shelving and 216m2 fixed shelving for
large tanks. 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.
A collection management centre for servicing
the off-site collection facility provides three
62
sorting benches and space for up to 12 visiting
scientists simultaneously.
SAIAB manages and stores the leading African
aquatic research library (Margaret Smith Library).
It also hosts the SAEON Elwandle Node for
long-term monitoring and research on coastal
and inshore marine ecosystems. The Node
provides long-term monitoring and research
sites and data sets as well as an outboard-driven
marine research boat.
The marine flagship programme, the African
Coelacanth Ecosystem Programme (ACEP)
– see Box 10 – will have a 13m catamaran
research vessel and a Remote Operating
Vehicle (ROV, an underwater observation
instrument) capable of diving to 300m depths.
ACEP also provides access to the Marine and
Coastal Management (MCM) Research Vessel
(RV) Algoa, for research cruises and for the
international Global Environmental Facilities
(GEF)-funded United Nations Development
Programme (UNDP) Agulhas Somali Currents
Large Marine Ecosystem Programme
(ASCLME).
Recent Highlights
The construction of a 13m marine research
vessel, Ukwabelana, and the acquisition of a
ROV for underwater investigations for the ACEP
project were completed. Two technical officers
went on a three-week long training course to
qualify to operate the ROV and Ukwabelana has
successfully undergone preliminary sea trials.
Staff are being trained for marine operations
and additional oceanographic equipment for
deployment from the Ukwabelana has been
purchased.
The molecular genetics laboratory was boosted
by the purchase of an Eppendorf Mastercycler
Polymerase Chain Reaction (PCR) Machine that
will considerably increase the capacity of this
laboratory to process genetic material.
Major Activities
Activities that the SAIAB is currently engaged in
include:
Participating in a community-driven flagship
programme, ACEP II, where research is
ongoing;
l Commissioning the ACEP II marine offshore
exploration ROV platform;
l Conducting research in marine studies
embracing taxonomy and molecular
systematics, global change, estuarine ecology
and fish movement studies;
l Conducting ongoing freshwater studies
embracing African biodiversity exploration,
systematics and taxonomy, conservation and
invasion biology;
lDeveloping the National Fish Collection, and
associated biodiversity databases; and
l
SECTION G
l
Refurbishing the building for a new library on
the ground floor.
Challenges
The SAIAB faces the following challenges:
l Growing the funding base to assure the salary
component and to fill the identified essential
posts;
l Completing the physical infrastructure project
of refurbishing the existing building;
lAddressing ICT systems and services by
ensuring that ICT costs are contained within
achievable budget limits, and that staff
competencies are in line with needs and
demands;
lRaising staff competency to international
standards and dealing with the accession
backlog and curatorial upgrade programme;
lSustaining the monitoring capacity
of SAEON’s Elwandle Node through
instrumentation renewal within a tight
economic climate cycle; and
lEnsuring that the ACEP II research
programme is successful, as it operates on a
model that is new to the South African marine
research community.
Box 10: African Coelacanth Ecosystem Programme (ACEP) Phase II
The inception of the ACEP II will fill a void in oceanographic and marine ecological sampling on the continental shelves
of the east coast of southern Africa and the south-western Indian Ocean. The latest postgraduate opportunities available
through ACEP offer new and exciting opportunities in marine science.
ACEP II aims to achieve the following objectives:
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) information systems;
l Promote ACEP as a platform for national, regional and international partnerships to strengthen South African marine
science (for example, with South African Network for Coastal and Oceanic Research (SANCOR) and the Agulhas
Somali Current Large Marine Ecosystem (ASCLME)).
63
south african
environmental
observation network
(saeon)
Research Focus and
SAEON consists of six operational units and a
coordinating unit or national office. The operating
units are geographically dispersed environmental
observatories (field stations and research sites)
covering diverse landscapes, coastal areas,
and off-shore marine environments in South
Africa. The observatories are officially known as
nodes. These nodes run and facilitate longterm research and monitoring programmes, and
environmental science education programmes.
They are linked by an information management
system, and their activities are coordinated by the
national office in Pretoria.
The overall research programme aims to
distinguish between anthropogenic and natural
change, and the relations between social change
and ecosystem change.
SAEON draws on research competencies in
hydrology, water quality, eco-physiology, soil
sciences, conservation biology, botany, zoology,
marine sciences, limnology, climatology and
meteorology, fresh water ecology, human
ecology, environmental information systems,
palaeo-ecology, biogeography, pollution and
environmental modelling.
Research facilities available at the nodes
include field-based apparatus for assessing and
64
monitoring flora, fauna, soil and the atmosphere.
There are also laboratories for conducting biophysical and chemical tests on environmental
phenomena. Other facilities include hardware and
software for data processing, generating data
products for stakeholders, and data archiving.
