nrf business plan 2009 - 2010

welcome to tomorrowbusiness plan

2009–2012Corporate Business Plan

of the National Research Foundation

PO Box 2600

Pretoria 0001

Tel: +27 12 481-4000

Fax: +27 12 349-1179

E-mail: [email protected]

www.nrf.ac.za

Produced by

www.words-worth.co.za

The National Research Foundation takes pleasure in presenting its Business Plan for 2009/10-2011/12, which outlines the activities of the funding agency, Research and Innovation Support and Advancement (RISA), the Science Advancement Agency (SAASTA) and the National Research Facilities.

isiZulu – I-National Research Foundation inentokozo ngokwethula

Uhlelo Lwemisebenzi (Business Plan) yayo yonyaka ka-2009/10-

2011/12 etshengisa kafushane imisebenzi yenhlangano exhasa

ngezimali (i-RISA), i-Science Advancement Agency (SAASTA), kanye

namaNational Research Facilities.

isiXhosa – I-National Research Foundation inovuyo ukunika uYilo

lweShishini (Business Plan) lwayo luka-2009/10-2011/12, olubeka

imisebenzi ye-arhente exhasayo (i-RISA), i-Science Advancement

Agency (SAASTA), kunye, neNational Research Facilities.

tshiVenda – National Research Foundation i a di hudza musi i tshi

ཋekedza mukumedzo wa Pulane ya Vhubindudzi ha ཋwaha wa

2009/10-2011/12, vhune ha bvisela khagala mishumo ya mulambedzi

(RISA), Science Advancement Agency (SAASTA) na Zwileludzi zwa

ཋhoཋisiso ya lushaka.

xiTsonga – Nhlangano wa Ndzavisiso wa Rixaka wu tsakela ku

nyiketa Pulani ya Migingiriko ya wona ya lembe ra 2009/10-2011/12,

leyi hlamuselaka migingiriko ya muyimeri wo pfuneta hi timali, RISA,

Nhlangano wa Nhluvukiso wa Sayense (SAASTA) ni Swipfuno swa

Ndzavisiso wa Rixaka.

isiswaTi – INhlangano yekuPhenya yaVelonkhe (I-National Research

Foundation) itsandza kutsatsa lelitfuba kutsi yetfule Luhlelo lweBhizinisi

layo lwemnyaka wa-2009/10-2011/12, loluchaza imisebenti ye-

ejensi leyesekela ngetimali (i-RISA), i-Ejensi yekuTfutfukisa teSayensi

(i-SAASTA) kanye netiNsitancanti tekuPhenya taVelonkhe.

seTswana – Setheo sa Ditlhotlhomiso sa Bosetšhaba se motlotlo

go tlhagisa Togamaano ya Kgwebo ya sona ya dingwaga 2009/10-

2011/12, e e thadisang ditiro tsa boemedi jo bo tshegetsang ka

ditšhelete, RISA, le Setheo sa Tsweletso ya Saense (SAASTA) le

Ditlamelo tsa Bosetšhaba tsa Dipatlisiso.

sesoTho – Ba National Research Foundation (Letlole la Diphuputso

la Naha) ba motlotlo ho hlahisa Leano la Kgwebo bakeng sa 2009/10-

2011/12, le hlalosang mesebetsi ya lekgotla le tshehetsang ka

ditjhelete, e leng RISA, Science Advancement Agency (SAASTA) le

National Research Facilities (Menyetla ya Diphuputso ya Naha).

sepedi – Mokgatlo wa Dinyakišišo tša Setšhaba o thabela go

tšweletša Leano la wona la Kgwebo la 2009/10-2011/12, leo le

akaretšago mešomo ya etšentshi ya wona, ya etšentshi yeo e thušago

ka ditšhelete ya RISA, Etšentshi ya Tšwetšopele ya Saense (SAASTA)

le Dinolofatši tša Dinyakišišo tša Setšhaba.

isindebele – IsiKhungo sezamaRhubhululo wesiTjhaba sithabela

khulu ukwethula ihlelo loMsebenzi waso wonyaka ka-2009/10-

2011/12, okuveza okwenziwe basekeli ngeemali,i-(RISA) ,Ikoro

YokuThuthukiswa KweSayensi (SAASTA) kunye nabamaThuba

wezamaRhubhululo wesiTjhaba.

afrikaans – Die Nasionale Navorsingstigting bied met trots hul

jaarlikse Besigheidsplan vir 2009/10-2011/12 aan, wat die aktiwiteite

van die Befondsingsagentskap, RISA, die Wetenskapsbevordering-

agentskap (SAASTA) en die Nasionale Navorsingsfasiliteite in breë

trekke voorlê.

1

2

contents

5 eXecuTiVe summary5 Introduction5 Corporate challenges6 Towards achieving strategic goals8 Main risks8 Structure of the 2009-2012 Business

Plan

9 corporaTe oVerView 10 Short history of the NRF 10 Mandate of the NRF 11 NRF Vision 2015 11 NRF mission statement 11 Corporate values 11 Strategic goals 11 Core competencies of the NRF 11 Composition of the NRF 11 Clustering of NRF business units

and activities 12 Relevance of the NRF in the NSI

17 secTion a: budgeT and cash flow

18 NRF investment principles 18 Budget

23 secTion b: research and innoVaTion supporT and adVancemenT (risa)

24 Purpose and scope24 Sources of funding24 Investment areas27 Bursaries and scholarships28 RISA programmes and activities31 Information Resources and Services32 Challenges: 2009-2012

33 secTion c: souTh african agency for science and Technology adVancemenT (saasTa)

34 Focus and infrastructure 34 SAASTA as science advancement

platform 35 Activities: 2009-201035 Challenges: 2009-2012

36 secTion d: naTional research faciliTies

37 Definition and clustering38 Generic activities39 Challenges: 2009-2012 41 South African Astronomical

Observatory (SAAO) 44 Hartebeesthoek Radio Astronomy

Observatory (HartRAO) 47 Hermanus Magnetic Observatory

(HMO) 50 South African Institute for Aquatic

Biodiversity (SAIAB) 53 South African Environmental

Observation Network (SAEON) 56 National Zoological Gardens of South

Africa (NZG) 59 iThemba Laboratory for Accelerator

Based Sciences (iThemba LABS)

63 secTion e: nrf corporaTe office

63 Purpose and scope 63 Activities: 2009-201064 Challenges: 2009-2012

65 secTion f: key performance TargeTs 2008/09 – 2010/11

66 Balanced Scorecard approach66 Performance measures: work in

progress66 Structure of the section66 The NRF’s five strategic goals

79 list of acronyms

81 contact details

3

theme

International Year of Astronomy 2009 inspires the thinking behind the NRF Business Plan 2009 – 2012 and provides the opportunity to, quite literally, “reach for the stars”.

The NRF will continue to strive for research excellence in an environment where mediocrity has no currency.

As the intermediary agency between the policies and strategies of government and those institutions that perform research, the NRF harnesses people, programmes and processes to support the National System of Innovation.

The NRF will continue to regard growing South Africa’s base of world-class researchers as the zenith of its achievement.

The organisation’s structure resembles a typical honeycomb, offering it a geometric efficiency, where self-contained units operate individually, yet are capable of greater good through their inter-relatedness.

The NRF will continue to uphold constellations of research groups, infrastructure and operational units that direct their efforts towards a sustainable

environment and an economy capable of eliminating poverty.

5inTroducTion

Subsequent to the appointment of a new

leadership team in 2007, the National

Research Foundation (NRF) developed

a new vision and strategy. In February

2008, the NRF Board approved the

NRF Strategic Plan, NRF Vision 2015.

The 2009-2012 Business Plan is a first

implementation plan for this revised

strategy.

In NRF Vision 2015, the NRF adopted

the following strategic goals:

• Promote internationally competitive

research as a basis for the knowledge

economy;

• Grow a representative science and

technology workforce in South Africa;

• Operate world-class evaluation and

grant-making systems;

• Provide cutting-edge research,

technology and innovation platforms;

and

• Contribute to a vibrant national

innovation system.

corporaTe challenges

leadership team

The resignation of the President of

the NRF at the end of 2008 left a

The NRF will provide cutting-edge research, technology and innovation platforms and contribute to a vibrant national innovation system.

critical leadership position vacant in the

management team. The NRF Board is

attending to this issue as a matter of

urgency. However, Dr Albert van Jaarsveld

is currently filling this position in an acting

capacity. Fortunately, with the appointment

of Dr Gatsha Mazithulela as Vice-

President: Research Infrastructure and

National Research Facilities, the rest of

the leadership team is now in place.

budget constraints

The global economic climate and other

national priorities have affected the funds

available for the support and promotion of

research. This is reflected in government

allocations to science and technology as a

sector, and to the NRF in particular.

Analysis of the budget allocations to the

NRF (as set out in Section A) highlights a

number of important financial realities that

have to be dealt with, including:

• Non ring-fenced funding is again below

inflation as was the case in the 2008-

2009 allocation;

• The total allocation is below inflation for

the second year running; and

• The total NRF increase is effectively

0% while inflation is anticipated to be

in the vicinity of 10% for the second

consecutive year.

A comparison of the movement in the

executive summary

6

02

46

810

1214

16

MTEF allocation Non-ringfenced CPIX

Linear (CPIX)Linear (MTEF allocation)

14,4%

13,87

%4,6

0%

6,72%

6,50%

11,9%

7,5%

5,45%

11,3

9%

-0,6%

2,80%

10%

% M

ovem

ent

2006/07 2007/08 2008/09 2009/10

Figure 1: NRF Allocation (MTEF) TrendNRF budget against the Consumer Price

Index (CPIX) for the period 2006-2007 to

2009-2010 is provided in Figure 1.

In view of the limited funding the NRF

will have to:

• Re-prioritise activities according to

available funds while attempting to meet

national and international commitments;

• Manage limited core grant allocations

through appropriate cost savings; and

• Complement core funds with contract

funds and other investments through

fundraising and marketing activities.

In addition, the NRF will have to

retain and recruit skilled employees in

an extremely competitive labour market

where skilled staff is highly mobile due to

unprecedented demand.

Towards achieVing

sTraTegic goals

In terms of the strategic goals of the NRF

the following actions need to be taken:

promote internationally

competitive research

In promoting internationally competitive

research the NRF will have to:

• Facilitateknowledgeproductionin

strategically relevant areas;

executive summary

7• Promoteinstitutionalresearchcapacity;

• Ensurethatexcellenceandquality

remain the basis for funding decisions;

• Lobbycontinuedsupportforvarious

interventions and programmes such as

Centres of Excellence (CoEs) and South

African Research Chairs Initiatives

(SARChI);

• Improvequalityandquantityofresearch

outputs at the National Research

Facilities;

• Developstrong,niche-specifictechnical

competencies at facilities to produce

high-quality instrumentation and

equipment; and

• Provideappropriateresearchinfrastruc-

ture and equipment to researchers at

Higher Education Institutions (HEIs).

grow a representative science and

technology workforce

In order to grow a representative science

and technology workforce the NRF will

aim to:

• Increasestudentbursaryvalueswhere

possible;

• Recruitseniorscientistsandengineers

to continue with current research

programmes and assist with new

projects;

• Addressthesevereshortageof

competent previously disadvantaged

researchers;

• Providehumanresourcestraininginthe

high-tech environment of the National

Research Facilities;

• Coordinateactivitiesofthescience

awareness platforms; and

• Growthenumberofpostdoctoral

fellowships and research assistant

posts, providing opportunities for young

South Africans to establish themselves

internationally.

operate world-class evaluation and

grant-making systems

The NRF will implement the proposed

changes to the evaluation and rating

system as recommended by the Review

of the rating system 2007/08 through,

for example the gradual linking of funding

with rating over the next three years as the

Focus Area programme is phased out.

The Research and Innovation Support

and Advancement (RISA) funding agency

will continue to:

• Providetheadministrationservice

for the process to evaluate and rate

the research outputs of individual

researchers;

• Facilitatetheappraisal,monitoring,

evaluation and review of internal

and external research and funding

programmes;

• Developandmaintaincost-effective,

efficient and simplified grant

management processes; and

• Promotedataretrievalandreporting

by enhancing the NRF online system

with InfoEd, in line with the national

Research Information Management

System (RIMS)/InfoEd project.

provide cutting-edge research,

technology and innovation platforms

To achieve this goal the NRF will have to:

• Recommissionthe26mdishatthe

Hartebeesthoek Radio Astronomy

Observatory (HartRAO);

• CompletetheSquareKilometreArray

(SKA) bid process;

• Dealwiththelackofadequatefunds

to upgrade ageing equipment and

infrastructure;

• Managetheimpactofageingand

obsolete equipment and infrastructure

to minimise disruptions in operations;

• Releasefundsfortheplacementofand

access to infrastructure and equipment

at HEIs; and

executive summary8• Maintainthesupportednational

database platforms at RISA.

contribute to a vibrant national

innovation system

To make this contribution, the NRF will:

• Improvemanagementandadministration

of binational and bilateral agreements;

• Engageinrelevantnationaland

international programmes, providing

researchers with world-class

opportunities and potential

collaborations with prominent

international researchers;

• Facilitatenetworkingwithinspecific

research communities;

• LaunchtheStrategicPlatforms

Collaboration Programme;

• PromotecollaborationbetweenHEIs,

National Research Facilities and

industry; and

• ClarifytheroleoftheNRF in the

National System of Innovation (NSI) in

relation to other players, such as the

Technology Innovation Agency (TIA)

and the South African National Space

Agency (SANSA).

main risks

The NRF faces the following risks:

• Increasingpressuretohonourlonger-

term commitments because of budget

limitations;

• Lossoflocalcredibilityandinternational

reputation as a result of inadequate

resources for research, research

infrastructure and research funding

support;

• Erosionofresearchandsupervisory

capacities in the system, adversely

affecting knowledge generation and

human capacity development;

• Theinabilitytoacquiremodern

technology to keep up with the latest

developments, thus slowing down

technological development and

innovation;

• Morefrequentbreakdownsarisingfrom

technical failures at National Research

Facilities; and

• Lossofkeycompetencieswithinthe

organisation and the NSI.

sTrucTure of The

2009-2012 business plan

The 2009-2012 NRF Business Plan

provides a corporate overview which briefly

outlines the history of the organisation,

its mandate, vision, mission, values and

strategic goals. It also describes the core

competencies and composition of the

public entity.

The 2009-2012 NRF Business Plan

contains the organisation’s investment

principles and provides extensive

information on the budget and cash flow.

Separate sections address the purpose

and scope, activities for 2009-2010 and

longer-term challenges (2009-2012)

of the main business units of the NRF,

namely RISA, SAASTA, the National

Research Facilities, and the Corporate

Office.

The final section sets performance

targets for 2009-2012 in the key

performance areas according to the

Balanced Scorecard approach.

10 corporate overview

The NRF has special, targeted interventions and programmes that contribute to achieving the intent of government’s NSI policies and strategies.

corporate overview

shorT hisTory of The nrf

The NRF was established through

the National Research Foundation

Act (Act No 23 of 1998), following a

system-wide review conducted for the

Department of Arts, Culture, Science

and Technology (DACST). The new entity

had to incorporate the functions of the

research funding agencies that were

previously servicing various sections of the

research community, namely the former

Centre for Science Development (CSD)

of the Human Sciences Research Council

(HSRC) and the former Foundation for

Research Development (FRD).

As an independent government agency,

the NRF promotes and supports research

in all knowledge fields. It aims to uphold

excellence in its investments in knowledge,

people and infrastructure.

National Research Foundation

Research and

Innovation Support

and Advancement

(RISA)

National

Research

Facilities

South African

Agency for Science

and Technology

Advancement

(SAASTA)

Quality

of life

Figure 2: The relationships between the NRF Vision and its composition

mandaTe of The nrf

The NRF receives its mandate from the

National Research Foundation Act (Act No

23 of 1998). According to Section 3 of

the Act, the object of the NRF is to:

promote and support research

through funding, human resource

development and the provision of

the necessary facilities in order

to facilitate

the creation of knowledge,

innovation and development in all

fields of science and technology,

including indigenous knowledge,

and thereby to contribute to

the improvement of the quality of life

of all the people of the republic.

