department of science and innovation strategic plan...agency towards the deployment of validated...

DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 1

Department of Science and Innovation

Strategic Plan2020-2025

The Strategic Plan 2020 – 2025 for the Department of Science and Innovation is compiled with the latest available

information from departmental and other sources.

Some of this information is unaudited or subject to revision.

For more information, please contact:

Strategy and Planning Department of Science and Innovation

Private Bag X894

Pretoria, 0001, South Africa

Tel.: +27 12 843 6300

Annual Performance Plans for each financial year

within the performance cycle will be published on

www.dst.gov.za.

RP203/2020

ISBN: 978-0-621-48429-8

Disclaimer:

Users may apply or process the information in this report, provided that the Department of Science and Innovation (DSI) is

acknowledged as the original source of the information, that it is specified that any application and/or analysis is the result

of the user’s independent processing of the information, and that neither the basic information nor any processed version

or application of the information is sold in any form whatsoever without prior permission from the Department of Science

and Innovation.

DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 20252

Table of contents

Executive Authority Statement .......................................................................................................................................................................................................3

Foreword for the OSI strategic plan for 2020-2025 ............................................................................................................................................................5

Accounting Officer Statement ........................................................................................................................................................................................................6

Official sign-off ..........................................................................................................................................................................................................................................8

PART A: OUR MANDATE ..............................................................................................................91. Constitutional mandate ..............................................................................................................................................................................................................10

2. Legislative and policy mandates ...........................................................................................................................................................................................10

3. Institutional policies and strategies over the 2020-2025 strategic planning cycle ...............................................................................12

4. Relevant court rulings ..................................................................................................................................................................................................................12

PART B: OUR STRATEGIC FOCUS ................................................................................................131. Vision, Mission and Values .........................................................................................................................................................................................................14

2. Situational analysis .........................................................................................................................................................................................................................15

3. External environmental analysis ............................................................................................................................................................................................25

4. Internal environmental analysis .............................................................................................................................................................................................27

PART C: MEASURING OUR PERFORMANCE ...............................................................................291. Explanation of planned performance over the five-year period ......................................................................................................................30

Outcome 1: A transformed, inclusive, responsive and coherent national system of innovation ..................................................33

Outcome 2: Human capabilities and skills for the economy and for development .............................................................................34

Outcome 3: Increased knowledge generation and innovation output........................................................................................................36

Outcome 4: Knowledge utilisation for economic development in (a) revitalising existing industries and (b) stimulating R&D-led industrial development. .......................................................................................................................................................38

Outcome 5: Knowledge utilisation for inclusive development ..........................................................................................................................40

Outcome 6: Innovation in support of a capable and developmental state ...............................................................................................40

2. Organisational structure .............................................................................................................................................................................................................41

3. Institutional performance information – Alignment to the 2019-2024 Medium Term Strategic Framework ......................42

4. Measuring outcomes ...................................................................................................................................................................................................................46

5. Key enablers .......................................................................................................................................................................................................................................50

(a) Inclusivity and transformation .......................................................................................................................................................................................50

(b) Increased Internationalisation .......................................................................................................................................................................................52

(c) Partnerships ...............................................................................................................................................................................................................................53

(d) An organisation that is enabled and efficient .....................................................................................................................................................54

6. Responding to the District Development Model .......................................................................................................................................................55

7. Key risks and mitigations............................................................................................................................................................................................................57

8. Public entities ....................................................................................................................................................................................................................................59

PART D: TECHNICAL INDICATOR DESCRIPTION ........................................................................61

List of abbreviations ...............................................................................................................................................................................................................................75


Executive Authority Statement

As an indication of its expanded mandate, our

Strategic Plan for the 2020-2025 financial years sees the

Department’s name changed from the Department of

Science and Technology (DST) to the Department of

Science and Innovation (DSI).

The expanded mandate is testament to the Department’s

leading role in enhancing productivity, economic growth

and societal development through science, technology

and innovation (STI).

Another indication of the Department’s positive impact

is its appointment to champion several new strategic

initiatives on behalf of the government, such as the South

African affiliate of the World Economic Forum’s Centre for

the Fourth Industrial Revolution.

We are aware that our successes take place in the

context of deep societal challenges. Poverty, inequality

and unemployment continue to plague South Africa.

However, the 2019 White Paper on Science, Technology

and Innovation, which replaces the 1996 policy document,

positions the national system of innovation well to

respond to these challenges.

It is important to understand that solutions resulting

from research and development take time. Many of the

successes of the Department and its entities have been

long in the making. For example, the Hydrogen South

Africa programme, now entering the third phase of its

implementation, was approved in 2009, and South Africa’s

role in the iconic Square Kilometre Array (SKA) radio

telescope project began many years before we were

selected to co-host the global megascience project in

2012.

Priorities identified in the Department’s previous Strategic

Plan included the SKA; human capital development,

with an emphasis on gender and racial imbalances in

the STI workforce; boosting South Africa’s investment in

research and development to 1,5% of GDP; translating the

outcomes of publicly funded research into new products

and services; and promoting STI in Africa.

In the 2020-2025 Strategic Plan, our first priority is to

expand, transform and enhance the responsiveness of the

national system of innovation. Among other things, this

will involve increasing formal partnerships and boosting

investments to support actors outside the mainstream

system.

Our second priority is maintaining and growing the

relative contribution of South African researchers to global

scientific and innovation output, through international

research and innovation partnerships.

Our third priority is to initiate and continue research and

development in emerging technology areas to improve

the sustainability and competitiveness of traditional

sectors of the economy, as well as to contribute to the

development of non-traditional South African economic

sectors.

Our fourth priority is developing both high-end skills

and technical and vocational skills, and ensuring that

these skills are absorbed into the economy. The DST will

fund postgraduates as a contribution to achieving the

National Development Plan target of 100 PhDs per million

population.


Leveraging on the Department of Higher Education and

Training’s University Capacity Development Programme,

the DSI will implement the recommendations of a study

on the many early career academics who do not have

PhDs and are not publishing research papers.

Our fifth priority will be to expand the use of scientific

knowledge in support of innovation for societal benefit.

A multi-tiered package will be developed to support

grassroots innovators in mainstreaming their innovations

through the Grassroots Innovation Programme, which is

to be scaled up in the 2020-2025 strategic planning cycle.

Over the next five years the DSI will also increase the use of

innovation to facilitate access to government programmes

and make service delivery more efficient. Last year,

Cabinet approved the District Development Model, which

is intended to improve accountability and guide strategic

investment in all 52 of the country’s municipalities. The

Department’s decision-support tools and Municipal

Innovation Maturity Index are of value in this regard.

There is also an opportunity for the DSI to strengthen its

partnership with the Municipal Infrastructure Support

Agency towards the deployment of validated appropriate

technology solutions.

During the 2020-2025 MTEF period, the Department

will undertake a budget restructuring exercise to ensure

alignment with new priorities in the planning cycle. A

sector-based budgeting approach will be adopted in line

with the first decadal plan under the White Paper. This

will require the DSI to review and assess the efficiency,

effectiveness and relevance of its investments.

Taking into account the role of STI in ensuring

environmental sustainability and driving economic

growth and competitiveness, the White Paper is clear that

STI agenda setting and budgeting should be integrated at

the highest levels of government planning. In addition, to

ensure the policy certainty needed for greater investment

in the economy, the White Paper proposes an innovation

compact across government to ensure coherence in

policies related to STI.

The Department’s 2020-2025 Strategic Plan sets out

our commitment to enabling economic growth and

development through STI over the next five years.

Dr BE Nzimande, MP

Minister of Higher Education, Science and Innovation


Our country’s commitment to searching for effective and

sustainable solutions to the challenges humankind faces

is clearly demonstrated by our dynamic and everevolving

use of science and innovation to achieve our national

development milestones.

The notion of a national system of innovation was

introduced in the 1996 White Paper on Science and

Technology, and the new development trajectory saw the

nation move forward, turning its back on the destructive

and inhumane systems of racism and apartheid, which

had restricted the development of the majority of the

citizens of South Africa for centuries.

In 1994, the democratic state inherited an ailing science

and technology system, with challenges that included

the financial consequences of terminating the apartheid

technology missions and a reduction in expenditure on

research and development as a percentage of GOP.

As a development intervention, the White Paper’s

intention was to improve the lives of all the country’s

people through science, technology and innovation,

progressively increasing economic growth and enhancing

participation in the economy.

In 2018, the government undertook a 25-year self-

assessment of its performance since the dawn of

democracy. The review focused on progress made in

building the economy, developing human resources,

building infrastructure, spatial planning, rural development

and land reform, and climate change.

In various ways, science, technology and innovation

have contributed to all six ofthese focus areas. In a broad

sense, the review found that government had significantly

improved social protection and access to essential

services. However, we have to go further in improving

equality and efficiency in service delivery and establishing

a truly capable and coherent state.

Over the Strategic Plan period, the Department of Science

and Innovation (DSI) aims to use innovation in support

of a capable and developmental state, by increasing

in the use of decision-support systems, the number of

demonstration projects that have successfully introduced

new ways of delivering services, the support of district

and metropolitan municipalities using technology-based

applications (as part of the District Development Model),

and the integration of evidence-informed if!novation in

service delivery.

While the DSI is a national department, without provincial

or local structures, its Regional Innovation Support

Programme allows the Department to contribute to the

development of the innovation ecosystem and a capable

state. A concerted effort is being made to increase the

spatial footprint of innovation support so that innovation

can enable localised socio-economic development.

Provincial growth and development strategies and local

economic development strategies will enable the DSI to

better align its innovation-support interventions with the

District Development Model.

Since service delivery is implemented at local government

level, it is necessary to pilot and deploy appropriate

technologies that can facilitate service delivery - for waste

management, water and wastewater management,

housing, sanitation and energy provision, among other

things - at this level.

Science and innovation are needed at other levels and in

other developmental areas too. As a signatory to the UN

Agenda 2030, South Africa needs science to achieve the

Sustainable Development Goals. Technology is needed

for the digital and circular economies. And science and

innovation need people with skills. Now under the

Ministry of Higher Education, Science and Innovation, the

DSI will contribute to skills development through focused

programmes that build capacity in the post-school

education system- in data science, artificial intelligence,

Earth observation, marine and environmental science,

indigenous knowledge, and many other areas.

The Department will continue to do everything in its

power to make sustainable socioeconomic development

possible.

Mr KB Manamela, MP

Deputy Minister of Higher Education, Science and Innovation

Deputy Minister’s foreword


For the period 2014-2019, the Department’s Strategic

Plan was geared towards responding to government’s

Nine-Point Plan, which aimed, among other things,

to address the structural challenges that affected the

performance of the domestic economy and its ability

to respond to South Africa’s developmental challenges,

the creation of a growth and employment-enhancing

economic environment, transformation and the reduction

of inequality, and the development of partnerships with

business and labour, with government delivering specific

supporting interventions.

Government’s Nine-Point Plan created a unique

opportunity for the Department to make a cross-

cutting contribution and show how innovation could be

leveraged to translate many of the country’s comparative

advantages into competitive advantages, strengthening

traditional areas of focus such as mining, and growing

new areas such as the circular and green economies.

The benefits of minerals beneficiation and opportunities

for value addition in the mining sector to improve South

Africa’s balance of payments were continued through

the use of locally developed intellectual property and

local capabilities developed under various programmes

such as the manganese precursor pilot plant and the

Fluorochemicals Expansion Initiative.

Through the introduction of new technologies and

more comprehensive decision-support tools offered

through the application of space science technology and

innovation, the Department contributed to agriculture,

agroprocessing, health and the provision of water and

waste services.

The Department’s focus in the 2015-2020 Strategic Plan,

which overlapped with the first and second phases of

the implementation of the National Development Plan

(NDP), was on intensifying research and development

spending, emphasising opportunities linked to existing

industries; and laying the foundations for more intensive

improvements in productivity so that innovation could

start to become pervasive across state, business and social

sectors.

While the Department’s performance in this period

was commendable, we became aware of the need to

strengthen policy coordination and coherence across

departments, grow skilled human resources, promote an

information society and use government incentives for

innovation.

In strengthening our capacity as the Department to

give cross-cutting innovation policy leadership across

government, and in furtherance of the objectives of the

NDP, the Department also continued to implement a

number of sectoral policy instruments and institutional

mechanisms. These include the Bio-economy Strategy,

the Advanced Manufacturing Technology Strategy,

the Hydrogen and Fuel Cell Technologies Research,

Development and Innovation Strategy and the

Intellectual Property from Publicly Financed Research and

Development Act.

The new White Paper represents a significant policy shift

in that it seeks to strengthen efforts to have the whole

of government adopt an innovation approach, to instil a

culture of valuing STI, and to integrate STI into government

planning and budgeting at the highest levels.

Accounting Officer Statement


It further seeks to create an enabling and inclusive

governance environment and a more innovation-enabling

environment, to increase and transform NSI human

capabilities, to expand and transform the research system

and institutional landscape, and to increase funding and

funding efficiencies in South Africa’s NSI.

A 25-year review of government as a whole revealed

that there was a need for a stronger focus on building

the economy, developing human resources and human

capital, building infrastructure, spatial planning, rural

development and land reform, and climate change.

In response to this assessment, and building on the

Department’s progress during the 2015-2020 Strategic

Plan period, the DSI will specifically contribute to the

economic transformation, job creation, education and

skills, and health priorities of the sixth administration

during the 2020-2025 MTSF period.

There will be a focus on establishing mechanisms for

coherent government action to drive innovation across all

portfolios, for instance the Presidential STI Plenary and STI

Budget Coordination mechanism proposed in the White

Paper. The Department will further prioritise education and

skills development with a view to not only expanding and

transforming the knowledge enterprise, but also shaping

South Africa’s skills base to thrive in the Fourth Industrial

Revolution through transdisciplinary approaches and

building more technical skills for the economy.

Furthermore, to increase the impact of innovation on

economic growth, the Department is planning to expand

its efforts to modernise industries such as agriculture and

mining, as well as to aggressively target new sources of

growth such as the Fourth Industrial Revolution and

the circular economy (and the concomitant green

technologies and systems).

A particular focus will be high-tech industrialisation,

with programmes aimed at advanced manufacturing,

among other sectors. Social development will be

supported through technology for service delivery

at local government level, within the context of the

District Development Model. The use of technology and

innovation to build a capable state will also be pursued

by the Department, for instance through ICTs for big

data management to inform government planning and

decision making.

The technologies of the future will continue to form an

important focus of the Department’s programme over

the next five years, through expanded and targeted

research into areas such as artificial intelligence and

renewable energy, building a transformed, inclusive,

responsive and coherent national system of innovation,

human capabilities and skills for the economy and for

development, increased knowledge generation and

innovation output, knowledge utilisation for economic

development in revitalising existing industries, stimulating

R&D-led industrial development, knowledge utilisation for

inclusive development, and innovation in support of a

capable and developmental state.

These policy and institutional interventions are not

fundamentally different from the interventions of the

preceding MTSF period in their strategic intent and should

therefore be viewed as a progression from previous

interventions. At a macro level, these interventions

should be seen as further enablers of the realisation of the

Department’s mission of providing leadership, an enabling

environment, and resources for science, technology and

innovation in support of South Africa’s inclusive and

sustainable development.

Dr Phil Mjwara

Accounting Officer of the Department of Science and Innovation


It is hereby certified that this Strategic Plan –

• was developed by the management of the Department of Science and Innovation under the guidance of the Minister

of Higher Education, Science and Innovation;

• considers all the relevant policies, legislation and other mandates for which the Department of Science and Innovation

is responsible;

• accurately reflects the impact, outcomes and outputs that the Department of Science and Innovation will endeavour

to achieve over the period 2020-2025.

Nombuyiselo Mokoena

DDG: Corporate Services

Mmboneni Muofhe

DDG: Technology Innovation

Daan du Toit

DDG: International Cooperation and Resources

Daniel Adams

A/DDG: Research Development and Support

Imraan Patel

DDG: Socio-economic Innovation Partnerships

Buhle Khumalo-Bokaba

Acting Head Official Responsible for Planning

Pretty Makukule

Chief Financial Officer

Phil Mjwara

Accounting Officer

Dr BE Nzimande, MP

Executive Authority

Official Sign-Off


PART A OUR MANDATE


PART A: MANDATE 1. Constitutional mandate

Not applicable

2. Legislative and policy mandates

2.1 Legislative mandates

Legislation Key responsibilities

Academy of Science of South Africa Act, 2001

Establishes the Academy of Science of South Africa to promote common ground in scientific thinking across all disciplines, including the physical, mathematical and life sciences, as well as human, social and economic sciences; to encourage and promote innovative and independent scientific thinking; to promote the optimum development of the intellectual capacity of all people; to provide effective advice and facilitate appropriate action in relation to the collective needs, opportunities and challenges of all South Africans; and to link South Africa with scientific communities of the highest levels, in particular within the Southern African Development Community, the rest of Africa and internationally.

Astronomy Geographic Advantage Act, 2007

Provides for the preservation and protection of areas in South Africa that are uniquely suited to optical and radio astronomy, and for intergovernmental cooperation and public consultation on matters concerning nationally significant astronomy advantage areas.

Human Sciences Research Council Act, 2008

Provides for the continued existence of the Human Sciences Research Council, which carries out research that generates critical and independent knowledge relative to all aspects of human and social development.

Income Tax Act, 1962 Section 11D of the Income Tax Act gives the Minister of Science and Technology authority to approve scientific and/or technological research and development (R&D) undertaken or funded in South Africa for a tax deduction on qualifying R&D expenditure. The DSI shares the responsibilities for implementing this provision, aimed at promoting private sector R&D activities in the country, with the National Treasury and the South African Revenue Service

Intellectual Property Rights from Publicly Financed Research and Development (IPR) Act, 2008

Provides for the more effective use of intellectual property emanating from publicly financed research and development (R&D), through the establishment of the National Intellectual Property Management Office (NIPMO), the Intellectual Property Fund, and offices of technology transfer at higher education institutions and science councils.

National Advisory Council on Innovation Act, 1997

Establishes the National Advisory Council on Innovation (NACI) to advise the Minister of Science and Technology and, through the Minister, the Cabinet, on the role and contribution of science, mathematics, innovation and technology in promoting and achieving national objectives.

National Research Foundation Act, 1998

Establishes the National Research Foundation (NRF) to promote basic and applied research, as well as the extension and transfer of knowledge in the various fields of science and technology.

Natural Scientific Professions Act, 2003

Establishes the South African Council for Natural Scientific Professions, and legislates the registration of professional natural scientists, natural scientists-in-training, natural science technologists, and natural science technologists-in-training.

Protection, Promotion, Development and Management of Indigenous Knowledge Act, 2019

Provides for the protection, promotion, development and management of indigenous knowledge (IK); the establishment and functions of the National Indigenous Knowledge Systems Office; the management of rights of indigenous knowledge communities; the establishment and functions of an advisory panel on IK; access and conditions of access to knowledge of indigenous communities; the recognition of prior learning; the facilitation and coordination of IK-based innovation; and incidental matters.

Public Financial Management Act,1996

Section 27(4) makes provisions for the development of measurable objectives which must be included in the annual budget


Legislation Key responsibilities

Science and Technology Laws Amendment Act, 2014

Amends the Scientific Research Council Act, 1988, the National Research Foundation Act, 1998, the Academy of Science of South Africa Act, 2001, the Natural Scientific Professions Act, 2003, the Human Sciences Research Council Act, 2008, the Technology Innovation Agency Act, 2008, and the South African National Space Agency Act, 2008, so as to harmonise the processes for the appointment of the chairpersons of the boards of the entities reporting to the Minister; to streamline the processes for the appointment of members of the boards and of the chief executive officers of the entities; to provide for the filling of vacancies of members of the boards; to provide for the qualification requirements for membership of the boards and the disqualification of members of the boards; to provide for the extension of the term of office of members of the boards; and to provide for the dissolution and reconstitution of the boards; and to provide for matters connected therewith.

Scientific Research Council Act, 1988

Refers to the activities of the Council for Scientific and Industrial Research (CSIR), which undertakes directed research and development for socio-economic growth in areas that include the built environment, defence, the environmental sciences, and biological, chemical and laser technologies.