SAEON provides a shared spatial data portal in
collaboration with the CSIR.
Major Activities
SAEON intends to:
Complete the establishment of all planned
SAEON nodes (see Box 11);
lImplement the SAEON core science
framework to increase numbers of research
projects and outputs;
lUndertake the required development work for
the implementation of the SAEOS on behalf of
the DST;
lPopulate the Cooperative Geographical
Information System (CoGIS) portal with data
and make it fully operational; and
lOrganise a SAEON summit on long-term
environmental change research.
with the DST to develop and manage the
SARVA. The value of the sub-contract agreement
with SAEON is R323 500.
SAEON was contracted by the United Nations
Environmental Programme (UNEP) to serve
as the lead collaborating agency and national
node for the clearing house mechanism and
information-sharing system on the Eastern
African coastal and marine environmental
resources. The contract value is US$23 250
(about R175 000).
l
Recent Highlights
The CSIR sub-contracted SAEON to extend
the CoGIS platform to ensure that the
South African Risk and Vulnerability Atlas
(SARVA) requirements are met in line with the
requirements of users. The CSIR has a contract
Challenges
Two areas include:
lResourcing and managing the implementation
phase of the SAEON information management
system; and
lRegenerating inactive formal relationships/
agreements.
SECTION G
Box 11: The Six SAEON Nodes
Six SAEON nodes have been established at distributed locations for geographical spread, as well as in different host
organisations for organisational spread. The nodes are field centres coordinating and facilitating observation and
information systems. Once established, they become centres of gravity attracting worldwide research interest.
The six nodes are hosted by the following institutions:
l Ndlovu Node – South African National Parks (SANParks);
l Elwandle Node – South African Institute for Aquatic Biodiversity (SAIAB);
l Egagasini Node – Marine and Coastal Management (MCM);
l Arid Lands Node – South African National Parks (SANParks);
l Fynbos Node – South African National Biodiversity Institute (SANBI); and
l Grassland, Forest and Wetlands Node – Ezemvelo KZN Wildlife.
65
national zoological
gardens of south
africa (NZG)
Research Focus and
The NZG has an extensive animal collection
comprising over 8 000 individual specimens and
600 species in four Biodiversity Conservation
Centres (BBCs) in Gauteng, Limpopo and NorthWest. The animal collection provides a platform
for research, training and science advancement.
The NZG represents a Science Advancement
platform that enhances and augments
knowledge, particularly knowledge related
to conservation. Furthermore, the research
component provides the basis for developing
the next generation of biodiversity conservation
and conservation medicine scientists who will
generate the new knowledge required to manage
wildlife biodiversity and its conservation.
Below are some plans and programmes that
the NZG has initiated with a view to enhance
research:
lThe Centre for Conservation Science (CfCS),
whose focus is Conservation Biology and
Wildlife Biodiversity research, was launched.
The CfCS has dedicated laboratories for
wildlife pathology, parasitology, DNA analysis
and a general laboratory.
lThe Centre for Conservation Medicine and
Research that will be established will explore
the interface between wildlife, domestic
animal and human health on the one hand,
66
and the health of ecosystems on the other.
Its activities will include clinical services for
the animal collection programme; veterinary
science research for species conservation;
wildlife disease monitoring and surveillance
(bio-security), with some focus on zoonotic
disease; and reproductive physiology/biology
for managing the genetic integrity in animal
collections and conservation breeding.
The Life Sciences Centre will be established
to serve as a focal point for the science
education, awareness and outreach
programmes of the NZG and will provide a
unique science experience for visitors.
lThe NZG receives 600 000 visitors annually,
60% of whom are learners. The Public
Interface Research Programme being
developed will undertake visitor and audience
research to better understand the nature and
dynamics of the interface between the public
and the NZG.
lThe Biomaterials Bank specialises in wildlife
biomaterials from the NZG’s own animal
collection and from materials donated to the
bank by stakeholders (see Box 12).
l
Major Activities
A plan is in place to pursue the following
activities at the NZG in the coming year:
lEstablish a collaborative research project
with Kaposvar University to undertake a
comparative ecological study of the Otter;
Acquire four gorillas and lemurs for the animal
collection;
lInitiate a Wildlife Forensics research and
scientific service in conjunction with the
University of the Free State, with the view of
expanding the current repertoire of scientific
services provided by the NZG;
lInitiate a master-planning process for the zoo
to carry it through the next 15 years, subject
to availability of funding;
lLaunch a formal volunteer programme
to assist, among other things, with the
management of visitors, especially school
groups;
l Conduct a study to look at ways and means of
improving the NZG’s education programmes
and the Life Sciences Centre; and
lReconfigure and resize the NZG to improve
the current and future sustainability of the
facility.
l
Recent Highlights
lA database for screening of chytrid fungus on
amphibian samples was completed (more than
2 000 samples completed). The database
includes samples from Madagascar, Nigeria,
South Africa and Cameroon.
lThe European Association of Zoos and Aquaria
(EAZA) confirmed that the NZG’s application
for gorillas was successful. This implies that the
NZG now forms part of EAZA’s international
breeding programme for gorillas.