11nrf Vision 2015

The NRF has a vision of ensuring research

excellence within a transformed research

workforce that espouses a sustainable

environment not only for the benefit of

the present generation but also for future

generations of South Africans. In short, the

NRF envisages:

• World-class research

• Transformedsociety

• Sustainableenvironment

nrf mission sTaTemenT

To contribute to the knowledge economy

in South Africa by attaining at least 1% of

global research and development (R&D)

output by 2015.

corporaTe Values

The NRF values are:

• Passion for excellence

• World-class service

• Integrity

• Respect

• People-orientation

• Accountability

sTraTegic goals

The NRF adopted the following broad

strategic goals:

• Promote internationally competitive

research as basis for a knowledge

economy;

• Grow a representative science and


• Operate world-class evaluation and

grant-making systems;

• Provide cutting-edge research,

technology and innovation platforms;

and

• Contribute to a vibrant national

innovation system.

core compeTencies of The nrf

The core competencies of the NRF are

embedded in:

• Leading-edge grant management

systems;

• World-class research evaluation and

benchmarking practices;

• State-of-the-art research platforms;

• Specialised research capacity at the

National Research Facilities;

• Strategic information accumulation and

dissemination capability;

• Capacity to catalyse local and

international science cooperation,

networks and partnerships;

• Science advancement expertise for

community engagement; and

• Science and technology management

experience.

composiTion of The nrf

The NRF has three main business units or

pillars:

• Research and Innovation Support and

Advancement (RISA);

• South African Agency for Science and

Technology Advancement (SAASTA); and

• National Research Facilities.

The NRF’s Corporate Office supports

the main business units by overseeing the

following functions:

• CorporateFinance

• CorporateHumanResourcesand

Transformation

• CorporateGovernance

• InternationalAffairs

• NewBusinessDevelopment

• InformationTechnology

clusTering of nrf

business uniTs and acTiViTies

The activities of the NRF are clustered as

follows:

research and innovation support

and advancement (risa)

RISA takes responsibility for:


• Programmes and functions largely

supported by the Parliamentary Core

Grant; and

• ProgrammesmanagedbytheNRFasa

service provider.

south african agency for science

and Technology advancement

(saasTa)

SAASTA’s main function is to stimulate

the interface between science and society

and to coordinate science and technology

(S&T) education, communication, outreach

and advancement across the business

units of the NRF.

national research facilities

The facilities are clustered in terms of the

area of knowledge production or of the

national need that is being serviced.

Astro/Space/Geosciences

• South African Astronomical Observatory

(SAAO), also responsible for managing

the Southern African Large Telescope

(SALT);

• HartebeesthoekRadioAstronomy

Observatory (HartRAO); and

• HermanusMagneticObservatory(HMO).

Biodiversity/Conservation

• South African Institute for Aquatic

Biodiversity (SAIAB);

• SouthAfricanEnvironmentalObservation

Network (SAEON), an emerging National

Research Facility; and

• NationalZoologicalGardensofSouth

Africa (NZG).

Nuclear Sciences

• iThemba Laboratory for Accelerator

Based Sciences (iThemba LABS).

releVance of

The nrf in The nsi

position of the nrf in the nsi

The White Paper on Science and

Technology Preparing for the 21st Century

(1996) outlines in broad terms the

responsibilities of the NRF in the NSI.

The NRF is mandated to fulfill a dual

function in the NSI.

In the first instance the NRF is a value-

adding intermediary agency between top-

down steering policies and strategies of

government on the one hand and research

performing institutions (mainly universities)

and researchers on the other hand. In this

function the NRF steers (through funding

and other initiatives) the system according

to strategic policies that are implemented

within the NRF’s sphere of influence

(such as the Higher Education landscape,

Science Councils and industry).

Secondly, the National Research

Facilities are research performers,

conducting and facilitating research. They

provide the infrastructure platform from

which research in areas of priority and/or

geographical advantage can be conducted.

Figure 3 on page 13 indicates the

NRF’s dual role.

The dsT 10-year innovation plan

The Department of Science and

Technology’s 10-year Innovation Plan,

titled Innovation Towards a Knowledge-

based Economy, makes it clear that the

social and economic challenges facing

South Africa need to be addressed

through economic growth that is driven

by innovation. Innovation will change the

economy from being resource-based

to knowledge-based. According to the

Innovation Plan, the pillars of a properly

functional knowledge economy are:

• The economic and institutional regime;

• Education;

• Innovation; and

13Figure 3: The South African science landscape Figure 4: The four pillars of the knowledge economy

Economic and

Institutional

Regime

Information

Infrastructure

Education

Innovation

1. Knowledge capital

2. Human capital

3. Research infrastructure

Knowledge

economy

(Adapted from Department of Science and

Technology: 2007)


• Information infrastructure.

These factors are interlinked,

interconnected and interdependent (see

figure 4 on page 13).

The Plan lists knowledge and “high-

end” human capital as key enablers of

innovation.

Knowledge capital

The NRF promotes and supports

internationally competitive research that

expands the knowledge pool in strategic

knowledge areas, such as those listed as

“Grand Challenges”.

Human capital

One of the strategic goals of the NRF

is to grow a representative science and

technology workforce in South Africa.

The NRF has a multi-pronged approach

towards achieving this goal, ranging from

science outreach to the youth, to the

development of emerging researchers

and the support of well-established

researchers. The NRF has a specific drive

to increase the number of PhDs per million

of the population in South Africa.

Research infrastructure

The NRF enables innovation by providing

cutting-edge, large scale knowledge/

research infrastructure and technology

platforms. The organisation affords

researchers the opportunity to access

the unique research infrastructure

and expertise available at the National

Research Facilities. The NRF also funds

the placement of equipment at HEIs.

The nrf and national

strategic imperatives

The NRF takes the following national

imperatives and policies into consideration

for planning purposes:

The Grand Challenges

During 2007, the DST identified the

following critical areas called “Grand

Challenges”:

• Bio-economy;

• Space Science and Technology;

• Energy security;

• Global climate change; and

• Human and social dynamics.

These have the potential to steer the

South African developmental state towards

a knowledge-based economy. The NRF is

already investing in knowledge, people and

infrastructure platforms within these fields

and will sharpen this focus in future.

The Youth into Science Strategy

In March 2007, the DST launched the

Youth into Science Strategy that, firstly,

promotes science and technology literacy

among the public in general and the youth

in particular. Secondly, it encourages

demographically representative youth with

talent and potential to pursue SET-based

careers.

Through SAASTA and the National

Research Facilities, the NRF:

• Advances public awareness of science;

• Supports science and mathematics

education;

• Develops science communication

expertise; and

• Informs learners about careers in SET.

The NRF supports the National Plan for

Competitions, Camps and Olympiads, all

of which aim to identify those who have

talent and potential from an early age,

and support them throughout the human

capacity development value chain.

The National Research and Development Strategy

The National Research and Development

Strategy (NRDS) was published in 2002.

It is a key document in government’s

human capital and transformation agenda

and highlights wealth creation and quality

15of life as important goals for the NSI. The

strategy identifies four innovation missions:

poverty reduction; key technology

platforms (including biotechnology and

information communication technology

(ICT)); advanced manufacturing; and

leveraging resource-based industries.

The NRDS stresses the need to create

“centres and networks of excellence”

in science and technology, including in

the social sciences and humanities. The

NRF is the implementing agency for

this initiative. The DST/NRF Centres of

Excellence stimulate sustained distinction

in research while simultaneously

generating highly qualified scientists.

The NRDS also refers to boosting

areas of knowledge where South Africa

has an obvious or potential geographical

advantage and/or where there is a clear

and established knowledge advantage

(R&D Strategy, 2002:52). The National

Research Facilities fit this bill perfectly.

Skills Development Strategies

Government introduced the Skills

Development Act (Act No 97 of 1998)

to address the severe shortage of skills

required to improve South Africa’s

global competitiveness. In April 2001,

the Ministries of Education and Labour

jointly launched the Human Resources

Development Strategy for South Africa,

entitled A Nation at Work for a Better Life

for All. Its key missions are to:

• Maximise the potential of people in

South Africa through them acquiring

knowledge and skills; and

• Drive productivity and competitiveness

to improve the quality of life of all South

Africans.

The DoL, together with the DoE and

the DST, has to ensure that training in

scarce skills takes place in HEIs and other

training institutions, especially in the fields

of science and technology. To deliver on

this objective, the DoL funds bursaries and

scholarships from the National Skills Fund.

The NRF manages the funds allocated for

this purpose.

Accelerated and Shared Growth Initiative for South

Africa (AsgiSA) and the Joint Initiative for Priority

Skills Acquisition (JIPSA)

AsgiSA was initiated in 2004 with the

aim to reduce the unemployment rate

from 30% to 15% by 2014; reduce

poverty from one-third to one-sixth of the

population by 2014; and to increase the

annual Gross Domestic Product (GDP)

growth rate from an average of 3% to

4,5% per annum for the period 2005 to

2009 and to 6% for the period 2010

to 2014. The greatest impediment to

AsgiSA’s public infrastructure and private

investment programmes is the shortage

of skills, including professional skills,

management skills and technical skills,

such as artisans and IT technicians.

Cabinet established JIPSA to support

AsgiSA. In 2006 JIPSA identified five

priority skills areas for immediate attention:

• High-level, world-class engineering

and planning skills for the “network

industries” namely, transport,

communications, water and energy;

• City, urban and regional planning and

engineering skills;

• Artisan and technical skills, with priority

attention to infrastructure development,

housing and energy;

• Management and planning skills in

education and health; and

• Mathematics, Science and Language

Competence in public schooling.

In support of the JIPSA initiative, the

NRF is involved in funding research

in areas of scarce skills. The NRF,

in partnership with the DST, runs

the internship programme to equip


unemployed graduates with the skills

required in the workplace.

NRF also explores some of the

solutions put forward by JIPSA to alleviate

the skills shortage, such as special training

programmes; bringing back South Africans

and Africans working outside of Africa;

and involving new immigrants where

necessary. It may also include mentoring

and overseas placement of trainees to

fast-track their development.

The South African Nanotechnology Strategy

The Nanotechnology Strategy was

launched in April 2006. Nanotechnology

comprises a wide range of technologies,

techniques and multidisciplinary research

efforts applied to a range of cross-cutting

industries and activities. These include

aerospace, manufacturing and automotive

industries; energy conversion, storage

and distribution; the hydrogen economy;

chemicals; electronics and information

processing; and biotechnology and

medicines.

Areas in the strategy which relate

directly to the mandate of the NRF are:

• Investing in final year undergraduate

and postgraduate bursaries;

• Strengthening human resources capacity

in industry in nanotechnology through

training programmes and internships;

• Encouraging interdisciplinary and inter-

institutional postgraduate programmes

in nanoscience and nanotechnology;

• Promoting collaborative R&D in

nanoscience and nanotechnology; and

• Contributing to the establishment of

strategic support networks in South

Africa and regionally.

The Nanotechnology Equipment

Programme that resides in the

NRF provides the infrastructure for

nanotechnology flagship research projects.

Although funding is limited, the NRF

will place a high resolution transmission

electron microscope (TEM) at Nelson

Mandela Metropolitan University (NMMU)

from 2009.

The Millennium Development Goals

The Millennium Development Goals (MDG)

respond to global development challenges.

The development goals are drawn from

the actions and targets contained in the

Millennium Declaration that was adopted

during the UN Millennium Summit in 2000.

The goals are:

• Goal 1: Eradicate extreme poverty and

hunger;

• Goal 2: Achieve universal primary

education;

• Goal 3: Promote gender equality and

empower women;

• Goal 4: Reduce child mortality;

• Goal 5: Improve maternal health;

• Goal 6: Combat HIV/AIDS, malaria and

other diseases;

• Goal 7: Ensure environmental

sustainability; and

• Goal 8: Develop a Global Partnership

for Development.

The first report of the Gap Task Force

of the MDG published during 2008 states

that while there has been progress on

many fronts, significant gaps remain in

the areas of aid, trade, debt relief, and

access to new technologies and affordable

essential medicines.

The NRF factors the relevance

of research applications in terms

of goals such as the MDG into its

funding decisions and its relationship-

building through bilateral and binational

agreements.

18nrf inVesTmenT principles

The NRF formulated eight principles to

guide its investment approach across

the range of its interventions, functions,

facilities and programmes:

• Competitive funding applies to all types

of funding applications.

• A balanced strategy-driven versus

demand-pull approach is followed.

• Investments are subject to rigorous

merit-based, peer reviews and rating of

the research outputs of individuals.

• The PhD continues to be a critical

systems driver.

• The NRF promotes cross-fertilisation

and rotation of expertise and talent

between itself and other entities in the

NSI.

• The NRF strives to appropriately

allocate resources throughout the

organisation for efficient delivery of

services and strategic goals.

budget and cash flow

The global economic climate and urgent national priorities have affected the funds available for the support and promotion of research.

• Core principles of fairness, transparency

and accountability apply to all

investment processes.

• Transformation is considered at all times.

budgeT

The NRF receives its resources

annually from the DST after a Medium-

Term Expenditure Framework (MTEF)

submission for science and technology to

the National Treasury.

The NRF budget allocation from the

DST for the year ending 31 March 2010 is

indicated in Table 1 on the next page.

section a

19Table 1: Abridged budgeted income statement for the year ending 31 March 2010 (including Innovation Fund and THRIP)

Budgeted 2009/10Projection

2008/09RISA iTHEMBA SAAO HartRAO SAIAB HMO SAASTA NZG SKA NRF NRFR’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000

Goverment grant 471 028 117 323 28 597 18 733 10 922 8 767 15 036 44 871 13 322 728 599 762 968

Deferred income – depreciation portion only 2 000 22 155 1 600 1 200 850 791 541 2 186 1 800 33 123 32 097

Contract income 718 344 2 000 13 200 39 8 749 7 060 20 500 – 276 651 1 046 543 1 146 153

Interest received 32 700 – 150 750 339 600 600 15 000 50 139 60 704

Internal transfers 17 750 17 349 1 090 6 400 200 1 230 – 44 019 58 470

NZG entrance fees – 18 578 – 18 578 16 888

Other income – 21 756 800 10 000 4 701 2 461 2 970 15 763 4 000 62 451 30 853

Total income 1 241 822 180 583 45 437 29 972 32 372 19 618 40 877 81 998 310 773 1 983 452 2 108 133

Salaries 103 988 87 308 33 305 11 239 12 960 9 904 11 829 53 418 26 714 350 665 327 425

Running expenses 120 058 67 975 12 132 14 095 15 200 6 958 18 736 28 580 74 018 357 752 403 828

Grants and bursaries 1 023 776 3 969 100 1 923 8 000 – 13 099 1 050 867 1 116 300

Capital expenditure 5 000 20 431 4 638 4 112 3 485 820 – 196 942 235 942 395 453

Total expenditure 1 252 822 179 683 45 437 29 972 32 372 22 270 39 385 81 998 310 773 1 994 712 2 243 006

Net budgeted unspent funds/(deficit)

for the year(11 000) 900 – – – (2 652) 1 492 – – (11 260) (134 873)

Projected unspent funds/(deficit) excl. *PRMB 11 000 (900) – – – 2 652 (1 492) – – 11 260 134 873

Budgeted unspent funds excluding *PRMB – – – – – – – – – – –

* Post Retirement Medical Benefit

20 section a

Table 2: Three-year projection of the NRF 2009/10 MTEF allocation

NRF2009/10 2010/11 2011/12

R’000 R’000 R’000

Baseline

RISA 337 021 354 821 372 314

National Research Facilities 220 168 233 378 244 347

SAASTA 14 244 15 099 15 809

Inflationary adjustment 3 913 4 786 3 055

Ring-fenced funding (Table 3) 153 254 186 229 216 248

Total 728 600 794 313 851 773

Year on year movement -0,6% 9,0% 7,2%

Table 3 sets out the ring-fenced allocation included in the NRF allocation.

