1. CSIR Presentation to Portfolio Committee of Arts and Culture 13 September 2005

2. Our presentation today
1. Reconfiguration Process
Background
CSIR Beyond 60
CSIR Operations model
Managing the transition
R&D Highlights
2. Public Outcomes
Current challenges
Lessons learned
Focused activities
Recommended approach
Actions and performance measures

3. Reconfiguration Process

4. Background Tale of Two Cultures presented in 2004
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Background
Tale of Two Cultures presented in 2004
Reason for our existence
remain faithful to public mandate
our S&T base built on people, knowledge and facilities
impact: always ask what difference you make

5. Celebrating 60 years of science and technology
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Celebrating 60 years of science and technology
CSIR 60th anniversary provides an opportunity to reshape our future
Review our role in science and technology landscape to:
make positive contribution to country’s national imperatives
ensure we evolve to meet the challenges of the future

6. The CSIR Beyond 60 CSIR Beyond 60 process started 18 months ago
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
The CSIR Beyond 60
CSIR Beyond 60 process started 18 months ago
Establish best route for reconfiguration of CSIR's science and technology base
Realign with our core purpose
Shape the premier scientific research organisation for the African Renaissance

7. Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Focus of CSIR Beyond 60
Shaping the organisation that will serve South Africa’s science and technology needs beyond the CSIR’s 60th birthday
The CSIR Beyond 60 change process will attain this goal
Strengthening the science and technology base
Building and transforming human capital
Contributing to national programme of development and fulfilling mandate
Bringing three elements from previous slides together are the key to satisfying CSIR’s mandate
Business and financial discipline remain critical at the hygiene factor level underpinning renewed excellence in the factors in the tri-circle diagram
The CSIR Beyond 60, in context of Annual Plan, has these three elements as its focus
Strongly endorsed by the CSIR Board
Performing relevant knowledge generating research and technology transfer

8. Building and transforming human capital
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Human Capital Development
An earmarked proportion of Parliamentary Grant to be devoted specifically to human capital development
Professional growth through career planning and mentorship
Encourage staff to improve qualifications
post-graduate qualifications: 22.5%
three-year target: 28%
Use CSIR expertise and facilities to assist in mentoring masters and doctoral students
Building and transforming human capital
Career stages (1=work under supervision, 2=independent work, 3=directs others/nationally influential, 4=internationally influential researcher)
Research base remains white male dominated
Call for transformation has been repeatedly emphasized by CSIR’s stakeholders
Equally, the career growth and development of staff in general needs to be managed to allow a successful flow through from the junior to the senior levels

9. Strengthening the science and technology base
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Regaining Scientific excellence
Increased emphasis on research from available funding streams
Five thematic programmes to support new areas of S&T and early stage research
Change in scope of research activities to increase scientific outputs
Young researcher development programme
Strengthening the science and technology base
Transforming the nature of work conducted is fundamental to strengthening S&T
Frascati framework for classifying research addresses stage in research value chain as one element
PG needs to be invested to a greater extent in support of S&T objectives (thematic a major development)

10. Basic for CSIR innovation
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Basic for CSIR innovation
people transfer
technology, knowledge transfer
Market
R&D
technology, knowledge transfer
Society
R&D
people transfer
Public good outcomes embedded in both

11. R&D outcomes for public goods
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
R&D outcomes for public goods
Parliamentary Grant management
A proportion of PG allocation for public good outcomes
R&D outcomes office established to set targets
with unit directors
Develop innovative ways to disseminate CSIR knowledge outputs
science exhibitions
TV science documentaries
use of media for knowledge dissemination
Performing relevant knowledge generating research and technology transfer
S&T recognized as a key lever in nation building
CSIR’s role pervades all critical aspects of sustainable socio-economic development
Peace, Safety and Security
Critical legacy inherited by the democratic government in was a social plan designed to create areas lacking in fundamental infrastructure.
Islands of depravation
Intervention is required to restore the social fabric and create hubs of economic activity that will allow all areas to propser
Second Economy is a stark reality in South Africa
Employs a significant portion of the unskilled population
CSIR needs to ensure an appropriate focus of its science and technology offerings to be able to contribute meaningfully to its transition.
Africa Development
Advancement of the African Union objectives through the Nepad programme is beginning to gain momentum
Continental infrastructure in transport, housing, water, energy and communications
Growth of the technical skills pool
Advancing the development of the resource based industries
National state of S and T
Dominated by a a group of aging white males
Low rates of publication and securement of international patents
Sustainable socio-economic development of South Africa and Africa is dependent on the holistic support to the core issues