SECTION G
Challenges
The majority of the challenges faced by the NZG
emanate from the fact that the facility is quite old
(110 years). Challenges include:
lA decaying physical infrastructure that impacts
on the management of health and safety;
lThe lack of dedicated resources for the
recapitalisation of the facility that makes it
difficult to develop the NZG into a world-class
Zoological Garden;
lThe lack of targeted resources for
transforming the NZG into a National
Research Facility; and
lUncertainty about sourcing of maintenance
costs.
Box 12: The Wildlife Biological Resource Centre (wBRC)
South Africa faces the enormous challenge of having to set up systems to govern access to biodiversity, with benefit
sharing, and the sustainable utilisation of our biodiversity heritage to the benefit of society. The wildlife biological
resource centre (wBRC), therefore, provides a unique collection of wildlife and other biological materials/samples. These
include microbial and cell cultures, reproductive materials such as sperm, DNA, pathology samples and various other
biological tissues and materials. These materials and samples are essential as voucher materials and are required for
research and development in the area of biodiversity, biotechnology, forensic applications for biodiversity exploitation,
control and legal compliance, and so forth. A stakeholder community contributes these and are made available to them in
a controlled fashion for the above purposes.
The following high-level goals and activities are to be achieved and/or undertaken in the
course of 2010/2011:
l Undertake value-adding research on the biomaterial collection;
l Enhance the status and quality of the biomaterial collection;
l Continue efforts to establish a network of biomaterial banking institutions;
l Establish advisory and oversight structures for biomaterial banking;
l Establish a platform to operate the South African international Centre for Integrated Cryobiology & Learning (SA-ICICL);
l Participate in national and international initiatives to position the wBRC as a strategic partner and stakeholder in the
area of biomaterial banking; and
l Undertake due diligence for the relocation of the wBRC onto the main campus of the NZG.
67
ithemba laboratory
for accelerator based
sciences (ithemba labs)
Research Focus and
iThemba LABS brings together scientists
working in the physical, medical and biological
sciences by providing a unique suite of facilities
and infrastructure 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.
Production facilities to manufacture
radionuclides for both the local nuclear
medicine community and the export market
(hot cells, targetry stations, clean rooms); and
lSpecialised detectors and spectrometers for
experiments in nuclear physics.
l
iThemba LABS also houses a 27-bed hospital
where cancer is treated using proton and
neutron beams.
Recent Highlights
iThemba LABS achieved an excellent 97,5%
score for the annual Health and Safety Legal
Compliance audit. This translates into a fivestar Legal International Register of Certified
Auditors (IRCA) compliance.
l iThemba LABS hosted a very successful
Neutron and Ion Dosimetry Symposium
(NEUDOS)-11 International Conference
on Neutron Dosimetry. Participants at the
NEUDOS-11 conference unanimously agreed
that the neutron therapy facility at iThemba
LABS is by far the most advanced in terms of
providing the most accurate treatment plans
together with the versatility of the MBT and
high penetration of neutrons.
l
Infrastructure at iThemba LABS includes:
lA variable energy Separated Sector Cyclotron
(SSC), which produces a variety of high-energy
particle beams, including protons between
66 MeV and 200 MeV. The SSC is augmented
by two additional injector cyclotrons;
lA 6 MV Van de Graaff Accelerator equipped
with a Nuclear Microprobe. It is used primarily
for materials and biological research, and is
supplemented by an X-ray Diffractometer
(XRD) unit as well as an Atomic Force
Microscope (AFM);
lA 6 MV Tandem Accelerator located in
Gauteng, intended for Accelerator Mass
Spectrometry, is under development;
lFacilities for Specialised Particle Therapy, such
as the Neutron Gantry, to treat cancer;
68
Activities
Key activities by iThemba LABS include:
Upgrading the main electricity supply at the
Faure facility (Cape Town) to keep up with
the operational demand as new systems
come online (such as the two new Electron
Cyclotron Resonance (ECR) Ion Sources);
lDeveloping, operating and maintaining an
effective ICT infrastructure at iThemba LABS
that meets the requirements of the laboratory
and of the users of its facilities;
l Commissioning the Physical Properties
Measurement System (PPMS) that will
operate at a potential base temperature of
1,9K, with the option of applying a magnetic
field of up to 8 Tesla;
l Completing the low-energy pre-accelerator
section of the Accelerator Mass Spectrometry
(AMS) system at iThemba LABS (Gauteng),
consisting of the ion source, a 90° bending
magnet and a 90° electrostatic channel;
lImplementing the new data acquisition on the
AFRODITE γ-detector array using XIA digital
signal processing (DSP) electronics;
lAcquiring a new segmented germanium
γ-detector and its characterisation in order to
achieve γ-tracking;
l Maintaining the current Good Manufacturing
Practice (cGMP) principles and all relevant
regulatory requirements for the manufacture
of radiopharmaceuticals/radionuclides (see
Box 13); and
l
SECTION G
l
Fully exploiting the higher beam current from
the SSC together with dual beams offered
by the beam splitter to increase production
capacity.