South African National Space Agency Act, 2008

Establishes the South African National Space Agency (SANSA) to promote space science research, cooperation in space-related activities, and the creation of an environment conducive to the development of space technologies by industry.

Technology Innovation Act, 2008

Is intended to promote the development and exploitation, in the public interest, of discoveries, inventions, innovations and improvements.

2.2 Policy mandates

Policy Key responsibilities

National Development Plan (Vision 2030)

Provides a long-term, broad strategic framework to guide key government choices and actions, and focuses on the critical capabilities needed to transform the economy and society.

National Development Plan Five-Year Implementation Plan

Provides the medium-term roadmap that informs the development of institutions’ five-year institutional plans towards the realisation of National Development Plan (NDP) priorities.

2019-2024 Medium Term Strategic Framework

Sets out seven priorities on which the sixth administration will focus during the medium-term planning period.

Budget Prioritisation Frame-work

Aims to guides the allocation of budget towards the achievement of government priorities and establish a systematic basis for making strategic choices in the allocation of limited resources among competing priorities in order to optimise the budget as a key lever for driving the NDP.

New District Development Model

Improve the coherence and impact of government service delivery and development by using the existing legal framework for coordinating and aligning development priorities and objectives between local, provincial and national spheres of government.


3. Institutional policies and strategies over the 2020-2025 strategic planning cycle

The Department plans to continue implementing the following policies, strategies and plans over the 2020-2025 medium

term planning horizon:

Policies

White Paper on Science, Technology and Innovation, 2019

White Paper on Post-School Education and Training, 2013

Strategies and Plans

• Human Resources Development Strategy, 2001

• National Strategy for Mathematics, science and Technology Education, 2001

• National Research and Development Strategy, 2002

• Bio-economy Strategy, 2003

• National Water Resources Strategy, 2004

• National Nanotechnology Strategy, 2005

• Advanced Manufacturing Technology Strategy, 2006

• Youth into Science Strategy, 2007

• South African Earth Observation Strategy, 2008

• National Hydrogen and Fuel Cell Technologies Research, Development and Innovation Strategy, 2009

• National Space Strategy, 2010

• Science Engagement Strategy, 2015

• Multiwavelength Astronomy Strategy, 2015

• Marine and Antarctic Research Strategy, 2016

• Human Capital Development Strategy for Research, Innovation and Scholarship, 2016

• South African Additive Manufacturing Strategy, 2016

• Innovation for Inclusive Development Strategy, 2018

Roadmaps

• ICT Research, Development and Innovation Roadmap, 2013

• Water Research, Development and Innovation Roadmap, 2015

• Solar African Solar Energy Technology Roadmap, 2010

• Waste Research, Development and Innovation Roadmap, 2015

• South African Research Infrastructure Roadmap, 2016

4. Relevant court rulings

None.


PART B OUR STRATEGIC FOCUS


PART B: OUR STRATEGIC FOCUS

Increased well-being and prosperity through science, technology and innovation.

To provide leadership, an enabling environment, and resources for science, technology and innovation in support of South Africa’s

inclusive and sustainable development.

Professionalism

The Department is professional and deliver high-quality performance to both internal and external stakeholders.

Innovation

The Department is innovative in solving problems, and enhancing effectiveness and efficiency.

Ethical behaviour

The Department and its employees are consistent in their actions, and responsible, accountable and transparent in dealing with public

funds, property and other resources.

Knowledge sharing

The Department is a knowledge organisation and its employees share and use knowledge in a constructive way to ensure that the

Department contributes to the building of a robust and productive knowledge economy.

Vision

Mission

Values


Situational analysis

The notion of a national system of innovation was

introduced in the 1996 White Paper on Science and

Technology. In 1994, the democratic state inherited an

ailing science and technology system, with challenges

that included the financial consequences of the

termination of apartheid technology missions (such as

military dominance in the subcontinent and energy self-

sufficiency) by the apartheid government between 1990

and 1994, as well as the strategic risks faced by the SADC

from a human, economic and security perspective.

The 1996 White Paper’s intention was to improve the lives

of all the country’s people through science, technology

and innovation. This would be achieved “through

progressively increasing economic growth and enhanced

participation in the economy” and “through the innovative

and pervasive personal and social development of the

nation’s people. The White Paper was augmented in 2002

by the National Research and Development Strategy. The

adoption of these new policy instruments for STI post-

1994 was informed by the need to develop an STI system

that responded to the needs of all South Africans under

the democratic dispensation.

The period 2005 to 2018 was marked by the introduction

of a arrange of sectoral policies. These included the

Bio-economy Strategy, the Advanced Manufacturing

Technology Strategy, the Hydrogen and Fuel Cell

Technologies Research, Development and Innovation

Strategy, the Intellectual Property Rights from Publicly

Financed Research and Development Act, and the

establishment of new institutional players such as the

Technology Innovation Agency, the National Advisory

Council on Innovation (NACI) and the Department of

Science and Technology (now the Department of Science

and Innovation), which had previously been a chief

directorate in the Department of Arts, Culture, Science

and Technology. These sectoral policies leveraged off the

strengths of the national system of innovation, but also

sought to create competitiveness and development in

line with global technological advancements. At a macro-

level, the Department obtained Cabinet approval for the

Ten-Year Innovation Plan (TYIP). The TYIP presented five

grand challenges that the country sought to address in

the period 2008-2018, namely Farmer to Pharma (now

the bio-economy), Space Science and Technology, Energy

Security, Global Change (including climate change) and

Human and Social Sciences.

The continued evolution in STI policy recently saw

the adoption of a new White Paper in 2019. The

implementation plan for the White Paper on STI, the

Decadal Plan for STI, is currently under development.

The new era of STI policy is targeted at increasing

the responsiveness of the NSI and its contribution to

socio-economic imperatives and national priorities. It

places greater emphasis on technology and innovation

deployment and the use of innovation in support of a

capable state and service delivery improvement.

A review of the 1996 White Paper was conducted by NACI

in 2017. The review assessed performance against the

vision, high-level goals and various specific initiatives set

out at the time, such as policy formulation and resource

allocation; regulatory policy; financing at performance

level; human resource development and capacity building;

and science and technology infrastructure. The review

found that much improvement had been made but more

needed to be done in certain areas. Key achievements

and ongoing weaknesses between 1996 and 2016 are

summarised below.

Key achievements Prevailing weaknesses

• New national department responsible for science established

• New actors: NACI, NRF, TIA, SANSA and research facilities

• Regulatory Policy: IPR Act

• Incentives introduced: R&D tax incentive, Technology and Human Resource for Industry Programme, Support Programme for Industrial Innovation

• Infrastucture: Square Kilometre Array, national facilities established/expanded

• Interdepartmental coordination leading to greater policy cohesion and the achievement of culture of innovation in government

• Human resource development

• Promotion of an information society

• Use of government incentives for innovation

Figure 1: Key achievements and prevailing weakness at policy level determined by a review of the 1996 White Paper


The white paper review also presented an analysis of the performance of the system measured through certain scientific

outputs.

Metric 1996 2016 DirectionBusiness expenditure on R&D: GERD (%) 41,5 47,1 ì

Basic Research (%) 19,6 24,5 è

Expenditure R&D on Engineering & Tech (%) 41,7 25,8 î

Expenditure on R&D on Health (%) 6,9 17,2 ì

Expenditure R&D Soc Sci & Humanities (%) 7,7 14,8 ì

HEI STEM enrolment (%) (1996; 2014) 23,7 29,6 è

Degrees awarded to Black students (1996; 2014) 38 383 145 831 ì

PhD graduates 630 1 576 ì

Foreign university students (%) <1 8 ì

Foreign PhD graduates (%) n.a. 20 ì

FTE Researchers (excl PhD &Post Doc) 12 102 11 644 è

Female Researchers (%) n.a. 42,3 ì

GERD (2010 Rand)/FTE researcher (000s) 844 1 848 ì

HEI Researcher/PhD enrolment 1.4 1.0 î

Black Researchers, Government sector (%) <3 ± 55 ì

TVET enrolment. n.a. 154 960 è

Articles (Web of Science Core) 1995; 2015 3 233 12 251 ì

Articles, books, conference proceedings, fractional 2351 9 679 ì

International co-authorship (%) 30 49 ì

Top 1% most highly cited 2003-2013 n.a. 3

ZA h index, Web of Science (1996-2000; 2006-2010) 162 192 è

World share of publications (fractional); rank 0,38 (31) 0,44 (35) ì

US Patent awards 105 144 è

Patent Cooperation Treaty applications n.a. 442

Trademark applications (ZA resident) 7 051 19 522 ì

Trademark applications (ZA abroad) 11 5 694 ì

Plant cultivars in force, world share %; rank n.a. 2710;2,6;8 î

High technology exports % of total exports 5 6 è

Global Competitiveness Index; Basic requirements; Innovation n.a. 56; 89; 37 î

Global Innovation Index n.a. 60 î

Table 1: Findings of the NACI 1996 White Paper Review of performance of the NSI against scientific output indicators

The review did not include a detailed analysis of the

strengths and weaknesses of the NSI or the efficacy of the

existing policy mix. It is anticipated that these aspects

will emerge as part of the review of the National Research

and Development Strategy and the Ten-Year Innovation

Plan, which is expected to be completed in March 2021.

The TYIP review will also provide details on performance

against each of the grand challenges identified in 2008.


In 2016 the National Research Foundation commissioned the Centre for Research, on Evaluation, Science and Technology

(CREST) to undertake a comprehensive assessment of the state of the South African research enterprise. The CREST study

published in 2019, revealed the insights summarised below.

INVESTMENT IN R & D:

REMAINS TOO LITTLE, GERD

HAS AVERAGED 0.8% FOR THE

PAST 15 YEARS

DECLINE IN THE CONTRIBUTION OF THE BUSINESS SECTOR TO

EXPENDITURE ON R & D: 56% IN 2001 BUT 39% IN 2015

INCREASE IN GOVERNMENT SPENDING ON R & D: 36% IN

2001 TO 45% IN 2015

DOCTORAL GRADUATES: 972 IN 2001 TO 2 794 IN 2016

RESEARCH OUTPUT: 3 668 ARTICLES PUBLISHED IN 2000

TO 15 550 IN 2016

BLACK AUTHORED PAPERS: 16% IN 2005 TO 30% IN 2016

AUTHORS UNDER 40 YEARS: 3% IN 2005 TO 18% IN 2016

RESEARCH CAPACITY IN THE COUNTRY: TOO SMALL AND TOO FEW FTE RESEARCHERS

CITATION IMPACT: INCREASED FROM 0.8 IN 2000 TO 1.1 IN

2016

Figure 2: Summary of CREST study findings on the state of the South African research enterprise

Whilst significant strides were made between 1996

and 2016, the 1996 White Paper review and 2019 CREST

publication both indicate that the national system of

innovation is yet to realise its full potential. The NSI

needs to be better coordinated to respond to national

imperatives and increase its contribution to socio-

economic transformation.

In responding to the ambition of Vision 2030, the DSI

approached phase 1 of the NDP (which overlaps with

the 2015-2020 Strategic Plan) by implementing initiatives

intended to –

• expand research capacity by developing human

capital and building institutions;

• commercialise research ideas;

• mature approaches for advancing R&D-led industrial

development opportunities;

• integrate innovation within the local economic

development strategic framework; and

• continue support to existing economic sectors

such as agriculture, forestry and agroprocessing,

manufacturing and energy.


Some of these initiatives of Phase 1 were contained in the 2014-2019 MTSF. Over the previous (2014-2019) Medium Term

Strategic Framework (MTSF) period, the Department drove and reported on initiatives aligned to the following outcomes:

• Outcome 4: Decent employment through inclusive economic growth;

• Outcome 5: A skilled and capable workforce to support an inclusive growth path;

• Outcome 6: An efficient, competitive and responsive economic infrastructure network;

• Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all; and

• Outcome 10: Protect and enhance our environmental assets and natural resources.

The performance of the Department against its 2014-2019 MTSF indicators is reflected in Table 2 below.

Outcome Indicator MTSF target Performance Comments

4 % increase in the rand value of investment by government and the private sector in research and development partnerships

50% increase in the rand value of investment when compared to 2013

Not achieved The actual extent of the impact of the partnerships over the MTSF has not been determined.

% of all procurement of those products capable of being manufactured locally on a commercially feasible basis

75% procurement of those products capable of being manufactured locally on a commercially feasible basis by 31 March 2019

No data available No data available

Improved efficiencies achieved through reduction turnaround time providing final decision on applications for the R&D tax incentive

Final decision of R&D tax incentive application provided within 90 days

Not achieved Capacity constraints and initial backlog impacted on overall performance

Emerging/new industry sector and cross-cutting interventions towards growth, employment creation and higher income for the poor households under way

All emerging/new industry sector and cross-cutting interventions being implemented

Identification and evaluation of at least five candidate initiatives (Aerosud, titanium beneficiation, Fluorochemicals Expansion Initiative, Hydrogen SA, battery precursor materials and mining RDI)

Indicator did not fully adhere to SMART principles, which made it difficult to measure progress over the MTSF

Institutional mechanism for the strategic management of public funding for research, development and innovation.

Improved institutional arrangements in place

Introduction of a budget coordination mechanism was approved by Cabinet in 2017.

Difficult to measure progress over the MTSF

Proportion of gross expenditure on R&D (GERD) to GDP (high-level impact (or outcome) indicator)

1,5% by 2019 Not achieved This was an impact target. The 2017/18 national survey on research and experimental development measured GERD at 0,87% of GDP.


Outcome Indicator MTSF target Performance Comments

5 Total broadband capacity provided by South African National Research Network (SANReN) per annum.

3 500 Gbps total available broadband capacity provided by SANReN by 31 March 2019

Achieved The indicators committed to under Outcome 5 were the same as those in the 2015-2020 Strategic Plan. The targets related purely to activities funded directly by the Department, with little (if any) external influence.

Number of postgraduate students and postdoctoral fellows funded through the Department

27 411 master’s students Achieved

15 209 doctorial students Achieved

3 682 postdoctoral fellows Achieved

Number of infrastructure grants awarded

330 research infrastructure grants awarded to higher education institutions, science councils, national facilities and NRF museums by March 2019

Achieved

Number of ISI-accredited research articles published by NRF-funded researchers as reflected in the NRF project reports

33 700 ISI-accredited research articles published by NRF-funded researchers by 31 March 2019

Achieved

Total number of researchers awarded research grants through NRF-managed programmes as reflected in the NRF projects report

22 032 researchers awarded research grants through NRF-managed programmes as reflected in the NRF-project reports by 31 March 2019

Achieved

6 Number of MeerKAT antennas installed

64 MeerKAT antennas installed by 31 March 2018

Achieved n/a

10 Functional climate change research network formalised through memorandum of understanding

Research report and memorandum of understanding developed

Achieved n/a

Biennial reports to Cabinet on state of climate change science and technology

Two biennial reports approved by Cabinet by March 2019

Not achieved The first report was approved in 2016. The second report was finalised in 2019 but not approved by Cabinet as the change in administration affected the Cabinet agenda.

Rand value of public and private sector investment in research and development to support a green economy

300% increase in the rand value of investment in R&D made in 2011

Not achieved The target was set with no baseline data and was unattainable owing to the scale of investment already directed to the green economy.

Table 2: MTSF commitments and performance by 31 March 2019


The Nine-Point Plan1 adopted in 2015 prioritised the

implementation of the 2014-2019 Medium Term Strategic

Framework. It had three main objectives:

• To address the structural challenges that had affected

the performance of the domestic economy and its

ability to respond to South Africa’s developmental

challenges;

• To create a growth-enhancing economic

environment, create jobs, reduce inequality and

catalyse transformation; and

• To develop partnerships with business and labour,

with government delivering specific supporting

interventions.

The elements of the plan were divided into job drivers,

enablers and cross-cutters. The Department had a cross-

cutting mandate, and contributed to the Nine-Point Plan

as follows:

1 Government’s Nine-Point Plan announced in State of the

Nation Address, 2015

• Supporting and directing the national system of

innovation;

• Mandating publicly funded science, technology

and innovation institutions to support government

priority outcomes;

• Developing research capacity;

• Using knowledge and innovation for economic

development;

• Using knowledge and innovation for inclusive

development; and

• Using science to inform policy.

The support for the Nine-Point Plan was aligned to the

aims of the Department’s 2015-2020 Strategic Plan, which

identified five strategic outcome-orientated goals. The

goals and performance related to addressing poverty,

inequality and unemployment are summarised below.


DIR

ECT

CON

TRIB

UTI

ON

Pove

rty

Ineq

ualit

yU

nem

ploy

men

t

Inno

vati

on-e

nabl

ed lo

cal e

cono

mic

dev

elop

men

t

Pilo

t thr

ee c

omm

unit

y-ba

sed

agro

proc

essi

ng p

lant

s th

at h

ave

the

pote

ntia

l to

cata

lyse

sys

tem

atic

loca

l de

velo

pmen

t (e.

g. tr

adit

iona

l med

icin

es, c

osm

eceu

tica

ls,

nutr

aceu

tica

ls) b

y 20

17

Perf

orm

ance

com

men

t – T

he M

orin

ga a

grop

roce

ssin

g pl

ants

in

Toos

eng

(Lim

popo

) and

Ham

man

skra

al (G

aute

ng) h

ave

been

co

mpl

eted

. The

Dep

artm

ent,

in p

artn

ersh

ip w

ith th

e A

gric

ultu

ral

Rese

arch

Cou

ncil,

the

Uni

vers

ity o

f Ven

da a

nd th

e Li

mpo

po

Dep

artm

ent o

f Agr

icul

ture

, fun

ded

the

deve

lopm

ent o

f a

com

mun

ity-b

ased

agr

opro

cess

ing

faci

lity

for i

ndig

enou

s cr

ops

and

Mor

inga

at M

akon

de v

illag

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utsi

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hoho

yand

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rodu

cts

(cap

sule

s, so

up, y

oghu

rt, t

eas

and

vita

min

wat

er) a

re b

eing

pr

oces

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and

com

mer

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ised

.

Ensu

re th

at S

TI p

over

ty-a

llevi

atio

n in

itia

tive

s ar

e de

man

d-dr

iven

and

info

rmed

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loca

l eco

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prio

riti

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nd lo

cal c

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dvan

tage

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Perf

orm

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com

men

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ive

hone

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h co

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cilit

ies

wer

e as

sist

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e D

epar

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ing

the

perio

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der r

evie

w. T

he c

o-op

erat

ives

hav

e 42

ben

efici

arie

s, m

ore

than

50%

of w

hom

are

wom

en.

The

Dep

artm

ent a

lso

activ

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the

Dep

artm

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oper

ativ

e G

over

nanc

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d Tr

aditi

onal

Affa

irs to

ens

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that

in

nova

tion

is re

cogn

ised

and

em

bedd

ed in

the

revi

sed

Nat

iona

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amew

ork

for L

ocal

Eco

nom

ic D

evel

opm

ent.

In s

uppo

rt o

f thi

s fra

mew

ork,

the

Dep

artm

ent c

ontin

ued

in it

s eff

orts

to s

tren

gthe

n th

e lo

cal s

yste

ms

of in

nova

tion,

with

the

inte

ntio

n of

enh

anci

ng

part

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atio

n an

d su

ppor

t to

mar

gina

lised

NSI

act

ors.

Tran

sfor

mat

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of th

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wor

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term

s of

race

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Det

ails

are

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pag

e 50

as

findi

ngs

of th

e 20

17/1

8 So

uth

Afri

can

Nat

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vey

of R

esea

rch

and

Expe

rimen

tal

Dev

elop

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Inno

vati

ons

to e

nhan

ce s

tand

ards

of l

ivin

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In p

artn

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ip w

ith

the

Dep

artm

ent o

f Bas

ic E

duca

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, le

vera

ge in

nova

tive

tech

nolo

gies

to im

prov

e ac

cess

to a

nd

the

qual

ity

of b

asic

edu

cati

on fo

r chi

ldre

n w

ith

spec

ial

need

s, p

rior

itis

ing

the

visu

ally

or h

eari

ng im

pair

ed

Perf

orm

ance

com

men

t – T

hrou

gh th

e Te

chno

logy

for

Rura

l Edu

catio

n an

d D

evel

opm

ent (

TEC

H4R

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roje

cts,

the

Dep

artm

ent w

as a

ble

to c

ontr

ibut

e to

the

natio

nal

impl

emen

tatio

n pl

an fo

r dep

loyi

ng IC

Ts in

edu

catio

n (O

pera

tion

Phak

isa

ICT

in E

duca

tion)

.

