DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 1
Department of Science and Innovation
Strategic Plan2020-2025
The Strategic Plan 2020 – 2025 for the Department of Science and Innovation is compiled with the latest available
information from departmental and other sources.
Some of this information is unaudited or subject to revision.
For more information, please contact:
Strategy and Planning Department of Science and Innovation
Private Bag X894
Pretoria, 0001, South Africa
Tel.: +27 12 843 6300
Annual Performance Plans for each financial year
within the performance cycle will be published on
www.dst.gov.za.
RP203/2020
ISBN: 978-0-621-48429-8
Disclaimer:
Users may apply or process the information in this report, provided that the Department of Science and Innovation (DSI) is
acknowledged as the original source of the information, that it is specified that any application and/or analysis is the result
of the user’s independent processing of the information, and that neither the basic information nor any processed version
or application of the information is sold in any form whatsoever without prior permission from the Department of Science
and Innovation.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 20252
Table of contents
Executive Authority Statement .......................................................................................................................................................................................................3
Foreword for the OSI strategic plan for 2020-2025 ............................................................................................................................................................5
Accounting Officer Statement ........................................................................................................................................................................................................6
Official sign-off ..........................................................................................................................................................................................................................................8
PART A: OUR MANDATE ..............................................................................................................91. Constitutional mandate ..............................................................................................................................................................................................................10
2. Legislative and policy mandates ...........................................................................................................................................................................................10
3. Institutional policies and strategies over the 2020-2025 strategic planning cycle ...............................................................................12
4. Relevant court rulings ..................................................................................................................................................................................................................12
PART B: OUR STRATEGIC FOCUS ................................................................................................131. Vision, Mission and Values .........................................................................................................................................................................................................14
2. Situational analysis .........................................................................................................................................................................................................................15
3. External environmental analysis ............................................................................................................................................................................................25
4. Internal environmental analysis .............................................................................................................................................................................................27
PART C: MEASURING OUR PERFORMANCE ...............................................................................291. Explanation of planned performance over the five-year period ......................................................................................................................30
Outcome 1: A transformed, inclusive, responsive and coherent national system of innovation ..................................................33
Outcome 2: Human capabilities and skills for the economy and for development .............................................................................34
Outcome 3: Increased knowledge generation and innovation output........................................................................................................36
Outcome 4: Knowledge utilisation for economic development in (a) revitalising existing industries and (b) stimulating R&D-led industrial development. .......................................................................................................................................................38
Outcome 5: Knowledge utilisation for inclusive development ..........................................................................................................................40
Outcome 6: Innovation in support of a capable and developmental state ...............................................................................................40
2. Organisational structure .............................................................................................................................................................................................................41
3. Institutional performance information – Alignment to the 2019-2024 Medium Term Strategic Framework ......................42
4. Measuring outcomes ...................................................................................................................................................................................................................46
5. Key enablers .......................................................................................................................................................................................................................................50
(a) Inclusivity and transformation .......................................................................................................................................................................................50
(b) Increased Internationalisation .......................................................................................................................................................................................52
(c) Partnerships ...............................................................................................................................................................................................................................53
(d) An organisation that is enabled and efficient .....................................................................................................................................................54
6. Responding to the District Development Model .......................................................................................................................................................55
7. Key risks and mitigations............................................................................................................................................................................................................57
8. Public entities ....................................................................................................................................................................................................................................59
PART D: TECHNICAL INDICATOR DESCRIPTION ........................................................................61
List of abbreviations ...............................................................................................................................................................................................................................75
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 3
Executive Authority Statement
As an indication of its expanded mandate, our
Strategic Plan for the 2020-2025 financial years sees the
Department’s name changed from the Department of
Science and Technology (DST) to the Department of
Science and Innovation (DSI).
The expanded mandate is testament to the Department’s
leading role in enhancing productivity, economic growth
and societal development through science, technology
and innovation (STI).
Another indication of the Department’s positive impact
is its appointment to champion several new strategic
initiatives on behalf of the government, such as the South
African affiliate of the World Economic Forum’s Centre for
the Fourth Industrial Revolution.
We are aware that our successes take place in the
context of deep societal challenges. Poverty, inequality
and unemployment continue to plague South Africa.
However, the 2019 White Paper on Science, Technology
and Innovation, which replaces the 1996 policy document,
positions the national system of innovation well to
respond to these challenges.
It is important to understand that solutions resulting
from research and development take time. Many of the
successes of the Department and its entities have been
long in the making. For example, the Hydrogen South
Africa programme, now entering the third phase of its
implementation, was approved in 2009, and South Africa’s
role in the iconic Square Kilometre Array (SKA) radio
telescope project began many years before we were
selected to co-host the global megascience project in
2012.
Priorities identified in the Department’s previous Strategic
Plan included the SKA; human capital development,
with an emphasis on gender and racial imbalances in
the STI workforce; boosting South Africa’s investment in
research and development to 1,5% of GDP; translating the
outcomes of publicly funded research into new products
and services; and promoting STI in Africa.
In the 2020-2025 Strategic Plan, our first priority is to
expand, transform and enhance the responsiveness of the
national system of innovation. Among other things, this
will involve increasing formal partnerships and boosting
investments to support actors outside the mainstream
system.
Our second priority is maintaining and growing the
relative contribution of South African researchers to global
scientific and innovation output, through international
research and innovation partnerships.
Our third priority is to initiate and continue research and
development in emerging technology areas to improve
the sustainability and competitiveness of traditional
sectors of the economy, as well as to contribute to the
development of non-traditional South African economic
sectors.
Our fourth priority is developing both high-end skills
and technical and vocational skills, and ensuring that
these skills are absorbed into the economy. The DST will
fund postgraduates as a contribution to achieving the
National Development Plan target of 100 PhDs per million
population.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 20254
Leveraging on the Department of Higher Education and
Training’s University Capacity Development Programme,
the DSI will implement the recommendations of a study
on the many early career academics who do not have
PhDs and are not publishing research papers.