12. R&D outcomes for public goods
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
R&D outcomes for public goods
Human resources champions located in units and centres for:
IP management
early commercialisation
public good outcomes
knowledge dissemination
impact assessment
Performing relevant knowledge generating research and technology transfer
S&T recognized as a key lever in nation building
CSIR’s role pervades all critical aspects of sustainable socio-economic development
Peace, Safety and Security
Critical legacy inherited by the democratic government in was a social plan designed to create areas lacking in fundamental infrastructure.
Islands of depravation
Intervention is required to restore the social fabric and create hubs of economic activity that will allow all areas to propser
Second Economy is a stark reality in South Africa
Employs a significant portion of the unskilled population
CSIR needs to ensure an appropriate focus of its science and technology offerings to be able to contribute meaningfully to its transition.
Africa Development
Advancement of the African Union objectives through the Nepad programme is beginning to gain momentum
Continental infrastructure in transport, housing, water, energy and communications
Growth of the technical skills pool
Advancing the development of the resource based industries
National state of S and T
Dominated by a a group of aging white males
Low rates of publication and securement of international patents
Sustainable socio-economic development of South Africa and Africa is dependent on the holistic support to the core issues

13. CSIR Operations Model Strategy and Leadership layer CSIR Knowledge
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
CSIR Operations Model
Strategy and Leadership layer
CSIR Executive Board
Executive management
Internal
Audit
CSIR Knowledge
Services
Management structure
Research and Development Core layer
National Research Centres
Emerging Research Areas
Research and Development Outcomes
Research and Development
Stakeholders, beneficiaries & partners
CSIR mandate
CSIR mandate
CSIR Shared Services and Institutional Management layer
Internal
Audit & Risk
Finance
& Investments
Human
Capital
Management
Services
Legal Services & Industrial Relations
CSIR activities that qualify
for Parliamentary Grant

14. CSIR operating units and National research centres
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
CSIR operating units and National research centres
Operating Units
Defence, Peace, Safety and Security
Built Environment
Biosciences
Material Science, Manufacturing and Advanced Beneficiation
Natural Resources and the Natural Environment

15. CSIR operating units and National research centres
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
CSIR operating units and National research centres
National Research Centres
Lasers
Meraka Institute (ICT)
Metrology
Space
Spatial Analysis
Test Facilities

16. Managing the transition
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Managing the transition
April 2005
September 2005
New beginning
Neutral zone
(transition phase)
Present
order
Time
Change is hardly the issue, we have been coping with it on an ongoing basis
Changes in soft ware
Advent of electronic payslips
Acceleration of the pace that is the issue we need to manage and hence given the magnitude and scale of what we are about to undertake, it is fair that we recognize a transition period;
Old assumptions and expectations have to be relinquished
During this period, fair to recognize that not all changes are improvements, some are small adjustments to maintain the balance
Unload old baggage
Transition is like a low compression area in an organizational weather map. Tends to attract all storms and conflicts
Old scars start to ache
Old grievances start to resurface
old skeletons come tumbling out
Staff should recognize that we are on the threshold on a new beginning, Africa’s challenges and opportunities are at our doorstep, future stability is dependent on economic growth and research and development is the key enabler.
June 2005 : Formal process initiated, senior leadership appointed
August 2005 : Detailed organisational design
September 2005 : Structure finalised and staffed
October : Commencement of new operations in reconfigured CSIR