The

Dep

artm

ent f

unde

d th

e de

velo

pmen

t and

pilo

ting

of a

n IC

T m

atur

ity a

sses

smen

t too

l to

guid

e pr

ovin

cial

edu

catio

n de

part

men

ts in

ass

essi

ng re

adin

ess

and

prio

ritis

ing

scho

ols

for

the

depl

oym

ent o

f IC

Ts.

The

initi

ativ

e fo

cuse

d on

chi

ldre

n w

ith s

peci

al n

eeds

pro

vide

d an

e-h

ealth

sol

utio

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at e

nabl

es ra

pid

and

timel

y sc

reen

ing

for

disa

bilit

y an

d le

arni

ng c

halle

nges

. Th

e Ea

ster

n Ca

pe D

epar

tmen

t of

Hea

lth a

dopt

ed th

is s

olut

ion

to e

nhan

ce th

e effi

cien

cy o

f its

op

erat

ions

.

In

part

ners

hip

wit

h th

e Ea

ster

n Ca

pe

Dep

artm

ent

of

Educ

atio

n, t

he D

epar

tmen

t of

Wat

er a

nd S

anit

atio

n, a

nd

the

Bill

& M

elin

da G

ates

Fou

ndat

ion,

pro

vide

inn

ovat

ive

and

appr

opri

ate

off-g

rid

sani

tati

on t

echn

olog

ies

for

rura

l an

d pe

ri-u

rban

are

as

Perf

orm

ance

com

men

t – T

hrou

gh th

e TE

CH

4RED

pro

ject

s in

th

e Ea

ster

n Ca

pe a

nd N

orth

Wes

t, th

e D

epar

tmen

t was

abl

e to

dem

onst

rate

inno

vativ

e te

chno

logy

sol

utio

ns th

at e

nabl

ed

acce

ss to

bas

ic s

ervi

ces

(mai

nly

sani

tatio

n an

d en

ergy

) for

mai

nly

rura

l sch

ools

.

Inte

rnsh

ips

Perf

orm

ance

com

men

t – T

he Y

outh

in S

cien

ce J

ourn

alis

m p

roje

ct

prov

ided

inte

rnsh

ip o

ppor

tuni

ties

to u

nem

ploy

ed g

radu

ates

ac

ross

the

coun

try.

Thi

s pr

ojec

t was

uni

que

it pr

omot

ed

com

mun

icat

ing

scie

nce,

tech

nolo

gy a

nd in

nova

tion

in lo

cal

indi

geno

us la

ngua

ges,

whi

ch is

key

for d

emoc

ratis

ing

STI.

Som

e of

the

inte

rns

wer

e ab

le to

sec

ure

empl

oym

ent i

n m

edia

bas

ed

on e

xper

ienc

e ga

ined

thro

ugh

this

pro

ject

.

To d

ate,

a to

tal o

f 4 1

48 g

radu

ates

and

stu

dent

s pl

aced

in D

ST-

fund

ed w

ork

prep

arat

ion

prog

ram

mes

in s

cien

ce, e

ngin

eerin

g,

tech

nolo

gy a

nd in

nova

tion

inst

itutio

ns.

Rese

arch

ers

A to

tal o

f 18

194

rese

arch

ers

wer

e aw

arde

d re

sear

ch g

rant

s th

roug

h N

RF-m

anag

ed p

rogr

amm

es.

Post

doct

oral

sup

port

To d

ate,

a to

tal o

f 3 3

43 p

ostd

octo

ral f

ello

wsh

ips

have

bee

n aw

arde

d.

Econ

omic

gro

wth

•H

elp

grow

com

pani

es’ t

urno

ver

•Su

ppor

t sm

all,

med

ium

and

mic

ro-e

nter

pris

es (S

MM

Es)

thro

ugh

tech

nolo

gy lo

calis

atio

n in

itiat

ives

and

the

Tech

nolo

gy S

tatio

ns P

rogr

amm

e

•H

elp

incr

ease

tech

nolo

gica

l com

petit

iven

ess

thro

ugh

R&D

pa

rtne

rshi

ps a

t sec

tor a

nd fi

rm-le

vel

•G

row

new

loca

l ind

ustr

ies

thro

ugh

the

Emer

ging

Indu

strie

s A

ctio

n Pl

an


DIR

ECT

CON

TRIB

UTI

ON

Pove

rty

Ineq

ualit

yU

nem

ploy

men

t

Mai

nstr

eam

app

lied

indi

geno

us k

now

ledg

e-ba

sed

R&D

(t

radi

tion

al m

edic

ines

, cos

mec

euti

cals

and

nut

race

utic

als)

, in

clud

ing

inno

vati

on a

nd lo

cal m

anuf

actu

ring

, to

supp

ort

com

mer

cial

isat

ion

mod

els

for s

usta

inab

le li

velih

oods

Perf

orm

ance

com

men

t – T

he C

SIR

is th

e co

ordi

natin

g hu

b fo

r the

IK

-bas

ed N

utra

ceut

ical

s Pl

atfo

rm. T

he M

aggi

Mor

ogo

Noo

dles

pr

oduc

t was

dev

elop

ed in

a p

artn

ersh

ip b

etw

een

the

CSI

R, th

e A

gric

ultu

ral R

esea

rch

Coun

cil,

the

Uni

vers

ities

of F

ort H

are

and

Vend

a, lo

cal c

omm

uniti

es a

nd N

estlé

. The

pro

duct

s ar

e no

w

bein

g so

ld in

a n

umbe

r of S

outh

Afri

can

reta

il st

ores

.

Clin

ical

stu

dies

on

an a

nti-w

rinkl

e oi

l ext

ract

from

an

indi

geno

us

plan

t wer

e co

mpl

eted

, with

the

cand

idat

e pr

oduc

t pro

ving

saf

e an

d eff

ectiv

e in

redu

cing

hum

an s

kin

wrin

kles

aft

er ju

st tw

o w

eeks

.

Low

-pou

r flus

hes

sani

tatio

n te

chno

logy

-ena

bled

acc

ess

to

dece

nt s

anita

tion

serv

ices

in s

elec

ted

scho

ols

of th

e N

ciba

circ

uit

in th

e Ea

ster

n Ca

pe, 8

00 lo

w p

our fl

ush

units

wer

e pi

lote

d in

Kw

aZul

u-N

atal

, the

Eas

tern

Cap

e, M

pum

alan

ga a

nd th

e N

orth

ern

Cape

. Ev

iden

ce g

ener

ated

from

the

pilo

t pro

ject

s w

as u

sed

in

influ

enci

ng th

e sa

nita

tion

polic

y, th

e w

hose

revi

sed

vers

ion

is

open

, sup

port

s an

d is

alig

ned

to in

nova

tion.

The

low

pou

r flus

h so

lutio

n re

ceiv

ed a

SA

B Fo

unda

tion

soci

al in

nova

tion

awar

d.

Thro

ugh

the

Bill

& M

elin

da G

ates

Fou

ndat

ion

part

ners

hip,

the

Calte

ch in

nova

tive

sani

tatio

n un

it is

bei

ng p

ilote

d in

eTh

ekw

ini a

s a

com

mun

al o

ff-gr

id s

olut

ion,

key

to p

rovi

ding

dec

ent s

anita

tion

serv

ices

in in

form

al s

ettle

men

ts.

Perf

orm

ance

com

men

t – T

hrou

gh th

e So

uth

Afri

can

Sani

tatio

n Ev

alua

tion

Tech

nolo

gy P

rogr

amm

e (S

AST

EP),

the

Dep

artm

ent

enab

led

the

reco

gniti

on o

f inn

ovat

ive

sani

tatio

n te

chno

logi

es

as a

n em

ergi

ng in

dust

ry, w

hich

has

bee

n in

corp

orat

ed in

to th

e In

dust

rial P

olic

y A

ctio

n Pl

an (I

PAP)

. Th

is e

mer

ging

indu

stry

has

en

able

d at

leas

t tw

o te

chno

logy

loca

lisat

ion

oppo

rtun

ities

.

The

less

ons

lear

nt fr

om S

AST

EP w

ere

inco

rpor

ated

into

Sou

th

Afri

ca’s

inpu

t on

the

new

glo

bal s

tand

ards

on

sani

tatio

n. T

he

Dep

artm

ent’s

inve

stm

ent i

n SA

STEP

als

o su

ppor

ted

the

new

st

anda

rd fo

r non

-sew

erag

e (o

ff-gr

id) s

anita

tion,

SA

BS 3

0500

. Th

is is

an

impo

rtan

t dev

elop

men

t for

the

Pres

iden

tial S

anita

tion

App

ropr

iate

for E

duca

tion

(SA

FE) i

nitia

tive

and

the

sani

tatio

n se

ctor

as

a w

hole

in S

outh

Afri

ca.

Init

iati

ves

to im

prov

e th

e te

chno

logy

-bas

ed

com

peti

tive

ness

of t

he e

stab

lishe

d pr

imar

y ec

onom

ic

sect

ors

New

R&

D-le

d in

dust

ry d

evel

opm

ent

init

iati

ves,

suc

h as

H

ydro

gen

Sout

h A

fric

a, t

he F

luor

oche

mic

als

Expa

nsio

n In

itia

tive

, th

e Ti

tani

um B

enefi

ciat

ion

Init

iati

ve a

nd t

he

Adv

ance

d M

anuf

actu

ring

Tec

hnol

ogy

Stra

tegy

Perf

orm

ance

com

men

t – T

he D

epar

tmen

t has

pro

vide

d fu

ndin

g an

d ot

her s

uppo

rt to

five

tech

nolo

gy s

tatio

ns lo

cate

d at

uni

vers

ities

of t

echn

olog

y. T

he te

chno

logy

sta

tions

pro

vide

su

ppor

t in

the

area

s of

ele

ctro

nics

, che

mic

als,

and

adva

nced

to

olin

g at

the

Tshw

ane

Uni

vers

ity o

f Tec

hnol

ogy)

and

, in

met

al

cast

ing,

pro

cess

ing

ener

gy a

nd th

e en

viro

nmen

t at t

he U

nive

rsity

of

Joh

anne

sbur

g. T

he s

tatio

ns h

ave

supp

orte

d m

ore

than

1 7

66

SMM

Es to

dat

e.


IND

IREC

T CO

NTR

IBU

TIO

N

Pove

rty

Ineq

ualit

yU

nem

ploy

men

t

Post

grad

uate

bur

sari

es

Perf

orm

ance

com

men

t – B

y M

arch

201

9, 1

3 85

9 Ph

D

stud

ents

hav

e be

en a

war

ded

burs

arie

s th

roug

h N

RF a

nd

DST

-man

aged

pro

gram

mes

. A to

tal o

f 54

405

pipe

line

post

grad

uate

stu

dent

s w

ere

awar

ded

burs

arie

s th

roug

h N

RF

and

DST

initi

ativ

es.

Sout

h A

fric

an R

esea

rch

Chai

rs In

itia

tive

Pe

rfor

man

ce co

mm

ent –

To

date

, 238

rese

arch

cha

irs h

ave

been

aw

arde

d. I

n ad

ditio

n, fi

ve n

ew c

omm

uniti

es o

f pra

ctic

e w

ere

esta

blis

hed,

in a

gric

ultu

re, h

ealth

, bio

dive

rsity

, mar

ine

rese

arch

and

eco

nom

ics.

The

com

mun

ities

of p

ract

ice

prov

ide

a pl

atfo

rm fo

r res

earc

h ch

airs

to s

tret

ch th

eir f

ocus

be

yond

fund

amen

tal r

esea

rch,

tow

ards

con

trib

utin

g to

th

e fo

rmul

atio

n of

evi

denc

e-ba

sed

polic

y an

d tr

ansl

atio

nal

rese

arch

.

Cent

res

of e

xcel

lenc

e Pe

rfor

man

ce co

mm

ent –

The

cen

tres

of e

xcel

lenc

e co

ntin

ued

to m

ake

an im

pact

in h

ealth

, soc

ial d

evel

opm

ent,

biod

iver

sity

and

man

ufac

turin

g. T

he C

entr

e of

Exc

elle

nce

in H

IV P

reve

ntio

n, e

stab

lishe

d at

the

Uni

vers

ity o

f Kw

aZul

u-N

atal

, has

con

trib

uted

sig

nific

antly

to th

e ge

nera

tion

of n

ew

know

ledg

e in

this

crit

ical

hea

lth a

rea

and

cont

ribut

ed to

re

leva

nt in

tern

atio

nal a

nd n

atio

nal p

olic

ies.

Prov

idin

g an

d pa

ckag

ing

info

rmat

ion

to e

nhan

ce

polic

y de

cisi

on-m

akin

g

Thro

ugh

its v

ario

us te

chno

logy

dem

onst

ratio

n pr

ojec

ts, t

he

Dep

artm

ent w

as a

ble

to c

ontr

ibut

e to

key

dev

elop

men

ts,

incl

udin

g in

wat

er a

nd s

anita

tion

polic

y, s

usta

inab

le h

uman

se

ttle

men

ts, s

mal

l-sca

le h

ydro

pow

er in

sup

port

of o

ff-gr

id

rura

l ele

ctrifi

catio

n an

d IC

T fo

r edu

catio

n.

Targ

eted

pos

tgra

duat

e bu

rsar

ies

(for

bla

ck p

eopl

e an

d w

omen

) an

d fu

ndin

g to

sup

port

you

ng a

nd e

mer

ging

rese

arch

ers

Perf

orm

ance

com

men

t – T

he d

emog

raph

ic ta

rget

s fo

r bla

ck (8

0%) a

nd

wom

en (5

5%) s

tude

nts

supp

orte

d w

ere

exce

eded

at h

onou

rs a

nd

mas

ter’s

leve

l, bu

t at a

doc

tora

l lev

el m

ore

need

s to

be

done

to a

chie

ve

equi

ty in

the

dist

ribut

ion

of b

ursa

ries,

scho

lars

hips

and

fello

wsh

ips.

The

Thut

huka

Res

earc

h G

rant

was

est

ablis

hed

to p

rovi

de s

uppo

rt fo

r em

ergi

ng re

sear

cher

s in

full-

time,

per

man

ent o

r fixe

d-te

rm c

ontr

act

appo

intm

ents

at p

ublic

uni

vers

ities

and

rese

arch

inst

itutio

ns.

A to

tal

of 5

62 g

rant

-hol

ders

wer

e fu

nded

, 471

(84%

) of w

hich

wer

e bl

ack,

91

(16%

) whi

te a

nd 3

59 (6

4%) w

omen

.

Usi

ng te

chno

logy

to id

enti

fy a

nd te

st th

e us

e of

tech

nolo

gy to

im

prov

e se

rvic

e de

liver

y an

d de

mon

stra

te b

ette

r sta

ndar

ds o

f liv

ing,

suc

h as

the

use

of w

irel

ess

mes

h ne

twor

ks to

bri

dge

the

digi

tal d

ivid

e

Perf

orm

ance

com

men

t – T

he In

nova

tion

Part

ners

hip

for R

ural

D

evel

opm

ent P

rogr

amm

e de

mon

stra

ted

inno

vativ

e w

ater

, san

itatio

n an

d en

ergy

sol

utio

ns th

at w

ere

able

to p

rovi

de a

cces

s to

thes

e ba

sic

serv

ices

for p

revi

ousl

y un

serv

ed ru

ral c

omm

uniti

es.

A n

ew c

oope

rativ

e-ba

sed

conn

ectiv

ity m

odel

has

bee

n de

velo

ped

and

profi

led

inte

rnat

iona

lly. T

he m

odel

pos

ition

s co

oper

ativ

es a

s co

nnec

tivity

pro

vide

rs a

nd d

oes

not r

equi

re c

ompl

ex in

frast

ruct

ure

to e

xecu

te.

The

mod

el h

as th

e po

tent

ial t

o po

sitiv

ely

disr

upt t

he

conn

ectiv

ity s

pace

in a

man

ner t

hat e

nabl

es m

ore

acto

rs a

nd

acce

lera

tes

acce

ss fo

r uns

erve

d co

mm

uniti

es.

The

Dep

artm

ent i

s w

orki

ng w

ith th

e co

ntra

cted

impl

emen

ting

agen

t an

d ot

her p

artn

ers

to e

nsur

e th

at th

e m

odel

is fi

nanc

ially

via

ble

and

sust

aina

ble.

A d

iffer

entia

ted

pric

ing

stru

ctur

e (fu

nded

by

the

Dep

artm

ent)

is u

sed

by th

e Te

chno

logy

Sta

tions

Pro

gram

me

to h

elp

enab

le S

MM

Es a

nd

pote

ntia

l ent

repr

eneu

rs to

acc

ess

the

serv

ices

of t

he te

chno

logy

st

atio

ns, w

hich

will

aid

in m

atur

ing

thei

r inn

ovat

ive

idea

s or

te

chno

logi

es.

R&D

infr

astr

uctu

re

Man

ufac

ture

(inc

ludi

ng a

ssem

bly,

inte

grat

ion

and

test

-in

g) a

nd la

unch

Ear

th o

bser

vati

on s

atel

lite

(EO

-Sat

1), i

n ad

diti

on to

the

ZACu

be-2

sat

ellit

e

Man

ufac

ture

and

laun

ch S

outh

Afr

ica’

s fir

st in

dige

nous

Cu

beSa

t con

stel

lati

on to

pro

vide

aut

omat

ic id

enti

fi-ca

tion

sys

tem

ser

vice

s to

Ope

rati

on P

haki

sa (O

cean

s Ec

onom

y) a

nd A

fric

a

Perf

orm

ance

com

men

t – A

s pa

rt o

f spa

cecr

aft d

evel

opm

ent

effor

ts, Z

ACu

be-2

was

laun

ched

into

spa

ce o

n 27

Dec

embe

r 20

18.

The

prim

ary

obje

ctiv

e of

the

proj

ect,

is to

dem

onst

rate

m

ariti

me

dom

ain

awar

enes

s ap

plic

atio

ns, s

peci

fical

ly v

esse

l tr

acki

ng s

ervi

ces

in th

e So

uth

Afri

can

Excl

usiv

e Ec

onom

ic Z

one

in s

uppo

rt o

f Ope

ratio

n Ph

akis

a (O

cean

s Ec

onom

y).

Mee

rKAT

/Squ

are

Kilo

met

re A

rray

radi

o as

tron

omy

tele

scop

e

Perf

orm

ance

com

men

t – T

he 6

4-an

tenn

a M

eerK

AT ra

dio

tele

scop

e w

as c

ompl

eted

and

com

mis

sion

ed fo

r sci

ence

op

erat

ions

. At t

he la

unch

, a p

anor

ama

obta

ined

with

the

new

te

lesc

ope

was

unv

eile

d. T

his

reve

aled

ext

raor

dina

ry d

etai

l in

the

regi

on s

urro

undi

ng th

e su

perm

assi

ve b

lack

hol

e at

the

cent

re o

f the

Milk

y W

ay, p

rovi

ng th

e M

eerK

AT to

be

one

of th

e be

st s

cien

tific

inst

rum

ents

in th

e w

orld

.

Tabl

e 3:

A s

umm

ary

of th

e D

epar

tmen

t’s c

ontr

ibut

ion

to th

e re

duct

ion

of p

over

ty, i

nequ

alit

y an

d un

empl

oym

ent b

etw

een

2015

-202

0


In addition to being a cross-cutter in support of the

job drivers and enablers, the DSI was also assigned the

following five strategic initiatives to lead on behalf of

government as part of the Nine-Point Plan:

• To provide leadership and coordinate efforts to

increase GERD to 1,5% of GDP. The percentage

remains at suboptimal levels, with the 2017/18

national survey on research and experimental

development measuring GERD at 0,87% of GDP;

• To develop a framework to optimise the use of

available funding for R&D – Cabinet approved the

introduction of a budget coordination mechanism in

2017, but since then progress on implementation of

the decision has stalled;

• To establish a sovereign innovation fund (SoIF)-

The first allocation of R1.2 billion has been granted

commencing in the 2020/21 MTEF. The SoIF will

be operationalised from 2020/21 to enhance the

department’s commercialisation of RDI outputs;

A number of implementing partners have been

identified and a project pipeline for funding compiled

• To develop a strategy for the deployment of South

African-developed technologies – A comprehensive

and overarching strategy is yet to be finalised.