Our fifth priority will be to expand the use of scientific
knowledge in support of innovation for societal benefit.
A multi-tiered package will be developed to support
grassroots innovators in mainstreaming their innovations
through the Grassroots Innovation Programme, which is
to be scaled up in the 2020-2025 strategic planning cycle.
Over the next five years the DSI will also increase the use of
innovation to facilitate access to government programmes
and make service delivery more efficient. Last year,
Cabinet approved the District Development Model, which
is intended to improve accountability and guide strategic
investment in all 52 of the country’s municipalities. The
Department’s decision-support tools and Municipal
Innovation Maturity Index are of value in this regard.
There is also an opportunity for the DSI to strengthen its
partnership with the Municipal Infrastructure Support
Agency towards the deployment of validated appropriate
technology solutions.
During the 2020-2025 MTEF period, the Department
will undertake a budget restructuring exercise to ensure
alignment with new priorities in the planning cycle. A
sector-based budgeting approach will be adopted in line
with the first decadal plan under the White Paper. This
will require the DSI to review and assess the efficiency,
effectiveness and relevance of its investments.
Taking into account the role of STI in ensuring
environmental sustainability and driving economic
growth and competitiveness, the White Paper is clear that
STI agenda setting and budgeting should be integrated at
the highest levels of government planning. In addition, to
ensure the policy certainty needed for greater investment
in the economy, the White Paper proposes an innovation
compact across government to ensure coherence in
policies related to STI.
The Department’s 2020-2025 Strategic Plan sets out
our commitment to enabling economic growth and
development through STI over the next five years.
Dr BE Nzimande, MP
Minister of Higher Education, Science and Innovation
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 5
Our country’s commitment to searching for effective and
sustainable solutions to the challenges humankind faces
is clearly demonstrated by our dynamic and everevolving
use of science and innovation to achieve our national
development milestones.
The notion of a national system of innovation was
introduced in the 1996 White Paper on Science and
Technology, and the new development trajectory saw the
nation move forward, turning its back on the destructive
and inhumane systems of racism and apartheid, which
had restricted the development of the majority of the
citizens of South Africa for centuries.
In 1994, the democratic state inherited an ailing science
and technology system, with challenges that included
the financial consequences of terminating the apartheid
technology missions and a reduction in expenditure on
research and development as a percentage of GOP.
As a development intervention, the White Paper’s
intention was to improve the lives of all the country’s
people through science, technology and innovation,
progressively increasing economic growth and enhancing
participation in the economy.
In 2018, the government undertook a 25-year self-
assessment of its performance since the dawn of
democracy. The review focused on progress made in
building the economy, developing human resources,
building infrastructure, spatial planning, rural development
and land reform, and climate change.
In various ways, science, technology and innovation
have contributed to all six ofthese focus areas. In a broad
sense, the review found that government had significantly
improved social protection and access to essential
services. However, we have to go further in improving
equality and efficiency in service delivery and establishing
a truly capable and coherent state.
Over the Strategic Plan period, the Department of Science
and Innovation (DSI) aims to use innovation in support
of a capable and developmental state, by increasing
in the use of decision-support systems, the number of
demonstration projects that have successfully introduced
new ways of delivering services, the support of district
and metropolitan municipalities using technology-based
applications (as part of the District Development Model),
and the integration of evidence-informed if!novation in
service delivery.
While the DSI is a national department, without provincial
or local structures, its Regional Innovation Support
Programme allows the Department to contribute to the
development of the innovation ecosystem and a capable
state. A concerted effort is being made to increase the
spatial footprint of innovation support so that innovation
can enable localised socio-economic development.
Provincial growth and development strategies and local
economic development strategies will enable the DSI to
better align its innovation-support interventions with the
District Development Model.
Since service delivery is implemented at local government
level, it is necessary to pilot and deploy appropriate
technologies that can facilitate service delivery - for waste
management, water and wastewater management,
housing, sanitation and energy provision, among other
things - at this level.
Science and innovation are needed at other levels and in
other developmental areas too. As a signatory to the UN
Agenda 2030, South Africa needs science to achieve the
Sustainable Development Goals. Technology is needed
for the digital and circular economies. And science and
innovation need people with skills. Now under the
Ministry of Higher Education, Science and Innovation, the
DSI will contribute to skills development through focused
programmes that build capacity in the post-school
education system- in data science, artificial intelligence,
Earth observation, marine and environmental science,
indigenous knowledge, and many other areas.
The Department will continue to do everything in its
power to make sustainable socioeconomic development
possible.
Mr KB Manamela, MP
Deputy Minister of Higher Education, Science and Innovation
Deputy Minister’s foreword
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 20256
For the period 2014-2019, the Department’s Strategic
Plan was geared towards responding to government’s
Nine-Point Plan, which aimed, among other things,
to address the structural challenges that affected the
performance of the domestic economy and its ability
to respond to South Africa’s developmental challenges,
the creation of a growth and employment-enhancing
economic environment, transformation and the reduction
of inequality, and the development of partnerships with
business and labour, with government delivering specific
supporting interventions.
Government’s Nine-Point Plan created a unique
opportunity for the Department to make a cross-
cutting contribution and show how innovation could be
leveraged to translate many of the country’s comparative
advantages into competitive advantages, strengthening
traditional areas of focus such as mining, and growing
new areas such as the circular and green economies.
The benefits of minerals beneficiation and opportunities
for value addition in the mining sector to improve South
Africa’s balance of payments were continued through
the use of locally developed intellectual property and
local capabilities developed under various programmes
such as the manganese precursor pilot plant and the
Fluorochemicals Expansion Initiative.
Through the introduction of new technologies and
more comprehensive decision-support tools offered
through the application of space science technology and
innovation, the Department contributed to agriculture,
agroprocessing, health and the provision of water and
waste services.
