Feedback on NRF Executive Workshop 8-9 July 2004 History: Inward focus Establishment of NRF based on Act, SETI reviews and “National Imperatives” Creation of new organisation: transcending CSD, FRD Sharpened focus: Focus Areas (9) Access to all, based on quality Rating of social scientists Importance of quality of research proposals Business processes and procedures to support new direction (CGA) THRIP: Evaluations and positive growth Impact of developments on staff and organisation Recognition of discomfort, uncertainty, demands and sacrifices: task teams; CGA Simultaneous development of new business processes, while maintaining others New staff complement: training, high turnover Loss of capacities and opportunities due to inward focus: Science advice Communications THRIP: Steady growth Foundation laid for NRF

Workshop objectives Interrogate Formulate Scope of mandate Current focus and (new) business entities External environment Formulate Business strategy With foundation laid – time for outward focus What are the objectives? To obtain clarity: (interrogate) Are we doing what we should be doing and are we doing it effectively What is the role of the NRF within the National System of Innovation To obtain strategic direction (formulate) Why is this discussion necessary? Incorporation of HMO, Innovation Fund, SAASTA, NZG Changes in Higher Education: external environment R&D strategy: Foundation for Technology Development Identification of science missions

Workshop process (1) Presentations on Two “new additions” Innovation Fund SAASTA Two “neglected functions” Corporate communicating corporatively Leading within NSI

Workshop process (2) Discussion How is NRF shaped by Innovation Fund SAASTA Emerging Higher Education “landscape”? May NRF re-shape itself & shape environment? How should it be done? How do we do business? Can Innovation Fund be “accommodated”? What is required from NRF to house Innovation Fund? How is mandate of NRF broadened by SAASTA? What should the approach to changes in Higher Education be? reactive? proactive? How do we see ourselves? Can and may the NRF take these entities/programmes on? Within mandate? May NRF be a change agent that effect change externally? How should this be done? Find unity in diversity through one point of sharp focus

SUPPORT AND PROMOTE RESEARCH AND THEREBY TO CONTRIBUTE The NRF Mandate SUPPORT AND PROMOTE RESEARCH Through funding, human resource development and the provision of the necessary research facilities 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

N R F Research Promotion Infrastructure Science & & & Equipment Support Innovation Infrastructure & Equipment Innovation Science & Society iThemba LABS SAIAB, NZG SAAO, HartRAO, HMO RISA National Facilities SAASTA, NZG RISA

Promotion and Support Research Promotion Research Development & Support Knowledge Management Centres of Excellence STAC Scarce Skills Development (DoL) Innovation Fund THRIP (DTI)

Research Promotion Sustainable Livelihoods: Eradication of poverty Education and the Challenges for Change Economic Growth and International Competitiveness Conservation and Management of Ecosystems and Biodiversity Socio-political impact of Globalisition: The Challenge for South Africa Indigenous Knowledge Systems Distinct South African Research Opportunities Unlocking the Future: Advancing and Strengthening Strategic Knowledge

Research Development & Support Institutional Programmes Thuthuka Student Support Infrastructure & Mobility Grants International Science Liaison

Knowledge Management Information & Strategy Advice Evaluation Centre Information Technology

Infrastructure and Equipment Astro/Space/Geosciences Facilities Biodiversity/Conservation Nuclear Sciences SAEON NZG

Astro/Space/Geosciences

Biodiversity/Conservation SAEON NZG

Nuclear Sciences

Science and Society

Creation of critical mass SET HUMAN CAPITAL PROCESSES NRF B/Us’ Programme FACILITIES FA (Education) Desired outcomes Science Advancement Creation of critical mass FA’s Knowledge Generation RCD COE FACILITIES Technology Promotion THRIP Stimulation & enhancement of innovation Innovation New Business, Products, Services IF Stimulation of enhanced entrepreneurship Enterprise Development Venture Capital & Fiscal Incentives IF

NRF Budget & Human Resources BUSINESS UNIT 2004/5 PROJECTED BUDGET R’million TOTAL STAFF Including contract staff STUDENTS/POST-DOCS on NRF ‘pay-roll’ (NOT on NRF “pay-roll”) RIS: Core Grant THRIP DTI initiatives Innovation Fund Other DST initiatives Scarce Skills (DoL) DEAT initiatives R 702.6 m R 280.7 m R 135.0 m R 64.0 m R 171.0 m R 20.3 m R 25.9 m R 5.7 m 171 - HartRAO R 11.8 m 47 (1) HMO R 4.2 m 15 iThemba LABS R 79.7 m 264 50 SAAO R 21.1 m 70 6 SAIAB R 9.6 m 28 SAASTA R 10.9 m 45 NZG R 20.0 m 344 Other contracts & income R 96.3 m T O T A L R 956.2 m 984 56

Key result of discussions Confirm Focus on Mandate Human resource development Knowledge generation Key driver of change PhDs Confirm mandate Focus on key driver of change: To address needs of nation Knowledge society Quality of life – wealth creation

Quality and quantity of PhDs Focus on key driver CHANGE IS REQUIRED Key driver of change PhDs KEY DRIVER OF CHANGE Quality and quantity of PhDs

How to change (2) Internal transformation & integration Focus on key driver (PhDs) Business processes and procedures Management information systems Human resource profile Programme mix

How to change (1) External transformation NRF can and should be change agent Enabling Act: allows space for leadership in NSI National Research Foundation: national mandate Create synergies around key driver (PhDs) with: Higher Education: quality and quantity Science Councils: open up access Government departments; private sector

Expected outcome Required quality and quantity of high-level human resources for needs of country

SAASTA’s role Science awareness Science communication Education

SCIENCE CENTRE NETWORK SAIAB ITHEMBA SAAO HMO SAEON JHB Obs NZG MUSEUMS WRC NBI SANAP HEI’S DOE SCIENCE AWARENESS PLATFORM ARC SANCOR DST Multi-purpose centers SCIENCE COMMUNICATION DWAF EDUCATION Industry SAIAB NZG SAEON School science support Science and the media Science awareness Science communication Education NRF Facilities Science materials Focus Areas IF Communication of research to public audiences Professional Societies (SAIP, SAMF) SET Careers Knowledge management

Corporate Communication Vehicle for integration How do we see and sell ourselves? Consistent message internally and externally Marketing Branding

Envisaged structures New business development Succession planning Communications manager Branding function Succession planning President and VP’s

RESEARCH & INNOVATION SUPPORT & ADVANCEMENT NRF Organogram NRF BOARD CORP SEC PRES./CEO NRF VICE-PRES RESEARCH & INNOVATION SUPPORT & ADVANCEMENT ED FINANCE ED HR ED BUSINESS DEVELOPMENT VICE-PRES RESEARCH INFRASTRUCT. & FACILITIES INNOV FUND THRIP CORE GRANT S&T ADVANCEMENT NUCLEAR SCIENCES ASTRO / SPACE / GEO SCIENCES BIODIVERSITY / CONSERVATION ED IF ED BIPP ED RPS ED SAASTA MD iTHEMBA / MRMC MD HartRAO / SKA MD SAAO / SALT GM HMO ED SAIAB / COELACANTH GM SAEON ED RCD ED NZG ED KMS