Challenges
iThemba LABS is confronted with the following
challenges:
lThe inability to find qualified and skilled
replacements for existing personnel;
lAgeing infrastructure and equipment;
l Continued budgetary constraints that have a
negative impact on the operational excellence
of the facility;
lThe need to create an awareness of the
importance of community interaction and
training programme for science outreach;
lUtilisation of the available beam-time at the
iThemba LABS (Gauteng) Tandem to about
40% in anticipation of 60% being taken for
AMS measurements; and
lEnsuring an adequate succession plan and
staff retention.
Box 13: iThemba LABS’ Radionuclides
iThemba LABS has been a leading supplier of high-quality accelerator-based radionuclides and radiopharmaceuticals for
both the national and international arena since the 1980s.
All iThemba LABS radiopharmaceuticals are mainly used for diagnostic purposes and/or therapeutic purposes in nuclear
medicine. It is for this reason that iThemba LABS, radiopharmaceuticals are produced according to the Medicines and
Related Substances Act (Act 101 of 1965, Section 22C, Regulation 19) as administered by the Medicines Control Council
of the Department of Health of South Africa, and it is therefore obligated to prescribe to the current Good Manufacturing
Practice (cGMP) principles. In addition, as a producer of radiopharmaceuticals, iThemba LABS is also registered as a
Manufacturing Pharmacy as per the requirements of the South African Pharmacy Council.
The following longer-lived radionuclides are produced on demand:
l 22Na and 22Na positron sources: used in material sciences for positron annihilation studies;
l 68Ge: for use in the preparation of 68Ge/68Ga generator and calibration sources to be used for positron emission
tomography (PET) Computed Tomography (CT) scanners;
l 82Sr: for use in the preparation of 82Sr/82Rb generator to obtain 82Rb for PET; and
l 88Y, and 109Cd on special request.
69
SECTION G
Table 13: National Research Facilities Indicators
Strategic
goal
Expected/research outputs by National Research Facility researchers
Peer-reviewed journal articles (ISI and others)
Publications with external co-authors
Books
Chapters in books
Full-length conference proceedings
Research reports
Patents
Science advancement
Proportion of NRF investment in providing science advancement at National Research Facilities (R’000)
Interaction with learners (2008/09 excludes NZG)
No. of learners reached
Interaction with educators
No. of educators reached
Interaction with public at large
Visitors to facility science awareness platforms
Community projects in collaboration with disadvantaged communities
Support to graduate students
Experiential training: number of students spending time at and participating in work of facilities as part of their formal training
Number of research staff of facilities providing short-term student training
Number of students employed to undertake temporary research-related work
Number of students involved in summer schools/practicals/vacation schools
Support to postgraduate students
Postgraduate students making use of facilities for training
Students supervised by staff of facilities: Master’s and Doctoral
Number of research staff involved in supervision/co-supervision of postgraduate students
Number of postgraduate schools linked to facilities
Number of funded collaborations with institutions abroad
Number of students who complied with requirements for obtaining their postgraduate qualification during the financial year
Baseline
Targets
2008/09 Actuals 2010/11 2011/12 2012/13
180
128
1
17
94
71
1
N/A
N/A
N/A
N/A
N/A
N/A
N/A
180
168
1
5
79
103
–
180
171
2
6
80
99
–
200
168
1
6
76
101
–
N/A
36 738*
4 102
627 035
18
N/A
N/A
N/A
M/A
N/A
4%
250 000
3 691
656 533
14
4%
255 000
3 887
665 900
16
5%
260 000
3 906
774 335
17
N/A
70
47
188
N/A
N/A
N/A
N/A
362
76
60
207
365
78
55
220
366
76
53
230
411
217
78
3
238
37
N/A
N/A
N/A
N/A
N/A
N/A
400
208
71
6
150
42
420
220
76
6
170
45
440
210
74
6
180
45
* Previously, the NRF did not include NZG in the “Interaction with learners”. From 2009/10, the NZG has been included, hence the target is higher than the benchmark.
