A New Structure for the NRF and RISA 20 October 2004

Strategic context To transform South Africa into a knowledge society that competes effectively in a global system Requirements: Highly skilled people in sufficient numbers capable of creating new knowledge and to translate existing knowledge in an innovative way

Strategic context (continued) Impediments: Inherited system failed to attract new crop of young researchers (esp. black and female) into system, and failing to retain those who enter the system Present approaches of developing high level research capacity in undirected way is failing to generate right levels and spectrum of capacity Present NRF’s efforts to stimulate demand through targeted interventions have borne fruit, but not been able to impact meaningfully on number, quality and composition of researchers both in demographic and discipline terms

Strategic context (continued) The key driver for the NRF is the production of large numbers of high quality PhD’s that are required to provide the bedrock for an innovative and entrepreneurial knowledge society

Old NRF Organogram NRF BOARD CORP SEC PRES./CEO NRF NRF VICE-PRES & COO MD: RISA Core Bio Astro/Geo Nuclear ED RPS ED BIPP ED IF ED SAASTA ED HR ED FINANCE ED SAIAB / MD SAAO / SALT MD iTHEMBA ED RCD GM SAEON MD HartRAO PERF. PLANNING & ASSESSMENT ED KMS GM HMO

NRF Organogram NRF BOARD CORP SEC PRES./CEO NRF VP: RESEARCH & INNOVATION SUPPORT & ADVANCEMENT CORPORATE OFFICE VP: RESEARCH INFRASTRUCTURE & NATIONAL FACILITIES S&T ADVANCEMENT INNOVATION FUND CORE GRANT NUCLEAR SCIENCES ASTRO / SPACE/ GEOSCIENCES BIODIVERSITY& CONSERVATION KFD iTHEMBA / MRMC HartRAO / SKA SAIAB / COELA-CANTH IFD SAAO / SALT NZG KMS SAEON HMO

Corporate Office Board CEO Corporate Secretariat Performance Planning & Assessment ED Finance New Business Development HR Science Policy Unit Govt Relations Industry Relations International Relations Marketing Communi- cation

Grant Management and Systems Administration The Heart of RISA Grant Management and Systems Administration

Grant Management & Systems Administration All grant management Front line of RISA Customer care service Decision making about making and paying grants

Knowledge gained from the field The Concept KFD IFD M ake ‘n P ay We’re on your side Knowledge gained from the field Shared with KM&S

Make ‘n Pay Make grants KPAs Pay grants KPAs Call Assessment Award Monitoring KPAs Specific program targets >5% growth in demand Communication deadline <2% appeals Pay grants Releases Payments Claims Adjustments KPAs >95% claimed grants No auditing comments (PFMA compliance) Good customer service

Knowledge Management & Strategy The Analyzing part of the organization The Brain of RISA Knowledge Management & Strategy The Analyzing part of the organization Andrew Kaniki

Knowledge Management & Strategy To create and maintain an environment within the NRF that promotes and supports systematic identification, science intelligence, optimisation and active management of intellectual assets that are either in the form of explicit knowledge held in artefacts (documents, books, databases etc.) or tacit knowledge possessed by individuals or communities for the purpose of policy advice and rational decisions in grants management and administration.

Knowledge Management & Strategy Responsibilities and objectives Grants Management and Systems Administration Implementation and custodianship of knowledge management Facilitation of the application of ICT enabling systems and tools Appraisal, monitoring, evaluation and reviews of internal or external strategic programmes and initiatives Policy analysis and strategic positioning of the NRF both nationally and internationally

Knowledge Fields & Institutional Fields Development The Senses of RISA Knowledge Fields & Institutional Fields Development Eyes Ears Tongue Nose 2 Directorates under the leadership of: Tessa Marcus Prins Nevhutalu

Knowledge Fields Development To promote new knowledge and research capacity through the stimulation and development of the spectrum of knowledge fields by engaging researchers, as individuals and in their professional and research organizations, with the national research and development challenges.

Knowledge Fields Development Facilitating the advancement of the frontiers of knowledge and expertise Developing new fields of knowledge Promoting interaction between researchers Strengthening scientific and professional organisations Encouraging networking within and beyond the South African research community Investigating and analysing research interests, trends and strengths across disciplines Refining and redefining research calls in the light of the above development incentives

Institutional Fields Development To significantly enhance the capacity of higher education and other research institutions in South Africa to deliver in numbers and quality the skills required by the national science and innovation system to meet the research and development challenges of an enterprising, inovative and democratic knowledge society.

Institutional Fields Development Translating the knowledge requirements into institutional capacity for delivery Investigating and analysing institutional imperatives that impact on capacity to deliver Facilitating institutional partnerships within and beyond South Africa’s borders Promotion of staff development initiatives Facilitating improved throughput rates of students Addressing equipment needs to meet knowledge and delivery requirements Refining and redefining research calls in light of the above development incentives

Relationship between RISA Business Units Indigenous Knowledge Govt Research Laboratories Management and Economic Sciences Comprehensive Universities Universities of Technology Social Sciences Research infrastructure Natural Sciences Law Science Councils Humanities Universities Engineering National Facilities Life sciences Institutional Partnerships Multi-disciplinarity Private Sector Res. Labs National Strategies Management Information National Policies Quality Assurance Legal dimensions ICT Support Strategic Advice

SO, WHERE TO? The following process will be implemented immediately Detailed communications and group discussions covering: New organisational structure and required staff complement Functions, goals and expectations of the various roles within the structure Competencies required of the various role players Key criteria for allocating individuals to posts

SO, WHERE TO? (continued) 2. Individual discussions with those who are affected, leading to confirmation of postings 3. Completion of administrative details, e.g. confirmation letters regarding new posting and reporting relationship. The above process and steps must be concluded by end of October 2004

SO, WHERE TO? (continued) To ensure that this new way of doing business works optimally we will embark on the following in the New Year: Re-induction of staff in the context of: New objectives per directorate New strategic planning processes Future Business Plans Training and re-skilling as necessary to cover any identified gaps and needs