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DST Corporate Strategy 2010 - 2013. Presentation to the Portfolio Committee 10 March 2010 Thomas Auf der Heyde Acting Director-General. Contents. Strategic context Strategic overview and key policy developments DST principal goals Recent outputs and achievements; challenges

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Dst corporate strategy 2010 2013

DST Corporate Strategy 2010 - 2013

Presentation to the Portfolio Committee

10 March 2010

Thomas Auf der Heyde

Acting Director-General


Contents
Contents

  • Strategic context

  • Strategic overview and key policy developments

  • DST principal goals

  • Recent outputs and achievements; challenges

  • Medium-term priorities and initiatives

  • Selected medium-term output targets

  • Monitoring and evaluation

  • Current status of GERD

  • Financial resources/budget

  • Institutional overview

  • Conclusion


Strategic context
Strategic context

  • The Corporate Strategy aligns the Medium-Term Strategic Framework (MTSF), the Ten Year Innovation Plan (2007), and the National Research and Development Strategy (2002):

    • importance of technology innovation in speeding up economic growth, and creation of decent work and sustainable livelihoods;

    • build on the current range of strategies and support programmes already supporting innovation in firms, and research and development (R&D) in the private and public sectors with emphasis on biotechnology and pharmaceuticals, space science and technology, energy security and other opportunities presented by climate change; and

    • SA’s contribution in international cooperation to an improved South Africa, Africa and the world.


Strategic overview and key policy developments 1
Strategic overview and key policy developments (1)

  • Vision

    • To create a prosperous society that derives enduring and equitable benefits from science and technology

  • Mission

    • To develop, coordinate and manage a National System of Innovation (NSI) that will bring about maximum human capital, sustainable economic growth and improved quality of life for all


Strategic overview and key policy developments 2

Emerging areas

(DST should..)

Sector specific

(DST may…)

Mature areas

(Should not…)

  • Be involved but not be the leader, e.g., health, agric, minerals

  • Not be involved, but know what goes on

  • Standard technology-based services

  • E.g. Weather services

  • Take the lead

  • E.g., biotech, nanotech, etc.

  • Sector Departments lead

DST responsibility

Strategic overview and key policy developments (2)

Strategic Management Framework


Strategic overview and key policy developments 3
Strategic overview and key policy developments (3)

NSI SWOT

benchmarked

OECD Review

of SA NSI

New public S&T missions

  • Biotechnology

  • ICT

  • Advanced manufacturing

  • Astronomy

10Yr Innovation

Plan

Policy

Implementation

Creation

of DST

R&D Strategy

S&T missions

Developing the NSI

Knowledge-based economy

  • Grand challenges

  • Human capital development

  • TIA

  • SANSA

  • IPR & NIPMO

  • NICs/BRICs

S&T White

Paper

2009-

2004

1996

2002

2007


Ten year innovation plan

Enablers

Grand challenges

Technology development and innovation

Human capital - Centres of excellence, South African research chairs initiative, professional development programme, etc.

Cross- cutting enablers

Farmer to pharma

Human & social science

Climate change

Energy

Space science

Knowledge infrastructure – Science councils, state-owned enterprises, global projects

Ten-Year Innovation Plan

  • Investment plan based on strategic priorities


Dst principal goals 1
DST principal goals (1)

  • To enhance SA’s knowledge-generation capacity in order to produce world-class research papers and turn advanced findings into innovative products and processes.

  • To develop the innovation capacity of the NSI and thereby contribute to soc-economic development.

  • Develop appropriate STI human capital to meet the needs of society.


Dst principal goals 2
DST principal goals (2)

  • Build world-class STI infrastructure to extend the frontiers of knowledge, train the next generation of researchers, and enable technology development and transfer, as well as knowledge exchange.

  • Position SA as a strategic international RDI partner and destination through the exchange of knowledge, capacity and resources between SA and its regional and other international partners, thereby strengthening the NSI.


Recent outputs achievements 1
Recent outputs & achievements (1)

  • The launch of SumbandilaSat (a micro earth observation satellite) on 17 September 2009

  • The construction of 7 dishes of the KAT-7 (MeerKat precursor) was completed in January 2010

  • The launch of the South Africa HIV and Aids Research and Innovation platforms in July 2009

  • 82 Research chairs awarded, and supported 423 postgraduate students through grants

  • 204 000 people participated in the National Science Week programme


Recent outputs achievements 2
Recent outputs & achievements (2)

  • Anglo Platinum launched a R100 million Platinum Development Fund to promote commercialization of platinum group metal technologies in South Africa

  • SA was elected Vice-President of the Non-Aligned Movement S&T Bureau for the next four years

  • DST leveraged R178 million through official donor assistance

  • 10-year Global Change research plan finalised

  • Rural quality of life improvement initiatives


Example essential oils production
Example: essential oils production

  • DST established 5 rose geranium essential oil producing SMME’s, and oil sold to local market with international linkages.