Despite the absence of such a strategy, a number of

interventions were introduced over the last few years,

including the piloting of a technology acquisition

and deployment fund, advancing the use of locally

developed technologies in areas such as sanitation,

energy and health; and

• To develop a plan for the management of intellectual

property leakages in South Africa – NIPMO’s Guideline

6.1 of 2019: The Intellectual Property Enforcement

Fund was finalised. The guideline provides for

implementation modalities and government’s role in

providing appropriate support in cases of intellectual

property right infringements.


External environmental analysis

In 2018, led by the Department of Planning, Monitoring

and Evaluation2, the South African government undertook

a 25-year self-assessment of its performance since the

dawn of democracy.

The assessment sought to evaluate the extent to which

government had succeeded in delivering on the promise

of a better life for all South Africans, in implementing the

priorities set out in the NDP 2030, specific constraints

and obstacles that had impeded progress towards the

set objectives and targets, and whether any effective

strategies had been developed to address identified

constraints and obstacles. The 25-year review focused on

the following:

• Building the economy;

• Developing human resources and human capital;

• Building our infrastructure;

• Spatial planning;

• Rural development and land reform; and

• Climate change.

Science, technology and innovation have contributed, to

varying degrees and means, to all six of the focus areas of

the 25-year review.

Broadly, the review found that government had

significantly improved access to essential services and

provided social protection, but had not been successful

in improving the quality and efficiency of service delivery,

in building a truly capable and coherent state, in realising

its developmental objectives and reducing inequalities in

both per capita income and expenditure, improving the

human capital base of the economy and in modernising

its public service. Too many government priorities were

accorded equal weight and status, which resulted in slow/

poor implementation of the NDP. Resources are thinly

spread given the current economic environment and

there are inadequate information systems in government

to track progress towards the NDP vision and objectives.

2 Towards a 25 Year Review: 1994- 2019

The World Bank, in its Systematic Country Diagnostic3

Report of April 2018, asserts that since 1994 South

Africa has made significant progress, but its economic

transition from a system of exclusion under segregation

remains incomplete. In the period 1994-2018, poverty has

significantly declined, but the extent of inequality remains

extremely high.

Using different measures, South Africa consistently

emerges as one of the most unequal countries in the

world. In fact, in the period 1994 to 2006, inequality

increased. This is evidenced by findings of widening

wealth inequality; the labour market being split into two

extreme job types of a small number of people in highly

paid jobs mainly in the formal sector versus a majority

that gets by through often informal and far lower paying

jobs. Income polarisation is distinguishable though the

high concentration of low-income earners and very few

high-income earners and small number of middle-income

earners. Inequality of opportunity is also high and can be

measured by the influence of race, parental education and

occupation, gender and place of birth. It is arguable that

certain policies introduced by the democratic government

have exacerbated the extent of inequality. The World Bank

further states that, in its view, insufficient skills form the

key constraints to reducing poverty and inequality in

South Africa.

South Africa’s high unemployment rate remains its key

challenge and the country’s economy struggles to create

sufficient employment opportunities. The unemployment

rate increased by 1,6 percentage points from 27,6% in the

first quarter of 2019 to 29,2% in the third quarter of the

year. Among the youth, unemployment figures increased

from 55,2% to 56,4% in the same period.

In being part of the United Nations, South Africa

is committed to the 2030 Agenda for Sustainable

Development which sets out 17 development goals

agreed to by all members of the United Nations in 2015.

The 2030 Agenda recognises the role and contribution STI

is playing in supporting the implementation of all 17 SDGs

with dedicated programmes of support emerging from

the STI community. The support of the STI community

3 South Africa - Systematic country diagnostic: an incomplete

transition - overcoming the legacy of exclusion in South

Africa, 2018


includes research to strengthen evidence-informed

decision making; providing innovative solutions that

ensure no one is left behind (equitable access to basic

services such as water, energy, education and health

services). In support of domesticating the 2030 Agenda

the Department has supported various engagements

including how municipalities may localise the SDGs.

South Africa responded to the SDG agenda through the

establishment of a National Working Group to develop

an integrated and harmonised national approach to

the implementation and monitoring of the SDGs. The

working group, led by Statistics South Africa, published a

self-assessment report, South Africa’s Voluntary National

Review in 2019. The report evaluated what has been

done and determined the remaining obstacles to ridding

South Africa of extreme poverty. The Department has

supported the working group by coordinating the NSI

to achieve maximum impact from efforts to achieve the

SDGs, by identifying strategic partnerships and mobilising

resources, assisting in the development of indicators at a

regional and national level, and crystalising the role of STI

in implementation of the SDGs.

The Department achieved significant success in the

development of STI partnerships with a pan-African focus

as part of its 2015-2020 Strategic Plan. This included

numerous bilateral STI cooperation initiatives co-funded

with African partner governments. At a multilateral level,

the five-year Science Granting Councils Initiative, led in

South Africa by the NRF, strengthened the capacities of

science granting councils in sub-Saharan Africa in order

to support research and evidence-based policies that

will contribute to economic and social development.

A three-year pilot of the African Open Science Platform

was completed in 2019. Engagements undertaken at

multilateral level, in both the AU and SADC, proved to

be especially successful, for example, the creation of a

post dedicated to the role of STI in advancing regional

integration by the SADC Secretariat on its personnel

establishment (for which the Department provided seed

funding over many years). The Department also continued

to actively champion a focus on STI in various bi-regional

partnership initiatives of the AU, most notably related to

China, the EU and Japan.

The Department enjoys respect among its peers in the

science diplomacy arena, with South Africa known for

producing world-class research outputs (with quality in

many disciplines above the world averages, participation

in large/global research institutions and projects like

CERN (the European Organization for Nuclear Research),

the European Synchrotron Radiation Facility, the Square

Kilometre Array, the Southern African Large Telescope,

Group on Earth Observations, the International Centre for

Genetic Engineering and Biotechnology and as a facilitator

of STI agenda across Africa.


Internal environmental analysis

The Department is associated with excellence and high

levels of performance, with the Department attaining over

80% of its predetermined objectives and spending 99%

of its budget in the past four years. In October 2019, the

Department obtained an award from the Auditor-General

of South Africa for obtaining a clean audit for the 2017/18

financial year.

The mandate of the Department is articulated in the 2019

White Paper on Science, Technology and Innovation. The

execution of its mandate is facilitated because, as a national

department with no concurrent functions in other spheres

of government, the Executive and Accounting authorities

are able to drive implementation centrally, with limited

potential dilution of messaging and intent at provincial

and local government levels. Science, technology and

innovation are transversal issues that influence and

define success in a broad range of sectors. Over the

2015-2020 Strategic Plan period, the DSI implemented

projects, programmes and initiatives that contributed to

a variety of economic sectors such as agriculture, mining

and minerals beneficiation, manufacturing, water and

sanitation, energy, ICTs and health.

The Department has a well-educated staff complement,

with an average age of 43 years. Of the total staff

establishment of 385, 79 staff members have a master’s

degree and 21 a PhD. The Department has excelled

in exercising compliance oversight of the entities that

fall under its Ministry, which are all credible, stable and

well-reputed. The Department has also been diligent

in appointing boards and councils to exercise fiduciary

responsibility and governance over its entities.

While not having a concurrent function is identified as a

strength, it also poses weaknesses in the execution of the

Departments mandate. The lack of a provincial and local

government footprint means the department relies on

staff at national level to identify and build the relations

necessary to integrate STI into provincial and local

government agendas.

The mandate of the Department is not derived from

any legislation. This sometimes hinders its ability to

enforce cooperation in initiatives that would enable the

adoption of STI to achieve national priorities. The name

of the Department was changed from the Department

of Science and Technology to the Department of

Science and Innovation in June 2019. The name change

indicates a leadership role for the Department in

advancing overall government policy on innovation (as

articulated in the 2019 White Paper on STI). A systematic

and institutionalised mechanism is needed to manage

the transition, and to implement the White Paper. There

are reflections on the implications of the name change

linked to the process of developing the Decadal Plan for

STI, which will be finalised in 2020.

As part of its expanded mandate, the DSI has been

appointed to champion several strategic initiatives on

behalf of government, such as the South African Affiliate

Centre of the World Economic Forum for the Fourth

Industrial Revolution, whose focus is on understanding

and dealing with technology governance challenges

that prevent innovation and the effective deployment of

technologies.

The 2019 White Paper is an attempt to strengthen policy

intent in areas where the DSI has encountered challenges

in implementation. It gives the DSI a greater opportunity

for using STI in support of South Africa’s inclusive

development. The White Paper and the Decadal Plan

(currently under development) also provide the impetus

for an organisational restructuring towards a leaner, more

agile organisation with concentrated capability in critical

areas.

The recent merger of the Higher Education and Training

and Science and Technology Ministries introduces new

opportunities, but also has the potential to divert attention

from STI to the plethora of contentious issues plaguing the

higher education sector. While the merger is at this point

only at the level of the Ministries (the departments remain

separate), the two departments under the leadership of

the Minister have introduced measures that will enable a


systematic review of the synergies and complementarity

in the mandates of the two departments, as well as

commonalities in functions and operations that could be

aligned.

Communication is a challenge in terms of both kind

and frequency. The Department has been successful in

communication centred around events and its political

principals. STI seldom makes into mainstream media

unless reporting is associated with a particular event.

As at 31 January 2020, the DSI had a vacancy rate of 23,3%,

with 20% at Senior Management Service level. This is far

above the target of a maximum of 6% over the 2015-2020

Strategic Plan period. Some posts have been vacant for

more than three years. As a result, the Department relies on

its staff to assume additional responsibilities to maintain

delivery, resulting in some overworked and highly stressed

employees. An organisational culture survey undertaken

in 2018 identified some critical human resource-related

challenges that will require focused change management

strategies. In addition, the compensation of employee’s

allocation for the DSI continues to be revised downwards

by the National Treasury, which has further compounded

the human resources challenge.


PART C MEASURING OUR PERFORMANCE


PART C: MEASURING OUR PERFORMANCE1. Explanation of planned

performance over the five-year period

The Department has identified the following six outcomes

for the period 2020-2025:

• Outcome 1: A transformed, inclusive, responsive and

coherent national system of innovation;

• Outcome 2: Human capabilities and skills for the

economy and for development;

• Outcome 3: Increased knowledge generation and

innovation output;

• Outcome 4: Knowledge utilisation for economic

development in (a) revitalising existing industries and

(b) stimulating R&D-led industrial development;

• Outcome 5: Knowledge utilisation for inclusive

development; and

• Outcome 6: Innovation in support of a capable and

developmental state.

Poverty, inequality and unemployment continue to plague

South Africa. Using what was learnt in the period 2012-

2019, especially about how the NSI can contribute towards

national priorities and the country’s socio-economic

development, the new White Paper has positioned the

system to respond to some of the prevailing challenges.

While solutions resulting from R&D take time, it is possible

to act proactively and influence the landscape to the

benefit of and/or protection of society.

The White Paper has the following objectives:

• Improved coherence and coordination;

• Increased NSI partnering between business,

academia, government and civil society;

• Strengthened and transformed NSI institutions;

• Increased human capabilities;

• An expanded research enterprise;

• An enhanced enabling environment for innovation;

and

• Improved funding across the NSI.

These objectives are to be realised through ensuring

full alignment with the NDP objectives, building off the

progress made under the 1996 White Paper by expanding

what has worked and, where necessary, proposing new

approaches that take full advantage of the opportunities

presented by megatrends while advancing transformation

ambitions and imperatives.

The 2020-2025 Strategic Plan aims to deliver in part on

these broad objectives of the white paper by targeting

impactful and transformative initiatives over the five-year

period. The six outcomes identified by the Department

aim to leverage the strengths and broad contributions of

all STI role players. The six outcomes of the Strategic Plan

also support the pillars of the NDP of a strong and inclusive

economy, capabilities of South Africans and a capable and

developmental state.

The impact statement that has been adopted is

“Enabling South Africa’s sustainable and inclusive

development in the face of rapid technological change

and innovation”. To provide an evidence base for the

STI developments that could accelerate inclusive and

sustainable socio-economic development in South Africa,

a foresight study conducted by the National Advisory

Council on Innovation (NACI) identified the following

possible focus areas for the South African NSI over the next

decade:

• Education and skills for the future;

• Nutrition for a healthy population;

• Harnessing the potential of ICTs;

• Health technologies to treat and prevent ill health;

• Sustainable energy technologies;

• Integrated solutions to water security;

• The circular economy; and

• Improving exports through the high-technology

sector.

Informed by the findings of the NACI foresight study

concluded in 2019, the selection of areas that will inform

the missions and priorities for the next 10 years will be

detailed in a Decadal Plan to be finalised in 2020. The


overarching goal of the Decadal Plan is to increase the

contribution of the NSI to achieving South Africa’s national

objectives. This will be done by enhancing innovation

and experimentation, and by accelerating the use of

tried and tested approaches to successfully introduce

innovation for transformative social and economic

change. The Department will measure performance using

the outcomes identified.

The impact of science, technology and innovation is not

realisable in the short term. Research and development

are a long-term endeavour. Many of the successes of the

Department and its entities have been long in the making.

For example, the Hydrogen South Africa programme,

now entering the third phase of its implementation, was

approved in 2009, and South Africa’s role in the iconic

Square Kilometre Array (SKA) radio telescope project

began many years before the country was selected to co-

host the global megascience project in 2012.

A new era of flagship programmes needs to be

conceptualised and implemented based on the priorities

and missions that will emerge as part of the Decadal Plan.

STI are important drivers of sustainable economic

growth, economic competitiveness, socio-economic

development and environmental sustainability. STI

agenda setting, planning and budgeting should be

integrated at the highest levels of government planning.

To ensure policy certainty, and hence higher investment

in the economy, the White Paper proposes an innovation

compact across government to ensure coherence in policy

clusters related to STI and the economy, STI and social

development, STI and education/skills development,

and STI and the environment. The development of the

innovation compact should be prioritised. The intended

long-term outcomes of the implementation of this

coordinated planning approach would be a productive

NSI contributing to economic growth and inclusivity,

social development and environmental sustainability and

towards a capable and developmental state.

Many national, provincial and local government

departments have embraced the enabling nature of

STI and are now starting to develop sectoral innovation

policies and initiatives. These are sometimes not grounded

in the latest thinking and best practice on innovation

policy. Most activities are not coordinated or funded at

critical mass. Neither is there a critical assessment of the

relevance of the policy choices and their interface with

other national strategies. In responding to its refined

mandate on innovation, the Department will, in support

of making South Africa a capable and developmental

state, strive to foster and enable the entrenchment of an

innovation culture across government.

The Department will introduce measures over the next

five years to enhance its value-adding role as an endorser/

accreditor of STI elements in all departmental strategies

and/or in providing advice, expertise, facilitation and

mediation on STI issues. This role must be clearly defined,

especially as there has not been a clear leader and owner

of innovation policy development in South African

government previously.


The relationship between the adopted outcomes and the challenges of inequality, poverty and unemployment is depicted

below.

POVERTY EMPLOYMENTINEQUALITY

INCLUSIVE INNOVATIONPUBLIC SECTOR

INNOVATION

HUMAN CAPABILITIES AND SKILLS

PRIVATE FUNDING AND RESOURCES

PUBLIC FUNDING AND RESOURCES

KNOWLEDGE GENERATION AND

INNOVATION OUTPUT

SYNERGIES AND PARTNERSHIPS

Figure 3: Connections between the outcomes of the Strategic Plan and the interlinked challenges of poverty, inequality and unemployment


Outcome 1: A transformed, inclusive, responsive and coherent NSI

In support of outcome 1, the Department has identified

four outcome indicators to measure over the strategic

plan horizon. These are:

1.1. Percentage increase in the number of formalised

partnerships between different category actors

of the NSI that advance Decadal Plan priorities;

1.2. Number of STI missions introduced and

adopted by Cabinet that crowd in resources and

capabilities across the NSI;

1.3. Percentage increased in the investment support

by government that advances GERD towards

1.1% of GDP; and

1.4. Number of approved strategies that give effect

to the agreed dimensions of transformation to

be effected in the NSI.

Through outcome 1, the department will strive to improve

the alignment of the NSI in contributing to Vision 2030.

The alignment and coherence will be directed primarily

through the decadal plan which will define critical

missions that the country will attend to in 2020-2030. The

HESTILL review will be finalised in 2020 and will guide the

establishment of new NSI institutions, make proposals

towards the geospatial location and dispersion of new

entrants as well as propose new institutional forms to

expediate the implementation of missions and critical

research areas such as astronomy.

If the NSI is to grow its contribution to addressing national

priorities, the following focus areas should be addressed:

• Enable the modernisation of sectors of the economy

such as manufacturing, agriculture and mining to

ensure that these sectors are competitive and can

contribute to higher GDP growth;

• Develop R&D-led industries based on new sources of

growth such as the Fourth Industrial Revolution and

the circular economy;

• Increase the NSI contribution to socio-economic

development by putting in place measures to

accelerate the conversion of ideas and knowledge to

products and services;

• Support grassroots innovators;

• Accelerate inclusivity and support new entrants into

the economy, by supporting SMMEs and Co-Ops via

targeted RDI instruments; and

• Utilise technological advancement to contribute to

an STI-enabled capable state – for improved service

delivery and decision making.

The WP proposes that a “whole of society” approach be

the cornerstone of the NSI’s contribution to national

priorities. The NSI is made up of different actors from

government, the private sector, higher education

institutions (HEIs), research organisations and civil society.

Traditionally partnerships between NSI players have been

between HEIs or research councils and government or the

private sector. Civil society has been prominent. Over the

strategic plan term, more effort will be directed towards

the formalisation of partnerships aligned to the mission

approach of the decadal plan with a particular emphasis

on non-traditional NSI players such as NGOs, youth civil

society organisations etc.

In increasing the number of formalised partnerships

between different category actors of the NSI,

interdepartmental teams have been established to

propose areas of synergy and efficient use of budgets

towards the goals of the National Development Plan (NDP),

such as increased PhD production, increased knowledge

and innovation outputs, increased PhD qualified staff

across both the higher education and the science council

and research facilities system. Bearing in mind that some

sub-sets of the system are already operating optimally

(80% of all PhDs and knowledge outputs are produced by

the top 5 the universities), a premium emphasis would be

put on those aspect of the system that are not operating

optimally or underrepresented and underserved. Both

the historically disadvantaged institutions and individuals

would be targeted with development support and

funding to ensure that they contribute adequately to the

research and knowledge enterprise.

On the international front, the DSI’s intention is to ensure

a far greater focus on innovation partnerships involving

South Africa, moving away from relatively small-scale,

collaborative academic projects towards market-oriented

research projects. STI has gained a prominent role in the

Sustainable Development Goals (SDGs) which are globally

recognised as essential instruments for development. The


DSI will continue using the SDGs as a guiding multilateral

policy framework for international engagement and

cooperation with the view of facilitating a range of

partnerships with development cooperation agencies,

philanthropic organisations and multilateral bodies.

These engagements will seek to leverage resources

available to assist efforts to put STI at the service of South

African society, or leverage South African STI expertise to

contribute to global development and advance South

Africa’s foreign policy, including its international trade and

investment agenda.

The DSI will continue with its active leadership role in

implementing the African Union’s Science, Technology

and Innovation Strategy for Africa (STISA), maximising

benefits for the NSI and improving coordination so

that strategic synergies can be exploited, especially in

African STI partnerships, such as between SADC and the

AU. The department will pursue initiatives supporting

Agenda 2063 and the SADC Regional Indicative Strategic

Development Plan (RISDP). Bilateral cooperation through

plans of action agreed to with other African partners will

be prioritised.

