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DST CORPORATE STRATEGY: GOVERNMENT SCIENCE AND TECHNOLOGY SYSTEM

DST CORPORATE STRATEGY: GOVERNMENT SCIENCE AND TECHNOLOGY SYSTEM. Overview: Introduction Objectives Governance and Investment Governance Model Developments Expenditure Trends Service Delivery Objectives and Indicators Science Vote Conclusion. Introduction.

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DST CORPORATE STRATEGY: GOVERNMENT SCIENCE AND TECHNOLOGY SYSTEM

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  1. DST CORPORATE STRATEGY: GOVERNMENT SCIENCE AND TECHNOLOGY SYSTEM Overview: • Introduction • Objectives • Governance and Investment • Governance Model Developments • Expenditure Trends • Service Delivery Objectives and Indicators • Science Vote • Conclusion DST CORPORATE STRATEGY: PROGRAMME 4

  2. Introduction • DST to provide an integrated view of public expenditure in R&D. • Cabinet approved the new strategic management model to improve the state of affairs in March 2004. • From Science Vote to Government S&T Expenditure Plan • Cross-cutting science and technology • Sector-specific science and technology • Critical technology intensive services DST CORPORATE STRATEGY: PROGRAMME 4

  3. Objectives • To build, fund and monitor a cohesive national research system. • To contribute to technology advancement and service delivery, as determined by the key performance indicators. • Coherent, effective and efficient S&T system. • Effective and efficient utilisation of public resources. DST CORPORATE STRATEGY: PROGRAMME 4

  4. Governance and Investment • Increase in national investment in research and development (23% - 2004/5). • The OECD average across public and private sectors is 2,15% of GDP. • National investment to reach 1% of GDP over the next six years (R5-R10 billion). • DST to provide funding and a sound governance framework for SET, and monitor its performance. • To provide SET human resources more representative of our nation. • To promote excellence in science that is uniquely South African with a global competitive edge. DST CORPORATE STRATEGY: PROGRAMME 4

  5. Governance Model Developments • The new high-level functional model for governance purposes is divided into three core types: • Cross-cutting science and technology • Sector specific science and technology • Critical Technology Intensive Services • To guide clusters and government on the deployment of resources in these 3 critical functions. DST CORPORATE STRATEGY: PROGRAMME 4

  6. Expenditure Trends DST CORPORATE STRATEGY: PROGRAMME 4

  7. EXPENDITURE ESTIMATES DST CORPORATE STRATEGY: PROGRAMME 4

  8. ECONOMIC CLASSIFICATION DST CORPORATE STRATEGY: PROGRAMME 4

  9. Service Delivery Objectives and Indicators • Transfer of SANAP from DEAT to DST. • Transfer of NZG from DAC to the NRF. • Establishment of SACNASP. • Re-alignment of the National Laser Centre. • Re-positioning of CSIR. • Veterinary research in South Africa. DST CORPORATE STRATEGY: PROGRAMME 4

  10. MEDIUM TERM OUTPUT TARGETS DST CORPORATE STRATEGY: PROGRAMME 4

  11. MEDIUM TERM OUTPUT TARGETS DST CORPORATE STRATEGY: PROGRAMME 4

  12. KEY PERFORMANCE INDICATOR FRAMEWORKS DST CORPORATE STRATEGY: PROGRAMME 4

  13. Branch profile DST CORPORATE STRATEGY: PROGRAMME 4

  14. Science Vote DST CORPORATE STRATEGY: PROGRAMME 4

  15. Conclusion • To change the Science Vote to reflect government S&T overall expenditure. • Use of institutional governance frameworks and financial instruments. • DST to be responsible for a single Budget Vote (exclude the allocations to institutions not linked directly to DST). • DST to consolidate spending plans for sector-specific departments. DST CORPORATE STRATEGY: PROGRAMME 4

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