The Department’s focus in the 2015-2020 Strategic Plan,
which overlapped with the first and second phases of
the implementation of the National Development Plan
(NDP), was on intensifying research and development
spending, emphasising opportunities linked to existing
industries; and laying the foundations for more intensive
improvements in productivity so that innovation could
start to become pervasive across state, business and social
sectors.
While the Department’s performance in this period
was commendable, we became aware of the need to
strengthen policy coordination and coherence across
departments, grow skilled human resources, promote an
information society and use government incentives for
innovation.
In strengthening our capacity as the Department to
give cross-cutting innovation policy leadership across
government, and in furtherance of the objectives of the
NDP, the Department also continued to implement a
number of sectoral policy instruments and institutional
mechanisms. These include the Bio-economy Strategy,
the Advanced Manufacturing Technology Strategy,
the Hydrogen and Fuel Cell Technologies Research,
Development and Innovation Strategy and the
Intellectual Property from Publicly Financed Research and
Development Act.
The new White Paper represents a significant policy shift
in that it seeks to strengthen efforts to have the whole
of government adopt an innovation approach, to instil a
culture of valuing STI, and to integrate STI into government
planning and budgeting at the highest levels.
Accounting Officer Statement
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 7
It further seeks to create an enabling and inclusive
governance environment and a more innovation-enabling
environment, to increase and transform NSI human
capabilities, to expand and transform the research system
and institutional landscape, and to increase funding and
funding efficiencies in South Africa’s NSI.
A 25-year review of government as a whole revealed
that there was a need for a stronger focus on building
the economy, developing human resources and human
capital, building infrastructure, spatial planning, rural
development and land reform, and climate change.
In response to this assessment, and building on the
Department’s progress during the 2015-2020 Strategic
Plan period, the DSI will specifically contribute to the
economic transformation, job creation, education and
skills, and health priorities of the sixth administration
during the 2020-2025 MTSF period.
There will be a focus on establishing mechanisms for
coherent government action to drive innovation across all
portfolios, for instance the Presidential STI Plenary and STI
Budget Coordination mechanism proposed in the White
Paper. The Department will further prioritise education and
skills development with a view to not only expanding and
transforming the knowledge enterprise, but also shaping
South Africa’s skills base to thrive in the Fourth Industrial
Revolution through transdisciplinary approaches and
building more technical skills for the economy.
Furthermore, to increase the impact of innovation on
economic growth, the Department is planning to expand
its efforts to modernise industries such as agriculture and
mining, as well as to aggressively target new sources of
growth such as the Fourth Industrial Revolution and
the circular economy (and the concomitant green
technologies and systems).
A particular focus will be high-tech industrialisation,
with programmes aimed at advanced manufacturing,
among other sectors. Social development will be
supported through technology for service delivery
at local government level, within the context of the
District Development Model. The use of technology and
innovation to build a capable state will also be pursued
by the Department, for instance through ICTs for big
data management to inform government planning and
decision making.
The technologies of the future will continue to form an
important focus of the Department’s programme over
the next five years, through expanded and targeted
research into areas such as artificial intelligence and
renewable energy, building a transformed, inclusive,
responsive and coherent national system of innovation,
human capabilities and skills for the economy and for
development, increased knowledge generation and
innovation output, knowledge utilisation for economic
development in revitalising existing industries, stimulating
R&D-led industrial development, knowledge utilisation for
inclusive development, and innovation in support of a
capable and developmental state.
These policy and institutional interventions are not
fundamentally different from the interventions of the
preceding MTSF period in their strategic intent and should
therefore be viewed as a progression from previous
interventions. At a macro level, these interventions
should be seen as further enablers of the realisation of the
Department’s mission of providing leadership, an enabling
environment, and resources for science, technology and
innovation in support of South Africa’s inclusive and
sustainable development.
Dr Phil Mjwara
Accounting Officer of the Department of Science and Innovation
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 20258
It is hereby certified that this Strategic Plan –
• was developed by the management of the Department of Science and Innovation under the guidance of the Minister
of Higher Education, Science and Innovation;
• considers all the relevant policies, legislation and other mandates for which the Department of Science and Innovation
is responsible;
• accurately reflects the impact, outcomes and outputs that the Department of Science and Innovation will endeavour
to achieve over the period 2020-2025.
Nombuyiselo Mokoena
DDG: Corporate Services
Mmboneni Muofhe
DDG: Technology Innovation
Daan du Toit
DDG: International Cooperation and Resources
Daniel Adams
A/DDG: Research Development and Support
Imraan Patel
DDG: Socio-economic Innovation Partnerships
Buhle Khumalo-Bokaba
Acting Head Official Responsible for Planning
Pretty Makukule
Chief Financial Officer
Phil Mjwara
Accounting Officer
Dr BE Nzimande, MP
Executive Authority
Official Sign-Off
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 9
PART A OUR MANDATE
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202510
PART A: MANDATE 1. Constitutional mandate
Not applicable
2. Legislative and policy mandates
2.1 Legislative mandates
Legislation Key responsibilities
Academy of Science of South Africa Act, 2001
Establishes the Academy of Science of South Africa to promote common ground in scientific thinking across all disciplines, including the physical, mathematical and life sciences, as well as human, social and economic sciences; to encourage and promote innovative and independent scientific thinking; to promote the optimum development of the intellectual capacity of all people; to provide effective advice and facilitate appropriate action in relation to the collective needs, opportunities and challenges of all South Africans; and to link South Africa with scientific communities of the highest levels, in particular within the Southern African Development Community, the rest of Africa and internationally.
Astronomy Geographic Advantage Act, 2007
Provides for the preservation and protection of areas in South Africa that are uniquely suited to optical and radio astronomy, and for intergovernmental cooperation and public consultation on matters concerning nationally significant astronomy advantage areas.