Outcome 2: Human capabilities and skills for the economy and for development


the following five outcome indicators to measure over the

strategic plan horizon. These are:

2.1. Number of DSI- funded PhDs graduating annually

as a contribution to the NDP target of 100 PhDs/

million population by 2030;

2.2. Number of artisans and technicians absorbed

into the economy in sectors where DSI has active

programmes;

2.3. Percentage increase of women and black

researchers in South Africa’s research workforce;

2.4. Percentage increase of PhD qualified teaching

and research staff; and

2.5. Improved knowledge about science among the

general public.

The 2019 White Paper on Science, Technology and

Innovation has identified lack of transformation in the

NSI as a challenge that needs to be addressed urgently.

The Department will continue and expand on the

transformation agenda in all its strategic science focus

areas over the medium-term at four levels namely: Spatial,

Institutional, Demographic and Transdisciplinary.

Following the Ministerial Guidelines on Transformation,

the department has mainstreamed demographic

transformation in all its instruments. The South African

Women in Science Awards, the South African Research

Chairs Initiative, the centres of excellence, research

grants, internships as well as special programmes such

as Thuthuka have contributed to improving female

representation which has increased to 46% of the scientific

workforce.

At institutional level, the South African Research Chairs

Initiative (SARChI) has been used to create new chairs

to address the gender imbalance in the NSI. The

science engagement campaign, guided by the Science

Engagement Strategy, advances the intentions of the

White Paper on Science, Technology and Innovation to

build a science-aware and science-literate society.

At transdisciplinary transformation level, the Department

has mainstreamed the themes in research grants covering

all knowledge fields using the four unique instruments,

namely, the Indigenous Knowledge Systems (IKS) Biennial

Interface Conference that brings research grant holders,

knowledge holders and students together under specific

themes; the annual Indigenous Knowledge Systems

(IKS) Conference and Expo that showcases innovation

across the fields of IKS; the Global Change Biennual

Conference which brings together researchers in Earth

Systems Science cutting across multiple disciplines and

the South African Research Infrastructure Roadmap a

strategic instrument that earmarks multidisciplinary

and transdisciplinary access to research infrastructure.

Marine, Polar and Palaeosciences are research areas that

use research instruments that promote transdisciplinary

transformation including the Habitable Earth Programme

under the Applied Centre for Climate and Earth Systems

Science which introduces black students to the concept

of Earth Systems Science.


Formal collaboration between the DSI and DBE dates back

to 2004 and continues to encourage learners to participate

in science, technology, engineering, mathematics

and innovation (STEMI) subjects. The DSI has signed

direct collaboration agreements with seven provincial

departments of education, which lead to selected

schools in these provinces participating in initiatives

that contribute to the building of a STEMI human capital

pipeline. Between 2020/25, attention will be given to the

remaining two provinces, while learners’ STEMI activities

will be expanded in the provinces already collaborating

with the DSI.

The DSI with its entities will continue supporting high-level

HCD for the NSI through bursary support for postgraduate

training in SET from government for higher education

institutions and transforming the NSI’s human resource

base through postgraduate studies, particularly at PhD

level, in terms of gender and race. Postgraduate funding

in engineering will be a specific focus, in line with the

recommendations of the Academy of Science of South

Africa’s 2019 Status of Postgraduate Research Training in

Engineering in South Africa report.

The DSI-commissioned study recommends the

production of more master’s and doctoral degrees in

engineering in line with the innovation and economic

development priorities of the country, as identified in

different sector master plans and the STI Decadal Plan

currently under development. Liaison between various

DSI and DHET budget programmes will contribute to the

development of other upstream skills required for the

country’s economic sectors. Going forward, the focus will

be on increasing Masters and PhDs in engineering in line

with the innovation and economic development priorities

of the country as identified in different sector Master Plans

and the Decadal Plan.

The DSI and its entities, particularly the National Research

Foundation, have enjoyed strong collaboration with the

DHET in research development and support. The DSI,

the NRF and the DHET will continue supporting the

collaborations that are fostered with industry on the

Ikusasa Student Financial Aid Programme in order to

extend the initiative to postgraduate support. Between

2017/18 and 2019/20, DHET provided R621 million in

funding to the NRF for awarding postgraduate bursaries.

Given the inequitable skew in government’s allocated

support for undergraduate and postgraduate students,

the postgraduate funding policy will be built taking

into account the full cost of support for financially

needy students – a development that will reduce the

number of students supported if the budget does not

grow. Better reporting on bursaries awarded will also be

enabled through the finalisation and implementation of a

framework that will account for all postgraduate students

supported through DSI funds (previously the focus was

only on NRF-derived data), including those funded by

agencies such as the HSRC and the CSIR.

The emerging researcher segment of the HCD pipeline

continues to be under-funded relative to the next

generation of researchers and established researchers’

segments of the pipeline. Financial resources need to be

reprioritised in this area as recommended in the CREST

Study on Building a Cadre of Emerging Scholars for Higher

Education in South Africa, to help increase the percentage

of senior lecturers and lecturers who are PhD-qualified

and publishing.

On the international front, the DSI will continue pursuing

international human capital development opportunities

for South Africans, including access to global research

infrastructure, specifically initiatives targeted at historically

disadvantaged institutions and individuals as part of the

DSI transformation framework.

There is a need for monitoring and evaluation every

five years to measure the difference that the science

engagement programme is making in the country.

Building on the work by the HSRC, which over the past

years used the South African Social Attitudes Survey

to determine how South Africans relate to science, a

dedicated and comprehensive survey will be conducted

by 2023/24 and the report published by 2025/26. Issues to

be measured through this survey include citizens’ interest

in science, their knowledge level on selected science

topics, as well as their confidence in science. Efforts to

improve citizens’ awareness of STI activities will continue

through the hosting of events and expos that allow

citizens to engage in STI awareness activities. This will in

most instances be done in partnership with relevant local

and international partners.


The department will also support the development of

critical high-end skills in selected technology areas such as

the bioeconomy, space science and technology, energy,

intellectual property management nanotechnology,

robotics, photonics and areas of technology convergence

that are important in building a knowledge society.

This will be done in the form of specialised training

interventions and graduate and postgraduate student

support in these areas. Support will also be directed

towards the development of technical and artisan skills to

support the deployment of newly developed innovations.

Outcome 3: Increase knowledge generation and innovation outputs


the following three outcome indicators to measure over

the strategic plan horizon. These are:

3.1. Increase South Africa’s share (percentage) of

global publication outputs;

3.2. Percentage increase in prototypes, technology

demonstrators, pilot plants that advance

industrialisation through innovation; and

3.3. Percentage increase in patent applications and

design applications filed from publicly financed

R & D.

South Africa’s research productivity compares favourably

with countries such as Mexico, Chile, Greece, Malaysia,

Turkey and Poland when it comes to world share and

world rank. South Africa’s research outputs trebled from

1996 to 2014, and its world share of publications doubled

from 0.4% to 0.88%. This contribution by SA is higher than

the ratio of the country’s population size relative to the

global population. The target over the strategic plan term

is to improve research productivity to 1% of global output.

South African universities account for 80% of research

outputs, with science councils, national facilities and other

public research institutions making up the rest. Measured

against comparator countries, South African universities

have lower ratios of PhD-qualified staff members and

the recently completed CREST Study on Building a Cadre

of Emerging Scholars for Higher Education in South

Africa shows that even PhD-qualified staff members

do not publish as a norm. Research productivity will be

increased by fast-tracking interventions aimed at PhD

qualification attainment in the first place, and capacity-

building interventions aimed at inculcating a research

publication scholarship among the PhD-qualified staff.

Underperforming research institutions such as historically

disadvantaged institutions (HDIs) and universities

of technology are to be targeted with customised

programmes in line with their missions. This will include

ring-fenced budget support for HCD and infrastructure

grants.

The DSI together with the DHET under the banner of

the HDI Development Grant, will develop targeted

programmes aimed at ensuring that there is a critical

mass (established) of publishing academics at HDIs and

increase research outputs per capita. The DHET, through

the Research Outputs Policy, rewards research outputs

produced by researchers in public higher education

institutions, while science councils which are part of public

research institutions do not benefit from the incentive

programme. An interdepartmental task team looking at

the incentive programme for researchers in the science

councils and incentives for innovation and other creative

outputs has been established. The task team would look

at the alignment of the DHET Research Output Submission

System (ROSS) with its Policy on the Evaluation of Creative

Outputs and Innovations.

Over the strategic plan term, the department will measure

and track the number of outputs commercialised as a

result of support provided in designated areas; e.g. licenses,

assignments, options of varying nature (such as directed

research, joint ventures and the like), start-ups, spin outs,

new companies created; distribution, manufacturing and

sales agreements for products, processes and services.

The commercialisation of products, processes and services

may involve other departments, entities and market

players and therefore may fall outside the Department’s

control. The DSI will focus on investments that are geared

towards supporting the translation of publicly financed

IP into social and economic value by using NIPMO’s

database of disclosures of publicly financed IP as a basis for

tracking the utilisation of IP via conclusion of commercial

agreements and introduction of products and services to

the public.


The department provides funding support in the form

of research infrastructure grants to researchers and

institutions across the innovation value chain. The

grants include support for innovation infrastructure in

the form of pilot plants, technology demonstrators and

specialised facilities. The implementation of the South

African Research Infrastructure Roadmap (SARIR) will

continue over the MTSF period, with all thirteen research

infrastructures approved in the first phase of the roadmap

being implemented.

The implementation of the following projects of the

National Integrated Cyberinfrastructure System (NICIS)

will continue: (i) a multi-institutional national e-science

postgraduate teaching and training programme – to

be expanded in terms of the disciplines covered and

institutions being added; (ii) increasing the number

of awards of the e-research support programme;

(iii) additional regional Tier 2 data nodes being established;

and (iv) the big data strategy being implemented.

An NDP target, under the theme “expanding access

to communication technology”, is 100% broadband

penetration by 2020. The DSI is contributing to this

target through the roll-out of the South African National

Research Network (SANReN) project. It is estimated that

SANReN’s projected total available broadband capacity

by the 2024/25 financial year will be 7 100 Gbps, which

will be achieved through the addition of several new

network links and sites, the upgrading of existing links and

transmission equipment, and the activation of additional

international West Africa Cable System (WACS) capacity.

This translates into giving more than a million users access

to broadband connectivity.

The Multiwavelength Astronomy Strategy seeks to

position South African as a vibrant hub for astronomy

facilities and sciences – harnessing South Africa’s

geographical advantage of clear, dark skies and radio

silence in the Northern Cape. For South Africa to become

one of the leading nations in the discipline of astronomy, it

has to develop world-class infrastructure and the requisite

skills, allowing for notable scientific discoveries – this is

already being made possible by the completed MeerKAT

telescope. The focus in the current 2020-2025 period will

be on enhancing the scientific capabilities of the MeerKAT

through the installation of S-band and L-band receivers,

and expanding the MeerKAT by an additional 20 dishes.

The DSI will also be working closely with the South African

Radio Astronomy Observatory (SARAO) and the Northern

Cape government to ensure socio-economic benefits

to the surrounding communities and to enhance public

awareness of the project and the opportunities it presents.

The SKA Organisation is progressing well with preparations

for SKA Phase 1, and South Africa continues to play an

active role in the project. It was one of seven countries

(with Australia, China, Italy, the Netherlands, Portugal and

the United Kingdom) to sign a treaty establishing the

SKA Observatory on 12 March 2019. Other countries are

expected to join later as the project progresses. South

Africa is also working on getting the SKA Observatory

treaty ratified by Parliament. The SKA Observatory is

an intergovernmental organisation tasked with the

construction and operations of the SKA radio telescope.

The quality of astronomy infrastructure will allow world-

class research.

The implementation of the Protection, Promotion,

Development and Management of Indigenous Knowledge

Act, 2019, will lead to the development of new policy

initiatives. Regulations will have to be facilitated to enable

the DSI to lead the implementation of the Act. A special

ised services delivery unit (SSDU) will be established

to serve as the authority regulating the IKS sector. The

registration of indigenous knowledge through the

National Recordal System will run on the SSDU platform.

The setting up of institutional units for the recognition of

prior learning in IKS disciplines will be a novel contribution

by the DSI to non-traditional ways of developing human

capabilities.

In the coming medium-term period, the Department

aims to create a capability of knowledge brokerage. The

Earth Systems Science Research Programme, introduced

under the Global Change Research Plan, has been a driver

of several programmes under the National Research

Foundation, the South African National Biodiversity

Institute, the Council for Scientific and Industrial Research

and the Agricultural Research Council. The intention is for

the knowledge generated through these programmes to

be entered into databases for analytics so that the outputs


of knowledge products and services can be deployed in

science services to solve problems arising from the climate

change crisis, environmental degradation, desertification,

loss of biodiversity, etc.

A policy framework for the development of an IKS-based

pharmaceutical industry is envisaged, covering the entire

value chain. The development of the framework for the

IKS-based pharmaceutical industry and an IKS-based

bioinnovation institute are seen as complementary and

mutually reinforcing steps towards the long-term vision of

an IKS-based pharmaceutical industry in the country and

region.

Outcome 4: Knowledge utilisation for economic development –

(a) revitalising existing traditional industries

(b) stimulating R&D-led industrial development


the following four outcome indicators to measure over

the strategic plan horizon. These are

4.1. Rand value of RDI investment attracted to

support RDI needs identified through the sector

masterplans process;

4.2. Percentage increase in SMMEs/Co-ops whose

performance has improved or who have secured

new opportunities through support provided by

the DSI and its entities;

4.3. Percentage increase in the commercialisation of

granted IPRS from publicly funded R & D; and

4.4. Number of new R&D-led industrial development

opportunities initiated by the DSI.

The Department is participating in the development of a

number of sectoral masterplans that will be implemented

over the strategic planning period. They include, amongst

others, Agriculture, Oceans Economy, Energy, Mining, and

Health. In partnership with other national government

departments, provincial and local government, the DSI will

implement common flagships programmes in support of

priority sectors as reflected in the national re-imagined/

revitalised industrial strategy.

Energy security remains a serious challenge for South

Africa. Progress in the electrification of rural households

is hindered by difficult terrain which impedes the

deployment of bulk infrastructure while the growth

of informal households in urban areas continues to

be exacerbated by the steady in-flux of residents from

rural areas of the country leading to the decline in the

percentage of households electrified in the economic

hubs of Gauteng and Western Cape. Partnering with

the Department of Mineral Resources and Energy, the

Department of Science and Innovation will continue

deploying fuel cells at government buildings, critical

infrastructure such as airports as well as rural formal and

urban informal settlements to assess whether alternative

technologies such as fuel cells can reduce the impact of

rolling blackouts on service delivery as well as speed up

the rate of electrification. Using industrial ports as the

nerve centres for scaling up the use of clean hydrogen

is a critical step in the process of building a hydrogen

economy in South Africa.

The recently released Integrated Resource Plan gives a

clear indication that while solar and wind technologies

have an important role in the country’s electricity mix a

‘just transition’ requires STI to speed up the penetration of

abatement technologies to minimise the greenhouse gas

emissions and pollutant emission from existing and future

fossil-based power generation installations. A Carbon

Capture, Storage and Use Flagship Programme will be

introduced through a public private partnership to find

solutions that will protect the sustainable development

of the country while revitalising existing sectors of the

economy.

The role of energy storage in both the mobility and utility

sector has been emphasised by the Green Transport

Strategy recently released by the Department of Transport

as well as the announcement of Eskom to roll out utility

scale batteries in support of the countries power system.

Building on the successful launch of the pilot plant for the

manufacturing of lithium ion battery precursor materials,

the Energy Storage RDI Programme is putting in place

strategic international partnerships (i.e. Argonne National

Lab) to speed up the commercialisation of technologies in

the portfolio while strengthening relationships with local

private sector partners. The focus will be on producing


precursor materials based on manganese in the early

part of the value chain and using South Africa’s abundant

mineral resources of fluorspar as a source of electrolights

for lithuim-ion batteries.

The introduction of new R&D-led/based products,

processes and/or services into the market requires

government to create the necessary enabling frameworks,

to develop appropriate skills (including expert knowledge

in the discipline and relevant to the technology, but also

translational and technology commercialisation skills)

and infrastructure to enable innovation, to support the

demonstration and piloting of new technologies and

upscale these where and when appropriate, and to ensure

that appropriate IP protection and support mechanisms

are in place.

The country’s wealth of indigenous knowledge is being

harnessed to create new products (traditional medicines,

cosmeceuticals, and nutraceuticals including herbal

beverages) and to develop new markets (for indigenous

plant and animal species) that will support the creation

of employment in communities where the knowledge

originates.

The indigenous knowledge-based technology innovation

initiatives will focus on development of new high-end

natural medicines (naturoceuticals), cosmeceuticals, and

nutraceuticals including herbal infusions. Clinical trials

and product registration systems for African medicines

will be prioritised working with the South African Health

Products Regulatory Authority (SAHPRA) to facilitate

product innovation, commercialisation and beneficiation.

The ultimate objective is to mainstream IK-based products.

Medical cannabis research and product development will

be elevated to flagship status to strengthen its national

master-plan programme for economic development.

Partnerships with departments whose mandate is to

support business development, incubation, product

marketing and commercialisation will be forged in order

to support job creation. Both local and international

commercialisation partnerships will be sought to fast-track

the entry into market. This work is directly contributing to

the transformation of the South African economy, making

it more inclusive in terms of rural communities, young

people, women and the marginalised.

The National Intellectual Property Management Office

(NIPMO), which is the implementing office for the IPR Act,

stimulates greater economic and social returns (from IP

generated through R&D activities conducted using public

funds), through a number of interventions, including

financial support for the Offices of Technology Transfer at

the various research institutions, and the IP Fund. By the

end of 2018/19, NIPMO had provided financial support

in excess of R176 million for, among other things, the

creation of 132 posts for highly skilled individuals through

the OTT Support Fund. Furthermore, financial support

for the statutory protection and maintenance of IP rights

has exceeded R160 million since the inception of the IP

Fund. Both areas of support will continue in the 2020/25

strategic term. These interventions are all aimed at

equipping institutions to increase knowledge utilisation

for advanced economic and social development, through

the recognition and protection of IP.

Furthermore, enhanced interventions to build and support

a pipeline for the realisation of publicly funded R&D

outputs with socio-economic impact will be implemented.

This will include exploring models for the roll-out of an

enforcement fund to enable publicly financed institutions

to prevent third parties infringing their IP rights. In this

regard, the modalities explored include state-funded

litigation, alternative dispute resolution, contingency fee

litigation, licensing and intellectual property insurance.

Any of these forms may be appropriate depending on the

circumstances and not all of them require government

support. The insurance model is generally prefered and

has been benchmarked internationally as an acceptable

means of protecting IP against third party infringement.

The Department will continue to scale-up its network

of technology stations/platforms in order to provide

cross-cutting/cross-sector technological support for

SMMEs/potential entrepreneurs and Co-ops. Access to

technological support is essential in new product/process

development (or improvement) and in developing

prototypes and concept demonstrators.

The Department will also continue managing a portfolio

of projects with the potential of creating new industries,

or rejuvenating existing industries. The current projects

in this portfolio are the Aeroswift Additive Manufacturing


machine, the mining extraction RDI programme, the

bioeconomy, hydrogen fuel cells, and the fourth phase of

the Fluorochemicals Expansion Initiative.

Outcome 5: Knowledge utilisation for inclusive development


the following two outcome indicators to measure over the

strategic plan horizon. These are

5.1. Grassroots innovations whose commercialisation

has been facilitated by the support/ access of the

multi-tiered support package provided by the

DSI and its entities; and

5.2. Publicly financed IP made available (accessible)

in support of grassroots innovators.

In focusing on these two outcomes, the DSI will be

advancing its commitment towards an inclusive and

responsive NSI, characterised by equitable access

to the knowledge infrastructure. These outcomes

premised on inclusion are key for re-imagining the

NSI as inclusive with a broader concept of innovation

in line with the national development profile and

social dynamics. In using the multi-tiered package to

support commercialisation of grassroots innovations,

the key aspects will include technology development;

compliance with industry standards (where applicable);

protection of IP and mentorship. These aspects are key in

enabling the participation of grassroots innovators, who

are often marginalised in technology-based economic

development opportunities. As part of enhancing the use

of IP generated from publicly funded research, the DSI will

facilitate access to this IP, working with relevant partners.