Table 3: Ring-fenced allocation for 2009/10 MTEF

NRF2009/10 2010/11 2011/12R’000 R’000 R’000

Science and Technology Agreements Fund (STAF) 56 371 58 020 71 955

Centres of Excellence 44 689 47 370 49 596

Key International Science Capacity 3 885 4 118 4 312

Southern African Large Telescope (SALT) 5 600 6 000 6 282

High Energy Stereoscopic System (HESS) 266 284 295

South African Environmental Observation Network (SAEON) 15 000 17 000 18 799

Innovation Honours Bursaries/Scholarships 1 571 24 066 34 257

Square Kilometre Array (SKA) 13 322 14 121 14 785

Wildlife Biological Resource Centre (WBRC) 1 800 2 000 2 094

South African Biosystematics Initiative (SABI) 3 250 3 250 3 403

Human Capacity Development Research Chairs 7 500 10 000 10 470

Total 153 254 186 229 216 248

21Table 4: NRF sources of funding for the year ending 31 March 2009/10

NRF

Actual

2007/08

R’000

Projection

2008/09

R’000

Budget

2009/10

R’000

RISA DST RISA core grant and ring-fenced 407 641 505 440 456 028

DST Innovation Fund 256 795 139 499 152 295

the dti THRIP 144 967 161 982 169 978

DoL Scarce Skills Development Fund 38 809 44 233 15 000

RISA contracts and other 111 811 486 422 433 521

SAASTA SAASTA MTEF 13 134 13 922 15 036

SAASTA contracts and other 22 009 34 543 25 841

National Research Facilities iThemba MTEF 103 732 110 796 117 323

iThemba contracts and other 42 323 59 235 63 260

SAAO MTEF 25 122 26 479 28 597

SAAO contracts and other 17 314 24 764 16 840

HartRAO MTEF (incl. SKA) 28 456 26 645 32 055

HartRAO contracts and other (incl. SKA) 130 650 305 454 308 690

SAIAB MTEF 9 595 10 113 10 922

SAIAB contracts and others 14 061 21 422 21 450

HMO MTEF 6 754 8 112 8 767

HMO contracts and others 7 527 12 043 10 852

NZG MTEF 44 406 46 461 44 871

NZG contracts and others 43 900 55 571 37 127

SAEON SAEON MTEF 11 972 15 000 15 000

SAEON contracts and others 29 – –

Summary Total NRF Science Vote Funding 650 812 762 968 728 599

Contracts and others 830 195 1 345 168 1 254 854

Total funding 1 481 007 2 108 136 1 983 453

Figure 3: Comparison of sources of funding

2008 2009 2010

Contract and other Ring-fenced grant from DSTCore grant from DST

R m

illio

n

0

500

1 000

1 500

2 000

830

495

156

1 345

179

566584

163

1 255

22 section a

Income Statement

Category 2009/10 R’000

2010/11 R’000

2011/12 R’000

Government grant 728 599 794 313 851 773

Contract income 1 046 543 1 394 661 1 260 091

Interest received 50 139 20 000 22 000

Other income (sales and transfers) 136 308 69 078 67 621

Total income 1 961 589 2 278 052 2 201 485 Deferred income (202 305) (437 978) (241 530)

Net income 1 759 284 1 840 074 1 959 955 Salaries 350 665 393 196 412 099

Running expenses 357 752 386 793 424 077

Grants and bursaries 1 050 867 1 060 085 1 123 779

Total expenditure 1 759 284 1 840 074 1 959 955 Net unspent funds/(deficit) for the year – 0 0

Balance Sheet Property, plant and equipment 794 766 1 232 744 1 474 274

Inventory 3 500 3 500 4 000

Receivables 300 000 350 000 375 000

Cash and investments 430 000 400 000 350 000

Total assets 1 528 266 1 986 244 2 203 274 Accumulated funds 70 558 77 558 85 558

Post-retirement medical liability 99 612 102 580 105 431

Payables and provisions 1 358 096 1 806 106 2 012 285

Total liabilities 1 528 266 1 986 244 2 203 274

Table 5: Abridged Financial Statements 2009/10 to 2011/12

Cash Flow Statement

Category 2009/10 R’000

2010/11 R’000

2011/12 R’000

Cash flow from operating activities 375 326 890 373 486 627

Cash flow from investing activities (224 412) (482 395) (295 097)

Cash flow from financing activities (191 444) (437 978) (241 530)Net increase/(decrease) in cash and cash equivalents

(40 530) (30 000) (50 000)

24 section b

purpose and scope

RISA promotes and supports research

and research capacity in all fields of

research and technology. This is achieved

through investing on a competitive basis in

research, people and infrastructure.

sources of funding

RISA disburses funding from various

sources, including:

• Funds allocated to the NRF via the

Parliamentary Science Vote (core grant);

and

• Funds received from government

departments, for example:

– Department of Science and

Technology (DST);

– Department of Labour (DoL);

– Department of Trade and Industry

(the dti); and

– Department of Environmental Affairs

and Tourism (DEAT).

These ring-fenced and contract funds

are disbursed according to strict criteria

laid down by the respective sponsors.

inVesTmenT areas

RISA has identified seven broad

investment areas. They are listed in

Table 6 together with an indication of the

RISA is the funding agency that translates government strategies into funding offerings and development programmes for the benefit of institutions and researchers.

research and innovation support and advancementproportion of the total NRF grant budget

presently set aside for each investment

area. Resources will be allocated

according to the priorities set in the NRF

strategy. Investments are therefore driven

by strategy and not simply by demand.

Table 6: RISA’s seven investment areas

NRF CoreContract and Ring-fenced

Total

Investment area R’000 % R’000 % R’000 %

Established researchers (SARChI and incentive funding for rated researchers)

29 900 11 337 071 36 366 971 30

Human capital development (Thuthuka; research niche areas; free-standing support and support for unrated researchers)

102 338 37 87 000 9 189 338 16

Strategic knowledge fields (many varied opportunities; and CoE) 11 300 14 111 892 12 123 192 10

Applied and Industrial Research and Innovation; and THRIP 250 0 160 000 17 160 250 13

Strategic platforms (equipment; flagship projects; and programmes directed by the NRF)

14 300 5 112 500 12 126 800 10

International initiatives (including bilateral and binational agreements) 5 964 2 120 800 13 126 764 10

Community engagement research 1 300 0 – 0 1 300 0

Focus area programmes (existing commitments) 113 969 41 – 0 113 969 9

279 321 100 929 263 100 1 208 584 100

25Table 7: Current major funding opportunities managed by the NRF

Preliminary Call Schedule for 2009 2008 2009 2010

Investment area Funding Programme Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

Established researchers

South African Research Chairs Initiative (SARChI) 2010 X

Incentive funding for rated researchers - for newly rated researchers 2010 X

Human and Institutional Capacity Development (HICD) and unrated researchers

* Thuthuka 2010 X

* Research Niche Areas 2010 X

Competitive Support for Unrated Scientists 2010 X

Royal Society No call expected

NRF/DoL/SABI Master’s and Doctoral (subject to DoL funding) 2010 X

Disabled (M, D)* 2010 X

Postdoc #1 2009 X

Postdoc # 2* 2010 X

NRF/DAAD (Deutscher Akademischer Austrauschdi-enst) for Master’s and Doctoral 2010 X

Honours Block Grant 2010 X

Master Block Grant 2010 X

Strategic knowledge fields

Centres of Excellence (CoE) of Department of Environmental Affairs and Tourism (DEAT) 2009 X

(POSSIBLE) CoE call for DST 2009 X

Blue Skies 2010 X

* Marine and Coastal Management (MCM) 2010 X

* South African Biosystematics Initiative (SABI) 2010 X

* Society, Ecosystems and Change (SEAChange) 2010 X

South African National Antarctic Programme (SANAP) – closed call – date pending approval by DST 2010 X

African Origins Project (AOP) No call expected

African Coelacanth Ecosystems Programme (ACEP) No call expected

Applied & industrial research & innovation THRIP 2010 X

26 section b

Table 7: Current major funding opportunities managed by the NRF (continued)

Preliminary Call Schedule for 2009 2008 2009 2010

Investment Area Funding Programme Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

Strategic platforms

Research Infrastructure Support Programme (equipment) 2009 X

Research and Innovation Reward Programme 2009 X

Competitive support for collaborative research with National Research Facilities 2010 X

Nanotechnology Flagships Programme No call expected

Knowledge Interchange and Collaboration (KIC) Open call - applications received at any time

Synchrotron/Mobility Grants No call expected

International initiatives

Binationals (SA) It is difficult to plan these calls as they depend on international partners

Bilaterals (NRF) It is difficult to plan these calls as they depend on international partners

Key International Science Capacity (KISC) 2009 X

Community engagement research Community engagement research 2010 X

Individual evaluation and rating 2009 X

Key• Shaded bars represent call periods.• The year in the shaded bar refers to the funding year. * = If funding is made available X = Expected date for announcing results

27bursaries and scholarships

Due to funding constraints the bursaries and scholarships for

2009/10 will remain as follows:

free-standing scholarships and fellowships

Prestigious and Equity Scholarships (full-time study/research only)

Honours/BTech (final year) – block grant R15 000 p.a.

Master’s degree – block grant R33 000 p.a.

Doctoral degree (in South Africa) R55 000 p.a.

Doctoral degree (abroad) US$12 000 p.a.

Postdoctoral Fellowship (in South Africa) R90 000 p.a.

Postdoctoral Fellowship (abroad) US$16 500 p.a.

Once-off travel grant during tenure of

Master’s, Doctoral, Postdoctoral award R5 000

Department of Labour Scarce Skills Development Fund and scholarships for

students with disabilities

Honours (full-time) – block grant R30 000 p.a.

Master’s (full-time) R50 000

Doctoral (full-time) R75 000

Postdoctoral R100 000

Disabled students qualify for a further R15 000 for assistive

devices on request.

Innovation Scholarships

Honours Fellowship: Bursary – block grant R 35 000 p.a.

Master’s Fellowship: Bursary – block grant R 60 000 p.a.

Postdoctoral Fellowship:

Stipend R150 000

Contribution towards running expenses R 30 000

Total R180 000

grantholder-linked bursaries

Focus Area Programmes, Thuthuka and Research Niche Areas, and the new

programmes, eg, Blue Skies, and Competitive Support for Unrated Scientists

Student Assistantships Annual amount

Final year undergraduate (full-time) R 8 000

Honours/BTech (full-time) R15 000

Bursaries and Fellowships

Master’s degree (full-time) R30 000

Master’s degree (part-time) R10 000

Doctoral degree (full-time) R45 000

Doctoral degree (part-time) R12 000

Postdoctoral (pro-rata per month) R80 000

South African National Antarctic Programme (SANAP) and African Origins

Project (AOP)


Final year undergraduate (full-time) R8 000


Bursaries & Fellowships


Master’s degree (part-time) R10 000


Doctoral degree (part-time) R12 000


South African Research Chairs Initiative (SARChI)

No part-time bursaries are awarded.

28 section b



Bursaries & Fellowships




grantholder-linked staff development grant (bursary)

The value of these awards is R25 000.

risa programmes and

acTiViTies

This section provides a short overview

of the programmes offered by RISA

in support of the research community

according to the NRF strategic goals.

promote internationally


Knowledge Field Development

The broad aim of Knowledge Field

Development (KFD) is to facilitate the

creation of new knowledge and research

capacity within the context of national

research and developmental challenges.

This is achieved by pushing back the

frontiers of existing knowledge and

expertise, and developing new fields

of knowledge and associated research

capacity.

KFD achieves these goals by:

• Investigating, mapping and analysing

research interests and trends within and

across disciplines and knowledge fields;

• Promoting active interaction between

researchers within and across

disciplines and knowledge fields;

• Strengtheningscientificand

professional organisations in the South

African research community; and

• Refiningandredefiningresearchcalls

in view of the above developmental

interventions.

grow a representative science and

technology workforce in south africa

Human and Institutional Capacity Development

Human and Institutional Capacity

Development (HICD) develops institutional

research capabilities and the appropriate

human capital at HEIs. Five HICD

programmes support the development

of researchers across the spectrum from

pre-doctoral to emerging and established

NRF-rated researchers.

The programmes aim to:

• Increase the number of qualified

South Africans for critical positions in

academia, and in the public and the

private sectors;

• Providesupportforhonours,Master’s,

doctoral and postdoctoral level training

of researchers by providing bursaries,

scholarships and fellowships;

• Supportinternshipsforunemployed

Science, Engineering and Technology

(SET) graduates;

29• Supportdirectedfundingand

interventions through the Thuthuka/

University Partnership Programme. The

programme assists university academic

staff to advance their academic

credentials and develop black and

female researchers and researchers

with disabilities;

• Develop institutional research capacity

through establishing Research Niche

Areas (RNAs) at universities in

partnership with the institutions;

• Providecompetitivefundingforunrated

researchers not receiving any NRF core

research grants; and

• Support all categories of NRF-rated

researchers with rating-linked core

grants.

Scarce Skills Development Fund

The Scarce Skills Development

Fund (SSDF) aims to accelerate the

development of the scarce, high-level

human resources needed in areas that

are critical as drivers for economic

development in South Africa.

The NRF has been the implementing

agency for the SSDF on behalf of the

DoL and DoE since 2002. The target

groups are honours, Master’s and doctoral

students and postdoctoral researchers.

Persons with disabilities, female and black

students are specifically targeted.

Technology and Human Resources for Industry

Programme (THRIP)

THRIP is a partnership programme funded

by the dti and managed by the NRF.

It aims to improve the competitiveness

of South African industry by developing

technology and highly skilled human

resources. Through THRIP, on a cost-

sharing basis with industry, government

helps to create long-term partnerships

between HEIs and industry. These

combine industry’s need to find solutions

to identified technological problems

with the need to produce highly skilled

researchers and technology managers.

THRIP’s objectives are to:

• Promote increased interaction among

researchers and technology managers in

industry, HEIs and Science, Engineering

and Technology Institutions (SETIs),

with the aim of developing skills for the

commercial exploitation of science and

technology (S&T);

• Encourageindustryandgovernmentto

increase their investment in research,

technology development, diffusion and

the promotion of innovation;

• Promoteincreasedcollaboration

between large and small enterprises,

HEIs and SETIs by conducting research

and development activities leading to

technology transfer and product or

process development; and

• Promotelarge(thematic)collaborative

research and development projects in

the dti priority areas.

operate world-class evaluation and

grant-making systems

Monitoring and Evaluation

The Monitoring and Evaluation (M&E)

division of the directorate for Knowledge

Management and Evaluation is responsible

for:

• Facilitating the appraisal, monitoring,

evaluation and reviews of internal

and external programmes and their

processes and benchmarking research

performance; and

• Providingtheadministrationforthe

evaluation and assessment services

to appraise and evaluate the research

outputs of individual researchers.

The purpose of M&E is achieved through:

• Usinginternationalbestpractice

30 section b

in monitoring and evaluation and

continuously review and improve the

integrity and validity of processes;

• Consultingwiththestakeholder

community; and

• Implementingproposedchangestothe

evaluation and rating system as recom-

mended by the Review of the rating

system 2007/08, such as the relinking of

rating with funding by the NRF.

Grants Management and Systems Administration

The Grants Management and Systems

Administration (GMSA) Directorate

implements grant management in

partnership with and on behalf of the

funding directorates of RISA, namely

Knowledge Fields Development (KFD),

International Science Liaison (ISL), Human

and Institutional Capacity Development

(HICD) and Applied and Industrial

Research and Innovation (AIRI). Grant

management can broadly be divided into

pre- and post-award activities.

GMSA aims to:

• Developandmaintaincost-effective,

efficient grant management processes;

• Simplifybusinessprocessesand

interfaces;

• ImprovetheITsystemscriticaltoGMSA

Choose strategy

and set criteria

Make call

Screen

applications

Assess and review

applications

Make

recommendations

Monitor progress

Funding

decisions

Monitor progress

Financial

management

Communicate

decisions

GMSA RISA Programme GMSA

Pre-award Award Post-award

Figure 5: Grant Management Process

business; and

• Simplifydataretrievalandreporting.

The NRF online and Phoenix systems are

critical to the efficacy of GMSA. The long-

term vision is to replace the NRF online

system with InfoEd, in line with the RIMS/

InfoEd project.

provide cutting-edge research,


Strategic Platforms Programme

The Strategic Platforms Programme (SPP)

supports research and innovation through:

• Developingenablinginfrastructure,

including state-of-the-art research

equipment and national facilities;

• Providingaccesstoresearchequipment

and facilities through mobility and

research grants;

• Supportingresearchprojectsinstrategic

areas; and

• Developingspecialisedtechnical

expertise for knowledge generation

within existing and developing strategic

platforms.