    • All with 30Ha plantation (40 000 plants/Ha) & steam distillation factory.

      • Elandskraal, Limpopo

      • KwaNobuhle, Eastern Cape

      • Onseepkaans, N. Cape

      • Pella, N. Cape

      • Hi-Hanyile, Limpopo

    • 306 Job opportunities sustained


Recent outputs achievements 3
Recent outputs & achievements (3)

  • The roll-out of rural broadband connectivity using a wireless mesh network reached 150 schools in Nkangala district municipality in Mpumalanga and part of Sekhukhune district in Limpopo

  • Establishment of a titanium Centre of Competence is at an advanced stage


Wireless mesh networks
Wireless mesh networks….

A communications network made up of radio nodes organized in a mesh topology

Allows buildings to be linked that are in line of sight of each other (with distances more than 7 km)

Provides broadband connectivity (> 5 megabytes/second), at very low cost, and no need for centralised infrastructure such as high masts and “base stations”

Large geographic areas can be covered

Ideal for rural settings and marginalised communities


Dst corporate strategy 2010 2013

Supplier Development

Technology Development

SA

Ti Industry

Titanium Centre of Competence

Market Development

Industrialisation & Commercialisation

Primary

Titanium Metal

Production

CSIR

Mintek

UP, Necsa

Thermtron

Powder Based

Processing of

Titanium

CSIR

NIMS (Japan)

ULIM, WITS, SU

Mintek, CUT, NLC

Investment

Casting

of Titanium

CSIR

UCT

US

Boeing

Machining

of Titanium

US

UJ

UCT

CSIR

Additive

Manufacturing

of Titanium

CUT

NLC

Aerosud

Joining

of Titanium

NMMU

NLC

CPUT

Forming

of Titanium

(Later)

Physical Metallurgy of Titanium: UP, UCT, UKZN

Simulation and Modelling:

ULim (Ab Initio), CSIR (FEM, ProCast, Ab Initio), UCT (FEM, Proc. Mod.), CPUT (Weld Sim), UKZN

Laboratories & R&D Facilities: CSIR, UCT, UP, US, NMMU, CUT, Mintek, Necsa, NLC

R&D Platforms


Challenges in implementing key performance areas
Challenges in implementing key performance areas

  • The economic recession, which resulted in substantial reprioritisation (also internationally)

  • Intergovernmental coordination especially on initiatives that require interdepartmental cooperation

  • Synergy amongst various delivery calendars – e.g., the DST financial year and the academic year that informs NRF disbursement of funds leading to funds accumulation

  • Establishment of new institutions absorbs time and capacity in DST, and processes are not entirely predictable – e.g., TIA and Space Agency


Medium term priorities and deliverables
Medium-term priorities and deliverables

Informed by the MTSF, TYIP, NRDS:

  • Development of strong innovation chains in biotech, nanotech, the hydrogen economy, space science, ICT and advanced manufacturing;

  • Development and application of technologies to address poverty and improve the quality of life of South Africans;

  • Development of an innovative and diverse flux of young people seeking and finding careers in science and engineering;

  • Accomplishment of notable successes in turning trends in global science to the national advantage, e.g., in astronomy and space science.


Medium term initiatives 1
Medium-term initiatives (1)

  • Developing appropriate space technology platforms and promoting the use of space applications for socio-economic benefits

  • Providing strategic direction towards the construction of the SKA demonstrator telescope and other activities to ensure that South Africa is well-positioned to host the SKA

  • The operationalisation of TIA, NIPMO and SANSA


Medium term initiatives 2
Medium-term initiatives (2)

  • Finalisation and implementation of the SET human capital development strategy

  • Further implementation of the South African Research Chairs Initiative (SARChI)

  • Continuing implementation of the Youth-into-Science strategy (such as National Science Week, etc.)

  • Development of a 10-year strategic research infrastructure plan

  • Systematisation of sectoral and regional innovation systems


Medium term initiatives 3
Medium-Term Initiatives (3)

  • DST will continue to participate in international engagements in order to:

    • Mobilise support for the SA SKA bid

    • Support SADC STI initiatives and STI desk

    • Establish new OECD initiatives

    • Promote access to resources, networks, and knowledge

    • Support SA’s foreign policy

    • Project SA as a “smart” operator in the global S&T domain


Medium term initiatives 4
Medium-term initiatives (4)

  • Demonstrate technical, economical and environmental feasibility of commercially growing abalone in the W. Coast (Hondeklip Bay), N. Cape

    • Pilot passed financial due-diligence by funding institutions

    • A 120 tonnes p.a. production facility to be established (R50 million private capital investment)


Medium term initiatives 5
Medium-term initiatives (5)

  • Established a 35-member co-op, hands-on small scale trout farmer project

    • 35 SMME’s in on-farm (wine estate) irrigation dams

    • Each produces 6-10 tonnes Grade A trout, and collectively 200 tonnes p.a.