There will be a more deliberate focus on IP related to

solutions that enable and improve access to basic services;

strengthen the capacity of the state in service delivery and

promote the inclusion of women, youth and people living

with disabilities.

In pursuing the two outcomes, the DSI will focus on

strengthening partnerships with relevant government

departments, research institutions, standards setting and

compliance organisations, higher education and post-

school institutions, the private sector and non-profit

organisations as they are all key in providing systemic

and comprehensive support to grassroots innovation and

ensuring that its potential role in economic development

is enhanced and realised. The focus on facilitating

commercialisation of grassroots innovation and its access

to publicly financed IP will be pursued in line with the

commitment for the deployment of locally developed

technology solutions. The instruments used will include

technology demonstrations, agro-processing facilities,

and support for entrepreneurs.

While focused on technology development and

commercialisation, the aim of knowledge for inclusive

development is innovation deployment i.e. ensuring

creative ideas find expression in the market. The following

are some ways for promoting inclusive development:

• Encouraging science-based risk-taking to enable

innovations to be tested for market readiness and

transforming the use or application of conventional

products or services.

• Full value chain assessment and development (for

example in the creation of technology platforms and

pre-clinical capabilities),

• Coordinating stakeholders and role-players to

maximise transmission to market opportunity (for

example using stakeholder committees to steer

programmes),

• Co-funding to ensure the limited resources of the DSI

are extended (for example through partnerships with

sister departments or the private sector), and

• Adopting a National System of Innovation approach,

which recognises that skills, resources and

opportunities are highly dynamic, and networking

and facilitation of partnerships beyond public support

is essential.

Outcome 6: Innovation in support of a capable and developmental state


the following four outcome indicators to measure over

the strategic plan horizon. These are

6.1. Increase in the number of use cases of decision

support systems;

6.2. Number of demonstrators that have successfully

introduced a new way of delivering a service;


6.3. Number of districts/ metros supported with

technology-based applications as part of the

District Development Model for service Delivery

Improvement; and

6.4. Evidence informed integration of innovation in

service delivery.

The DSI is a national department that does not have a

provincial or local footprint, which creates a challenge

in implementing national STI interventions. However,

through the Regional Innovation Support programmes

the DSI is contributing to the development of innovation

ecosystem and a capable and developmental state. A

concerted effort is made to increase the spatial footprint

of innovation support so that innovation would enable

localised socio-economic development. Provincial

Growth and Development Strategies and LED strategies.

This will enable the DSI to better align innovation support

interventions with the District Development Model.

Since service delivery is implemented at local government

level, that is where technology deployment in support of a

capable state is needed. It is necessary to pilot technologies

that facilitate service delivery to ensure appropriate

technology deployment - for waste management, water

and wastewater management, housing, sanitation and

energy provision amongst others. In order to address South

Africas our climate and SDG obligations, technologies for

the circular economy must be included to enable the just

transition to a low-carbon economy.

To build a coherent system to address both SDGs and

climate change effects, a digital economy is required.

The DSI will contribute to this through focused

programmes that enable innovation and build capacity

in the post-school system in ICT domains such as data

science, artificial intelligence, the Internet of Things and

cybersecurity. Capacity to use 5G and other wireless

technologies optimally must also be developed, enabling

the state and citizens to take advantage of digital economy

opportunities.

2. Organisational structure

The Department is organised into five budget Programmes

to deliver on the six outcomes planned for the period

2020-2025. The Programmes are the following:

• Programme 1: Administration (Corporate Services

and Institutional Planning and Support);

• Programme 2: Technology Innovation;

• Programme 3: International Cooperation and

Resources;

• Programme 4: Research development and Support;

and

• Programme 5: Socio-economic Innovation

Partnerships.

An organisational review process will commence in 2020

to evaluate the effectiveness of the current arrangement

of Programmes.

The DSI is supported in the execution of its mandate by

the National Intellectual Property Management Office

(NIPMO), a specialised service delivery unit, and the

following agencies, science councils and entities:

• The Academy of Science of South Africa (ASSAf );

• The Council for Scientific and Industrial Research

(CSIR);

• The Human Sciences Research Council (HSRC);

• The National Advisory Council on Innovation (NACI);

• The National Research Foundation (NRF);

• The South African Council for Natural Scientific

Professions (SACNASP);

• The South African National Space Agency (SANSA);

and

• The Technology Innovation Agency (TIA).


3. Institutional performance information – Alignment to the 2019-2024 Medium Term Strategic Framework

As outlined in the NDP, the period 2018-2023 is Phase 2 in

the use of STI in laying the foundations for more intensive

improvements in productivity, where innovation starts

to become pervasive across the public, business and

social sectors. The Department has noted the challenges

experienced as part of its sector work in Phase 1 and is

keen to build on what it has learnt to improve the impact

of its contribution to national priorities.

The Department has articulated its support of the 2019-

2024 MTSF in three categories:

• Commitments and specific deliverables in priorities

(Priorities 1 and 2);

• Initiatives and projects that support priorities

(Priorities 3 and 7) but that are not explicitly captured

in the Cabinet approved MTSF; and

• Alignment to the intent of objectives of priorities

(Priorities 3 and 7).

The Department of Science and Innovation will contribute

to the following national priorities outlined in the 2019-

2024 MTSF.


National Development

PlanMTSF priorities

Action/commitment captured in 2019-2024 MTSF

Aligned departmental initiatives

Chapter 3: Economy and Employment

Chapter 9: Improving education, training and innovation

Priority 2: Economic transformation and job creation

Commercialisation of intellectual property

Number of disclosures received bi-annually from publicly financed research and development institutions as reported to NIPMO which are licensed for the first time

Skills Priority Plan developed by 2020 (led by the Department of Higher Education and Training and supported by the DSI)

Provide support for postgraduate students in specialised areas.

Provide training for skills for the economy.

Raising GERD to 1,1% of GDP Integration of R&D targets and commitments in appropriate sector masterplans.

Development of a decadal plan outlining national priorities for science, technology and innovation.

Strengthening of instruments that incentivise business R&D (R&D tax incentive, sector innovation funds, innovation partnerships)

Strengthening instruments that leverage international funding

Number of users from the education and research sector supported through SANReN

Achieving 100% universal broadband by contributing to the Department of Communications and Digital Technologies Satellite Communication Strategy

Priority 3: Education, skills and health

Conduct IP awareness sessions (IP Wise) at technical and vocational education and training colleges (at least two per annum)

Number of graduates and students placed in DSI-funded work

Number of emerging researchers grants to improve the percentage of PhDs qualified staff

Number of PhD students awarded bursaries through the NRF and DSI

Number of pipeline postgraduate students awarded bursaries through the NRF and DSI

Number of people reached through outreach, awareness and training programmes in space science

Chapter 10: Health care for all

None TB treatment research success rate

Support development of health innovations

Development of treatment and prevention technologies for HIV, non-communicable diseases and maternal health care



PlanMTSF priorities



Chapter 3: Economy Infrastructure

Priority 3: Consolidating the social wage through reliable and quality basic services

None Innovative technology approaches for the delivery of basic services (energy, water, sanitation, roads)Chapter 11: Social

Protection

Chapter 8: Transforming human settlements

Priority 4: Spatial integration, human settlements and local government

None Provision of information, applications, and products for precision agriculture, human settlements, spatial integration and water bodies

Demonstrations in partnership with sector departments to assess the appropriateness of new technologies to improve service delivery, e.g. hydrogen fuel cells, off-grid sanitation, water infrastructure

Support smart city efforts through support for planning, decision support, demonstration and technology governance

Support the development of dynamic local and provincial innovation systems, including support for the development of innovation plans and initiatives

Provide information on air quality, land cover and land use mapping.

Provide frequent information on weather patterns, and effects of human activity on critical resources such as water, land and air

Chapter 12: Building Safer Communities

Priority 5: Social Cohesion and safe communities

None Provide timely, accurate and independent data and information for monitoring and evaluating mega projects

Strengthen social science research in support of safer communities

Contribute to the development of a network of facilities that provide young people with opportunities to access technology-based opportunities and occupations



PlanMTSF priorities



Chapter 13: Building a capable and developmental state

Priority 1: A Capable, ethical and developmental state

None Leverage South Africa’s political influence and science diplomacy to conceptualise and secure international funds through EU and AU research and innovation funding instruments

Enhance the evidence base as well as decision-support tools to support key government functions including planning, risk and vulnerability assessment, environmental management, etc.

Enhance social science research on a capable, ethical, and developmental state including continued updating of essential longitudinal data sets required for planning and implementation

Chapter 7: South Africa in the region and the world

Priority 7: A better Africa and world

None Provide support to the implementation of the Science, Technology and Innovation Strategy for Africa (STISA 2024) in accordance with South Africa’s national interests

None Approved AU or SADC STI initiatives, including programmes, projects or governance frameworks, endorsed at AU or SADC ministerial level supported

None Participate in global efforts to strengthen transformative innovation policy and STI policy in support of the SDGs

Table 4: DSI contributions to the NDP and MTSF 2019-2024 priorities


4. Measuring outcomes

Impact statement

Impact statementEnabling South Africa’s sustainable and inclusive development in the face of rapid technological change and innovation

Pillar 1 Driving a strong and inclusive economy

Outcome 1 Outcome indicators Baseline 5-year target

Outcome statement Over the next five years, expand, transform and enhance the responsiveness of the national system of innovation (NSI)

A transformed, inclusive, responsive and coherent NSI

Outcome Indicator 1: Number of formalised partnerships between different category actors of the NSI that advance Decadal Plan priorities

New indicator

10

Outcome Indicator 2: Number of STI missions introduced and adopted by Cabinet over the next five years that crowd in resources and capabilities across the NSI

New indicator

5

Outcome Indicator 3: Percentage increase in the investment support by government that advances GERD towards 1,1% of GDP

0,464% 0,53%

Outcome indicator 4: Number of approved strategies that give effect to the agreed dimensions of transformation to be effected in the NSI

New indicator

3



Outcome statement Over the next five years, to maintain/increase the relative contribution of South African researchers to global scientific and innovation output

Increased knowledge generation and innovation output

Outcome Indicator 1: Increase South Africa’s share (percentage) of global publication output

0,88% of global

publication output

1% of global

publication output

Outcome Indicator 2: Percentage increase in prototypes, technology demonstrators and pilot plants that advance industrialisation through innovation

115 10%

Outcome Indicator 3: Percentage increase in patent applications and design applications filed from publicly financed R&D5

Patents: 799 Patents: 50%

Designs: 30 Designs: 60%

4 Figure as per the 2017/18 South African National Survey of Research and Experimental Development

5 This baseline number is derived from the South African National Survey of IPR and Tech Transfer at publicly funded research institutions

covering the period 2008- 2014. The survey was published in April 2017.




Outcome Statement Over the next five years, improve the sustainability and competitiveness of traditional sectors of the economy and initiate/continue research and development in emerging technology areas that could enable the creation of non-traditional South African economic sectors

Knowledge utilisation for economic development in (a) revitalising existing industries and (b) stimulating R&D-led industrial development

(a) Revitalising existing industries:

Outcome Indicator 1: Rand value of RDI investment attracted to support RDI needs identified through the sector masterplan process

New indicator

R 100 million

Outcome Indicator 2: Percentage increase in SMMEs/co-ops whose performance has improved or who have secured new opportunities through support provided by the DSI and its entities

3 5006 5%

Outcome indicator 3: Percentage increase in the commercialisation of granted intellectual property rights from publicly financed R&D

287 100%

(b) Stimulating R&D-led industrial development

Outcome Indicator 1: Number of new R&D-led industrial development opportunities initiated by the DSI

58 1

6 This figure is an estimate which will need to be verified as part of the SP 2015-2020 performance evaluation.

7 This baseline number is derived from the South African national survey of intellectual property and technology transfer at publicly funded

research institutions, covering the period 2008-2014. The survey was published by the Centre for STI Indicators (HSRC) in April 2017.

8 This baseline is derived from the following historic initiatives that emanate from strategies/policies that were adopted/approved in the main

between 2007 and 2010 (i.e. the Fluorochemicals Expansion Initiative, Titanium Metal Powder, Hydrogen South Africa (HySA), Aeroswift and

Battery Precursor Materials), which will be continued over the next five years.


Pillar 2 Building and strengthening the capabilities of South Africans

Outcome 2 Outcome indicators Baseline5-year target

Outcome statement Over the next five years improve the representivity of those with high-end skills and increase the development of technical and vocational skills for the economy

Human capabilities and skills for the economy and for development

Outcome Indicator 1: Number of DSI funded PhDs graduating annually as a contribution to the NDP target of 100 PhDs/ million population by 2030

1 000 4 700

Outcome Indicator 2: Number of artisans and technicians absorbed into the economy in sectors9 where DSI has active programmes.

New indicator

60

Outcome Indicator 3: Percentage increase of women and black researchers in South Africa’s research workforce

Women at 45,1%

Women at 49%

Blacks at 62,9%

Blacks at 67%

Outcome indicator 4: Percentage increase of PhD-qualified teaching and research staff

45% 60%

Outcome Indicator 5: Improved knowledge about science among the general public

35% of the sample of the South

African population surveyed10

50% of the sample of the South

African population surveyed

9 These are sectors including energy, agriculture, manufacturing, health, mining etc.

10 Baseline determined from the South African Social Attitudes Survey of the Human science Research Council (2013).


Pillar 3 Achieving a more capable state


Outcome statement Over the next five years, expand the use of scientific knowledge (as evidence) in support of innovation for societal benefit and public good

Knowledge utilisation for inclusive development

Outcome Indicator 1: Grassroots innovations whose commercialisation has been facilitated by the support/access of the multi-tiered support package provided by the DSI and its entities

100 500

Outcome Indicator 2: Publicly financed intellectual property made available in support of grassroots innovators

New indicator

50

Pillar 3 Achieving a more capable state


Outcome statement Over the next five years, increase the use of innovation as an enabler in the delivery of efficient services and access to government programmes

Innovation in support of a capable and developmental state

Outcome Indicator 1: Increase in the number of use cases of decision support systems

41 75

Outcome Indicator 2: Number of demonstrators that have successfully introduced a new way of delivering a service

172 420

Outcome indicator 3: Number of district/metropolitan municipalities supported with technology-based applications as part of the District Development Model for Service Delivery Improvement

New indicator

5

Outcome 4: Evidence informed integration of innovation in service delivery

New indicator

5


5. Key enablers

(a) Inclusivity and transformation

The 2019 White Paper on Science, Technology and

Innovation has identified the lack of transformation in the

NSI as a challenge that needs urgent attention. The need for

transformation is multidimensional. Key elements include

the need to address the demographic composition of

the research, development and innovation communities,

to ensure that the NSI is broadened to include social

formations and actors previously marginalised (for

example, civil society, worker organisations, grassroots

innovators, etc.), as well as to ensure that a greater share of

the benefits of investments in research, development and

innovation accrue to previously marginalised communities

including youth, women, and people with disabilities.

An organisational transformation strategy will be finalised

and implemented over the strategic plan term. The

strategy will address the following dimensions:

• Demographic transformation (e.g. of the researcher

base and higher levels of research management and

the innovation community);

• Institutional transformation (e.g. strengthening

previously marginalised institutions based on review

findings and changing needs in the NSI);

• An increased footprint of STI activities in non-

traditional spaces and targeting non-traditional

actors;

• Ensuring greater social and economic benefit to

designated priority beneficiary groups; and

• Transforming the public’s awareness of the value of

STI.

While there have been pockets of racial and gender

transformation in the system, the pace has been slow.

The 2015/16 South African National Survey of Research

and Experimental Development reflected a South African

research workforce that has remained stagnant over

the past 10 years, at just over 29 000. This number was

dominated by white male researchers making up 52%,

while blacks share the remaining 48% (broken down

between Africans at 32%, coloureds at 6% and Indians at

9%). An emerging feature in 2015/16 was the prominence

of foreign researchers, contributing 9% to the total

workforce.

Comparing the 2015/16 data to the latest survey

concluded in 2017/18 shows an increase in the researcher

workforce that has now reached 36 233. In gender terms,

male researchers remain dominant at 55% (white male

researchers at 44%, black male researchers at 42% (Africans

at 29%, coloureds at 5% and Indians at 8%) non-South

African male researchers at 14%).

In terms of racial profiling, the picture remained the

same between 2015/16 and 2017/18 where 43,6%

(15 795) are white researchers followed by Africans at 29,8%

(10 815), Indian/Asians at 9,3% (3 352), Coloureds at 6,1%

(2 209) and a further increase in the prominence of non-SA

researchers, now contributing 11,2%.Interventions such as

the Thuthuka Programme have contributed to improving

female representation, which has increased to 46%. This

is key as more women researchers will not only make for

improved representivity, but also bring new approaches

to research and the knowledge landscape.

Leveraging on the University Capacity Development

Programme (UCDP), the DSI will implement the

recommendations of the Centre for Research on Evaluation,

Science and Technology (CREST) Study on Building a

Cadre of Emerging Scholars for Higher Education in South

Africa. The study aimed to establish the demographics

and research activity of all levels of permanent instruction

staff at higher education institutions by identifying the

following:

• The profile of lecturers and senior lecturers in the

system;

• The proportion of lecturers and senior lecturers

actively publishing;


actively applying for funding; and


actively publishing and applying for funding.

The UCDP is aimed at increasing the percentage of senior

lecturers and lecturers who have PhDs and are publishing.

The emerging researcher segment of the human capital

development pipeline continues to be under-funded


compared to the next segments of the pipeline – next

generation researchers and established researchers.

Financial resources need to be reprioritised in this area in

line with the recommendations of the CREST study. The

Academy of Science of South Africa will need to assist in

implementing some of the recommendations.

The DSI will work with the Department of Higher Education

and Training (DHET) in the implementation of the

Historically Disadvantaged Institutions (HDI) Development

Grant Programme, and intervention aimed at the holistic

development of HDIs through the provisioning of student,

staff and infrastructure development support. A DSI-DHET

joint task team will help the DSI and the NRF align their

instruments to those proposed in the HDI Development

Grant Programme. In addition to starting new tailor-made

initiatives to support the HDIs, the DSI and NRF will ring-

fence a certain quota of awards/grants for these institutions.

A key component of the HDI Development Programme is

the United States-South Africa Higher Education Network,

a coalition of universities, foundations and government

agencies dedicated to increasing the percentage of PhD-

qualified staff at HDIs. The primary purpose of the initiative

is increasing the percentage of PhD qualified staff at HDIs.

One hundred and one employed university staff members

form the first cohort of beneficiaries of this programme,

and the DSI and the NRF are currently aligning their PhD

qualification attainment programmes to complement this

initiative.

As per the National Development Plan (NDP), it is

important to broaden opportunities for all South Africans,

but particularly the historically marginalised groups of the

population, namely black people, women, youth, people

with disabilities and people in rural areas. Support of

the designated groups will be approached as part of the

transformation framework to address the gaps across the

national system of innovation. It is also key to broaden

ownership and control of assets and means of capital

accumulation, as well as access to services of all kinds, at a

reasonable cost, equity in life chances (including access to

professions and skilled jobs) and inclusiveness.

The Department will use the Framework on Gender-

Responsive Planning, Budgeting, Monitoring, Evaluation

and Auditing finalised by the Department of Women,

Children and People with Disabilities in 2019 to guide

the manner in which the DSI plans for the allocation

of resources towards marginalised and designated

beneficiaries.

The DSI’s broad-based economic and social development

programmes include an explicit requirement to prioritise

women beneficiaries. This includes support provided by

industry development centres at the CSIR, the Technology

Stations Programme, the Technology Localisation

Programme, the Grassroots Innovation Programme and

various community-based rural economic development

initiatives. Currently, the Department does not have

comprehensive information with respect to the profile

of beneficiaries or the budgets supporting women

beneficiaries. In line with new requirements in this regard,

the DSI is in the process of collecting and consolidating

the required information for inclusion in future annual

performance plans.

In addition, the Department will continue to prioritise

women in support programmes targeting researchers

and innovators. Current empirical data show that

women, youth and people with disabilities continue to

be underrepresented in the science and research system.