31National Research Facilities

The SPP will incentivise researchers at the

National Research Facilities to produce

quality research publications. This will

take the form of a monetary award in line

with the publication funding formula for

researchers at HEIs.

Researchers from the HEIs will, in

turn, have greater access to specialised

equipment through collaborative grants

allowing them to undertake research at a

National Research Facility.

Infrastructure and equipment

The NRF, in partnership with the DST,

supports the following:

• NationalEquipmentProgramme;

• NationalNanotechnologyEquipment

Programme; and

• NanotechnologyFlagshipsProjects

(NFP) to establish state-of-the-art

research platforms.

The purpose of the infrastructure and

equipment initiatives is to:

• Provideinfrastructureforresearchca-

pacity development, mainly postgraduate

student training and staff development;

• Createalong-rangeplanningculture

around research equipment;

• Promote,throughtheplacementof

research equipment, the development of

research collaboration; and

• Supportandpromotenational,regional

and institutional research priorities.

Mobility grants

Mobility grants for local and international

travel enable researchers and students to

access research equipment not available

to them at their home institution or region.

The programme aims to ensure optimal

utilisation of state-of-the-art research

equipment through promoting accessibility,

networking and the availability of trained

researchers, operators and technical

personnel for diagnosis and maintenance

of the equipment.

informaTion resources and

serVices (irs)

IRS as a division of the Knowledge

Management and Evaluation Directorate,

provides a national platform for and access

to information and data on research. IRS

operates on open access principles. It

enhances international collaboration and

contributes to the advancement of science

by providing data to the NSI.

IRS achieves its objectives through:

• Beingcustodianof,andimplementing,

knowledge management processes and

principles primarily within the NRF and

generally in the wider NSI context;

• Providinginformationmanagement,

services and advice;

• Providingaplatformforsharing,learning

and transfer of knowledge for external

Communities of Practice, including the

South African Network of Skills Abroad

(SANSA) infrastructure and networking

facility;

• ManagingtheNEXUSDatabase

System; and

• Takingtheleadnationallyin

implementing a leading-edge research,

technology and innovation platform

RISA’s objective is to ensure appropriately qualified people and high-level infrastructure to produce the knowledge that makes South Africa a global competitor.

32 section b

through projects such as the Carnegie/

NRF Digitisation and Preservation

project, the National Network of Data

and Information Curation Centres

(NeDICC), World Data Systems (WDS),

and the National Electronic Theses and

Dissertation (NETD) project.

contribute to a vibrant national

innovation system

Science and Technology Agreements Fund (STAF)

Within government, the DST is

custodian of advancing international

science cooperation, agreements and

memberships. The DST assigns the NRF

as the implementing agency for these

Science and Technology Agreements and

memberships. The NRF is drawn into the

process at a relatively early stage to:

• DeveloptheScienceandTechnology

Cooperation Agreements;

• Drafttheprogrammeofcooperation

which generally details modalities,

criteria, priorities and conditions; and

• Negotiatefundinglevels.

Science and Technology Agreements

develop scientific relations

between research communities of

intergovernmental signatories and

establish long-term, sustainable scientific

cooperation and networks. The main

purpose of cooperative research

is to support projects of scientific

excellence by promoting the exchange of

researchers and stimulating interaction

between scientific communities.

Emphasis is placed on training. The

agreements also encourage the inclusion

of PhD students and the exchange of

postdoctoral fellows within approved

projects.

The NRF may enter into cooperation

agreements with counterpart

organisations, independent of the

overarching intergovernmental

agreements.

Membership of international science

bodies provides South African scientists

access to knowledge, data and networking

opportunities.

challenges: 2009-2012

RISA faces the following challenges over

the next four years:

• Raiseadditionalfundstocomplement

funding allocations received via DST;

• Managecontractsefficientlyandcost-

effectively;

• Increasestudentbursaryvalueswhere

possible;

• ContinuesupportforCoEsandSARChI;

• LaunchtheStrategicPlatforms

Collaboration Programme;

• Establishproperinternalandexternal

information systems through the

Research Information Management

Systems (RIMS) and appropriate

business information systems; and

• Improvemanagementandadministration

of binational and bilateral agreements.

34 section c

focus and infrasTrucTure

The objective of SAASTA is to expand

the public awareness of and the human

resource capacity for science. SAASTA

achieves this by exposing people to

the wonders of science and informing

them about the relevance of SET in their

everyday lives. SAASTA pursues its goals

through:

• Science engagement – offering

opportunities to learners, educators

and the public to engage with science

and its applications through exhibitions,

science shows and hands-on

experiences;

• Science platforms – providing multi-

user science advancement platforms in

collaboration with the National Research

Facilities, a network of science centres,

higher education institutions and

Science Councils;

• Science education – curriculum

support and materials development

for educators and learners mainly in

mathematics and science; and

• Science communication –

publicising South Africa’s SET

achievements.

south african agency for science and technology advancement

SAASTA provides the infrastructure and competency platform to spread the message about science to learners, educators and the public.

saasTa as science

adVancemenT plaTform

SAASTA occupies two sites, namely the

Didacta Building in Pretoria that serves as

its headquarters and the Observatory in

Johannesburg.

The Didacta Building includes a fully

fitted workshop where exhibitions are

built. The Johannesburg Observatory can

host exhibitions on engineering, optics,

astronomy, astrophysics and space

science. Learning facilities include the

infinity room, telescopes and the TRAC

laboratory.

The Johannesburg Observatory also

has the following resources available

for learners, educators and the public:

forensic science laboratories; a computer

laboratory; a library; several telescopes; 19

exhibits in the form of interactive hands-

on models; and travelling exhibits such as

SciQuest and StarLab.

35acTiViTies: 2009-2010

Among others, SAASTA will present SET

awareness campaigns; role modelling

campaigns, science camps, the National

Science Olympiad; the National Science

Week; and primary science days for

schools, educators and learners. Internally,

SAASTA will create stronger links with

other NRF business units.


Depending on the availability of funds,

the following long-term challenges will be

addressed:

• DevelopingtheJohannesburg

Observatory site in line with the phased

approach;

• Expandingthereachofcurrent

successful interventions;

• Improvingthesciencecommunication

division through national cross-sectoral

collaboration to drive a central science

communication service; and

• Expandingthefundingforresearch

on science education and community

engagement research.

SAASTA exposes people to the wonders of science, making them aware of how relevant science, engineering and technology are for their everyday lives.

37definiTion and clusTering

According to the White Paper on Science

and Technology (1996), an institution

qualifies as a National Research Facility

when it has:

• AuniquepositioninSouthAfrican

knowledge production;

• Coretechnologies,researchmethods

or data pools/collections that live up to

international standards;

• Goalsthatarealignedwiththeoverall

objectives of the NSI;

• Criticalmassofequipment,skillsand

users;

• Potentialfornetworkingandattracting

international collaborators; and

• Opportunitiesforhumanresource

development, with special efforts to

involve researchers from formerly

disadvantaged communities.

The education and training focus of the

facilities enrich and empower individuals to

function as productive knowledge workers.

In alignment to the science missions

identified in the National Research and

Development Strategy (NRDS) of August

2002, the seven National Research

Facilities are clustered into three broad

categories according to their areas of

specialisation:

The National Research Facilities provide “big science” platforms to researchers and research institutions. Thanks to these national assets, South Africa is an international role player in strategically important research areas.

national research facilities

astro/space/geosciences

• TheSouthAfricanAstronomical

Observatory (SAAO) performs

fundamental research in astronomy

and astrophysics at a national and

international level. SAAO is the National

Research Facility for optical and

infrared astronomy. It is also responsible

for managing the operations of the

Southern African Large Telescope

(SALT).

• HartebeesthoekRadioAstronomy

Observatory (HartRAO) was established

as the national facility for radio

astronomy research in South Africa.

Today its primary function is to support

research in radio astronomy, space

geodesy and spin-off functions.

• HermanusMagneticObservatory

(HMO) is part of a worldwide network

of magnetic observatories that monitor

and model variations of the Earth’s

magnetic field. HMO’s activities include

fundamental and applied space physics

research and it provides geomagnetic

field-related services on a commercial

basis.

biodiversity/conservation

• TheSouthAfricanInstituteforAquatic

section d

National Research Facilities

SAIAB

NZG

SAEON

HartRAO

SAAO

HMO

iThemba LABS

Figure 6: Structure of the National Research Facilities

Nuclear

SciencesAstro/Space/Geosciences Biodiversity/Conservation

38 section d

Biodiversity (SAIAB) serves as a

research hub for aquatic biodiversity

in southern Africa. It houses and

develops the National Fish Collection

and associated resource collections as

research tools and sources of aquatic

biodiversity data. It also generates

knowledge through interactive and

collaborative scientific research, and

disseminates scientific knowledge at

all levels.

• TheSouthAfricanEnvironmental

Observation Network (SAEON) is

an emerging research facility that

establishes and maintains nodes

(environmental observatories,

field stations or sites) linked by an

information management network.

These nodes serve as research

and education platforms for long-

term studies of ecosystems that

will incrementally advance our

understanding of ecosystems and our

ability to detect, predict and react to

environmental change.

• TheNationalZoologicalGardensof

South Africa (NZG) is the facility for

research in terrestrial biodiversity. The

NZG houses one of the largest animal

collections in the world, operates three

breeding centres and has approximately

8 000 hectares available at different

locations for its various activities.

nuclear sciences

• iThembaLaboratoryforAccelerator

Based Sciences (iThemba

LABS) provides advanced, viable,

multidisciplinary facilities for training,

research and services in the fields of

sub-atomic nuclear science and applied

radiation medicine.

generic acTiViTies

The National Research Facilities (within

the limitations of their budgets) provide

the infrastructure required to generate

and support internationally competitive

research. The facilities have the mandate

to:

• Ensureaccesstostate-of-the-art

infrastructure;

• Improvethequalityandquantityof

research outputs;

• Coordinateandmanagelarge

international projects;

• Providehumanresourcestrainingin

a high-tech environment by providing

lectures, student supervision and

experiential training in collaboration with

heis;

• Usemultidisciplinaryandmulti-

39institutional programmes as platforms

for the training and education of

students;

• Developstrongnichetechnical

competencies to produce high-quality

instrumentation and equipment;

• Growscientificandtechnical

collaborations with HEIs locally; and

• Buildsustainableinternational

collaborations (particularly in Africa) and

enhance the science and technology

profile of South Africa internationally.

As science awareness platforms, the

national research facilities strive to:

• Improvethescientificandtechnological

literacy and awareness of South

Africans;

• Encourageinclusionofscienceand

technology content in educational

programmes and curriculum activities;

• Hostregularscience-relatedactivities

and national events, such as national

science week and national quiz

activities;

• Runeducatorworkshopsforimproving

understanding and delivery of science

concepts; and

• Presentsummerandwinterschoolsto

prospective postgraduate students.

The education and training focus of the National Research Facilities enrich and empower individuals to function as productive knowledge workers in society.


The challenges facing the National

Research Facilities are interrelated. The

essential elements for a successful

platform are adequate capital, sufficient

and effective human resources and

leading-edge infrastructure.

In terms of four of the five strategic

goals of the NRF, the National Research

Facilities have to deal with the following

challenges:

goal: promote internationally


• Improvequalityandquantityofresearch

outputs; and

• Provideessentialengineeringsupportto

user groups internally and externally.

goal: grow a representative science

and technology workforce




projects;

• Addressthesevereshortageof

competent, previously disadvantaged

researchers;

• Recruitandretainskilledemployees

within an extremely competitive labour

market where black staff are in high

demand and very mobile;

• Coordinateactivitiesasscience

awareness platforms;

• Growtrainingcapacityoffacilities;and

• Expandthenumberofpostdoctoral

fellowships and research assistant

posts to provide opportunities for young

South Africans to establish themselves

internationally.

goal: provide cutting-edge research,


• Dealwiththelackofadequatefunds

40 section d

to upgrade ageing equipment and

infrastructure;

• Manageageingandobsoleteequipment

and infrastructure to minimise

disruptions in operations;

• Acquirethenecessarybreadthand

depth of state-of-the-art equipment to

meet commitments and mandates; and

• Maintaintheinfrastructuretokeepup

with advancing technology.

goal: contribute to a vibrant national

innovation system

• Engageinrelevantnationaland

international programmes to

provide researchers with world-

class opportunities and potential

collaborations with prominent

international researchers;

• Embracetheconceptofbeinga

local and global hub that facilitates

and utilises the interaction between

all parties participating in a specific

research community network;

• ClarifytheroleoftheNRFintheNSIin

relation to other players such as the:

– South African National Biodiversity

Institute (SANBI);

– South African National Antarctic

Programme (SANAP);

– African Centre for Climate and Earth

System Science (ACCESS); and

– South African National Space

Agency (SANSA). A number of

crucial competencies and capabilities

envisaged for the new Space Agency

are already embodied within the three

national facilities that form the Astro/

Space/Geosciences cluster;

• Reprioritiseactivitiesinlinewith

available funding; and

• Meetnationalandinternational

commitments.

Risks facing the National Research

Facilities include:

• Lackoflocalcredibilityandlossof

international reputation as a result of

inadequate resources for infrastructure

repairs and replacements and key

projects;

• Aninabilitytoacquiremodern

technology to keep up with the latest

developments thus slowing down

technological development and

innovation;

• Morefrequentbreakdownsarisingfrom

technical failures; and

• Lossofkeycompetencies.

research focus and

infrasTrucTure plaTform

SAAO is the National Research Facility

for optical and infrared astronomy, with

headquarters in Cape Town. The research

telescopes are located 360km away

outside Sutherland in the Northern Cape,

where they explore the dark clear skies

from the observing plateau.

SAAO is responsible for managing the

operations of the 10m-class Southern

African Large Telescope (SALT) on

behalf of an international consortium.

South Africa is the leading partner with

approximately 33% shareholding. Other

partners include the USA, Germany, India,

Poland, the United Kingdom and New

Zealand.

SALT is the largest single telescope

in the southern hemisphere, and

is equipped with state-of-the-art

imaging, spectroscopic and polarimetric

instruments. Although very similar to the

Hobby-Eberly Telescope (HET) in Texas,

SALT has a redesigned optical system,

providing greater throughput, larger field-

of-view and improved image quality.

SAAO also operates the existing suite

of small telescopes at Sutherland, which

include:

south african astronomical observatory

SAAO’s research telescopes raise awareness of the

universe in which we live.

By promoting astronomy and astrophysics, the South African Astronomical Observatory (SAAO) raises South Africans’ awareness of the universe in which we live and its importance as a driver of fundamental science.

41

42 section d

• the0,5mand0,75mtelescopes

redeployed for public outreach and

student training; and

• the1,9mand1mtelescopesused

for competitive research projects,

and to support SALT’s operations

by complementary imaging and

photometric calibration observations.

SAAO also hosts a half-dozen

international specialist telescopes which

conduct infrared surveys, searches for

exoplanets and near-Earth asteroids, and

oscillations on the Sun. The majority of

these facilities are robotic.

acTiViTies: 2009-2010

In support of four of the NRF’s five

strategic goals, SAAO plans the following

activities:



• GenerateanarchiveofprocessedSALT

data and implement its subsequent

distribution;

• Providetheacademiccommunitywith

access to SAAO facilities and SALT

expertise; and

• Provideaccesstointernational

databases through an African Virtual

Observatory (VO) and educate users in

the use of VO tools.



• SupporttheNationalAstrophysicsand

Space Science Programme (NASSP).

This flagship training programme in

astronomy is run by a consortium of nine

South African universities and three

National Research Facilities to enable

South Africans to maximise their share

of time on SALT, HESS (High-Energy

Stereoscopic System) and the new

facilities for radio astronomy (such as

KAT, MeerKAT and SKA);

• Redesignandre-establishthestrategy

to encourage PhD graduates as

part of the Astronomy Geographical

Advantages Programme (AGAP);

• RuntheSALTCollateralBenefits

Programme with specific emphasis on

the International Year of Astronomy

2009 (IYA2009) through networks

and partnerships to stimulate “training

trainers”; and

• Createawarenessoftheeconomic

benefits of science to the Northern

Cape through astro-tourism.