    • Supply agreement with Three Streams Smokehouse, Hermanus, who processes smoked trout for Woolworths, and Pick ‘n Pay

    • 298 direct job beneficiaries supported

  • DST exploring establishing a primary-processing factory for the co-op, and post-harvest value-addition tech transfer









  • Monitoring and evaluation 1
    Monitoring and evaluation (1)

    M&E will be informed by the Presidency’s Outcomes Framework

    Strong focus on outcomes and indicators in corporate strategy

    Dedicated M&E Unit

    Business plan captures outputs, activities, indicators, targets, and inputs against medium-term outcomes of the corporate strategy


    Monitoring and evaluation 2
    Monitoring and evaluation (2)

    Quarterly reports

    Development of an internal Performance Information Management System

    Ad hoc strategic analysis

    The shareholder compact will be the key instrument that the DST uses to link public entities targets to DST targets

    Project funding to entities will be informed by programme objectives to assess the potential long-term impact of the interventions


    Dst corporate strategy 2010 2013

    Outputs and Metrics

    Output 5 and Associated Metrics

    To increase the pool of Research, Development and Innovation human capital for a growing knowledge economy

    • In order to build the knowledge economy as highlighted in Outcome 4 we require a base of high level capabilities across a range of areas:

    • Increase the output of honours, research masters, doctoral and post doctoral graduates: The increased number and equity profile of high-level skills is key for competitiveness and sustainability of the country’s economy.

    • Increase research output per researcher and South Africa’s research output: Knowledge production is a prerequisite for knowledge use which results in new products, processes and services.

    • Improve the qualification profile of researchers: The current value of 33,6% of academics with PhD qualifications is a limitation to the growth of the system and needs to be improved.

    Metric

    Current Value

    2008

    Target Value 2014

    Rationale

    Increase the graduate output of honours, research masters, doctoral graduates and post-docs

    • Number of honours graduates per annum (PA)

    • Number of research Masters graduates PA

    • Number of doctorate graduates PA

    • Number of post doctoral students supported PA

    17 055

    3 734

    1 182

    229

    20 059

    4 246

    1 318

    288

    The production of graduates with high-level skills is necessary for the development of the next generation of researchers and academics and for the generation of new knowledge and innovation.

    Increase research output per researcher and South Africa’s research output

    • DHET research subsidy units measuring masters, doctoral graduates and research publications

    • Average number of research units per academic (Instruction or research) staff member

    8 353

    0.52

    11 201

    0.64

    • The development of a knowledge based economy is dependent on the country’s capacity to produce new knowledge, innovation and products.

    Enhance the supervisory capacity within HEIs by improving the qualification profile of researchers

    • Number of instructional/Research staff with a minimum of a Masters degree

    • Number of instructional/Research staff with a minimum of a doctoral degree

    5 133

    5 353

    5 894

    5 910

    The number of academic staff with a minimum of a masters or doctoral degree is a key indicator of improvement of the skills needed to fully function as an academic.



    Dst corporate strategy 2010 2013
    GERD

    • Gross Expenditure on R&D (GERD)

      - 2007/8 R&D survey shows spending on R&D amounted to R18.6 billion, i.e., 0.93 per cent of GDP

      - Spending decreased from 0.95% (2006/7 survey) to 0.93% (2007/8 survey)

      - Private sector spending on R&D 57.7%








    Dst public entities
    DST public entities

    • Council for Scientific and Industrial Research (CSIR)

    • National Research Foundation (NRF)

    • Human Sciences Research Council (HSRC)

    • Africa Institute of South Africa (AISA)

    • Tshumisano Trust

    • Academy of Science of South Africa (ASSAf)

    • Technology Innovation Agency (TIA)


    Conclusion
    Conclusion

    • Medium term outputs driven by MTSF, NRDS and TYIP

    • Operational and strategic performance satisfactory

    • Growth in resources and investment slowing

    • Establishment of innovation instruments

    • Continued focus on HCD and innovation skills

    • Public entities aligned to implement government priorities

    • Robust M&E System is being put in place


    Conclusion1
    Conclusion

    Dankie

    Enkosi

    Ha khensa

    Re a leboga

    Ro livhuwa

    Siyabonga

    Siyathokoza

    Thank you