Going forward, the Department, in collaboration with its

entities, agencies and key stakeholders, will develop a

comprehensive transformation framework for the system.

The framework will, among other thing, address inequities

in gender, race, and spatial distribution. Currently the

Department mainstreams the issue of transformation

through quotas in its instruments, such as bursary support

and research grants.

The 2017 national research and experimental

development survey shows that women constitute 46%

of South Africa’s research workforce, one of the highest

among both developed and developing countries. While

the focus will be on improving this figure, there is also

a parallel pressing need to ensure that women occupy

more strategic research and leadership positions in the

science system. Current interventions and their focus

have brought encouraging progress toward achieving

equity upstream (at postgraduate level) with wide gaps

still prevalent downstream (established researchers and

research leadership positions). To address the legacy of


exclusion, the Department will strive to ensure that the

participation of women in its programmes is above the

population demographic curve. The Department will

ensure that women of all race groups benefit equitably.

The DSI’s development programmes, including the

industry development centres at the CSIR, the Technology

Stations Programme and the Grassroots Innovation

Programme, also explicitly require that youth be prioritised.

In addition, the DSI has put in place a number of initiatives

where the primary beneficiary group is young people

(including women). This includes the mLab initiative and

the Data Science for Impact and Decision Enablement

(DSIDE). Under the leadership of the Youth Employment

Programme Management Office in the Presidency, the

DSI is supporting the development of digital platforms to

strengthen young people’s access to technology services

and support.

The science engagement programme includes a focus on

promoting access to and participation in STEM for young

people and seeks to improve its reach to quintile 1 to 3

schools (non-fee-paying schools) in an attempt to benefit

more disadvantaged young people.

From the perspective of human capital development,

and with particular reference to participation in science

and engineering, people with disabilities remain largely

underrepresented. Therefore, a concerted effort has

been made to prioritise full-cost support (including

assistive devices) in bursary funding targeted at people

with disabilities. This will be carried through to support

for researchers, and will form part of the long-term and

comprehensive transformation strategy.

(b) Increased internationalisation

Science, technology and innovation are a global

enterprise. South Africa has a mature and diverse portfolio

of international partnerships, which have contributed

significantly to the achievement of the National Research

and Development Strategy and Ten-Year Innovation Plan

objectives. Building on this foundation, the following

relationships, among others, will be deepened and

expanded over the strategic plan term:

• South Africa’s political leadership role in various

multilateral programmes, including those of the

African Union and the Southern African Development

Community, as well as the United Nations (related to

the Sustainable Development Goals), will be used to

leverage partnership opportunities for the national

system of innovation;

• South Africa’s partnership with the European Union,

which during the Decadal Plan will focus on possible

association with Horizon Europe, Horizon Europe,

the next EU Framework Programme for Research

and Innovation, and specifically its priority missions

aligned with South African priorities, to support

missions identified in the Decadal Plan; and

• A select number of bilateral partnerships with priority

partners identified in Africa, Asia, the Americas and

Europe, will see support for a smaller number of larger

programmes in order to achieve greater impact while

minimising the transaction costs of cooperation.

Although South Africa’s existing portfolio of international

science, technology and innovation partnerships already

includes a broad and diverse scope, relationships better

able to help South Africa achieve the objectives of the

White Paper will be promoted in a more concerted

and strategic manner, building on initial engagements

undertaken over the years. The relationships will include

the following:

• Cooperation with international non-state actors,

which play an increasingly important role in global

STI. This will include partnerships with multinational

companies and international philanthropic

foundations;

• South-South relationships, specifically in the context

of the BRICS (Brazil, Russia, India, China and South

Africa) partnership, to complement the historic

North-South orientation of South Africa’s international

relations, and to better align STI partnership with

South Africa’s evolving portfolio of international

political and economic relations; and

• Comprehensive implementation of a dedicated

strategy for Africa, which will see a significant

increase in South African investment in bilateral and

multilateral African partnership programmes, with co-

investment by other African partners.


The strategy for Africa will respond to the following

strategic objectives: (i) Supporting the implementation of

STI programmes of the AU and SADC and other relevant

multilateral initiatives; (ii) Contributing South African

resources to bolster STI capacities in strategic African

partner countries; (iii) Implementing joint research and

innovation programmes with other African countries,

enabling a mutually beneficial sharing of experience and

expertise; and (iv) Accessing market opportunities for

technology-intensive products and services emanating

from the South African national system of innovation.

The entry into force of the African Continental Free Trade

Area in May 2019 will facilitate economic and political

integration in Africa through the African Union. This

will have important implications for intra-African STI

partnerships, as such cooperation will not only play a

crucial role to enhance Africa’s competitiveness in the

global marketplace, but also act as an instrument for

integration in their own right, especially through people-

to-people exchanges and infrastructure development.

Despite commitments to collaboration and solidarity, as

embodied for example in the regional industrialisation

programmes of the SADC, South Africa will also have to

respond to the opportunities and challenges associated

with intra-African economic competition (such as access

to markets for technology-intensive products and services,

and attracting foreign investment). These dynamics will all

unfold against the geopolitical backdrop of an increased

interest in Africa from competing global powers and the

welcome growth of vibrant innovation ecosystems across

the continent.

The traditional focus of South Africa’s international

STI partnerships has been on research cooperation,

chiefly involving public organisations, especially higher

education institutions. A stronger emphasis will be placed

on innovation and commercialisation initiatives like the

following:

• Including support for entrepreneurs and innovators

in international mobility and training programmes;

• Developing instruments, some of which will be

deployed by the Technology Innovation Agency, for

innovation projects to be co-funded with international

partners where there is a shared economic interest;

and

• Assisting South African entrepreneurs and

organisations to access international, especially

African, markets for technology products and services.

Aligned with the overall effort to promote South Africa as

preferred foreign investment destination undertaken by

the government, dedicated interventions to increase the

STI-orientated foreign investment secured by South Africa

will be enhanced to better align such investment with

national priorities.

(c) Partnerships

The need to increase both the range and number

of strategic research, development, and innovation

partnerships is a core feature of the 2019 White Paper on

Science, Technology and Innovation. The Department

will prioritise the following partnerships over the next five

years:

• Building on successful innovation partnership

instruments such as the sector innovation funds,

the Mandela Mining Precinct and the Wheat

Breeding Platform, the Department will continue to

strengthen current innovation funding partnerships

arrangements with various industrial sectors and

develop new ones. This will be guided by the sector

masterplan process led by the Department of Trade,

Industry and Competition;

• In addition to working with different economic

sectors, the DSI will continue to partner with individual

companies, including state-owned enterprises;

• A flagship partnership that has been initiated and

which will mature over the 2020-2025 period is

the World Economic Forum Affiliate Centre for the

Fourth Industrial Revolution. The centre will be a

multi-stakeholder partnership, bringing together

government, business, and other non-state actors

to jointly assess technology governance challenges

and to develop arrangements that can address the

requirements of different stakeholders;

• A specific area of focus over the next five years is the

development of partnerships with non-governmental

organisations and other non-state actors. In the past

few years, the Department has experimented with

different partnership models and this will continue

over the next five years; and


• The Department will continue to mature and

strengthen partnerships with other national

government departments, provincial departments

and local governments.

Noting the need to advance innovation policy, the

Department will also continue to strengthen its

participation in leading innovation policy programmes,

including the Transformation Innovation Policy

Consortium, the Mission-Oriented Innovation Network,

and various policy programmes looking specifically at the

interface between innovation policy and the Sustainable

Development Goals.

Given the relatively low levels of teaching and research

staff in our universities with PhDs, at 45% in March 2019,

and therefore limited research and supervisory capacity,

the Department will reorient and position its international

partnership networks towards enhancing doctoral and

research training.

A strong partnership between the DSI and the Department

of Basic Education, as well as provincial education

departments, is a catalyst for identifying and nurturing

young talent that is required to build a STEM human

capital pipeline, as well as advancing the goals of the DSI-

led science engagement programme.

(d) An organisation that is enabled and efficient

(i) Human Resources

The Department aims to optimise its organisational

capacity by actively sourcing the best skills to support

service delivery while investing in the development of

its employees to maximise their productivity. Human

Resources will focus on driving organisational change by

ensuring the development of an agile workforce capable

of adapting to new and automated workplace solutions.

A strategic approach and redefined business partnering

will enhance effective human resource management

that remain relevant to the Programmes while advancing

organisational performance and efficiency. Effective

change management interventions will be implemented.

The Department will also embark on an organisational

structure review to ensure alignment to its mandate, which

comes from the National Development Plan, Medium

Term Strategic Framework and the White Paper on STI. The

organisational review process will require the Department

to change its current post establishment to ensure greater

alignment with new requirements and priorities. Priority

in the filling of vacant positions will be allocated to areas

which will be declared priorities in terms of the Decadal

Plan. A new Human Resources Development Strategy

will be adopted to ensure alignment of development

interventions to priority areas of the Department.

Employees are a critical resource for the Department, and

various customised interventions will be implemented to

ensure that employees experience a safe and conducive

working environment and a culture that values the

diversity of employees. The interventions will include

providing employee and organisational wellness solutions

as a strategy to manage health and wellness risks that

might affect the Department’s achievement of its strategic

objectives.

(ii) Knowledge management, data management

and ICT systems

The Department has embarked on an enterprise

architecture project based on the Government Wide

Enterprise Architecture framework. The process involves

conducting a gap analysis, which in turn informs the

development of a roadmap towards the desired future

state of the enterprise.

Some of the principles of enterprise architecture are

improve reuse, remove duplication, and ensure the

interoperability and integration of systems. The aim is for

all systems in the Department to be under one umbrella

and interoperable.

One of the benefits of this will be that all users in the

Department will be able to share systems and resources.

The roadmap will also address the requirements of

the White Paper on STI, the Decadal Plan, as well as the

National Development Plan. A key output of the enterprise

architecture process will be a recommendation on how

to implement data warehousing and data management,

especially in the current era of big data and data analytics.

The project will unfold in phases from year to year.


The Department approved a knowledge management

strategy in April 2019, which is in line with the Department

of Public Service and Administration Knowledge

Management Framework. One of the key objectives is to

ensure that institutional knowledge in the Department

is well managed and preserved. The project involves

knowledge warehousing via a knowledge/content

management system and knowledge expert locators

within the Department.

(iii) Finance

With the constrained fiscus and the slow growth of South

Africa’s economy, the Department’s financial resources

will have to be optimally allocated and used if the plans

outlined in this strategy are to be achieved. The current

budget allocation to various Programmes is based on a

historic and incremental budgeting method. However,

with priorities having changed due to the policy shift

(new political administration and the new White Paper),

this allocation method will change.

During the 2020-2025 Strategic Plan period, the

Department will undertake a budget restructuring exercise

within the MTEF allocated funds (and extrapolate to the

two outer years) to ensure realignment with new priorities

during the planning cycle. Guided by the Decadal Plan

approach of sectoral planning, a sectoral-based budgeting

approach will be adopted. The Department will be

required to review and assess the efficiency, effectiveness

and relevance of its investments

After the current planning cycle, funds will be reallocated

to higher priority areas in the next MTEF – areas that will

have high impact on socio-economic growth. Existing

initiatives or programmes that have a minimum impact

and/or are no longer relevant will have to be scaled down

or discontinued.

(iv) Branding and communication

The Department’s new Brand Positioning Strategy will

provide a roadmap for guiding future communication,

ensuring consistency in messaging, and growing the

reputation of the Department and its entities both locally

and internationally. The approach and framework will

support the development of communication around

themes covering the full spectrum of the Department’s

work.

Under the broad implementation framework, the

Department will construct messages about what it is and

what it makes possible for the country. Communication

will ensure that the DSI contributes to national priorities,

the NDP and service delivery in general. The Department

will communicate the intents and aspirations of the 2019

White Paper, its implementation through the Decadal Plan

and the benefits of science, technology and innovation

for various sector of our society, including the private

sector, civil society, all spheres of government, and players

in the national science system of innovation, as well as

international partnerships.

6. Responding to the District Development Model

In August 2019, Cabinet approved the District Development

Model (DDM) and the Department of Cooperative

Governance was tasked with institutionalising the DDM for

implementation in the 52 municipal geographic spaces (44

district municipalities and eight metropolitan municipalities).

The DDM is expected to enable the production of a spatially

referenced integrated single government plan (as an

intergovernmental compact) for the 52 municipal spaces,

and will therefore guide and direct all strategic investment

spending and project delivery across government, as well

as forming the basis for accountability.

The DSI is able to respond to the priorities of the DDM as

follows:

• Priority 1: Strengthening municipalities to deliver

on their mandate: Decision-support tools and the

Municipal Innovation Maturity Index are of value

in this regard. These are the projects that could be

expanded in the Department’s support for the DDM;

• Priority 4: Disaster risk reduction using the Risk and

Vulnerability Atlas, SANSA and solutions based on

CSIR work or developed by the CSIR;

• Priority 5: Institutional development, governance

and citizen partnership. Resources may need to be

allocated to enable the DSI and its entities to support

institutional development in municipalities. This is

key for evidence-informed spatial planning, timely

access to technical skills and research in response to

migration, climate change, etc; and


• Priority 7: Infrastructure and service delivery. The

DSI portfolio includes a number of programmes and

projects that respond to the delivery of basic services

like the provision of water, sanitation and energy.

There is an opportunity for the DSI to strengthen

collaboration with the Municipal Infrastructure

Support Agency for an allocation from the Municipal

Infrastructure Grant towards the deployment of

validated and appropriate technology solutions.

Engagements on the DDM institutionalisation processes

have highlighted the need for the Department to

consider identifying and prioritising a portfolio of high-

impact projects based on DDM criteria. These include

demographic and district profiles and gap analysis

outcomes, which may enable the DSI to determine how

responsive its identified projects are to the specific district

development challenges, and how its projects are actually

informed by material conditions on the ground.

Furthermore, the DSI may reprioritise some of its projects

and its entities’ projects for the DDM, particularly those

responsive to developmental challenges such as job

creation, especially for the youth, skills development and

local economic development. These projects should

include innovation for service delivery projects, innovation

for local economic development projects, the DSI’s Youth

Innovation portfolio of programmes and projects (such as

the Grassroots Innovation Programme, Imvelisi and Youth

in Science Journalism), TIA programmes (Youth Technology

Innovation Programme, Innovation Skills Development,

Technology Stations), CSIR programmes (smart places

and smart mobility portfolio); SANSA programmes (Earth

observation to support spatial planning and tracking

DDM progress) and the NRF’s response to the number of

students funded from each municipal area.

The implementation of the DDM will facilitate the

Department’s transformation and inclusivity agenda by

enabling the introduction or scale up of STI activities

in non-traditional spaces and away from metropolitan

hubs. The DDM approach will be implemented in

close alignment with activities directed at historically

disadvantaged institutions.


7. Key risks and mitigations Outcome Risk description Risk mitigation

A transformed, inclusive, responsive and coherent NSI

The DSI may be unable to effectively deliver on its responsibility to coordinate and steer the NSI.

• Establish a ministerial-level committee for STI.

• Establish the STI plenary envisaged in the White Paper.

• Develop the Decadal Plan for STI.

• Improve stakeholder engagements in support of the White Paper.

Loss of institutional memory • Implement the Knowledge Management Strategy.

• Implement a record-keeping system that is in line with the relevant regulatory framework.

Decline in the number as well as quality of engagements with international partners.

• Review and update focused engagement plans to leverage additional resources (Europe, Africa, Asia, the Americas and multilateral engagements).

• Global awareness campaigns on the opportunities in the NSI that are available, including supporting attendance by South Africans at international STI events, using the Department’s international networks to promote South Africa as a desirable destination for STI collaboration, technical and scoping visits to key partner countries and hosting of foreign delegations in SA.

There may be a mismatch with respect to the funding, structure, systems and capacity for the Socio-economic Innovation Partnerships Programme.

• Identify and manage areas of uncertainty in relation to the responsibilities of the Programme in support of the Strategic Outcome Oriented Goals.

• Use intelligence to develop options and scenarios to feed into departmental processes.

Inadequate funding to meet operational costs and strategic needs of the Department.

• Implement the budget restructuring process.

Human capabilities and skills for the economy and for development

Inability to effectively contribute to human capital and research capacity development to support national imperatives and priorities

• Develop and implement a framework to articulate the roles and responsibilities of the two departments (DHET and DSI) and relevant entities to effectively deliver on national imperatives.

• Align strategic objectives and targets for the Department in line with the STI Decadal Plan.

Increased knowledge gen-eration and innovation output

Possible decline in publicly funded research, development and innovation activities.

• Increase the number of local and international partnerships with the private sector, NGOs, foundations and non-profit organisations and other government departments at all levels

• Solicit strategic infrastructure proposals and submit them to Programme 4 to evaluate and fund successful proposals.

• Expand the NIPMO incentive scheme.


• Identify and manage areas of uncertainty in relation to the responsibilities of the Programme in support of the Strategic Outcome-Oriented Goals.


Knowledge utilisation for economic development in (a) revitalising existing industries and (b) stimu-lating R&D-led industrial development

The DSI may be unable to effectively deliver on its responsibility to coordinate and steer the NSI.

• Establish a ministerial-level committee for STI.

• Establish the STI plenary envisage in the White Paper.

• Develop the Decadal Plan for STI.

• Improve stakeholder engagements in support of the White Paper.


Outcome Risk description Risk mitigation

Knowledge utilisation for inclusive development


• Identify and manage areas of uncertainty in relation to the responsibilities of the Programme in support of the Outcomes.


Innovation in support of a capable and developmen-tal state

Spatial location and dispersion (no concurrent function but need to integrate innovation across three spheres of government).

• District Development Model to improve the coherence and impact of government service delivery and development is seen as game changer in service delivery.

Internal capacity within DSI to deliver on the new WP and Decadal Plan

• Restructuring the organisation guided by WP objectives

• Re-skill staff where applicable


8.

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PART D

TECHNICAL INDICATOR DESCRIPTIONS (TIDs)


PART D: TECHNICAL INDICATOR DESCRIPTION (TID)Outcome1: A transformed, inclusive, responsive and coherent national system of innovation

Indicator Title 1 Number of formalised partnerships between different categories of actors in the national system of innovation (NSI) that advance Decadal Plan priorities

Definition The indicator seeks to measure formal partnerships that advance the White Paper on STI objectives and that involve different actors in the NSI. These actors could be higher education institutions, different government departments, private sector and business, civil society and NGOs. A formalised partnership will be measured as one that is concluded by signature of an agreement by multiple parties.

Source of data Signed agreements

Method of calculation/ assessment

Count each concluded agreement approved by the DG or Minister.

Assumptions The agreements will be concluded once off but may span multiple years.

Disaggregation of beneficiaries (where applicable)

n/a

Spatial transformation (where applicable)

n/a

Reporting cycle Mid-term and end-term

Desired performance The agreements should strive to include as many different actors in so far as is possible.

Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources

Indicator Title 2 Number of STI missions introduced and adopted by Cabinet over the next five years that crowd in resources and capabilities across the NSI

Definition The indicator will measure STI missions that are reliant on different NSI players for development and implementation. The directing of different actors’ efforts and resources towards these missions will reflect the responsiveness and relevance of the NSI in responding to national priorities and challenges. The missions will be defined as per the Decadal Plan 2020.

Source of data Cabinet memoranda and approved minutes.


Count each mission approved.

Assumptions The Decadal Plan will define the necessary missions. A separate process for developing implementation plans for the missions will be developed and submitted to Cabinet for approval. The Cabinet agenda will allow for timely approval.


n/a


n/a


Desired performance Approval of STI missions by Cabinet

Indicator responsibility Institutional Planning and Support


Indicator Title 3 Percentage increase in the investment support by government that advances gross expenditure on research and development (GERD) towards 1,1% of GDP

Definition The indicator will measure the growth of government’s contribution towards GERD as a percentage of GDP

Source of data Annual National Survey on Research and Experimental Development


Government’s proportion of GERD as a percentage of GDP

Assumptions The National Survey on Research and Experimental Development will be conducted annually with a one-year lag of data series (i.e. 2019/20 will assess expenditure from 2018/19)


n/a


n/a


Desired performance Steady upward movement towards the 1,1% of GDP target for GERD

Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources

Indicator Title 4 Number of approved strategies that give effect to the agreed dimensions of transformation to be effected in the NSI

Definition The indicator will measure the extent to which a concerted effort is being driven by the DSI to accelerate transformation efforts directed by the agreed dimensions of transformation. The agreed dimensions are spatial, transdisciplinary, institutional and demographic.