70
Table 13: National Research Facilities Indicators (continued)
Strategic
goal
Growing a representative science and technology workforce in South Africa (NRF internally)
Proportion of South African black staff members to total staff
Proportion of South African women staff members to total staff
Proportion of staff with disabilities to total staff
Proportion of South African black staff in three highest employment categories
Proportion of South African women in three highest employment categories
Proportion of reseachers to total staff
Proportion of facility staff with postgraduate qualifications
Proportion of staff enrolled for higher degrees
Master’s
Doctoral
Proportion of staff who comply with requirements for their postgraduate qualification during Master’s
the financial year
Doctoral
Number of postdoctoral posts at facilities
Number of staff spending time (3-12 months) as visiting fellows elsewhere
Number of joint appointments co-sponsored by other Research Institutions
Proportion of investment in providing research platforms at National Research Facilities (R’000)
Science Advancement platforms
Proportion of Capex investment in Science Advancement (R’000)
Pilot indicators: Number of science advancement products generation
Educator resources
Learner resources
Technical manuals
Exhibits
Science promotion publications
Proportion of contract to total income (*2008/09 excludes SKA)
Baseline
Targets
2008/09 Actuals 2010/11 2011/12 2012/13
643/939
306/939
11/939
72/230
57/230
92/939
152/939
9/939
11/939
2/939
2/939
14
9
11
68%
33%
1%
31%
25%
10%
16%
1,0%
1,2%
0,2%
0,2%
N/A
N/A
N/A
62%
36%
2%
40%
30%
11%
18%
2%
1,5%
0,5%
0,5%
18
9
11
63%
37%
2%
41%
30%
11%
19%
2%
1,5%
0,5%
0,5%
22
9
12
65%
38%
3%
42%
30%
11%
20%
2%
1,5%
0,5%
1%
25
10
12
–
N/A
22%
21%
22%
–
–
–
–
–
–
N/A
N/A
N/A
N/A
N/A
N/A
16%
15
17
2
14
14
17%
15
20
5
14
14
17%
15
21
3
14
14
141/516
212/526
210/526
27%*
40%
40%
50%
36%
53%
50%
36%
54%
30%
35%
53%
Legend
71
BUSINESS
PLAN
Section
H
key
performance
targets
72
The NRF performance targets are structured according to the
Balanced Scorecard perspectives.
key performance targets
2010/11 to 2012/13
Balanced Scorecard Approach
Within the Balanced Scorecard framework a suite of Key Performance
Indicators (KPIs) and targets are set.
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.
In accordance with its strategy, Vision 2015, the NRF has adopted five
strategic goals. These are mapped against the Balanced Scorecard
framework according to the following colour legend provided:
73
SECTION H KEY PERFORMANCE TARGETS
Table 14: NRF Balanced Scorecard Framework
Balanced
scorecard
perspective
Stakeholder perspective
Average number of ISI publications per NRF-supported researcher across disciplines
Average number of IBSS publications per NRF-supported researcher across disciplines
Comparison of average ISI publications per NRF-employed researcher with national average
NRF-rated researchers as a proportion of active researchers in the country (ISI active ~ 3 000)
Proportion of NRF-funded PhDs to total PhDs registered nationally
Proportion of NRF investment in providing research platforms at National Research Facilities
Proportion of RISA investment in research equipment at Research Institutions
and National Research Facilities
Proportion of RISA competitive grants investment in National Research Facilities
Proportion of RISA expenses invested in RISA information services and platforms
Proportion investment in CAPEX
Ratio of RISA expenses allocated to researchers and HEIs for access to
National Research Facilities and equipment
Ratio of RISA grant investment in Social Sciences and Humanities
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure
Financial perspective
Proportion of contract income to total income
Ratio of IT expenditure to total expenditure
Proportion of grant expenditure to total RISA expenditure
Proportion of RISA grant expensed to the R4 billion per annum total income target (2015)
Baseline
2008/09 Actuals
2010/11
Targets
2011/12
74
2012/13
4 161/2 430
–
1,84/2,87
2 430/3 000
1 922/3 000
1 370/9 994
94,5/525,8
1,7
N/A
64%
81%
64%
14%
18%
1,8
1,8
65%
85%
65%
14%
22%
2,0
2,0
70%
85%
66%
14%
21%
2,0
2,0
75%