Human Sciences Research Council Act, 2008
Provides for the continued existence of the Human Sciences Research Council, which carries out research that generates critical and independent knowledge relative to all aspects of human and social development.
Income Tax Act, 1962 Section 11D of the Income Tax Act gives the Minister of Science and Technology authority to approve scientific and/or technological research and development (R&D) undertaken or funded in South Africa for a tax deduction on qualifying R&D expenditure. The DSI shares the responsibilities for implementing this provision, aimed at promoting private sector R&D activities in the country, with the National Treasury and the South African Revenue Service
Intellectual Property Rights from Publicly Financed Research and Development (IPR) Act, 2008
Provides for the more effective use of intellectual property emanating from publicly financed research and development (R&D), through the establishment of the National Intellectual Property Management Office (NIPMO), the Intellectual Property Fund, and offices of technology transfer at higher education institutions and science councils.
National Advisory Council on Innovation Act, 1997
Establishes the National Advisory Council on Innovation (NACI) to advise the Minister of Science and Technology and, through the Minister, the Cabinet, on the role and contribution of science, mathematics, innovation and technology in promoting and achieving national objectives.
National Research Foundation Act, 1998
Establishes the National Research Foundation (NRF) to promote basic and applied research, as well as the extension and transfer of knowledge in the various fields of science and technology.
Natural Scientific Professions Act, 2003
Establishes the South African Council for Natural Scientific Professions, and legislates the registration of professional natural scientists, natural scientists-in-training, natural science technologists, and natural science technologists-in-training.
Protection, Promotion, Development and Management of Indigenous Knowledge Act, 2019
Provides for the protection, promotion, development and management of indigenous knowledge (IK); the establishment and functions of the National Indigenous Knowledge Systems Office; the management of rights of indigenous knowledge communities; the establishment and functions of an advisory panel on IK; access and conditions of access to knowledge of indigenous communities; the recognition of prior learning; the facilitation and coordination of IK-based innovation; and incidental matters.
Public Financial Management Act,1996
Section 27(4) makes provisions for the development of measurable objectives which must be included in the annual budget
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 11
Legislation Key responsibilities
Science and Technology Laws Amendment Act, 2014
Amends the Scientific Research Council Act, 1988, the National Research Foundation Act, 1998, the Academy of Science of South Africa Act, 2001, the Natural Scientific Professions Act, 2003, the Human Sciences Research Council Act, 2008, the Technology Innovation Agency Act, 2008, and the South African National Space Agency Act, 2008, so as to harmonise the processes for the appointment of the chairpersons of the boards of the entities reporting to the Minister; to streamline the processes for the appointment of members of the boards and of the chief executive officers of the entities; to provide for the filling of vacancies of members of the boards; to provide for the qualification requirements for membership of the boards and the disqualification of members of the boards; to provide for the extension of the term of office of members of the boards; and to provide for the dissolution and reconstitution of the boards; and to provide for matters connected therewith.
Scientific Research Council Act, 1988
Refers to the activities of the Council for Scientific and Industrial Research (CSIR), which undertakes directed research and development for socio-economic growth in areas that include the built environment, defence, the environmental sciences, and biological, chemical and laser technologies.
South African National Space Agency Act, 2008
Establishes the South African National Space Agency (SANSA) to promote space science research, cooperation in space-related activities, and the creation of an environment conducive to the development of space technologies by industry.
Technology Innovation Act, 2008
Is intended to promote the development and exploitation, in the public interest, of discoveries, inventions, innovations and improvements.
2.2 Policy mandates
Policy Key responsibilities
National Development Plan (Vision 2030)
Provides a long-term, broad strategic framework to guide key government choices and actions, and focuses on the critical capabilities needed to transform the economy and society.
National Development Plan Five-Year Implementation Plan
Provides the medium-term roadmap that informs the development of institutions’ five-year institutional plans towards the realisation of National Development Plan (NDP) priorities.
2019-2024 Medium Term Strategic Framework
Sets out seven priorities on which the sixth administration will focus during the medium-term planning period.
Budget Prioritisation Frame-work
Aims to guides the allocation of budget towards the achievement of government priorities and establish a systematic basis for making strategic choices in the allocation of limited resources among competing priorities in order to optimise the budget as a key lever for driving the NDP.
New District Development Model
Improve the coherence and impact of government service delivery and development by using the existing legal framework for coordinating and aligning development priorities and objectives between local, provincial and national spheres of government.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202512
3. Institutional policies and strategies over the 2020-2025 strategic planning cycle
The Department plans to continue implementing the following policies, strategies and plans over the 2020-2025 medium
term planning horizon:
Policies
White Paper on Science, Technology and Innovation, 2019
White Paper on Post-School Education and Training, 2013
Strategies and Plans
• Human Resources Development Strategy, 2001
• National Strategy for Mathematics, science and Technology Education, 2001
• National Research and Development Strategy, 2002
• Bio-economy Strategy, 2003
• National Water Resources Strategy, 2004
• National Nanotechnology Strategy, 2005
• Advanced Manufacturing Technology Strategy, 2006
• Youth into Science Strategy, 2007
• South African Earth Observation Strategy, 2008
• National Hydrogen and Fuel Cell Technologies Research, Development and Innovation Strategy, 2009
• National Space Strategy, 2010
• Science Engagement Strategy, 2015
• Multiwavelength Astronomy Strategy, 2015
• Marine and Antarctic Research Strategy, 2016
• Human Capital Development Strategy for Research, Innovation and Scholarship, 2016
• South African Additive Manufacturing Strategy, 2016
• Innovation for Inclusive Development Strategy, 2018
Roadmaps
• ICT Research, Development and Innovation Roadmap, 2013
• Water Research, Development and Innovation Roadmap, 2015
• Solar African Solar Energy Technology Roadmap, 2010
• Waste Research, Development and Innovation Roadmap, 2015
• South African Research Infrastructure Roadmap, 2016
4. Relevant court rulings
None.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 13
PART B OUR STRATEGIC FOCUS
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202514
PART B: OUR STRATEGIC FOCUS
Increased well-being and prosperity through science, technology and innovation.