• OperateSALTonbehalfoftheSALT

international partnership;

• Developandtransfercorecompetencies

in electronic, optical and mechanical

high-precision design and manufacture

as well as expertise in charge-coupled

device (CCD) engineering; and

• IntegrateSALTandthesmalltelescope

operations.


innovation system

• AdvancetheAstronomyGeographical

Advantages Programme (AGAP)

strategy to provide a holistic long-term

plan for optical, radio and gamma-ray

astronomy;

• HosttheSpaceSecretariatoftheinter-

departmental National Working Group

on Space Science and Technology;

• Provideleadershipregardingthe

scientific component of the South

African Space Agency;

• SupporttheestablishmentoftheAfrican

Institute of Space Science (AISS)

through the Space Secretariat that will

drive initiatives to set up networks for

AISS;

43• PromoteastronomyinAfricabyhosting

research visits and representing the

International Astronomical Union in visits

to African countries;

• EnsureSouthAfricanparticipationin

the next two International Astronautical

Congresses to build capacity to organise

the 62nd International Astronautical

Congress in Cape Town in 2011 for

which South Africa won the bid in 2008;

and

• Consolidatecapabilitiesinspace-

related activities in the Western Cape by

establishing an interdisciplinary platform.


SAAO faces the following challenges in


• WorktowardsaSutherland-CTfast

data link for (near) real-time processing

of SALT data, transforming it into

immediately scientifically valuable

material. This link will also reduce data

bulk;

• LinkSALTasaremotesoftware-driven

facility into the International Virtual

Observatory – a global development

that will enhance the provision of

fully reduced online archival data for

scientific use;

• Coordinate(throughAISS)international

support for regional and African

space science and technology around

largescale facilities such as SALT,

HESS, SKA, KAT, Sumbandila-SAT

and the proposed African Resource

Monitoring Constellation.

44 section d

research focus and


Hartebeesthoek Radio Astronomy

Observatory (HartRAO) provides access

to a 26m diameter radio telescope that

is used for research in radio astronomy,

astrometry and space geodesy.

The 48-year-old radio telescope is

available as a stand-alone, independent

instrument, or in global networks of radio

telescopes using the very long baseline

interferometry (VLBI) technique. VLBI

provides high-resolution astronomical

measurements as well as measurements

of the Earth’s crustal dynamics.

HartRAO occupies an unique

geographical position in VLBI. It forms

part of the European VLBI network

and operates with the American Very

Long Baseline Array and the Southern

Hemisphere Long Baseline Array in

collaboration with Australian telescopes.

The high angular resolution obtained by

these arrays allow them to function as true

state-of-the-art research platforms.

Astronomy activities are based on

detecting electromagnetic radiation

from celestial objects. As part of this

multi-wavelength discipline, the Radio

Astronomy programme utilises the 26m

radio telescope to conduct research on

radio-emitting astronomical objects, using

Research in radio astronomy and geodesy find application in a range of human activities, from monitoring the technical construction of bridges and dams to monitoring natural phenomena, such as volcanoes and earthquake hazards.

hartebeesthoek radio astronomy observatory

HartRAO’s research in radio astronomy and geodesy help

detect and monitor changes in natural phenomena.

45the techniques of Continuum Radiometry,

Spectroscopy, Pulsar Timing and VLBI.

Space geodesy uses the radio telescope

in an inverse sense. Instead of investigating

the properties of radio sources in the sky,

selected point-like sources are used as

precisely located beacons in the sky to

facilitate the study of the Earth and its

crustal motions. This technique is used

to develop and maintain the International

Celestial Reference Frame (ICRF) used

by astronomers to locate objects precisely,

and the International Terrestrial Reference

Frame (ITRF) for accurately locating

positions on Earth. A Satellite Laser

Ranger (SLR) and a Global Positioning

System (GPS) network also form part of

the infrastructure platform of the Space

Geodesy Programme.

HartRAO is one of only five permanent

fundamental space geodesy stations in the

world and participates in:

• geodeticVLBI,throughtheInternational

VLBI Service (IVS);

• satellitelaserranging(SLR),through

the International Laser Ranging Service

(ILRS); and

• theGlobalPositioningSystem(GPS),

through the International GPS Service

(IGS).

Data products from these services are

available to the international community.


In support of three of the NRF’s five

strategic goals, HartRAO plans the

following activities:



• Provideteachingandstudent

supervision at the University of the

Witwatersrand, the University of Pretoria

and UNISA;

• Increasethenumberofradio

46 section d

astronomers in South Africa to be

recruited into the facility programmes

through, for example, the NASSP

programme;

• Developawarenessatdisadvantaged

HEIs of the work of the facility to

encourage secondment of staff to the

facility; and

• Conductscienceoutreachactivitiesin

collaboration with the SKA outreach

programme.



• Repairthe26mantennawhichhas

a broken bearing on its main axis, or

acquire a new 25m class telescope;

• Complete/continuethefirst-phase

development (KAT-7) of the MeerKAT

interferometer array;

• DeveloptheSouthAfricanSquare

Kilometre Array (SKA) Pathfinder

telescope array, MeerKAT, which is the

South African SKA demonstrator;

• Hostandtestthefirstprototype

antenna for MeerKAT and advise the

MeerKAT project team;

• Adaptthe15mXperimental

Development Model (XDM) telescope

demonstrator for the Karoo Array

Telescope (KAT) to carry out geodetic

VLBI in partial replacement of the failed

26m telescope;

• Developandtestantennaeand

equipment for measuring the reflector

surface profile of the KAT-7 antennas

by microwave holography;

• Refurbishmentandrelocatetothe

Karoo the 7,6m antenna (donated by

Telkom) for the international C-Bass

(C-band all sky survey) programme;

• Developanewandmorepowerfullaser

ranging system based on a larger (1m)

optical telescope; and

• ExtendthegeodesyGPSnetworkby

placing receivers in different parts of

Africa.


innovation system

• ParticipateintheSouthAfricanRadio

Astronomy initiative to bid for the SKA;

• Playaleadingroleindefiningthe

MeerKAT scientific programme and in

setting up an International Scientific and

Engineering Advisory Group; and

• Recruitandtrainoperationstechnical

staff for the first-phase development

(KAT-7) of the MeerKAT interferometer

array for later deployment on-site in the

Karoo.


HartRAO faces the following challenges in


• DefineoperationalroleinKAT-7andthe

build-up to MeerKAT;

• Defineoperationalresponsibilityofthe

MeerKAT array on completion; and




projects.

47

HMO focuses on the physical Earth system, from core to

space, and its research plays an important role in naviga-

tion and air traffic safety.Geomagnetic field models provide

information for navigation to the South

African National Defence Force (SANDF)

during peace-keeping missions in Africa.

The information is also used by agencies

responsible for air traffic safety at national

airports.

Ionospheric characterisation

benefits users of High Frequency (HF)

communications, such as the military,

navy and aviation industries. In addition,

communication via the ionosphere plays a

crucial role in disaster management.

research focus and


HMO conducts research in the Earth’s

geomagnetism, atmosphere, ionosphere,

plasmasphere, and magnetosphere. The

HMO’s unique focus on the physical

Earth system from the core to space

makes a crucial contribution to the South

African Earth Observation Strategy

(SAEOS) and the South African space

programme. Through its geographically

wide and multi-function observational

network, the HMO contributes Earth and

hermanus magnetic observatory

Hermanus Magnetic Observatory (HMO) plays a very important role in understanding the physical universe and the physical earth system, and has numerous practical benefits.

48 section d

space data to various global networks,

including International Real-time Magnetic

Observatory Network (INTERMAGNET),

Digital Ionogram DataBase (DIDBase),

Super Dual Auroral Radar Network

(SuperDARN), and the World Wide

Lightning Location Network (WWLLN).

HMO is also the space weather Regional

Warning Centre (RWC) for Africa under

the International Space Environment

Service (ISES).

HMO conducts observations and

simulates the variations of the Earth

and space environments using a wide

network of instruments around the

southern African region and as far south

as Antarctica. These instruments include

fluxgate and Overhauser magnetometers,

digital pulse ionosondes, ionospheric

scintillation monitors, an HF radar as well

as narrowband and wideband Very Low

Frequency (VLF) receivers. The HMO also

offers technological services to public

and commercial clients in the defence

and aerospace sectors. State-of-the-art

equipment and infrastructure for this

purpose include a non-magnetic, wide

temperature climatic chamber, a large

(2,5m) three axis Helmholtz coil, magnetic

shielding chamber, an HMO-invented

magnetic test bench, DQ declinometers

and two 4T30 theodolites. The HMO also

has a science centre with exhibits that

stimulate an interest in science among

learners.



strategic goals, HMO plans the following

activities:



• TakepartintwoDSTGrandChallenges,

namely Space Science and Global

Change. This will be accomplished

through HMO’s participation in the

space science programme of the

South African National Space Agency

(SANSA) as well as in the South African

Earth Observation Strategy (SAEOS).

Both of these link South Africa to

strategic international initiatives, such

as Global Earth Observation System of

Systems (GEOSS);

• Conductcutting-edgemonitoring,

simulation and research in

geomagnetism as well as atmospheric,

ionospheric, magnetospheric, and

theoretical plasma physics;

• Distributequalitydatatoglobal

networks and international agencies,

such as the World Data Centres (WDC)

in Kyoto, Japan, and Boulder, USA;

• Conductintensivevalidation,analysis,

interpretation and publication of

International Polar Year (2007-09)

results;

• Collectanddistributehigh-quality

ionospheric data that is important for

communication; and

• IncreaseHMO’sground-based

infrastructure to maximise use of current

and future space missions.



• Increasethenumberofstudents

from historically disadvantaged

backgrounds;

• IncreasenationalusageoftheHMO

through establishing partnerships

with two historically black universities

that have been identified as strategic

partners;

• UsetheHMOScienceCentreto

expose learners (primarily from rural

and township schools) to basic space

science and technology and its

application in everyday life; and

49• StartasupplementaryGrade12support

programme.



• Design,developandoperatesecondary

space science research payloads under

the SANSA space science programme;

• Providegeomagneticdataandmodels

for SANDF usage, navigation and

mineral exploration;

• Providespaceweatherproductsand

services to, among others, SANSA,

communication and navigation

companies and Eskom;

• Providemagnetometer-basedsatellite

navigation technology similar to that

done for two SA micro-satellites

(SUNSAT and SumbandilaSAT);

• Provideelectricandmagneticsignature

management, de-perming and cathodic

(rust) protection to the South African

Navy (SAN); and

• Providenavigationsystemsupport

services and integration to the SA

Air Force (SAAF) and private aviation

companies.


innovation system

HMO has a well-defined niche area

within the NSI which focuses on the

Earth system from the core to space.

Taken together with the work done by the

astronomical facilities and the Council

for Geosciences, this work provides a

seamless perspective of the universe.


HMO faces the following challenges in the

next four years:

• ObtainfundsfortheIhlabathi:Core

to Space project. The central theme

of Ihlabathi is the rapid change in the

geomagnetic field in the vicinity of

South Africa;

• AssisttheSouthAfricanNational

Antarctic Programme (SANAP) that

is experiencing problems with ageing

equipment and the scaling down of

the programme due to the retirement

of eminent scientists and the lack of

obvious successors;

• Consolidatetechnicalservicesin

navigation, signature management,

magnetometer system integration and

cathodic protection, especially also for

the South African Navy System Support

Centre (SSC) in Simon’s Town; and

• Commencewithestablishingthe

International Space Environment Service

(ISES) space weather Regional Warning

Centre (RWC) for Africa.

50 section d

research focus and


The South African Institute for Aquatic

Biodiversity (SAIAB)’s research scope

spans aquatic biodiversity from genes

to ecosystems. Disciplines include

systematics and taxonomy; phylogenetics

and phylogeography; ecology; physical

and biological oceanography; marine

palaeo-climates; remote sensing; coastal

biodiversity; conservation planning;

environmental education; and deepwater

biodiversity. The geographical focus of

projects extends with declining priority

from South Africa through southern Africa

to the African continent.

The specialised research facilities

at SAIAB include a molecular (DNA)

preparation laboratory, an X-ray unit and a

state-of-the-art micro-otolith preparation

laboratory. The National Fish Collection

is housed in a controlled-environment

providing 1 835m2 mobile shelving and

216m2 fixed shelving for large tanks.

Back-up support includes a separate

ultra-cold storage tissue biobank and

preparation room; a bulk inflammable

liquid storage chamber with automated

preservative mixing and delivery;

specialised specimen preservation

SAIAB’s research into aquatic biodiversity ensures that

precious marine resources are revitalised.

Biodiversity ensures that life on Earth endures and forms the basis of essential life-renewing processes that a living planet and humanity require.

south african institute for aquatic biodiversity

51laboratories and glass storage; and an

isolated dermestarium for the preparation

of vertebrate skeletal specimens.

A collection management centre for

servicing the off-site collection facility

provides three sorting benches and

space for up to 12 visiting scientists

simultaneously.

SAIAB manages and stores the leading

African aquatic research library (Margaret

Smith Library).

It also hosts the SAEON Elwandle Node

for long-term monitoring and research on

coastal and inshore marine ecosystems.

The Node provides long-term monitoring

and research sites and data sets as well as

an outboard-driven marine research boat.

In 2009 the marine flagship programme,

the African Coelacanth Ecosystem

Programme (ACEP), will have a 13m

catamaran research vessel and a Remote

Operating Vehicle (ROV) (an underwater

observation instrument) capable of diving

to 300m depth. ACEP also provides

access to the Marine and Coastal

Management (MCM) ROV, Algoa, for

research cruises and for the Agulhas

Somali Currents Large Marine Ecosystem

Programme (ASCLME).



strategic goals, SAIAB plans the following

activities:



• Undertakeprojectsprovidingdata

relevant to African and especially

southern African situations;

• HosttheSAEONElwandleNodeand

the ASCLME management office;

• DrivetheACEPprogramme;and

• Provide,throughACEP,theSouth

African commitment to the international

ASCLME, funded by the Global

Environmental Facility (GEF).



• ContinuewiththepostdoctoralandDST

internship programmes;

• Introduceaninternshipprogrammefor

black South African researchers;

• EncourageSAIABresearcherstoapply

for an NRF rating;

• Renovatethefacilitytoaccommodate

short- and medium-term visiting

researchers, students and interns;

• Continuewithprojectssuchas“Bright

Sparks” for identifying black researchers

from impoverished, under-resourced

rural schools;

• PresenttheBiosystematicsWinter

School to postgraduate students; and

• ExposeGrade10learnerstoscience

careers through a guided tour to the

Western Cape or Gauteng.



• AcquiretheROVandadedicated13m

research vessel;

• ReplacetheoutdatedX-raysystem

with a fully mobile system, including

an integrated CR-reader providing

instant image access linked to the

internal Local Area Network (LAN) and

workstations;

• RefurbishtheSAIABbuildingforthe

new collection management centre,

technical workshop and scientific

equipment stores;

• Completerenovationsforthenew

library;

• Provideaworkingenvironmentand

facilities for the ASCLME management

team;

• IntensifydevelopmentoftheDNAtissue

bank; and

52 section d

• TakeresponsibilityforITaccording

to the broadband provision of Tertiary

Education Network (TENET)/South

African National Research Network

(SANReN).


innovation system

• Continuetoworkwithnational

institutions, such as SAEON, SANBI,

CSIR, HEIs, museums, Bayworld, the

Oceanographic Research Institute (ORI)

and the NRF Centre of Excellence for

Invasion Biology (CIB);

• Remaindirectlyinvolvedwithmajor

international initiatives, such as the

International Union for Conservation of

Nature (IUCN) Pan African assessment

of freshwater aquatic biodiversity, the

International Barcode of Life (provides

the co-Chairs for the African regional

Fish Barcode of Life (FishBOL)), the

MUGIL project (Main uses of the

Grey Mullet as Indicators of Littoral

Environmental Changes) and the Ocean

Tracking Network;

• Conductfreshwaterfishsurveysofthe

Kwanza River to train Angolan scientists

in aquatic biodiversity in partnership with

INIP in Luanda, Angola; and

• Maintainlargermulti-institutional

research projects.


SAIAB faces the following challenges in


• Provideresearchleadershiptothe

marine community through the ACEP

and the ASCLME partnership;

• Manageanddisseminateknowledge

generated in SAIAB by establishing a

bioinformatics centre and system; and

• Developessentialmoderncollection

and research infrastructure/support

resources, such as a tissue biobank,

X-ray facilities and an IT network.

