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Presentation to the Portfolio Committee 18 April 2012. DST Annual Performance Plan 2012-2013. Dr Phil Mjwara Director General. DST Vision, Mission and Goals Building a National System of Innovation (NSI) – Key priorities and recent outputs Current strategic challenges

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Presentation to the Portfolio Committee 18 April 2012


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    Presentation Transcript
    1. Presentation to the Portfolio Committee 18 April 2012 DST Annual Performance Plan 2012-2013 • Dr Phil Mjwara • Director General

    2. DST Vision, Mission and Goals • Building a National System of Innovation (NSI) – Key priorities and recent outputs • Current strategic challenges • Priorities and initiatives • Monitoring and Evaluation • Current status of GERD • Financial Resources/Budget • Conclusion Contents

    3. Vision and Mission 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

    4. DST Strategic Goals To develop the innovation capacity of the NSI. To enhance South Africa’s knowledge-generation capacity. To develop appropriate science, technology and innovation human capital to meet the needs of society. To build world- class STI infrastructure. To position South Africa as a strategic international RDI partner and destination.

    5. Strategic Overview and key STI Policy Developments OECD Review of SA NSI NSI SWOT Benchmarked New public S&T missions • Biotechnology • ICT • Advanced manufacturing • Astronomy Creation of DST 10Yr Innovation Plan Policy Implementation Developing the NSI Knowledge-based economy • Grand challenges • Human capital development • TIA • SANSA • IPR Strategic Management Model R&D Strategy S&T missions S&T White Paper 1996 2009- 2002 2004 2007

    6. The White Paper The main idea-concept of the National System of Innovation (NSI). NSI was coined to ensure that system’s activities focus on science, technology development and innovation (as opposed to focusing on science only).

    7. National System Innovation Few decades ago “innovation” meant something closer to “invention” Today, the focus is on how to exploit invention for socio-economic benefits Hence, a System of Innovation as opposed to the Science System A Science System is a necessary foundation from which to build a National System of Innovation

    8. National Research and Development Strategy (NRDS) NRDS rests on 3 pillars. Innovation Human capital development-including transformation of ‘frozen demographics’ and Creation of an effective government STI system and infrastructure Identified technology missions and science platforms Proposed a target of 1 % expenditure on R&D of GDP

    9. Strategic Overview and key STI Policy Developments • Strategic Management Framework sets specific areas of DST involvement across NSI

    10. Ten-Year Innovation Plan Transition to knowledge based economy (KBE) – embed NSI derived knowledge into the rest of the socio-economic activity within Government. The Grand Challenges as areas for enhanced focus. Deepen the mastery of technological innovation: Intellectual Property (IP) for Publicly Financed Institutions – ACT. National Intellectual Property management Office (NIPMO) Offices of Technology Transfer (OTT’s) TIA Centres of Competence (CoCs)

    11. Enablers Bioeconomy Space Science Technology development and innovation Grandchallenges Human capital - Centres of excellence, South African research chairs initiative, professional development programme, etc. Human & social science Global change Energy Knowledge infrastructure – Science councils, state-owned enterprises, global projects Cross- cutting enablers International cooperation; regional and continental partnership Ten-Year Innovation Plan • Investment plan based on strategic priorities

    12. Challenges (1) Increasing R&D investment to 1% of the GDP Governance and coordination of the system Building knowledge generation and exploitation capabilities Improving the ability of government investment to leverage private sector and international funding SET Human Capital Development Quantity (numbers) and Quality (productivity) Inequalities (race, gender, regional / institutional distribution)

    13. Challenges (2) Government-industry-higher education partnerships. System monitoring and evaluation (M&E). DST pilot projects to be commercialised. Up-scaling poverty alleviation interventions. Prototypes to be fully commercialised. Development of Provincial Innovation System. Sector Innovation work.

    14. Recent achievements (1) South African Research Chairs Initiative 151 awards Centres of Excellence (CoEs) were introduced Seven and two more to be added (IKS and ACCESS)

    15. SARChI: Student Training/Supervisory Capacity

    16. SARChI: Student Training/Supervisory Capacity

    17. Total number of postgraduate students (masters and doctoral) supported from 2004 to 2010. CoEs: Student Training/Supervisory Capacity

    18. CoEs: Student Outputs The total number of Doctoral graduations from 2004-2010

    19. SA’s scientific productivity (number of published papers and global share)

    20. International comparison of absolute research output per normalised GDP

    21. International comparison of South Africa’s performance in the biotech

    22. Recent Achievements (2) A prototype for a single device that combines smart card and biometric capabilities for secure user authentication. Three African Coelacanth Ecosystem Programme research cruises were completed, two in the Natal Bight (summer and winter) and one in the Agulhus Bank Technology station programme assisted 1 791 clients 323 prototypes and pilot manufacturing resulted in 619 new/improved products, processes and services

    23. Recent achievements (3) Underwater 3D imaging sonar for safer shipping corridors and coastlines (CSIR). In 2011, 410 smartly-designed houses equipped with solar geysers, rainwater harvesting tanks and a photovoltaic lighting system with battery back-up for up to two days. The African Traditional Medicines (ATM) laboratory established through the UKZN SARChl. 4 ATM prototypes in diabetes, opportunistic infectious diseases and HIV/AIDS were developed. A biotechnology company – Fermentation technology and innovation was established.

    24. Recent achievements (4) Heberprot-P treatment for diabetic foot ulcer was introduced to the market. The product reduce healing time of diabetic foot ulcers. Update on MeerKAT Engineering commissioning of KAT-7 completed Science qualifications to be completed in 2012 Update on SKA SKA founding Board set – 8 countries signed (RSA, Australia, NZ, UK, Italy, China, Netherlands and Canada) International SKA organisation established in 2011 to drive pre-construction phase Site recommendation report submitted to the SKA organisation board in February 2012 Site selection vote expected in 2012

    25. Selected Output Targets (1)

    26. Selected Output Targets (2)

    27. Selected Output Targets (3)

    28. Selected Output Targets (4)

    29. Selected Output Targets (5)

    30. Selected Output Targets (6)

    31. Selected Output Targets (7)

    32. Selected Output Targets (8)

    33. Medium Term Budget

    34. Medium Term Budget

    35. Medium Term Budget

    36. Expenditure

    37. Gross Expenditure on R&D as a percentage of GDP

    38. Gross Expenditure on R&D in R’millions

    39. Monitoring and Evaluation • Annual performance plan linked to the 2011-16 strategic plan. • Outlines the high level outputs, measures and targets to achieve objectives stated in the Strategic Plan • Operational plans provide detail activities and quarterly targets • Operational plans to inform in-year monitoring and reporting

    40. Public Entities • Council for Scientific and Industrial Research (CSIR) • National Research Foundation (NRF) • Human Sciences Research Council (HSRC) • Africa institute of South Africa (AISA) • Technology Innovation Agency (TIA) • Academy of Science of South Africa (ASSaf) • South African National Space Agency (SANSA)

    41. Organogram

    42. Conclusion NSI, it would appear that most institutional instruments are in place. Need to bring industry closer to our work. Coordinate better public element of NSI (especially within government). Continue to deepen the commercialisation efforts. Enhance social innovation Improve system monitoring and evaluation System requires different approach and better funding model Communication

    43. Conclusion Thank you