To provide leadership, an enabling environment, and resources for science, technology and innovation in support of South Africa’s
inclusive and sustainable development.
Professionalism
The Department is professional and deliver high-quality performance to both internal and external stakeholders.
Innovation
The Department is innovative in solving problems, and enhancing effectiveness and efficiency.
Ethical behaviour
The Department and its employees are consistent in their actions, and responsible, accountable and transparent in dealing with public
funds, property and other resources.
Knowledge sharing
The Department is a knowledge organisation and its employees share and use knowledge in a constructive way to ensure that the
Department contributes to the building of a robust and productive knowledge economy.
Vision
Mission
Values
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 15
Situational analysis
The notion of a national system of innovation was
introduced in the 1996 White Paper on Science and
Technology. In 1994, the democratic state inherited an
ailing science and technology system, with challenges
that included the financial consequences of the
termination of apartheid technology missions (such as
military dominance in the subcontinent and energy self-
sufficiency) by the apartheid government between 1990
and 1994, as well as the strategic risks faced by the SADC
from a human, economic and security perspective.
The 1996 White Paper’s intention was to improve the lives
of all the country’s people through science, technology
and innovation. This would be achieved “through
progressively increasing economic growth and enhanced
participation in the economy” and “through the innovative
and pervasive personal and social development of the
nation’s people. The White Paper was augmented in 2002
by the National Research and Development Strategy. The
adoption of these new policy instruments for STI post-
1994 was informed by the need to develop an STI system
that responded to the needs of all South Africans under
the democratic dispensation.
The period 2005 to 2018 was marked by the introduction
of a arrange of sectoral policies. These included the
Bio-economy Strategy, the Advanced Manufacturing
Technology Strategy, the Hydrogen and Fuel Cell
Technologies Research, Development and Innovation
Strategy, the Intellectual Property Rights from Publicly
Financed Research and Development Act, and the
establishment of new institutional players such as the
Technology Innovation Agency, the National Advisory
Council on Innovation (NACI) and the Department of
Science and Technology (now the Department of Science
and Innovation), which had previously been a chief
directorate in the Department of Arts, Culture, Science
and Technology. These sectoral policies leveraged off the
strengths of the national system of innovation, but also
sought to create competitiveness and development in
line with global technological advancements. At a macro-
level, the Department obtained Cabinet approval for the
Ten-Year Innovation Plan (TYIP). The TYIP presented five
grand challenges that the country sought to address in
the period 2008-2018, namely Farmer to Pharma (now
the bio-economy), Space Science and Technology, Energy
Security, Global Change (including climate change) and
Human and Social Sciences.
The continued evolution in STI policy recently saw
the adoption of a new White Paper in 2019. The
implementation plan for the White Paper on STI, the
Decadal Plan for STI, is currently under development.
The new era of STI policy is targeted at increasing
the responsiveness of the NSI and its contribution to
socio-economic imperatives and national priorities. It
places greater emphasis on technology and innovation
deployment and the use of innovation in support of a
capable state and service delivery improvement.
A review of the 1996 White Paper was conducted by NACI
in 2017. The review assessed performance against the
vision, high-level goals and various specific initiatives set
out at the time, such as policy formulation and resource
allocation; regulatory policy; financing at performance
level; human resource development and capacity building;
and science and technology infrastructure. The review
found that much improvement had been made but more
needed to be done in certain areas. Key achievements
and ongoing weaknesses between 1996 and 2016 are
summarised below.
Key achievements Prevailing weaknesses
• New national department responsible for science established
• New actors: NACI, NRF, TIA, SANSA and research facilities
• Regulatory Policy: IPR Act
• Incentives introduced: R&D tax incentive, Technology and Human Resource for Industry Programme, Support Programme for Industrial Innovation
• Infrastucture: Square Kilometre Array, national facilities established/expanded
• Interdepartmental coordination leading to greater policy cohesion and the achievement of culture of innovation in government
• Human resource development
• Promotion of an information society
• Use of government incentives for innovation
Figure 1: Key achievements and prevailing weakness at policy level determined by a review of the 1996 White Paper
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202516
The white paper review also presented an analysis of the performance of the system measured through certain scientific
outputs.
Metric 1996 2016 DirectionBusiness expenditure on R&D: GERD (%) 41,5 47,1 ì
Basic Research (%) 19,6 24,5 è
Expenditure R&D on Engineering & Tech (%) 41,7 25,8 î
Expenditure on R&D on Health (%) 6,9 17,2 ì
Expenditure R&D Soc Sci & Humanities (%) 7,7 14,8 ì
HEI STEM enrolment (%) (1996; 2014) 23,7 29,6 è
Degrees awarded to Black students (1996; 2014) 38 383 145 831 ì
PhD graduates 630 1 576 ì
Foreign university students (%) <1 8 ì
Foreign PhD graduates (%) n.a. 20 ì
FTE Researchers (excl PhD &Post Doc) 12 102 11 644 è
Female Researchers (%) n.a. 42,3 ì
GERD (2010 Rand)/FTE researcher (000s) 844 1 848 ì
HEI Researcher/PhD enrolment 1.4 1.0 î
Black Researchers, Government sector (%) <3 ± 55 ì
TVET enrolment. n.a. 154 960 è
Articles (Web of Science Core) 1995; 2015 3 233 12 251 ì
Articles, books, conference proceedings, fractional 2351 9 679 ì
International co-authorship (%) 30 49 ì
Top 1% most highly cited 2003-2013 n.a. 3
ZA h index, Web of Science (1996-2000; 2006-2010) 162 192 è
World share of publications (fractional); rank 0,38 (31) 0,44 (35) ì
US Patent awards 105 144 è
Patent Cooperation Treaty applications n.a. 442
Trademark applications (ZA resident) 7 051 19 522 ì
Trademark applications (ZA abroad) 11 5 694 ì
Plant cultivars in force, world share %; rank n.a. 2710;2,6;8 î
High technology exports % of total exports 5 6 è
Global Competitiveness Index; Basic requirements; Innovation n.a. 56; 89; 37 î
Global Innovation Index n.a. 60 î
Table 1: Findings of the NACI 1996 White Paper Review of performance of the NSI against scientific output indicators
The review did not include a detailed analysis of the
strengths and weaknesses of the NSI or the efficacy of the
existing policy mix. It is anticipated that these aspects
will emerge as part of the review of the National Research
and Development Strategy and the Ten-Year Innovation
Plan, which is expected to be completed in March 2021.