53

SAEON’s nodes facilitate long-term research to help us

understand ecosystems and enhance our ability to detect,

predict and react to environmental change.

The South African Environmental

Observation Network (SAEON) links

existing and new environmental research

and monitoring programmes. This is

achieved through its research and

monitoring platforms and programmes.

research focus and


SAEON consists of six operational units

and a coordinating unit or national office.

The operating units are geographically

dispersed environmental observatories

(field stations and research sites)

covering diverse landscapes, coastal

areas, and off-shore marine environments

in South Africa. The observatories

are officially known as nodes. These

nodes run and facilitate long-term

research and monitoring programmes,

and environmental science education

programmes. They are linked by an

information management system, and their

activities are coordinated by the national

office in Pretoria.

Table 8 on page 54 describes the six

SAEON nodes.

The overall research programme aims

Knowledge of ecosystems and environmental change contributes to environmental policies and management plans to counter climate change and to ensure a productive and quality environment.

south african environmental observation network

54 section d

to distinguish between anthropogenic and

natural change, and the relations between

social change and ecosystem change.

SAEON draws on research

competencies in hydrology, water quality,

eco-physiology, soil sciences, conservation

biology, botany, zoology, marine sciences,

limnology, climatology and meteorology,

fresh water ecology, human ecology,

environmental information systems,

palaeo-ecology, biogeography, pollution

and environmental modelling.

Research facilities available at the

nodes include field-based apparatus for

assessing and monitoring flora, fauna,

soil and the atmosphere. There are also

laboratories for conducting bio-physical

and chemical tests on environmental

phenomena. Other facilities include

hardware and software for data

processing, generating data products for

stakeholders, and data archiving.

SAEON provides a shared spatial data

portal in collaboration with the CSIR.



strategic goals, SAEON plans the




• Reviewcorescienceplan;

• Facilitatereliableenvironmental

research that informs decision-making

for improved quality of life by acquiring,

processing, archiving, supplying and

using long-term environmental data; and

• Increasethenumberofcooperation

agreements with South African

universities and the Science Councils

that have internationally recognised

research performance credentials.



• Provideaccesstoavailabledatato

researchers from Science Councils,

postdoctoral fellows, academics and

students locally and internationally;

• SupporttheGraduateStudents’

Network;

• ParticipateintheDSTinternship

programme; and

• Runaneducatorsupportprogramme

and related outreach activities.



• Coordinateandsupportnodes,research

sites, equipment, infrastructure and

information management systems;

• Archiveandmakeaccessiblelong-term

environmental data for extrapolation and

large-scale interpretation;

• ParticipateintheInternationalLong-

Term Ecological Research (ILTER), the

Environmental Long-Term Observatories

Table 8: Basic facts on the SAEON nodes

Name of node Eco-region Location of node offices Host organisationArid* Arid and semi-arid Kimberley South African National ParksEgagasini Marine off-shore Cape Town Marine and Coastal ManagementElwandle Coastal and marine in-shore Grahamstown SAIABFynbos Cape Floral Kingdom Cape Town South African National Biodiversity InstituteGrasslands* Grassland, forests & wetlands Pietermaritzburg Ezemvelo Kwazulu-Natal WildlifeNdlovu Savannah Phalaborwa South African National Parks

* indicates interim names

55of Southern Africa (ELTOSA), ASCLME,

ACEP and SANAP programmmes and

organisations;

• Facilitatenetworkingthroughthe

stakeholder relations portfolio; and

• Providefinancialsupporttodata

centres, including the South African

Data Centre for Oceanography

(SADCO) and the African Ocean

Biogeographic Information System

(AFROBIS).


innovation system

• Growcapacitybyattractingpostdoctoral

fellows;

• Contributetothedevelopmentand

implementation of the Global Change

Science Plan for South Africa;

• Participateinnationalscience

communication programmes; and

• Publishmaterialonenvironmental

change in South Africa for decision- and

policymakers.


SAEON faces the following challenges in


• Establishcohesionbetweenfragmented

environmental research activities;

• PromoteLong-termEcologicalResearch

(LTER) as opposed to small-scale, short-

term studies;

• Improvecost-effectivenessby

expanding the scope of research

programmes over space (eco-regions

and covering terrestrial, atmospheric

and oceanic systems) and time (longer

periods) and improving quality of data;

• Establishinnovativeinformationmanage-

ment systems through IT platforms; and

• ContributetotheSouthAfricanEarth

Observation Strategy (SAEOS).

section d56

research focus and


The NZG provides a facility for research,

training and science advancement. To this

end, it manages an animal collection of

more than 10 000 specimens and 600

species in four Biodiversity Conservation

Centres (BBCs) in Gauteng, Limpopo and

North West, covering a total area of almost

8 000 hectares.

NZG research focuses on conservation,

especially on ex-situ care of Africa’s

wildlife and in-situ conservation of

biodiversity in general. Important research

areas include conservation/biodiversity

and conservation medicine.

The NZG provides the following

infrastructure and collections:

• TheCentreforConservationScience

researches the conservation of species

and their habitats. The research covers

the interface between in-situ and ex-situ

research, sustainable wildlife population

management and scientific services

provision to the wildlife conservation

system locally and globally.

• TheCentreforConservationMedicine

and Research explores the interface

between wildlife, domestic animal and

human health on the one hand, and

NZG research focuses on conserving Africa’s wildlife and

biodiversity in general.

national zoological gardens of south africa

The National Zoological Gardens of South Africa (NZG) aims to foster a generation that respects nature, and is aware of and engaged with biodiversity, conservation and environmental sustainability.

57the health of ecosystems on the other.

Its activities include clinical services

for the animal collection programme;

veterinary science research for species

conservation; wildlife disease monitoring

and surveillance (bio-security), with

some focus on zoonotic disease; and

reproductive physiology/biology for

managing the genetic integrity in animal

collections and breeding.

• ThePublicInterfaceResearch

Programme undertakes visitor and

audience research. The programme will

be housed within the NZG Academy

Framework, which integrates staff

development and learning opportunities

for the public. The NZG receives

600 000 visitors annually, 60% of whom

are learners.

• TheBiomaterialsBankspecialisesin

wildlife biomaterials from the NZG’s own

animal collection and from materials

donated to the bank by stakeholders.

• NZGprovidesaccesstotheglobal

zoo and aquarium fraternity through

its membership of the Pan African

Association of Zoos and Aquaria

(PAAZAB) and the World Association of

Zoos and Aquaria (WAZA).



strategic goals, the NZG plans the




• Generateknowledgeforconservationof

species and their habitats;

section d58• Refineresearchprogrammesunderthe

new NZG strategic approach;

• Developanin-situ conservation strategy;

and

• Continuewiththeex-situ breeding

programme.



• Recruitresearchcapacitydependingon

budget;

• Improvepublicamenitiesandvisitor

offerings; and

• AdvancetheimplementationoftheNZG

Academy Framework.



• LaunchtheCentreforConservation

Science;

• Hostaninternationalseminarforfuture

planning of the work of the Centre for

Conservation Medicine;

• Establishnutritionandparasitology

laboratories; and

• Improvefacilitiesforanimalcollection.


innovation system

• AdvancetheimplementationoftheNZG

Academy Framework;

• Maintainlinkageswithconservation

agencies in Africa, such as those in

Botswana, Angola, Mozambique, Malawi,

Democratic Republic of the Congo, Ivory

Coast, Nigeria and Algeria; and

• Consolidatecollaborativearrangements.


The NZG faces the following challenges in


• Obtainfundingtoreplenishtheanimal

collection and execute infrastructure

upgrades;

• Acquirespecialistcapacityinaquarium

management, veterinary nursing,

landscaping, curriculum development,

science writing, engineering, marketing

and finance;

• Installanewgatemanagementsystem;

and

• Adheretozooandaquariumindustry

standards, relevant accreditation and

legal requirements.

59

research focus and


iThemba LABS provides highly specialised

facilities and skilled scientific and technical

personnel for research, development and

training in pure and applied sub-atomic

sciences and associated technologies.

The latter includes fundamental studies

of nuclear phenomena; applications of

ion beams in materials research; the

production of radionuclides; radiation

biology and particle therapy; medical

physics; atomic mass spectroscopy and

environmental isotope studies.

iThemba LABS also houses a 27-bed

hospital where cancer is treated using

proton and neutron beams.

iThemba LABS has two sites, one in

Faure (Cape Town) and the other at the

University of Witwatersrand campus in

Johannesburg, Gauteng. Infrastructure

includes:

• AvariableenergySeparatedSector

Cyclotron (SSC) which produces

high-energy particle beams (protons)

between 66 MeV and 200 MeV. The

SSC is augmented by two additional

injector cyclotrons;

• A6MVVandeGraaffAccelerator

equipped with a Nuclear Microprobe is

Worldwide, nuclear science research is growing exponentially. Training programmes at iThemba LABS are essential to grow the skills required to build a successful economy.

ithemba laboratory for accelerator based sciences

iThemba LABS is a world leader in nuclear science and it

is continuously looking to develop new radiopharmaceuti-

cal products.

60 section d

used primarily for materials and biological

research, and is supplemented by an

X-ray Diffractometer (XRD) unit as well

as an Atomic Force Microscope (AFM);

• A6MVTandemAcceleratorlocated

in Gauteng, which is intended for

Accelerator Mass Spectrometry that is

under development;

• SpecialisedParticleTherapyfacilities,

such as the Neutron Gantry for the

treatment of cancer;

• Productionfacilitiestomanufacture

radionuclides for both the local nuclear

medicine community and the export

market (hot cells, targetry stations, clean

rooms); and

• Specialiseddetectorsandspectrometers

for use in experiments in nuclear physics.



strategic goals, iThemba LABS plans the




• Substantiallyimprovethequalityand

quantity of research outputs;

• Promoteinternationalscientificresearch

in materials and nuclear sciences by

implementing peer-reviewed five-year

research plans;

• Initiateandsupportresearchincellular

and clinical radiobiology and medical

physics, and develop research plans in

these fields; and

• Developandproducenew

radiopharmaceutical products.



• Increasethedrivefortrainingand

transformation at postgraduate level.

Two hundred postgraduates are

currently using the facility for higher

degrees;

• StrengthencollaborationwithHEIs;

• Runinnovativestaffdevelopment

programmes to cope with the diversity

of responsibilities required to operate

the facility; and

• Recruitandretainskilledemployees

within an extremely competitive labour

market in which the black skilled labour

force is highly sought after and mobile.

goal: providing cutting-edge

research, technology and innovation

platforms

• Completethefeasibilitystudyforthe

proposed iThemba Particle Therapy

Centre (iTPTC) in terms of Treasury

regulations;

• EnhancethecurrentParticleTherapy

Programme to support the objectives of

the iTPTC;

• CommissiontheElectronCyclotron

Resonance (ECR) Ion Source donated

by the Hahn-Meitner Institute in

Germany;

• UpgradetheIT,electronicsand

instrumentation capacity;

• Expandcapacitytoproduceandmarket

accelerator-produced radionuclides to

meet demand and provide production

flexibility; and

• Developandimplementaworld-

class Accelerator Mass Spectrometry

facility using the Tandem Van de

Graaff accelerator at iThemba LABS

(Gauteng).


innovation system

• Continuecollaborationswiththe

Nuclear Energy Corporation of South

Africa (NECSA);

• Continuebilateralagreementswith

Hungary, Germany, Russia, Algeria,

South Korea, among others; and

61• DeveloptheSouthAfrican/Conceil

Européen pour la Recherche Nucléaire

(CERN) collaborations on the

assumption that funding will be available.


iThemba LABS faces the following

challenges in the next four years:

• Implementthefive-yearresearch

and service programmes in materials,

sub-atomic sciences and radiation

biology within a restricted funding

environment;

• Optimisetheoperationsanduseofthe

facility;

• Managetheimpactofageingand

obsolete equipment and infrastructure

to minimise disruptions in operations;

• LaunchiThembaParticleTherapy

Centre (iTPTC); and

• Positionthefacilitytorespondtothe

sub-atomic technology needs of the

next 10 years.

iThemba LABS houses a 27-bed hospital where cancer is treated using proton and neutron beams.

63purpose and scope

The NRF Corporate Office provides

support across the organisation to all

business units. The office includes the

Corporate Secretary; Corporate Finance;

Corporate Governance; Corporate Human

Resources; International Affairs; and New

Business Development.

The Corporate Secretary, Finance,

Governance and Human Resources

provide support to the NRF Board

and maintain effective, efficient and

transparent finance, human resources and

corporate governance systems.


corporate finance

During 2009-2010 Corporate Finance

intends to:

• Monitorandcontaincostswithinthe

MTEF allocation;

• Overseefundswithinrestrictedlineitem

flexibility and the demands on core funds;

• Managechangingbusinessneedsby

increasingly entering into contracts on

behalf of the NRF;

• Re-evaluatefundingoptionsforthe

Post-retirement Medical Benefit liability;

• ConsolidatetheNZGPensionFundinto

the NRF Pension Fund;

nrf corporate office

Corporate services are guided by the strategy of the organisation, the needs of the business units and statutory requirements and are motivated by the desire to make the NRF an entity of excellence.

• Conductriskreviewsandimplement

mitigation measures related to large

projects and infrastructure maintenance;

and

• Complywithchangingpolicies

and frameworks, such as treasury

reporting requirements, supply chain

management, BEE codes of conduct,

risk management framework and

infrastructure reporting.

corporate human resources

During 2009-2010 Corporate Human

Resources will aim to:

• Undertakestaffdevelopmentand

training;

• Attractandretaintheappropriate

number and quality of staff;

• Ensureproductivitythrough

performance management and related

processes;

• Ensureharmoniousandstablelabour

relations;

• Takecareofstaffwell-beingthrough,for

example, implementing the Corporate

HIV/AIDS Strategy;

• Implementandimproveemployment

equity processes;

• Furtherimplementandimprovethe

succession planning process; and

• Review,developandimplementanew

competitive remuneration policy and

salary structure.

section e

64 section e

international affairs

During 2009/10 International Affairs will:

• Engagewiththeinternationalscience

community on behalf of the NRF;

• Administergovernment-to-government

agreements vis-à-vis science and

technology collaborations;

• ForminstitutionalrelationshipswithNRF

counterparts abroad;

• Accessinternationalfundingfor

science;

• Forgepurpose-driveninternational

interaction between researchers and

research institutions;

• Coordinateinternationalaffairs

organisation-wide;

• Buildlinkageswithstrategic

international bodies; and

• Providesecretarialsupportforthe

International Council for Science (ICSU).

new business development

New Business Development will grow the

financial resources that are required to

deliver on its mandate by:

• Rollingoutthefundraisingandthe

marketing strategy;

• Leveragingandfacilitatingaccess

to local and international sources of

funding for research;

• Leveragingindustryinvestment;

• Identifyingopportunitiesfor

collaboration with and service delivery to

government departments in accordance

with the NRF mandate; and

• Securingapositivecorporateimage

through corporate events management,

branding and communication.

In line with the NRF Vision 2015,

Information Technology (IT) will be

established as a corporate function. IT will

consolidate and implement the NRF-wide

IT strategy.


The Corporate Office faces the following

challenges in the next four years:

• Managethelimitedcoregrantallocation

through, among others, cost savings and

a moratorium on posts;

• Reprioritiseactivitiesaccordingto

available funds;

• Complementcorefundswithcontract

funds or other investments;

• Streamlinebusinessprocessestobest

serve the stakeholder community and

the organisation itself;

• Improvecommunicationinfrastructure;

and

• Implementaphasedapproachtowards

consolidating the Corporate Office.

66 section f

balanced scorecard

approach

In accordance with its new strategy,

Vision 2015, the NRF has adopted

five strategic goals. To systematically

measure performance against these

new strategic goals, the key performance

areas of the Balanced Scorecard are

applied. These are:

• Stakeholderperspective;

• Financialperspective;

• Organisationalperspective(business

processes and procedures);

• Organisationallearningandgrowth

perspective; and

• Humanresourcesandtransformation

perspective.

Within the Balanced Scorecard

framework a suite of Key Performance

Indicators (KPIs) and targets are set.

