1. A New Structure for the NRF and RISA
20 October 2004

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

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

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

10. 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

11. 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

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

13. 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.

14. 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

15. 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

16. 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.

17. 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

18. 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.

19. 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

20. 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

21. 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

22. 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

23. 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