17. Selection of R&D highlights
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Selection of R&D highlights
Bioscience
Microwave technology to pasteurise raw, whole eggs
Edible, biodegradable coating for export fruit
Scientific Research Council Act (Act No 46 of 1988, as amended by Act 71/1990)

18. Selection of R&D highlights
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Selection of R&D highlights
Environmental science
Capacity study of southern African ecosystems
The conservation of river biodiversity
Scientific Research Council Act (Act No 46 of 1988, as amended by Act 71/1990)

19. Selection of R&D highlights
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Selection of R&D highlights
Information, communications and space technology
Removing technology barriers to wireless access infrastructure
ICT supporting independent living for persons with disabilities

20. Selection of R&D highlights
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Selection of R&D highlights
Infrastructure technology
Architectural engineering for more effective healthcare facilities
Measuring intrinsic logistics cost for the South African economy
Scientific Research Council Act (Act No 46 of 1988, as amended by Act 71/1990)

21. Selection of R&D highlights
Background
CSIR Beyond 60
CSIR Operations Model
Managing the transition
R&D Highlights
Selection of R&D highlights
Mining technology
Supporting the small-scale mining sector
Environmental compliance and performance of SA’s mining industry
Scientific Research Council Act (Act No 46 of 1988, as amended by Act 71/1990)

22. Public Goods Outcomes

23. Current challenges
Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
Developing appropriate support systems to support poverty alleviation (PA) programmes.
Lack of perfect mix of skills in CSIR to deal with communities.
Lack of planning for community driven projects:
Uptake path and exit strategies.
Lack of uniform Strategy and direction on poverty alleviation.
Identification of areas and communities to concentrate on.

24. Lessons learned First build relationships
Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
First build relationships
Then introduce new ideas, showing how they meet identified needs.
Keep projects simple and involve community from the start.
Train in locally acceptable ways (e.g. methods, facilities).
Train trainers who can train others.
Involve local leadership and cooperate with local government.
Encourage interdependent relationships vs. dependent or totally independent relationships.
No single way of transferring knowledge – guiding principles are useful

25. Focus of Activities
Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
Successful transfer of technologies for the formation of new community-based enterprises;
Appropriate technologies – measured in terms of affordability, absorbability and potential impact;
Sustainability – sound business models and where applicable, IP management;
Strong technology component.

26. Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
New approaches - I
Rethinking partnerships – roles need to be clearly defined.
Getting the institutional context right
Beyond 60: Management of Outcomes for Public Good
Institutional structure
Management and leadership
Finance and operation
Monitoring and evaluation

27. Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
New approaches - II
Strong governance – built-in monitoring of results;
Capacity development – developing local systems to generate and apply technologies;
Stimulating demand – a two way process;
Impact and assessment processes.

28. Project selection Need to clarify: Key issues:
Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
Project selection
Need to clarify:
Government vs private sector involvement
DST vs another government department
When and when not CSIR is involved in projects
Key issues:
Strengthening existing projects
Bring cohesiveness to a fragmented Public Good Outcomes landscape
Develop quality controlled systems and processes

29. Actions Conduct an internal review of all projects, determining:
Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
Conduct an internal review of all projects, determining:
Status
Responsible OU and researcher(s)
Value addition
Limiting factors
Evaluate for impact and sustainability

30. Actions
Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
Review and improve project selection and application processes – introducing quality control measures
Develop a cohesive model for the management of Public Good Outcomes at CSIR
Build the required capacity for a Public Good Outcomes entity

31. Key performance indicators
Current changes
Lessons learned
Focused Activities
Recommended approach
Actions and performance measures
The following Key Performance Indicators should be visible:
Employment creation: Number of jobs created in various categories of skills, e.g. semi-skilled, skilled, etc.
Skills Development: Literacy, numeracy, life skills, leadership, etc.
Creation of infrastructure: Assets, equipment, building, transport, etc.
Formation of sustainable SMME’s