In view of the mandate and operations

of the NRF the stakeholder perspective

will be used to capture the essence of

its performance. The other Balanced

Scorecard perspectives are regarded

as corporate, internal NRF performance

areas that support the ability of the

organisation to fulfil its core missions and

strategic priorities.

key performance targets2009–2012

The NRF performance targets are structured according to the Balanced Scorecard perspectives. This is followed by more details on the performance targets of RISA and the National Research Facilities according to the strategic goals of the NRF.

performance measures:

work in progress

Given the new strategic goals of the NRF it

was decided to retain certain salient KPIs,

while others were formulated to measure

the new set of goals. All indicators are cur-

rently being evaluated for appropriateness

and amended where necessary. A new set

of indicators will be in place by the end of

the 2009/10 financial year.

sTrucTure of The secTion

Section F contains:

• TheNRFperformancetargetsaccording

to the Balanced Scorecard (Table 9);

• TheNRFperformancetargetsaccording

to the NRF strategic goals for:

– The NRF in its entirety (Table 10);

– RISA and SAASTA (Table 11); and

– The National Research Facilities.

The nrf’s fiVe sTraTegic goals

• Promoteinternationallycompetitive

research as basis for a knowledge

economy;

• Growarepresentativescienceand


• Providecutting-edgeresearch,

67technology and innovation platforms;

• Operateworld-classevaluationand

grant-making systems; and

• Contributetoavibrantnational

innovation system.

Target setting for these goals was based

on the assumption that no significant

budgetary increase will ensue over the

next three years. Targets have therefore

been tapered to be reasonable within the

current economic context.

Table 9: NRF Balanced Scorecard FrameworkTargets are based on the assumption of no real growth in the budget over the three-year period 2009/10-2011/12 Benchmark Target Targets

Stra

tegi

c go

alBalanced

scorecard

perspective

Indicator description 2007/08 2015 2009/10 2010/11 2011/12

R’000 or actual

number % %

Stakeholder perspectiveAverage ISI publications per NRF supported researcher across disciplines – – 5% 2% 2% 2%

Average IBSS publications per NRF supported researcher across disciplines – – 4% 2% 2% 2%

Ratio of ISI publications per NRF employed researcher to national average – – 150% 90% 92% 94%

Percentage active researchers supported by NRF (ISI active ~ 3 000) 2 054:3 000 68% 70% 68% 69% 70%

Rated researchers as % of active researchers in the country (ISI active ~ 3 000) 1 653:3 000 55% 70% 58% 60% 62%

Ratio NRF funded PhDs to total PhDs registered nationally 1 292:10 051 13% 10% 10% 10% 10%

Proportion of NRF investment in providing research platforms at National Research Facilities (excl. SKA)

367 547:1 175 067 31% 33% 32% 32% 33%

Proportion RISA investment in research equipment at Research Institutions and National Research Facilities (R’000)

31 172:800 701 4% 7% 4% 5% 6%

Proportion of RISA competitive grants investment in National Research Facilities (R’000) 11 182:625 650 2% 3% 2% 2% 2%

Proportion of investment in Science Advancement by National Research Facilities and SAASTA (R’000) (excl. SKA)

49 467:386 366 13% 13% 13% 13% 13%

Proportion of RISA expenses invested in RISA information services & platforms (R’000) 19 885:800 701 2% 3% 2% 2% 2%

Proportion investment in CAPEX (R’000) 49 570:1 175 067 4% 5% 4% 4% 4%

Proportion of RISA expenses allocated to researchers and HEIs for access to National Research Facilities and equipment (new initiative) (R’000)

– 0% 2% 2% 2% 2%

Legend Promoting internationally competitive research as basis for a knowledge economy Growing a representative science and technology workforce in South Africa

Providing cutting-edge research, technology and innovation platforms Operating world-class evaluation and grant-making systems Contributing to a vibrant national innovation system

68 section f

Table 9: NRF Balanced Scorecard Framework (continued)Targets are based on the assumption of no real growth in the budget over the three-year period 2009/10-2011/12 Benchmark Target Targets

Stra

tegi

c go

alBalanced

scorecard

perspective

Indicator description 2007/08 2015 2009/10 2010/11 2011/12

R’000 or actual

number % %

Stakeholder perspective (continued)

Proportion of RISA investment in strategic knowledge areas or initiatives (Investment in Grand Challenges and Emerging Knowledge Areas) (R’000)

4 059:800 701 1% 15% 5% 5% 7%

Proportional RISA grant investment on Social Sciences and Humanities (R’000) 175 182:625 650 28% 30% 28% 28% 28%

Percentage RISA grant investment in international initiatives to total RISA grant expenditure (R’000)

47 905:625 650 8% 9% 8% 8% 8%

Financial Ratio of contract income to total income (R’000) 545 827:1 257 858 43% 60% 45% 47% 49%

Ratio of operating expenditure to total expenditure (R’000) 255 488:1 175 067 22% 20% 20% 21% 21%

Ratio of remuneration to total expenditure (R’000) 237 541:1 175 067 20% 20% 21% 21% 20%

Ratio of IT expenditure to total expenditure (R’000) 33 165:1 175 067 3% 10% 5% 6% 7%

Percentage of total resources expensed to grants as proportion of RISA expenditure (R’000) 625 650:800 701 78% 85% 80% 80% 81%

RISA-wide grant-making allocation as % of R4 billion per annum NRF budget target (2015) (R’000)

625 650 80% 16% 16% 16%

Organisational Ratio expenditure on improving operations and policies of NRF to total expenditure – – 2% 1% 1% 2%

Standard turnaround time for rating process 8 months 6 months 8 months 7.5 months 7 months

Completion rate of applications for rating to the Evaluation Centre per annum 95% 95% 95% 95% 95%

Proportion of available grant funding disbursed by RISA (R’000) 625 650:1 076 470 58% 95% 65% 70% 75%

Proportion of rated researchers funded by NRF 904:1 653 55% 100% 60% 65% 70%

69Organisational learning and growth

Ratio training expenditure to total salary budget (R’000) 4 472:237 541 2% 2% 2% 2% 2%

Proportion of NRF staff with postgraduate qualifications (excl. SKA) 245:1 126 21% 25% 20% 21% 23%

Ratio seconded staff employed (to provide additional internal expertise) to total staff (excl. SKA) 0 0% 2% 1% 1% 1%

Proportion researchers to total staff (excl. SKA) 97:1 126 9% 15% 9% 10% 11%

Proportion of facility staff with postgraduate qualifications (excl. SKA) 127:893 14% 20% 15% 16% 17%

Staff enrolled for postgraduate qualifications (excl. SKA)Master’s 30:1 126 2,6% 3% 2,6% 2,6% 2,6%

Doctoral 18:1 126 1,6% 3% 1,6% 1,6% 1,6%

Expected research outputs by National Research Facility researchers (excl. SKA): Pilot indicatorsTo be reported on quarterly Peer-reviewed journal articles (ISI and others) – – – –

Books – – – –

Chapters in books – – – –

Keynote/plenary addresses – – – –

To be reported Articles in non-refereed/non-peer reviewed journals – – – –

on annually Technical and policy reports – – – –

Patents – – – –

Products, prototypes and artefacts – – – –

Other recognised research outputs – – – –

Human Resources and Transformation External Percentage/No. students from designated groups to be supported

3rd year/4th yearBlack 148:170 87% 87% 87% 87%

Women 95:170 56% 56% 56% 56%

BTech/HonsBlack 1 116:1 402 80% 80% 80% 80%

Women 822:1 402 59% 59% 59% 59%

Master’s Black 1 191:2 437 49% 49% 49% 49%

Women 1 296:2 437 53% 53% 53% 53%

DoctoralBlack 731:1 368 53% 53% 53% 53%

Women 677:1 368 49% 49% 49% 49%

Post-doctoralBlack 102:232 44% 44% 44% 44%

Women 77:232 33% 33% 33% 33%



70 section f

Table 9: NRF Balanced Scorecard Framework (continued)Targets are based on the assumption of no real growth in the budget over the three-year period 2009/10-2011/12 Benchmark Target Targets

Stra

tegi

c go

al

Balanced

scorecard

perspective

Indicator description

2007/08 2015 2009/10 2010/11 2011/12

R’000 or actual

number % %

Human Resources and Transformation (continued)

Percentage grantholders from designated groups Black 538:2 054 26% 50% 26% 28% 30%

Women 755:2 054 37% 60% 37% 38% 40%

Ratio rated researchers from designated groups to total rated researchers Black 245:1 653 15% 30% 17% 16% 17%

Women 405:1 653 25% 50% 25% 26% 28%Internal(excl. SKA)

Ratio black staff members to total staff 788:1 126 70% 80% 70% 71% 72%

Ratio women staff members to total staff 426:1 126 38% 47% 38% 39% 40%

Ratio staff with disabilities to total staff 12:1 126 1% 2% 1.5% 1.5% 2%

Ratio foreign nationals employed to total staff 25:1 126 2% 5% 4% 4.1% 4.5%

Ratio South African black staff in three highest employment categories 220:422 52% 60% 53% 55% 57%

Ratio South African women staff in three highest employment categories 157:422 37% 47% 39% 41% 43%

Staff turnover to total staff: below 5% 82: 1 126 7% 5% 7% 6% 5%

Compliance with Employment Equity plan – 80% 95% 90% 90% 95%



71Table 10: NRF Corporate Indicators according to the NRF strategic goalsTargets are based on the assumption of no real growth in the budget over the three-year period 2009/10-20011/12 Benchmark Target Targets Strategic goal Indicator description 2007/08 2015 2009/10 2010/11 2011/12

R’000 or actual number

% %

Promoting internationally competitive research as basis for a knowledge economy Percentage of total resources expensed to grants as proportion of RISA expenditure (R’000) 625 650:800 701 78% 85% 80% 80% 81%

RISA grant-making allocation as % of R4 billion per annum target (2015) (R’000) 625 650 16% 100% 16% 16% 16%

Average ISI publications per NRF supported researchers across disciplines – – 5% 2% 2% 2%

Average IBSS publications per NRF supported researchers across disciplines – – 4% 2% 2% 2%

Ratio average ISI publications per NRF employed researcher to national average – – 2% 2% 2% 2%

Growing a representative science and technology workforce in South AfricaPercentage active researchers supported by NRF (ISI active ~ 3 000) 2 054:3 000 68% 70% 68% 69% 70%

Rated researchers as % of active researchers in the country (ISI active ~ 3 000) 1 653:3 000 55% 70% 58% 60% 62%

Ratio rated researchers from designated groups to total rated researchers Black 245:1 653 15% 30% 17% 16% 17%

Women 405:1 653 25% 50% 25% 26% 28%

Ratio NRF funded PhDs to total PhDs registered nationally 1 292:10 051 13% 10% 10% 10% 10%

Percentage grantholders from designated groups Black 538:2 054 26% 50% 26% 28% 30%

Women 755:2 054 37% 60% 37% 38% 40%

Growing a representative science and technology workforce in South Africa: Corporate human resources and transformation (NRF internally) (excl. SKA)Ratio black staff members to total staff 788:1 126 70% 80% 70% 71% 72%



Ratio foreign nationals employed to total staff 25:1 126 2% 5% 4% 4.1% 4.5%

Ratio South African black staff in three highest employment categories 220:422 52% 60% 53% 55% 57%

Ratio South African women staff in three highest employment categories 157:422 37% 47% 39% 41% 43%

Staff turnover to total staff: below 5% 82:1 126 7% 5% 7% 6% 5%


Ratio seconded staff employed (to provide additional internal expertise) to total staff 0 0% 2% 1% 1% 1%

Ratio training expenditure to total salary budget 4 472:237 541 2% 2% 2% 2% 2%

Proportion of NRF staff with postgraduate qualifications 245:1 126 21% 25% 22% 22% 23%

72 section f

Table 10: NRF Corporate Indicators according to the NRF strategic goals (continued)Targets are based on the assumption of no real growth in the budget over the three-year period 2009/10-20011/12 Benchmark Target Targets Strategic goal Indicator description 2007/08 2015 2009/10 2010/11 2011/12


% %

Providing cutting-edge research, technology and innovation platformsProportion of NRF investment in providing research platforms at National Research Facilities (R’000) 367 547:1 175 067 31% 33% 32% 32% 33%

Proportion RISA investment in research equipment at Research Institutions and National Research Facilities (R’000)

31 172:800 701 4% 7% 4% 5% 6%

Proportion of RISA competitive grants investment in National Research Facilities (R’000) 11 182:625 650 2% 3% 2% 2% 2%

Proportion of investment in Science Advancement by National Research Facilities and SAASTA (R’000) 49 467:1 175 067 4% 13% 13% 13% 13%

Proportion of RISA expenses invested in RISA information services & platforms (R’000) 19 885:800 701 2% 3% 2% 2% 2%

Proportion investment in CAPEX (R’000) 49 570:1 175 067 4% 5% 4% 4% 4%

Proportion of RISA expenses allocated to researchers & HEIs for access to National Research Facilities & equipment (R’000)

– 0% 2% 2% 2% 2%

Operating world-class evaluation and grant-making systemsProportion of available grant funding disbursed (R’000) 625 650:1 076 470 58% 95% 65% 70% 75%

Proportion of rated researchers funded by NRF 904:1 653 55% 100% 60% 65% 70%

Ratio expenditure on improving operations and policies of NRF to total expenditure – – 2% 1% 1% 2%

Contributing to a vibrant national innovation systemRatio of contract income to total income (R’000) 545 827:1 257 858 43% 60% 45% 47% 49%

Ratio of operating expenditure to total expenditure (R’000) 255 488:1 175 067 22% 20% 20% 21% 21%

Ratio of remuneration to total expenditure (R’000) 237 541:1 175 067 20% 20% 21% 21% 20%

Ratio of IT expenditure to total expenditure (R’000) 33 165:1 175 067 3% 10% 5% 6% 7%

Proportion of RISA investment in strategic knowledge areas or initiatives (Investment in Grand Challenges and Emerging Knowledge Areas) (R’000)

4 059:800 701 1% 15% 5% 5% 7%

Proportional RISA grant investment on Social Sciences and Humanities (R’000) 175 182:625 650 28% 30% 28% 28% 28%

Percentage RISA grant investment in international initiatives to total RISA grant expenditure (R’000)

47 905:625 650 8% 9% 8% 8% 8%

73Table 11: RISA & SAASTA Indicators according to the NRF strategic goalsTargets are based on the assumption of no real growth in the budget over the three-year period 2009/10-20011/12 Benchmark TargetsStrategic goal Indicator description 2007/08 2009/10 2010/11 2011/12


%

Promoting internationally competitive research as basis for a knowledge economyExpected no. of research grants expensed to RISA grantholders 2 054 2 070 2 070 2 080

Total value of grants to be expensed by RISA (R’000) 625 650 800 000 850 000 900 000

Expected research outputs by RISA grantholders: Pilot indicatorsTo be reported on quarterly Peer-reviewed journal articles (ISI and others) – – – –

Books – – – –


Presentations and keynote/plenary addresses – – – –






Growing a representative science and technology workforce in South AfricaSAASTAInteraction with learners No. of learners reached 305 566 305 600 310 000 310 000

Interaction with educatorsNo. of educators reached

12 875 12 875 12 950 13 000

Interaction with public at largeNo. of visitors to science awareness infrastructure

4 403 4 400 5 000 5 000

No. of tertiary students reached

1 093 1 100 1 100 1 100

No. of public reached 44 454 44 500 45 000 48 000

Participation in science festivals

195 150 195 150 197 000 197 000

74 section f

Table 11: RISA & SAASTA Indicators according to the NRF strategic goals (continued)Targets are based on the assumption of no real growth in the budget over the three-year period 2009/10-20011/12 Benchmark TargetsStrategic goal Indicator description 2007/08 2009/10 2010/11 2011/12


%

RISA funding programmes for grantholders

Expected no. of grantholders to be supported by RISA (excluding Innovation Fund)

2 054 2 060 2 070 2 080

Percentage grantholders from designated groups to be supportedBlack 538:2 054 26% 30% 34% 36%

Women 755:2 054 37% 40% 44% 46%

Ratio rated researchers from designated groups to total rated researchers Black 245:1 653 15% 17% 19% 21%

Women 405:1 653 25% 27% 29% 31%

Support for students

Number of students to be supported through the RISA Scholarships and Bursaries (excluding Innovation Fund, THRIP and CoE)

