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S&T in South Africa – 2005SA-Norway w/shop

Dhesigen NaidooDDG International

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Historical Perspective Pres Mandela’s government inherited an

isolationist S&T system.The post-1994 goals of SA S&T were : ! addressing economic growth, ! improving the quality of life of all, ! broadening capacity base and to ! becoming a significant international player in S&T

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National R&D strategy: challenges

Small S&T base

Wealth creation in modern economies is dependent on innovation, research and development

Need for investment and partnership

4

Future R&D Capacity

Technical progress(Improvement and

Innovation)SET Human Capital

Business Performance

Current R&D Capacity

Wealth Creation

Imported Know-how

Quality of Life

R & D Strategy framework

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Pillars of a STRSAchieving mastery of technological change in our economy and society (Innovation)Increasing investment in the Science base (Human Capital and Transformation)Strengthening the government S&T system (Alignment and Delivery)

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Research Development Manufacturing

LocalKnowledge

Local Industry & Industrial Products

OVERSEAS TECHNOLOGY SOURCESResearch Development Production

Technology

Transfer

$

Innovation “Chasm”

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• Implementing the new S&T strategic management model;

• Ensure that the NSI addresses national growth and development goals in both the first and second economy

• Develop and maintain a highly competent and representative cohort of scientists in South Africa;

• Ensuring that South Africa has world class scientific infrastructure in place

• Administer an optimal set of funding instruments, and• Respond creatively to global and continental

challenges

DST GOALS and Objectives

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DST Key Deliverables

• Strong innovation chains in biotechnology, nanotechnology, the hydrogen economy, space science, information technology and manufacturing

• Technologies to address poverty • Careers for young people careers in

SET• SA as preferred S&T destination

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• Large scale, broad scope new technology platforms and challenges (e.g. space science, nanotechnology, the hydrogen economy etc) - type I capacity. Cross-cutting.

• Sector-focused relatively mature research domains (mining, medicine, water etc) - type II capacity. Sector-specific.

• Routine technology based services (e.g. marine resource estimation, standards writing, geological surveying, forensics etc)- type III capacity. Technology services

S&T Strategic Management Model

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GE: ‘Frontier Science and Technology’

GE: ‘Frontier Science and Technology’

GE: Intergov. Programmes

GE: Intergov. Programmes

GE: International

GE: International

Expert scientific services

(Structured under a GE and GM)

Expert scientific services

(Structured under a GE and GM)

GE: Corp. Services

GE: Corp. Services

Director General

DST

CD: New programs and cross cutting institutions and agencies

CD: New programs and cross cutting institutions and agencies

CD: Human capitalCD: Human capital

CD: Departments A – Economic ++, Local Innovation and Development

CD: Departments A – Economic ++, Local Innovation and Development

CD: Departments B – Social and others

CD: Departments B – Social and others

CD: R&D plans of all departments,

Sector institutions and agencies

CD: R&D plans of all departments,

Sector institutions and agencies

CD: International co-operation

CD: International co-operation

CD: International resources

CD: International resources

Attaché's Attaché's

Specific expertise:• ICT• Biotechnology• Space Science• Energy• Manufacturing• Nanotechnology• Poverty reduction• Indigenous knowledge• Indicators• Etc etc

Specific expertise:• ICT• Biotechnology• Space Science• Energy• Manufacturing• Nanotechnology• Poverty reduction• Indigenous knowledge• Indicators• Etc etc

CD: Minister’s officeCD: Minister’s office

D: Office of DGD: Office of DG

CD: FinanceCD: Finance

CD: CommCD: Comm

D: Performance auditD: Performance audit

D: GovernanceD: Governance

D: Deputy Minister office

D: Deputy Minister office

CD: HRCD: HR

D: Legal serviceD: Legal service

D: ITD: IT

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DG/CEO

Frontier Sc IGP International SciTes Corporate

MinisterDep Min

Presidentand

Cabinet

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DG/CEO

Frontier Sc IGP International SciTes Corporate

MinisterDep Min

Presidentand

Cabinet

Parliament

PCS&T

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DSTScienceCouncils

HEIsPvtLabs

SA R&D Landscape

Private

Public

PvtLabs

PvtLabs

PvtLabs

PublicLabs

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0 0.5 1 1.5 2 2.5 3 3.5 4

Mexico Turkey (1997)Greece (1997)Portugal (1997)

Hungary Slovak Republic

Poland South Africa

SpainItaly

New Zealand (1997)Czech Republic

Ireland (1997)Australia (1998)

CanadaNorw ayAustria

Belgium (1997)EU

United Kingdom Netherlands (1998)

DenmarkFrance OECD

Iceland Germany

Korea United States

Sw itzerland (1996)Japan Finland

Sw eden

Source: OECD

*

15

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

2000/01 2001/02 2002/03 2003/04 2004/05

0.00%

0.02%

0.04%

0.06%

0.08%

0.10%

0.12%

0.14%

0.16%

0.18%

0.20%

Science Councils Science Councils + DST

Science Councils %GDP Science Vote %GDP

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7.2 7.0

6.4

5.0

2.0 1.9

1.0

01

23

45

67

8

Nu

mb

er o

f R

esea

rch

ers

per

100

0 E

mp

loye

d

Australia Malaysia South Korea Spain Argentina South Africa China

Number of Full Time Equivalent [FET] Researchers per 1000 Total Employed in 2001

*South Africa is too low to permit sustained contributions in the global economy

Source: 2001 R&D Survey

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0

5

10

15

20

25

Engineers per 1000 workers

Finland

Sweden

Britain

Singapore

Japan

Australia

US

South Korea

SA - 1990

SA - 2002

Engineering disciplines are poorly represented in SA institutions and without high impact research

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SummaryFocus: The “Innovation Chasm”Build innovation capacity in key technology missions for competitiveness and developmentEnhance sub-regional and regional initiativesAct locally ->globallyEnhance multilateralism as international instrument of choice for positive global change

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• DST provides a core service to Government and the nation by managing the entire portfolio of type I activity, whether in government laboratories or universities.

• DST ensures a common governance framework and KPIs, system indicators and records government S&T budget.

• Line departments assume primary responsibility for type II activity with DST partnership.

• Line departments have full responsibility for type III activities.

• Votes will be restructured over an agreed period to reflect the classification described above.

• An integrating S&T System Act to provide a mandate.

A new Strategic S&T Management Approach for SA