The TYIP review will also provide details on performance
against each of the grand challenges identified in 2008.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 17
In 2016 the National Research Foundation commissioned the Centre for Research, on Evaluation, Science and Technology
(CREST) to undertake a comprehensive assessment of the state of the South African research enterprise. The CREST study
published in 2019, revealed the insights summarised below.
INVESTMENT IN R & D:
REMAINS TOO LITTLE, GERD
HAS AVERAGED 0.8% FOR THE
PAST 15 YEARS
DECLINE IN THE CONTRIBUTION OF THE BUSINESS SECTOR TO
EXPENDITURE ON R & D: 56% IN 2001 BUT 39% IN 2015
INCREASE IN GOVERNMENT SPENDING ON R & D: 36% IN
2001 TO 45% IN 2015
DOCTORAL GRADUATES: 972 IN 2001 TO 2 794 IN 2016
RESEARCH OUTPUT: 3 668 ARTICLES PUBLISHED IN 2000
TO 15 550 IN 2016
BLACK AUTHORED PAPERS: 16% IN 2005 TO 30% IN 2016
AUTHORS UNDER 40 YEARS: 3% IN 2005 TO 18% IN 2016
RESEARCH CAPACITY IN THE COUNTRY: TOO SMALL AND TOO FEW FTE RESEARCHERS
CITATION IMPACT: INCREASED FROM 0.8 IN 2000 TO 1.1 IN
2016
Figure 2: Summary of CREST study findings on the state of the South African research enterprise
Whilst significant strides were made between 1996
and 2016, the 1996 White Paper review and 2019 CREST
publication both indicate that the national system of
innovation is yet to realise its full potential. The NSI
needs to be better coordinated to respond to national
imperatives and increase its contribution to socio-
economic transformation.
In responding to the ambition of Vision 2030, the DSI
approached phase 1 of the NDP (which overlaps with
the 2015-2020 Strategic Plan) by implementing initiatives
intended to –
• expand research capacity by developing human
capital and building institutions;
• commercialise research ideas;
• mature approaches for advancing R&D-led industrial
development opportunities;
• integrate innovation within the local economic
development strategic framework; and
• continue support to existing economic sectors
such as agriculture, forestry and agroprocessing,
manufacturing and energy.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202518
Some of these initiatives of Phase 1 were contained in the 2014-2019 MTSF. Over the previous (2014-2019) Medium Term
Strategic Framework (MTSF) period, the Department drove and reported on initiatives aligned to the following outcomes:
• Outcome 4: Decent employment through inclusive economic growth;
• Outcome 5: A skilled and capable workforce to support an inclusive growth path;
• Outcome 6: An efficient, competitive and responsive economic infrastructure network;
• Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all; and
• Outcome 10: Protect and enhance our environmental assets and natural resources.
The performance of the Department against its 2014-2019 MTSF indicators is reflected in Table 2 below.
Outcome Indicator MTSF target Performance Comments
4 % increase in the rand value of investment by government and the private sector in research and development partnerships
50% increase in the rand value of investment when compared to 2013
Not achieved The actual extent of the impact of the partnerships over the MTSF has not been determined.
% of all procurement of those products capable of being manufactured locally on a commercially feasible basis
75% procurement of those products capable of being manufactured locally on a commercially feasible basis by 31 March 2019
No data available No data available
Improved efficiencies achieved through reduction turnaround time providing final decision on applications for the R&D tax incentive
Final decision of R&D tax incentive application provided within 90 days
Not achieved Capacity constraints and initial backlog impacted on overall performance
Emerging/new industry sector and cross-cutting interventions towards growth, employment creation and higher income for the poor households under way
All emerging/new industry sector and cross-cutting interventions being implemented
Identification and evaluation of at least five candidate initiatives (Aerosud, titanium beneficiation, Fluorochemicals Expansion Initiative, Hydrogen SA, battery precursor materials and mining RDI)
Indicator did not fully adhere to SMART principles, which made it difficult to measure progress over the MTSF
Institutional mechanism for the strategic management of public funding for research, development and innovation.
Improved institutional arrangements in place
Introduction of a budget coordination mechanism was approved by Cabinet in 2017.
Difficult to measure progress over the MTSF
Proportion of gross expenditure on R&D (GERD) to GDP (high-level impact (or outcome) indicator)
1,5% by 2019 Not achieved This was an impact target. The 2017/18 national survey on research and experimental development measured GERD at 0,87% of GDP.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 19
Outcome Indicator MTSF target Performance Comments
5 Total broadband capacity provided by South African National Research Network (SANReN) per annum.
3 500 Gbps total available broadband capacity provided by SANReN by 31 March 2019
Achieved The indicators committed to under Outcome 5 were the same as those in the 2015-2020 Strategic Plan. The targets related purely to activities funded directly by the Department, with little (if any) external influence.