85%
67%
14%
22%
92,3/1 123
8%
10%
10%
10%
36/1 123
16,5/1 123
110,7/1 689.6
3%
1,5%
6,6%
2%
1,5%
3,5%
2%
1,5%
4,0%
2%
1,5%
4,0%
–
N/A
0,005%
0,005%
0,005%
–
72,5/929
N/A
8%
25%
7,0%
25%
8,0%
25%
7,0%
711/1 689,9
349,5/1 689,6
290,6/1 689,6
–
1 014/1 311
1 014/4 000
42%
21%
17%
N/A
77%
25%
50%
20%
20%
4%
80%
26%
50%
20%
21%
5%
80%
27%
45%
21%
22%
7%
75%
28%
Legend
Goal
Targets are based on the assumption that no real growth in the budget will occur over the three-year period 2010/11-2012/13
Table 14: NRF Balanced Scorecard Framework (continued)
Balanced
scorecard
perspective
Organisational
Proportion of available grant funding disbursed
Proportion of rated researchers funded by NRF
Organisational learning and growth
Proportion of training expenditure to total salary budget (R’000)
Proportion of NRF staff with postgraduate qualifications
Ratio seconded staff employed (to provide additional internal expertise) to total NRF staff
Human Resources and Transformation
External
Percentage/number of students from designated groups to be supported
3rd/4th year
BTech/Honours
Master’s
Doctoral
Postdoctoral
Proportion of NRF grantholders from designated groups to total number of NRF grantholders
Proportion of NRF-rated researchers from designated groups to total number of rated researchers
Baseline
2008/09 Actuals
Black
Women
Black
Women
Black
Women
Black
Women
Black
Women
Black
Women
Black
Women
2010/11
Targets
2011/12
Goal
2012/13
848/1 317
1 181/1 922
64%
61%
70%
60%
75%
65%
80%
70%
4,4/290,6
234/1 207
1/1 207
1,5%
19%
0,1%
1,8%
19%
0,1%
2,0%
22%
0,1%
2,0%
23%
0,1%
72/195
96/195
801/1 215
672/1 215
885/2 475
1 263/2 475
492/1 370
691/1 370
57/222
92/222
656/2 422
897/2 422
316/1 922
499/1 922
37%
49%
66%
55%
36%
51%
36%
50%
26%
41%
27%
37%
16%
26%
39%
47%
70%
50%
40%
50%
40%
50%
35%
45%
30%
38%
17%
26%
39%
48%
75%
50%
45%
50%
45%
50%
40%
45%
30%
39%
18%
27%
40%
48%
76%
50%
50%
50%
50%
50%
40%
45%
32%
40%
19%
28%
Legend
75
SECTION H KEY PERFORMANCE TARGETS
Table 14: NRF Balanced Scorecard Framework (continued)
Balanced
scorecard
perspective
Human Resources and Transformation (continued)
Proportion of NRF staff members from designated groups to total NRF staff
Internal
Proportion of South Africans from designated groups in three highest employment categories
Proportion of foreign nationals employed to total NRF staff
Staff turnover: below 5%
Baseline
2008/09 Actuals
Black
Women
Disabilities
Black
Women
832/1 207
472/1 207
15/1 207
170/366
125/366
37/1 207
101/1 207
2010/11
69%
39%
1,2%
46%
34%
3,1%
8,4%
Targets
2011/12
70%
40%
1,3%
46%
34%
3,0%
7,9%
Legend
76
70%
40%
1,5%
53%
39%
3,0%
7,0%
Goal
2012/13
72%
40%
2,0%
57%
43%
3,0%
5,0%
LIST OF ACRONYMS
LIST OF ACRONYMS
€Euro
%Percentage
&
and
4T30Theodolites
ACCESSApplied Centre for Climate and Earth Systems
Science
ACEPAfrican Coelacanth Ecosystems Programme
AFMAtomic Force Microscope
AGAAstronomy Geographical Advantage
AidsAcquired immunodeficiency syndrome
AISAAquaculture Institute of South Africa
AISSAfrican Institute of Space and Science
AMSAccelerator Mass Spectroscopy
AOPAfrican Origins Platforms
ARCAgriculture Research Council
ARIApplied Research and Innovation
ASCLMEAgulhas and Somali Currents Large Marine
Ecosystem
ATHRPAgricultural Technology and Human
Resources Programme
BBCsBiodiversity Conservation Centres
BRICSBiotechnology Regional Innovation Centres
C-BASS
C-Band All-Sky Survey
CEO
Chief Executive Officer
CfCS
Centre for Conservation Science
CGH Computer Generated Hologram
cGMP
current Good Manufacturing Practice
CHE
Council for Higher Education
CII
Complexity and Integration Initiative
CODATACommittee on Data for Science and
Technology
CoE
Centre of Excellence
CoGIS Cooperative Geographical Information System
CPIX
Consumer Price Index
CSD
Centre for Science Development
CSIR
Council for Scientific and Industrial Research
CUPP
Community-University Partnership Programme
DDoctoral degree
DACSTDepartment of Arts, Culture, Science and
Technology
DAFF Department of Agriculture, Forestry and
Fisheries
DCDevelopment Corporation
DEADepartment of Environmental Affairs
DIDBaseDigital Ionogram DataBase
DNADeoxyribonucleic Acid
DoHDepartment of Health
DoHETDepartment of Higher Education and Training