3rd year/4th year 170 170 170 170

BTech/Hons 1 402 1410 1410 1410

Master’s 2 437 2440 2440 2440

Doctoral 1 368 1370 1370 1370

Postdoctoral 232 235 235 235

Percentage/no. students from designated groups to be supported

3rd year/4th yearBlack 148:170 87% 87% 87% 87%

Women 95:170 56% 56% 56% 56%

BTech/HonsBlack 1 116:1 402 80% 80% 80% 80%

Women 822:1 402 59% 59% 59% 59%

Master’s Black 1 191:2 437 49% 49% 49% 49%

Women 1 296:2 437 53% 53% 53% 53%

DoctoralBlack 731:1 368 53% 53% 53% 53%

Women 677:1 368 49% 49% 49% 49%

PostdoctoralBlack 102:232 44% 44% 44% 44%

Women 77:232 33% 40% 43% 46%

Growing a representative science and technology workforce (RISA & SAASTA internally)No. of RISA (incl. SAASTA) staff with postgraduate qualifications 53:233 22% 8% 9% 9%

RISA (incl. SAASTA) staff enrolled for higher degrees Master’s 18:233 8% 23% 24% 24%

Doctoral 6:233 2,5% 3% 3% 3%

Number of staff complying with requirements for obtaining postgraduate qualifications during FY

1:233 0,4% 0,8% 0,8% 0,8%

75Providing cutting-edge research, technology and innovation platforms

Equipment support

Proportion of RISA investment in research equipment at Research Institutions and National Research Facilities (R’000)

31 172:800 701 3,8% 4% 5% 6%

RISA research information services and platforms

Proportion of RISA expenses invested in RISA information services & platforms (R’000)

19 885:800 701 3% 3% 3% 3%

Requests received for the data sets of the South African Data Archive 90 95 100 105

Requests received to Nexus Database System 18 682 18 800 18 900 19 000

Science advancement platforms

Proportion of Capex investment for science advancement through SAASTA (R’000)

6 644:40 310 16% 16% 16% 16%

No. of science advancement products generated: Pilot indicators 21 916:40 310 54% 54% 54% 54%

Educator resources – – – –

Learner resources – – – –

Technical manuals – – – –

Exhibits – – – –

Science promotion publications

– – – –

Operating world-class evaluation and grant-making systems Evaluation systemsStandard turnaround time 8 months 6 months 8 months 7,5 Months 7 months

Completion rate of applications for rating to the Evaluation Centre per annum 95% 95% 95% 95%

Grant-making systems Proportion of available grant funding disbursed (R’000) 625 650:1 076 470 58% 65% 70% 75%

Percentage active researchers supported by NRF (ISI active ~ 3 000) 2 054:3 000 68% 68% 69% 70%

Contributing to a vibrant national innovation systemRatio contract to total income (R’000) 492 234:920 064 53% 55% 57% 59%

Ratio operating expenditure to total expenditure (R’000) 119 357:841 012 14% 14% 14% 14%

Ratio remuneration to total expenditure (R’000) 66 116:841 012 7% 7% 7% 7%

Percentage RISA grant investment in international initiatives to total RISA grant expenditure

47 905:625 650 8% 8% 8% 8%

76 section f

Table 12: Facility Indicators according to the NRF strategic goalsTargets are based on the assumption of no real growth in the budget over the three-year period 2009/10-2011/12 Benchmark TargetsStrategic goal Indicator description 2007/08 2009/10 2010/11 2011/12

R’000 or actual

number%

Promoting internationally competitive research as basis for a knowledge economyExpected research outputs by National Research Facility researchers: Pilot indicatorsTo be reported on quarterly Peer-reviewed journal articles (ISI and others) – – – –

Books – – – –


Keynote/plenary addresses – – – –






Growing a representative science and technology workforce in South Africa Science AdvancementProportion of NRF investment in providing science advancement at National Research Facilities (R’000)

27 550:346 056 8% 10% 12% 14%

Interaction with learnersNo. of learners reached

45 900 45 900 45 900 45 900

Interaction with educatorsNo. of educators reached

3 079 3 100 3 100 3 100

Interaction with public at large

Visitors to facility science awareness platforms incl. NZG

657 066 658 000 660 000 660 000

NZG 630 231 630 500 631 000 632 000

Community projects in collaboration with disadvantaged communities 7 8 8 8

77Growing a representative science and technology workforce in South Africa (continued)

Support to graduate students

Experiential training: students spending time at and participate in work of faciliites as part of their formal training

315 320 322 325

No. of research staff of facilities providing short term student training 70 70 70 70

No. of students employed through vocational holiday employment 59 253 254 62

No. of students involved in summer schools/practicals/vacation schools 251 253 254 255

Support to postgraduate studentsPostgraduate students making use of facilities for training 570 575 580 585

Students supervised by staff of facilities: Master’s and Doctoral 203 205 207 209

No. of research staff involved in supervision/co-supervision of postgraduate students 54 55 56 57

No. of postgraduate schools linked to facilities 2 3 4 4

No. of funded collaborations with institutions abroad 221 223 224 225

No. of students who complied with requirements for obtaining their postgraduate qualifications during FY 54 55 56 57

Growing a representative science and technology workforce (Facilities internally)Ratio black staff members to total staff 788:1 126 70% 80% 70% 71% 72%



Ratio South African black staff in three highest employment categories facilities 220:422 52% 60% 53% 55% 57%

Ratio South African women staff in three highest employment categories facilities 157:422 37% 47% 39% 41% 43%


Proportion researchers to total staff (excl. SKA) 97:1 126 15% 9% 10% 11%

Proportion of facility staff with postgraduate qualifications 127:893 14% 15% 16% 16,5%

Facility staff enrolled for higher degreesMaster’s 12:893 1,3% 1,3% 1,6% 1,8%

Doctoral 18: 893 1,3% 2% 2% 2%

No. of staff complying with requirements for obtaining postgraduate qualifications during FY

Master’s 5: 893 0,5% 0,5% 0,7% 0,8%

Doctoral 2: 893 0,2% 0,2% 0,3% 0,4%

No. of postdoctoral posts at facilities 14 14 15 16

No. of staff spending time (3-12 months) as visiting fellows elsewhere 25 25 25 25

No. of joint appointments co-sponsored or sponsored by other Research Institutions 10 11 11 12

78 section f

Providing cutting-edge research, technology and innovation platforms

Proportion of investment in providing research platforms at National Research Facilities (R’000)

367 547:1 175 067 31% 32% 32% 33%

Science advancement platformsProportion of Capex investment in science advancement (R’000) 25 248:334 055 8% 8% 8% 8%

No. of science advancement products generated: Pilot indicatorsEducator resources – – – –

Learner resources – – – –

Technical manuals – – – –

Exhibits – – – –

Science promotionpublications

– – – –

– – – –

Contributing to a vibrant national innovation systemRatio contract to total income (R’000) 53 953:337 794 16% 18% 20% 22%

Ratio operating expenditure to total expenditure (R’000) 136 131:334 055 41% 41% 41% 41%

Ratio remuneration to total expenditure (R’000) 171 425:334 055 51% 51% 51% 51%

79

% Percentage& and# number4T30 Theodolitesm2 Metre Squared ACCESS African Centre for Climate and Earth System

ScienceACEP African Coelacanth Ecosystems ProgrammeAFM Atomic Force MicroscopeAFROBI African Ocean Biogeographic Information

SystemAGAP Astronomy Geographical Advantages

ProgrammeAids Acquired immunodeficiency syndromeAIRI Applied and Industrial Research and InnovationAISS African Institute of Space and ScienceAMS Accelerator Mass SpectroscopyAOP African Origin ProjectARC Agriculture Research CouncilASCLME Agulhas and Somali Currents Large Marine

EcosystemAsgiSA Accelerated and Shared Growth Initiative for

South Africa BBCs Biodiversity Conservation CentresBEE Black Economic EmpowermentC-Bass C-band all-sky surveyCCD charge-coupled deviceCEO Chief Executive OfficerCERN Centre Europeenne pour la Recherche NucleaireCHE Council for Higher EducationCIB Centre of Excellence for Invasion Biology CPIX Consumer Price Index

COE Centre of ExcellenceCSD Science DevelopmentCSIR Council for Scientific and Industrial ResearchD Doctoral degreeDAAD Deutscher Akademischer AustrauschdienstDACST Department of Arts, Culture, Science and

TechnologyDEAT Department of Environmental Affairs and

TourismDIDBase Digital Ionogram DataBaseDME Department of Minerals & EnergyDNA deoxyribonucleic acidDoE Department of EducationDoH Department of HealthDoL Department of LabourDWAF Department of Water Affairs & ForestryDST Department of Science and TechnologyECR Electron Cyclotron ResonanceELTOSA Environmental Long-Term Observatories of

Southern AfricaEU European UnionFishBOL Fish Barcode of LifeFRD Foundation for Research DevelopmentGAAP Generally Accepted Accounting PracticeGEF Global Environmental Facilities GEOSS Global Earth Observation System of SystemsGMSA Grant Management and Systems AdministrationGDP Gross Domestic ProductGPS GPS Global Positioning SystemHartRAO Hartebeesthoek Radio Astronomy ObservatoryHE Higher educationHEI Higher education institution

HESA Higher Education South AfricaHESS High-energy stereoscopic systemHET Hobby-Eberly TelescopeHF High Frequency HICD Human Institutional Capacity DevelopmentHIV Human immunodeficiency virusHMO Hermanus Magnetic ObservatoryHR Human resourcesHSRC Human Sciences Research CouncilIBSS International Bibliography of the Social SciencesICRF International Celestial Reference Frame ICSU International Council for ScienceICT Information Communication TechnologyICUN International Union for Conversation of Nature IFRS International Financial Reporting StandardsIGS International GPS Service ILRS International Laser Ranging ServiceINIP Instituto National de Investigacao PesqueiraINTERMAGNET INTERnational Real-time MAGnetic observatory

NETworkIPY International Polar YearIRS Information Resources and ServicesISES International Space Environmental ServiceISI Institute for Scientific InformationISL International Science LiaisonIT Information technologyiThemba LABS iThemba Laboratory for Accelerator Based

SciencesITRF International Terrestrial Reference Frame IVS Interactive Visualisation SystemsIYA 2009 International Year of Astronomy 2009iTPTC iThemba Particle Therapy Centre

list of acronyms

80 list of acronyms

JO Johannesburg ObservatoryKAT Karoo Array TelescopeKFD Knowledge Field DevelopmentKIC Knowledge Interchange and CollaborationKISC Key International Science CapacityKPI Key Performance IndicatorLTER Long-term Ecological ResearchM Master’s degreeM&E Monitoring and evaluation MCM Marine and Coastal ManagementMDG Millennium Development GoalsMoU Memorandum of understandingMRC Medical Research CouncilMTEF Medium-term expenditure frameworkNASSP National Astrophysics and Space Science

ProgrammeNDA National Department of AgricultureNECSA Nuclear Energy Corporation of South AfricaNeDICC Network of (Digital) Data and Information

Curation CentresNETD National Electronic Thesis and Dissertation

initiativeNFP Nanotechnology Flagships ProjectsNMMU Nelson Mandela Metropolitan UniversityNo. NumberNRDS National Research and Development StrategyNRF National Research FoundationNSF National Science FoundationNSI National System of InnovationNZG National Zoological Gardens of South AfricaORI Oceanographic Research Institutep.a. per annumPAAZAB Pan African Association of Zoos and AquariaPFMA Public Finance Management ActPRMB Post Retirement Medical Benefit PhD Doctor of Philosophy

Prof ProfessorP’s P-rated researchersR RandR&D Research and developmentR’000 Rand thousandRIMS Research Information Management SystemRISA Research and Innovation Support and

Advancement Rm Rand millionRNAs Research Niche AreasRWC Regional Warning CentreS&T Science and TechnologySA South AfricaSAAO South African Astronomical ObservatorySAASTA South African Agency for Science and

Technology AdvancementSABI South African Biosystematics InitiativeSABS South African Bureau of StandardsSADA South African Data ArchivesSADCO South African Data Centre for OceanographySAEON South African Environmental Observation

NetworkSAEOS South African Earth Observation StrategySAIAB South African Institute for Aquatic BiodiversitySALT Southern African Large TelescopeSAN South African NavySANAP South African National Antarctic ProgrammeSANBI South African National Biodiversity InstituteSANSA South African Network of Skills AbroadSANSA South African National Space Agency SARCHI South African Research Chairs InitiativesSANERI South African National Energy Research

InstituteSANReN South African National Research NetworkSANS South Africa Nanotechnology StrategySEA ChangeSociety, Ecosystems and Change

SET Science, Engineering and TechnologySETIs Science, Engineering and Technology InstitutionSCC Separated Sector CyclotronSKA Square Kilometre ArraySLR Satellite Laser RangingSMME Small, medium and micro enterprisesSPP Strategic Platforms ProgrammeSSC Separated Sector CyclotronSSC Systems Support CentreSSDF Scarce Skills Development FundSTAF Science and Technology Agreements FundSuperDARN Super Dual Auroral Radar NetworkTAI Technology Achievement IndexTEM Transmission Electron MicroscopeTENETT ertiary Education Networkthe dti Department of Trade and IndustryTHRIP Technology and Human Resources for Industry

ProgrammeTIA Technology Innovation Agency UN United NationsUS$ United States DollarUSA United States of AmericaVBTS Vertical Beam Target StationVLBI Very Long Baseline InterferometryVLF Very Low FrequencyVO Virtual Observatory WAZA World Association of Zoo’s and Aquaria WBRC Wildlife Breeding Resources Centre WDC World Data CentresWDS World Data SystemsWRC Water Research CouncilWWLLN World Wide Lightning Location NetworkXDM X Display ManagerXDM Xperimental Development Mode XRD X-ray Diffractometer

81

dr alberT Van JaarsVeld: acTing presidenT: naTional research foundaTion (nrf)Vice-presidenT: research and innoVaTion supporT and adVancemenT (risa) in preToriaTel: +27 12 481-4137Fax: +27 12 349-1179Web: www.nrf.ac.za

dr gaTsha maZiThulelaVice-presidenT: research infrasTrucTure and naTional research faciliTies in preToriaTel: +27 12 481-4018Fax: +27 12 481-4009Web: www.nrf.ac.za

harTebeesThoek radio asTronomy obserVaTory (harTrao) near krugersdorpTel: +27 12 326-0742Fax: +27 12 326-0756Web: www.hartrao.ac.zaMD: Dr Roy Booth

hermanus magneTic obserVaTory (hmo) in hermanusTel: +27 28 312-1196Fax: +27 28 312-2039Web: www.hmo.ac.zaMD: Dr Sandile Malinga

iThemba laboraTory for acceleraTor based sciences (iThemba labs) near somerseT wesTTel: +27 21 843-1000Fax: +27 21 843-3525Web: www.tlabs.ac.zaMD: Dr Zeblon Vilakazi

naTional Zoological gardens of souTh africa (nZg) in preToriaTel: +27 12 328-3265Fax: +27 12 323-4540Web: www.zoo.ac.zaED: Dr Clifford Nxomani

souTh african agency for science and Technology adVancemenT (saasTa) in preToriaTel: +27 12 392-9300Fax: +27 12 320-7803Web: www.saasta.ac.zaED: Mrs Beverley Damonse

souTh african asTronomical obserVaTory (saao) in cape Town and aT suTherlandTel: +27 21-447-0025Fax: +27 21-447-3639Web: www.saao.ac.zaMD: Prof Phil Charles

souTh african enVironmenTal obserVaTion neTwork (saeon) in preToriaTel: +27 12 392-9383Fax: +27 12 392-9316Web: www.saeon.ac.zaMD: Mr Johan Pauw

souTh african insTiTuTe for aquaTic biodiVersiTy (saiab) in grahamsTownTel: +27 46-603-5800Fax: +27 46-622-2403Web: www.saiab.ac.zaMD: Prof Paul Skelton

For further information on aspects of this document, please contact: Ms Magdal Pienaar-MaraisManager: Corporate Governance Tel: +27 12 481-4070Fax: +27 12 481-4006E-mail: [email protected]

contact details

www.nrf.ac.za

nrf business plan 2009 - 2010

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