Source of data Database of guidelines/frameworks approved by the Minister that advance transformation in the form of a basic spreadsheet (to be developed by the end of December 2020)


Number of guidelines/frameworks approved by the Minister

Assumptions An NSI-wide transformation framework will be developed and adopted and will inform the various guidelines to be developed on the agreed dimensions.


Transformation efforts will target demographics (race, gender, age) and institutional, transdisciplinary and spatial transformation.


Transformation efforts will include spatial transformation.


Desired performance Higher performance towards targeted groups.

Indicator responsibility Institutional Planning and Support; Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources


Outcome 2: Human capabilities and skills for the economy and for development

Indicator Title 1 Number of DSI-funded PhDs graduating annually as a contribution to the NDP target of 100 PhDs per million population by 2030

Definition Absolute number of supported PhD students who graduate in a given year

Source of data Graduation data from the Higher Education Management Information System


Simple count of supported PhD students who graduate in a given year

Assumptions A student may have received financial support for the entire duration of his/her PhD studies or for a part duration of his/her PhD studies. This financial support must be in the form of a bursary. This graduation data excludes NRF students supported for full-time PhD study abroad as such data will come from multiple sources and too detailed to consolidate.


Data will be disaggregated by race, gender and nationality. Also, students who received NSFAS undergraduate bursaries will be designated as such.


n/a


Desired performance The NRF supports about 15% of total enrolled PhDs. It is desired that approximately 30% of annual graduating cohorts should have received NRF bursaries.

Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support

Indicator Title 2 Artisans and technicians absorbed into the economy in sectors where the DSI has active programmes

Definition This indicator seeks to measure and track the number of artisans/technicians absorbed into the sectors of the economy where DSI has active RDI programmes. Absorbed means employed (temporarily or permanently) at a laboratory, company, university, etc. The proof will be included in a letter received from the institution confirming employment. A key aspect is that the indicator is not limited to research but includes support for technology services in the sector.

OR

This indicator refers to the number of artisans/technicians/intellectual property practitioners employed in sectors supported by DSI over the period 2020-2025.

OR

This indicator refers to the number of artisans/technicians absorbed into high-tech sectors, and means that a person is employed (permanently or on contract).

Source of data Cumulative totals from each year (verified in the APP)

OR

Annual reports from companies

OR

Register (in the form of a spreadsheet) to be developed by March 2021


Total number receiving employment contracts by the end of five years.

Assumptions In some cases, there may be a delay in obtaining the relevant data given dependencies on other internal or external stakeholders. This also affects the quality of data obtained. Caveat: Depending on the timing of training, the period for absorption may differ.


n/a


Dependent on the location of the industrial development project


Desired performance 100% absorption of trained artisans and technicians

Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships


Indicator Title 3 Percentage increase of women and black researchers in South Africa’s research workforce

Definition This indicator measures gender and racial transformation to promote equity in line with the country’s demographics. The focus is on increasing the participation of previously marginalised groups such as women and black people (African, Indian and coloured) in the research workforce.

Source of data National Survey of Research and Experimental Development


Simple count of women and black researchers as a percentage of the total South African research workforce.

Formula:

(Women researchers ÷ total research workforce) x 100

(Black researchers ÷ total research workforce) x 100

Assumptions As per the (Frascati Manual) principles adopted in R&D surveys.

Researchers counted are South African citizens and permanent residents.


Black researchers can be further disaggregated into African, coloured, and Indian, and women researchers into black and white.


Increase in the proportion of researchers based at historically black institutions and universities of technology


Desired performance One percentage point increase per year from the baseline (for both women and black researchers)

Indicator responsibility Research Development and Support; International Cooperation and Resources

Indicator Title 4 Percentage increase of PhD-qualified teaching and research staff

Definition The proportion of teaching and research staff who are PhD-qualified in SA universities

Source of data Higher Education Management Information System (HEMIS) staff data


Simple count of PhD-qualified staff as a percentage of total teaching and research staff

Assumptions It is assumed that staff attaining PhD qualifications are added into the method of calculation, and that staff who are leaving the systems are deducted from the calculation.


Should also be disaggregated by race and gender


Should be disaggregated by institution


Desired performance A three percentage point increase per year is desired, i.e. a 15 percentage point increase over a five-year period (45% to 60%)

Indicator responsibility Research Development and Support


Indicator Title 5 Improved knowledge about science among the general public

Definition A national survey tracking a set of variables that provide an insight of several variables, including citizens’ knowledge level of science in general and/or selected science topics, citizens’ interest in science and citizens’ confidence in science

Source of data South African public relationship with science report


Nationally representative sample survey

Assumptions All planned activities would be conducted and finalised on time to enable the undertaking of the survey.


Living standard measure


n/a


Desired performance 50% of the sample of the South African population surveyed

Indicator responsibility Research Development and Support (science awareness and engagement initiatives); Technology Innovation (Space Week and NIPMO intellectual property rights awareness activities); Socio-economic Innovation Partnerships (learning interventions)


Outcome 3: Increased knowledge generation and innovation outputs

Indicator Title 1 Increase South Africa’s share (percentage) of global publication output

Definition This indicator measures productivity of the country’s research work force. Extensive investments are made to promote and support research activities, with the expectation that these will lead to increased production of research outputs published in internationally recognised peer-reviewed and high-impact journals

Source of data Web of Science


Simple count of outputs produced by South African researchers as a percentage of global outputs.

Formula:

(South African outputs ÷ global outputs) x 100

Assumptions Publications include articles, books, book chapters and conference proceedings. Annually, the outputs counted are those published within a calendar year


n/a


Increased publication output from the historically disadvantaged institutions.


Desired performance At least a 0,025-percentage point annual increase over the five-year period is desired.

Indicator responsibility Technology Innovation; and Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources

Indicator Title 2 Percentage increase in prototypes, technology demonstrators and pilot plants that advance industrialisation through innovation

Definition Percentage increase as compared to a baseline in prototypes, pilot plants, technology demonstrators and pre-commercial products, processes or services developed over the period 2020-2025.

Source of data • Baseline data

• Signed contracts

• Signed reports or signed summary reports from implementing agencies as appropriate, with the number and names of knowledge application products funded during the period

• Approved submission and payment stubs


Baseline to be established based on the total number of prototypes, technology demonstrators, and pilot plants funded through a DSI contract or through Parliamentary grants made available. From this, the percentage increase will be calculated. For 2020-25, the baseline is 115 prototypes, technology demonstrators and pilot plants by the end of March 2020.

Assumptions In instances where a prototype, technology demonstrator or pilot plant is funded by both contract funding and a Parliamentary grant, this will only be counted once. Business process mapping for updating the register will make provision for this.


n/a


n/a


Desired performance High performance is desired



Indicator Title 3 Percentage increase in patent applications and design applications filed from publicly financed R&D

Definition Filings of patent or design applications by any of the institutions governed by the IPR Act

Source of data Signed project funding agreements/memoranda of agreement/contracts

OR

Signed annual reports/draft annual reports/signed summary reports from implementing agency with number and list of IPRs applications/filings

OR

Proof of application/filing of IPRs

OR

Approved submission and payment stub where applicable


Total number of patent and design applications filed at the end of the strategic period = the sum of the applications/filings produced during each financial year within the strategic period.

Only patent and design applications/filings made during the period 1 April 2020 to 31 March 2025, in either South Africa or other countries, will be counted.

Assumptions Funding is available to generate knowledge and to support rebate claims through the IP Fund administered by NIPMO


n/a


n/a


Desired performance Higher performance is desirable.

Indicator responsibility Technology Innovation


Outcome 4: Knowledge utilisation for economic development in (a) revitalising existing traditional industries and (b) stimulating R&D-led industrial development

Indicator Title 1 Rand value of research, development and innovation (RDI) investment attracted to support RDI needs identified through the sector masterplans process

Definition Sector masterplans are the masterplans developed as part of the process led by the Department of Trade, Industry and Competition reimagining South Africa’s industrialisation

Source of data Sector masterplan RDI interventions register in the form of a basic spreadsheet (to be developed by the end of March 2021) administered and managed by the Chief Directorate: Technology Localisation, Beneficiation and Advanced Manufacturing


Total rand value leveraged for RDI activities in support of masterplans that the DSI contributes to

Assumptions Each masterplan document will be clear on what constitutes an RDI intervention


n/a


Masterplans should include a strong spatial transformation footprint focusing on rural and township economies. The RDI activities should ideally occur in close proximity to the masterplan hubs and as part of specialised economic zones.


Desired performance High performance in leveraging funds in support of RDI


Indicator Title 2 Percentage increase in SMMEs/co-ops whose performance has improved or who have secured new opportunities through support provided by the DSI and its entities

Definition The indicator refers to SMMEs/co-ops that are supported through research, development and innovation initiatives to improve their product quality, scale-up and market access. The indicator also refers to research, development and innovation projects that support women and youth working for SMMEs/co-ops, with value-addition, product development, infrastructure, equipment and entrepreneurship skills. The assistance can also come in the form of non-technical assistance such as advice on policy, organising meetings with key stakeholders, advocacy work that will lead to funding opportunities from other sources outside the DSI. For instance, funding was leveraged by the DSI for SolarTurtle. DSI officials attended the meetings where the bid for funding were made, but SolarTurtle received funds direct from the European Union.

Source of data • Baseline data

• Signed contracts

• Signed reports or signed summary report from implementing agency as appropriate with number and names of knowledge application products funded during the period

• Approved submission and payment stubs


After the SMMEs were supported, were they able to get more improvement on products, processing facilities, entrepreneurship skills, business, or employ more people, or develop new products for the market. At the end of each year, calculate the number of beneficiaries registered and disaggregated by gender and age.

Assumptions • That sustained funding to support new SMMEs creation, and existing ones will be available.

• That when SMMEs are supported to secure a new business opportunity this may take time, as the development of the product may take time. The support could be in the form of organising meetings with key stakeholders across government, and meeting with the SMMEs to discuss key policy changes that they could take advantage of. The same SMME may be supported over multiple years.


Women, youth and people with disabilities will be prioritised in terms of technology support


Some projects will involve land allocation to SMMEs for plant propagation, pilot facilities and agri-businesses. If possible, efforts should be made to focus on rural communities as well as the township economy



Desired performance High performance in growth and increase in the number of technology-based SMMEs, sustainability of SMMEs/co-ops, and increased share of beneficiaries from designated groups


Indicator Title 3 Percentage increase in the commercialisation of granted IPRs from publicly financed R&D

Definition This indicator refers to the percentage increase in commercialisation/licensing of disclosures emanating from publicly financed R&D received from recipients over the period 2020-2025.

Source of data NIPMO knowledge information management database report as signed off by the Head: NIPMO


1. Sum of all disclosures received by NIPMO since 2011

2. Deduct all disclosures released/abandoned since 2011 to determine number of active disclosures

3. Sum of all disclosures that indicate on the disclosure that they are either licensed (pre-revenue) or commercialised (with revenue)

4. Add all disclosures which were assigned (IP4/IP5 Forms) with NIPMO approval

5. Divide the sum of 3 and 4 above with the number of active disclosures to determine the percentage of commercialised/licensed/assigned disclosures emanating from publicly financed R&D received from recipients

Assumptions The percentage will be accurately counted on all three variables.


n/a


n/a


Desired performance Improved commercialisation rate of publicly financed IPRs

Indicator responsibility Technology Innovation

Indicator Title 4 Number of new R&D-led industrial development opportunities initiated by the DSI

Definition An R & D led industrial development opportunity is defined as where new technology (or technological solutions) are employed and could result in the establishment of new/improved markets; new industry subsectors or new firms, resulting in increased industrial activity.

Initiated opportunities refers to new initiatives that shall be commenced between 2020 and 2025 which has the potential to impact on industrial growth

Source of data A register (in the form of a spreadsheet) to be developed and managed by Strategy and Planning


Number of records on the register that are initiated between 2020 and 2025 as informed by the Decadal Plan missions

Assumptions Processes in place for entities to register new R&D-led industrial development opportunities


n/a


n/a


Desired performance Consistent pipeline of new industrial opportunities that the NSI will nurture and grow



Outcome 5: Knowledge utilisation for inclusive development

Indicator Title 1 Grassroots innovations whose commercialisation has been facilitated by the support/ access of the multi-tiered support package provided by the DSI and its entities

Definition A grassroots innovator is an individual who develops innovations to solve local challenges using local resources and capabilities, working outside the realm of formal innovation institutions. Commercialisation of a grassroots innovation shall mean taking to market of the grass roots innovation facilitated by having had access/ utilising the multi-tiered support package to enable or facilitate market readiness of grassroots innovation products or services.

Source of data Register of grassroots innovations (in the form of a simple spreadsheet to be compiled and managed by the Chief Directorate: Innovation for Inclusive Development).


• Number of grassroots innovators receiving support through the multi-tiered support package

• Rand value of assistance provided through the support package to grassroots innovators

Assumptions Adequate and commercialisable grassroots innovations qualifying to access the multi-tiered support package. The multi-tiered support package is adequate to enable commercialisation.


Youth; Women; Disabled; Sector


Yes – focus on district and metropolitan municipalities as part of the DDM (provincial and district)


Desired performance Increased number of grassroots innovators accessing the multi-tiered support package to commercialise their offerings

Indicator responsibility Socio-economic Innovation Partnerships

Indicator Title 2 Publicly financed IP made available in support of grassroots innovators

Definition Publicly financed IP is that which arises from publicly financed research and development.

Source of data Register of grassroots innovation receiving access of publicly funded IP (as part of the simple spreadsheet to be compiled and managed by the Innovation for Inclusive Development sub-programme.


• Number of grassroots innovators benefitting from publicly funded IP.

Number of formal agreements between the grassroots innovator and the institution wherein the publicly financed IP resides.

Assumptions • Information on publicly financed IP is made available to grassroots innovators.

Mechanisms in place to enable conclusion of formal agreements between the grassroots innovators and relevant institutions.


Youth; Women; Disabled; Sector


Provincial and district or metropolitan municipality levels


Desired performance Increasing number of grassroots innovators benefitting from publicly funded IP to improve their innovation offerings

Indicator responsibility Technology Innovation and Socio-economic and Innovation Partnerships


Outcome 6: Innovation in support of a capable and developmental state

Indicator Title 1 Increase in the number of use cases of decision-support systems

Definition Decision-support systems include methodologies, models and tools to support evidence-informed decision making.

“Decision-support tools” include the integration of space based and in-situ data to provide geospatial information, applications, products and services for spatial planning, environmental resource management, infrastructure monitoring and service delivery.

“Use case” refers to use by a service delivery agent (for example, a municipality or lead department) of a decision support system.

Where a service delivery agent uses more than one decision-support tool, every use will be counted separately. For example, if a municipality uses both Spatial and Temporal Evidence for Planning in South Africa (StepSA) and the South African Risk and Vulnerability Atlas, these will count as two use cases.

Source of data • Register of decision-support tools (to be developed and maintained by Innovation for Inclusive Development)

• Information tracking usage of decision-support tools (in the form of a simple spreadsheet)

• Counted number of users accessing web portals and the Earth Observation Data Centre


Number of decision-support tools used by any of the three tiers of government (each tier usage shall be counted separately).

Assumptions That all tiers of government have setup infrastructure that supports access to information and decision support tools


n/a


National, provincial and local government use cases register will enable the DSI to assess patterns in the use of decision-support systems by national, provincial and local government, including other actors of provincial and local systems of innovation.


Desired performance Service delivery agents (all tiers of government) use a larger variety of decision-support systems and tools


Indicator Title 2 Number of demonstrators that have successfully introduced a new way of delivering a service

Definition Demonstrator – experimental deployment for purposes of assessing whether an innovation or technology can work in practice. Delivery of a service will be measured as the number of units delivered to enable access to basic services.

Source of data Register to be compiled and managed by Chief Directorate: Innovation for Inclusive Development

OR

Reports


Number of demonstrator projects

Number of knowledge products/policy briefs

Change in service delivery practice

Assumptions Adequate technology solutions available for demonstration in line with district socio-economic profiles, governance and spatial transformation priorities



n/a


Yes, at provincial and district levels. Database will enable DSI to assess how demonstrators are being implemented in line with service delivery and development imperatives and in support of the DDM.


Desired performance More than 50% success rate


Indicator Title 3 Number of district and metropolitan municipalities supported with technology-based applications as part of the District Development Model for Service Delivery Improvement

Definition The district and metropolitan municipalities counted are the 44 district and 8 metropolitan municipalities managed by the Department of Cooperative Governance as part of the DDM. The DDM was adopted in 2019 to enable the production of a spatially referenced integrated single government plan (as an intergovernmental compact) for the 52 municipal spaces, and will therefore guide and direct all strategic investment spending and project delivery across government, as well as forming the basis for accountability.

Source of data • Number of municipalities connected to web portals and Earth Observation Data Centre

• Enterprise Programme Management Office administrative systems and processes (under development)

• District Development Model progress reports

• Geo-referenced DSI DDM project database


• Number of municipalities using Earth observation decision-support tools

• Extract from the Enterprise Project Management Office administrative system

• DSI participation in District Development Model engagements

Assumptions Municipalities have infrastructure to access Earth observation applications and products


n/a


• Rural municipalities

• Extracts from the EPMO administrative system will enable an assessment of initiatives across the 44 district and 8 metropolitan municipalities


Desired performance Municipalities have accessed and use decision-support tools



Indicator Title 4 Evidence informed integration of innovation in service delivery

Definition Evidence-informed integration of innovation in service delivery draws from demonstrator projects and science-for-policy initiatives. The evidence is key in providing approaches/models to harness innovation in service delivery and as such, can facilitate and support policy changes, service delivery implementation models, etc.

Source of data • Demonstrator projects

• Research initiatives aligned to service delivery priorities

• Research reports from DSI funded interventions e.g. Research Chairs or other NSI stakeholders.


• Number of knowledge products published on DSI website

• Number of research reports or policy advisory engagements

• Number of engagements with lead departments or relevant stakeholders on harnessing innovation for service delivery

Assumptions Demonstrator projects are designed to enable adequate data and information according to appropriate research protocols.

Research Chairs and other NSI stakeholders perform research that collects adequate and relevant evidence to support the integration of innovation in service delivery.


National, provincial and local government


44 district and 8 metro municipalities

Extracts from the EPMO administrative system will enable an assessment of initiatives across the 44 district and 8 metropolitan municipalities


Desired performance Increase in the use of evidence on integrating innovation in service delivery

Indicator responsibility Technology Innovation; Research, Development and Support; Socio-economic Innovation Partnership and


List of abbreviations 4IR Fourth Industrial Revolution

ASSAf Academy of Science of South Africa

AU African Union

CSIR Council for Scientific and Industrial Research

DDM District Development Model

DHET Department of Higher Education and Training

DSI Department of Science and Innovation

DST Department of Science and Technology

EU European Union

GERD gross domestic expenditure on research and development

HSRC Human Sciences Research Council

ICT information and communication technology

IP intellectual property

IPAP Industrial Policy Action Plan

IPR Act Intellectual Property Rights from Publicly Funded Research and Development Act

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NACI National Advisory Council on Innovation

NDP National Development Plan

NIPMO National Intellectual Property Management Office

NRF National Research Foundation

NSI national system of innovation

R&D research and development

RDI research, development and innovation

SACNASP South African Council for Natural Scientific Professions

SADC Southern African Development Community

SANReN South African National Research Network

SANSA South African National Space Agency

SASTEP South African Sanitation Technology Evaluation Programme

SDG Sustainable Development Goals

SMME small, medium or micro enterprise

STI science, technology and innovation

TIA Technology Innovation Agency

TYIP Ten Year Innovation Plan

UCDP University Capacity Development Programme

department of science and innovation strategic plan...agency towards the deployment of validated...

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