DORIS Doppler Orbitograph and Radio-positioning
Integrated by Satellite
DSP Digital Signal Processing
DSTDepartment of Science and Technology
DWEADepartment of Water and Environmental
Affairs
EAZAEuropean Association of Zoos and Aquariums
ECRElectron Cyclotron Resonance
ETDElectronic These and Dissertations
eVLA
Expanded Very Large Array
FRDFoundation for Research Development
GCRP
Global Change Research Plan
GEF
Global Environmental Facilities
GLONASS
Global Navigation Satellite System
GMSAGrants Management and Systems
Administration
GNSS
Global Navigation Satellite System Receivers
GPS
Global Positioning System
GRI
Global Reporting Initiative
HartRAO Hartebeesthoek Radio Astronomy Observatory
HE
Higher Education
HEI
Higher Education Institution
HESA
Higher Education South Africa
HET
Hobby-Eberly Telescope
HF
High Frequency
HICD
Human and Institutional Capacity Development
77
LIST OF ACRONYMS
HIV
Human Immunodeficiency Virus
HMO
Hermanus Magnetic Observatory
HR
Human Resources
HSRC
Human Sciences Research Council
IAUInternational Astronomy Union
iBOLInternational Barcode of Life
ICRFInternational Celestial Reference Frame
ICSUInternational Council for Science
ICTInformation Communication Technology
IEEEInstitute of Electrical and Electronics
Engineers
IGSInternational GPS Service
IIASA International Institute of Applied Systems
Analysis
IKSIndigenous Knowledge Systems
INTERMAGNET INTERnational Real-time MAGnetic
observatory NETwork
IQImage Quality
IRInternational Relations
IRCA(Legal) International Register of Certified
Auditors
IRSFInfrared Survey Facility
ISESInternational Space Environment Service
ISO International Organisational Standards
iThemba LABS iThemba Laboratory for Accelerator Based
Sciences
JO
Johannesburg Observatory
KAT
Karoo Array Telescope
KFD
Knowledge Fields Development
KPI
Key Performance Indicator
KZN KwaZulu-Natal
LROLunar Reconnaissance Orbiter
M
Master’s degree
m²
Metre Squared
MCM
Marine and Coastal Management
MER
Ministry of Education Research
MoU
Memorandum of Understanding
MRC
Medical Research Council
MTEF
Medium-term Expenditure Framework
MWA
Multi-Wavelength Astronomy
78
NASANational Aeronautics and Space
Administration
NASA MOBLAS-6National Aeronautics and Space
Administration Mobilisation Level Application
Software-6
NBDNew Business Development
NDANational Development Agency
NECSASouth African Nuclear Energy Corporation
NeDICC Network of Data and Information Curation
Centres
NETDNational Electronic Theses and Dissertation
NEUDOSNeutron and Ion Dosimetry Symposium
NIThePNational Institute for Theoretical Physics
No.Number
NRDSNational Research and Development Strategy
NRFNational Research Foundation
NSFNational Skills Fund
NSFC National Natural Science Foundation of China
NSINational System of Innovation
NZGNational Zoological Gardens of South Africa
OECDOrganisation for Economic Co-operation and
Development
OPASOffsets Partnerships for Applied Science
p.a.
per annum
PAIAPublic Access to Information Act
PASTPalaeontological Scientific Trust
PCRPolymerase Chain Reaction
PET Positron Emission Tomography
PFMAPublic Finance Management Act
PhDDoctor of Philosophy
PPMS Physical Properties Measurement System
ProfProfessor
RRand
R&DResearch and Development
R’000Rand thousand
RFBRRussian Foundation for Basic Research
RIMSResearch Information Management System
RISAResearch and Innovation Support and
Advancement
RmRand million
RNAsResearch Niche Areas
ROVRemotely Operated Vehicle
RWCRegional Warning Centre
S&TScience and Technology
SASouth Africa
SAAOSouth African Astronomical Observatory
SAASTA South African Agency for Science and
Technology Advancement
SABISouth African Biosystematics Initiative
SABSSouth African Bureau of Standards
SACSpherical Aberration Corrector
SACSatellite Application Centre
SADASouth African Data Archives
SADCSouthern African Development Community
SAEONSouth African Environmental Observation
Network
SAEOSSouth African Earth Observation Strategy
SAIABSouth African Institute for Aquatic Biodiversity
SA-ICICLSouth African International Centre for
Integrated Cryobiology
SALTICAMSouthern African Large Telescope Imagining
Acquisition Camera
SALTSouthern African Large Telescope