Number of postgraduate students and postdoctoral fellows funded through the Department
27 411 master’s students Achieved
15 209 doctorial students Achieved
3 682 postdoctoral fellows Achieved
Number of infrastructure grants awarded
330 research infrastructure grants awarded to higher education institutions, science councils, national facilities and NRF museums by March 2019
Achieved
Number of ISI-accredited research articles published by NRF-funded researchers as reflected in the NRF project reports
33 700 ISI-accredited research articles published by NRF-funded researchers by 31 March 2019
Achieved
Total number of researchers awarded research grants through NRF-managed programmes as reflected in the NRF projects report
22 032 researchers awarded research grants through NRF-managed programmes as reflected in the NRF-project reports by 31 March 2019
Achieved
6 Number of MeerKAT antennas installed
64 MeerKAT antennas installed by 31 March 2018
Achieved n/a
10 Functional climate change research network formalised through memorandum of understanding
Research report and memorandum of understanding developed
Achieved n/a
Biennial reports to Cabinet on state of climate change science and technology
Two biennial reports approved by Cabinet by March 2019
Not achieved The first report was approved in 2016. The second report was finalised in 2019 but not approved by Cabinet as the change in administration affected the Cabinet agenda.
Rand value of public and private sector investment in research and development to support a green economy
300% increase in the rand value of investment in R&D made in 2011
Not achieved The target was set with no baseline data and was unattainable owing to the scale of investment already directed to the green economy.
Table 2: MTSF commitments and performance by 31 March 2019
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202520
The Nine-Point Plan1 adopted in 2015 prioritised the
implementation of the 2014-2019 Medium Term Strategic
Framework. It had three main objectives:
• To address the structural challenges that had affected
the performance of the domestic economy and its
ability to respond to South Africa’s developmental
challenges;
• To create a growth-enhancing economic
environment, create jobs, reduce inequality and
catalyse transformation; and
• To develop partnerships with business and labour,
with government delivering specific supporting
interventions.
The elements of the plan were divided into job drivers,
enablers and cross-cutters. The Department had a cross-
cutting mandate, and contributed to the Nine-Point Plan
as follows:
1 Government’s Nine-Point Plan announced in State of the
Nation Address, 2015
• Supporting and directing the national system of
innovation;
• Mandating publicly funded science, technology
and innovation institutions to support government
priority outcomes;
• Developing research capacity;
• Using knowledge and innovation for economic
development;
• Using knowledge and innovation for inclusive
development; and
• Using science to inform policy.
The support for the Nine-Point Plan was aligned to the
aims of the Department’s 2015-2020 Strategic Plan, which
identified five strategic outcome-orientated goals. The
goals and performance related to addressing poverty,
inequality and unemployment are summarised below.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 21
DIR
ECT
CON
TRIB
UTI
ON
Pove
rty
Ineq
ualit
yU
nem
ploy
men
t
Inno
vati
on-e
nabl
ed lo
cal e
cono
mic
dev
elop
men
t
Pilo
t thr
ee c
omm
unit
y-ba
sed
agro
proc
essi
ng p
lant
s th
at h
ave
the
pote
ntia
l to
cata
lyse
sys
tem
atic
loca
l de
velo
pmen
t (e.
g. tr
adit
iona
l med
icin
es, c
osm
eceu
tica
ls,
nutr
aceu
tica
ls) b
y 20
17
Perf
orm
ance
com
men
t – T
he M
orin
ga a
grop
roce
ssin
g pl
ants
in
Toos
eng
(Lim
popo
) and
Ham
man
skra
al (G
aute
ng) h
ave
been
co
mpl
eted
. The
Dep
artm
ent,
in p
artn
ersh
ip w
ith th
e A
gric
ultu
ral
Rese
arch
Cou
ncil,
the
Uni
vers
ity o
f Ven
da a
nd th
e Li
mpo
po
Dep
artm
ent o
f Agr
icul
ture
, fun
ded
the
deve
lopm
ent o
f a
com
mun
ity-b
ased
agr
opro
cess
ing
faci
lity
for i
ndig
enou
s cr
ops
and
Mor
inga
at M
akon
de v
illag
e, o
utsi
de T
hoho
yand
ou. P
rodu
cts
(cap
sule
s, so
up, y
oghu
rt, t
eas
and
vita
min
wat
er) a
re b
eing
pr
oces
sed
and
com
mer
cial
ised
.
Ensu
re th
at S
TI p
over
ty-a
llevi
atio
n in
itia
tive
s ar
e de
man
d-dr
iven
and
info
rmed
by
loca
l eco
nom
ic d
evel
opm
ent
prio
riti
es a
nd lo
cal c
ompa
rati
ve a
dvan
tage
s
Perf
orm
ance
com
men
t – F
ive
hone
ybus
h co
-ope
rativ
es a
nd
agro
proc
essi
ng fa
cilit
ies
wer
e as
sist
ed b
y th
e D
epar
tmen
t dur
ing
the
perio
d un
der r
evie
w. T
he c
o-op
erat
ives
hav
e 42
ben
efici
arie
s, m
ore
than
50%
of w
hom
are
wom
en.
The
Dep
artm
ent a
lso
activ
ely
enga
ged
the
Dep
artm
ent o
f Co
oper
ativ
e G
over
nanc
e an
d Tr
aditi
onal
Affa
irs to
ens
ure
that
in
nova
tion
is re
cogn
ised
and
em
bedd
ed in
the
revi
sed
Nat
iona
l Fr
amew
ork
for L
ocal
Eco
nom
ic D
evel
opm
ent.
In s
uppo
rt o
f thi
s fra
mew
ork,
the
Dep
artm
ent c
ontin
ued
in it
s eff
orts
to s
tren
gthe
n th
e lo
cal s
yste
ms
of in
nova
tion,
with
the
inte
ntio
n of
enh
anci
ng
part
icip
atio
n an
d su
ppor
t to
mar
gina
lised
NSI
act
ors.
