1. 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

2. 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

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

4. 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

5. 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

7. 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

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

9. 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

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

11. Knowledge Management Information & Strategy Advice Evaluation Centre
Information Technology

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

13. Astro/Space/Geosciences

14. Biodiversity/Conservation
SAEON
NZG

15. Nuclear Sciences

16. Science and Society

17. 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

18. 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 m
R m
R m
R m
R m
R m
R m
R m
171 -
HartRAO
R m 47
(1)
HMO
R m 15
iThemba LABS
R m
264 50
SAAO
R m 70 6
SAIAB
R m 28
SAASTA
R m 45
NZG
R m
344
Other contracts & income
R m
T O T A L
R m
984 56

19. 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

20. 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

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

22. 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

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

24. SAASTA’s role
Science awareness
Science communication
Education

25. 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

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

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

28. 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