SANAPSouth African National Antarctic Programme
SANBISouth African National Biodiversity Institute
SANCORSouth African Network for Coastal and
Oceanic Research
SANERISouth African National Energy Research
Institute
SANHARPSouth African Nuclear Human Assets and
Research Programme
SANLICSouth African Licensing Agreement
Consortium
SANParksSouth African National Parks
SANRICSouth African National Research Institute
Consortium
SANSASouth African Network of Skills Abroad
SANSASouth African National Space Agency
SARChISouth African Research Chairs Initiatives
SARVASouth African Risk and Vulnerability Atlas
SSCSeparated Sector Cyclotron
SEAChangeSociety, Ecosystems and Change
SEDASmall Enterprise Development Agency
SETScience, Engineering and Technology
SETIScience, Engineering and Technology
Institution
SKASquare Kilometre Array
SLRSatellite Laser Ranging
SMMESmall, Medium and Micro Enterprise
SPPStrategic Platforms Programme
SSCSeparated Sector Cyclotron
SSDFScarce Skills Development Fund
STAFScience and Technology Agreements Fund
STIASStellenbosch Institute for Advanced Study
SuperDARNSuper Dual Auroral Radar Network
SuperWASPSuper Wide Angle Search for Planets
SWIOSouth West Indian Ocean
the dtiDepartment of Trade and Industry
THRIPTechnology and Human Resources for
Industry Programme
TIATechnology Innovation Agency
UCTUniversity of Cape Town
UNUnited Nations
UNDPUnited Nations Development Programme
UNEP United Nations Environmental Programme
UPUniversity of Pretoria
US$United States Dollar
USAUnited States of America
VLBIVery Long Baseline Interferometry
VLFVery Low Frequency
wBRC
Wildlife Biological Resource Centre
WDS
World Data Systems
WRC
Water Research Council
WSSF World Social Science Forum
WWLLN
World Wide Lightning Location Network
XDM eXperimental Development Mode
XRD
X-ray Diffractometer
YSSP Young Scientists Summer Programme
79
CONTACT DETAILS
CONTACT DETAILS
Dr Albert van Jaarsveld
President AND CEO: National
Research Foundation (NRF)
IN PRETORIA
Tel: +27 12 481-4137
Fax: +27 12 349-1179
Web: www.nrf.ac.za
DR GANSEN PILLAY
VICE-PRESIDENT AND MD: RESEARCH
AND INNOVATION SUPPORT AND
ADVANCEMENT (RISA) (PRETORIA)
Tel: +27 12 481-4286
Fax: +27 12 481 4162
Web: www.nrf.ac.za
DR GATSHA MAZITHULELA
VICE-PRESIDENT: RESEARCH
INFRASTRUCTURE AND NATIONAL
RESEARCH FACILITIES
(PRETORIA)
Tel: +27 12 481-4018
Fax: +27 12 481-4009
Web:www.nrf.ac.za
Hartebeesthoek Radio Astronomy
Observatory (HartRAO)
(Krugersdorp)
Tel: +27 12 326-0742
Fax: +27 12 326-0756
Web: www.hartrao.ac.za
MD: Dr Roy Booth
80
Hermanus Magnetic Observatory
(HMO) (Hermanus)
Tel: +27 28 312-1196
Fax: +27 28 312-2039
Web: www.hmo.ac.za
Acting MD: Dr Lee-Ann McKinnell
iThemba Laboratory for
Accelerator Based Sciences
(iThemba LABS) (Somerset West)
Tel: +27 21 843-1000
Fax: +27 21 843-3525
Web: www.tlabs.ac.za
MD: Dr Zeblon Vilakazi
National Zoological Gardens of
South Africa (NZG) (Pretoria)
Tel: +27 12 328-3265
Fax: +27 12 323-4540
Web: www.zoo.ac.za
ED: Dr Clifford Nxomani
South African Agency for Science
and Technology Advancement
(SAASTA) (Pretoria)
Tel: +27 12 392-9300
Fax: +27 12 320-7803
Web: www.saasta.ac.za
ED: Mrs Beverley Damonse
SOUTH AFRICAN ASTRONOMICAL
OBSERVATORY (SAAO)
(CAPE TOWN AND SUTHERLAND)
Tel: +27 21-447-0025
Fax: +27 21-447-3639
Web: www.saao.ac.za
MD: Prof Phil Charles
South African Environmental
Observation Network (SAEON)
(Pretoria)
Tel: +27 12 392-9383
Fax: +27 12 392-9316
Web: www.saeon.ac.za
MD: Mr Johan Pauw
South African Institute for
Aquatic Biodiversity (SAIAB)
(Grahamstown)
Tel: +27 46-603-5800
Fax: +27 46-622-2403
Web: www.saiab.ac.za
MD: Prof Paul Skelton
For further information on aspects of this
document, please contact:
Ms Magdal Pienaar-Marais
Manager: Corporate Governance:
Planning and Reporting
Tel: +27 12 481-4070
Fax: +27 12 481-4006
E-mail: [email protected]
SUPPORTING FRAMEWORK
THE NRF SUPPORTING FRAMEWORK
SUPPORTING FRAMEWORK
A
Exemptions granted from the provision 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 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.
www.nrf.ac.za

Business Plan 2010 - National Research Foundation

Transcription

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