Tran
sfor
mat
ion
of th
e sc
ient
ific
wor
kfor
ce in
term
s of
race
an
d ge
nder
Det
ails
are
ava
ilabl
e on
pag
e 50
as
findi
ngs
of th
e 20
17/1
8 So
uth
Afri
can
Nat
iona
l Sur
vey
of R
esea
rch
and
Expe
rimen
tal
Dev
elop
men
t
Inno
vati
ons
to e
nhan
ce s
tand
ards
of l
ivin
g
In p
artn
ersh
ip w
ith
the
Dep
artm
ent o
f Bas
ic E
duca
tion
, le
vera
ge in
nova
tive
tech
nolo
gies
to im
prov
e ac
cess
to a
nd
the
qual
ity
of b
asic
edu
cati
on fo
r chi
ldre
n w
ith
spec
ial
need
s, p
rior
itis
ing
the
visu
ally
or h
eari
ng im
pair
ed
Perf
orm
ance
com
men
t – T
hrou
gh th
e Te
chno
logy
for
Rura
l Edu
catio
n an
d D
evel
opm
ent (
TEC
H4R
ED) p
roje
cts,
the
Dep
artm
ent w
as a
ble
to c
ontr
ibut
e to
the
natio
nal
impl
emen
tatio
n pl
an fo
r dep
loyi
ng IC
Ts in
edu
catio
n (O
pera
tion
Phak
isa
ICT
in E
duca
tion)
.
The
Dep
artm
ent f
unde
d th
e de
velo
pmen
t and
pilo
ting
of a
n IC
T m
atur
ity a
sses
smen
t too
l to
guid
e pr
ovin
cial
edu
catio
n de
part
men
ts in
ass
essi
ng re
adin
ess
and
prio
ritis
ing
scho
ols
for
the
depl
oym
ent o
f IC
Ts.
The
initi
ativ
e fo
cuse
d on
chi
ldre
n w
ith s
peci
al n
eeds
pro
vide
d an
e-h
ealth
sol
utio
n th
at e
nabl
es ra
pid
and
timel
y sc
reen
ing
for
disa
bilit
y an
d le
arni
ng c
halle
nges
. Th
e Ea
ster
n Ca
pe D
epar
tmen
t of
Hea
lth a
dopt
ed th
is s
olut
ion
to e
nhan
ce th
e effi
cien
cy o
f its
op
erat
ions
.
In
part
ners
hip
wit
h th
e Ea
ster
n Ca
pe
Dep
artm
ent
of
Educ
atio
n, t
he D
epar
tmen
t of
Wat
er a
nd S
anit
atio
n, a
nd
the
Bill
& M
elin
da G
ates
Fou
ndat
ion,
pro
vide
inn
ovat
ive
and
appr
opri
ate
off-g
rid
sani
tati
on t
echn
olog
ies
for
rura
l an
d pe
ri-u
rban
are
as
Perf
orm
ance
com
men
t – T
hrou
gh th
e TE
CH
4RED
pro
ject
s in
th
e Ea
ster
n Ca
pe a
nd N
orth
Wes
t, th
e D
epar
tmen
t was
abl
e to
dem
onst
rate
inno
vativ
e te
chno
logy
sol
utio
ns th
at e
nabl
ed
acce
ss to
bas
ic s
ervi
ces
(mai
nly
sani
tatio
n an
d en
ergy
) for
mai
nly
rura
l sch
ools
.
Inte
rnsh
ips
Perf
orm
ance
com
men
t – T
he Y
outh
in S
cien
ce J
ourn
alis
m p
roje
ct
prov
ided
inte
rnsh
ip o
ppor
tuni
ties
to u
nem
ploy
ed g
radu
ates
ac
ross
the
coun
try.
Thi
s pr
ojec
t was
uni
que
it pr
omot
ed
com
mun
icat
ing
scie
nce,
tech
nolo
gy a
nd in
nova
tion
in lo
cal
indi
geno
us la
ngua
ges,
whi
ch is
key
for d
emoc
ratis
ing
STI.
Som
e of
the
inte
rns
wer
e ab
le to
sec
ure
empl
oym
ent i
n m
edia
bas
ed
on e
xper
ienc
e ga
ined
thro
ugh
this
pro
ject
.
To d
ate,
a to
tal o
f 4 1
48 g
radu
ates
and
stu
dent
s pl
aced
in D
ST-
fund
ed w
ork
prep
arat
ion
prog
ram
mes
in s
cien
ce, e
ngin
eerin
g,
tech
nolo
gy a
nd in
nova
tion
inst
itutio
ns.
Rese
arch
ers
A to
tal o
f 18
194
rese
arch
ers
wer
e aw
arde
d re
sear
ch g
rant
s th
roug
h N
RF-m
anag
ed p
rogr
amm
es.
Post
doct
oral
sup
port
To d
ate,
a to
tal o
f 3 3
43 p
ostd
octo
ral f
ello
wsh
ips
have
bee
n aw
arde
d.
Econ
omic
gro
wth
•H
elp
grow
com
pani
es’ t
urno
ver
•Su
ppor
t sm
all,
med
ium
and
mic
ro-e
nter
pris
es (S
MM
Es)
thro
ugh
tech
nolo
gy lo
calis
atio
n in
itiat
ives
and
the
Tech
nolo
gy S
tatio
ns P
rogr
amm
e
•H
elp
incr
ease
tech
nolo
gica
l com
petit
iven
ess
thro
ugh
R&D
pa
rtne
rshi
ps a
t sec
tor a
nd fi
rm-le
vel
•G
row
new
loca
l ind
ustr
ies
thro
ugh
the
Emer
ging
Indu
strie
s A
ctio
n Pl
an
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202522
DIR
ECT
CON
TRIB
UTI
ON
Pove
rty
Ineq
ualit
yU
nem
ploy
men
t
Mai
nstr
eam
app
lied
indi
geno
us k
now
ledg
e-ba
sed
R&D
(t
radi
tion
al m
edic
ines
, cos
mec
euti
cals
and
nut
race
utic
als)
, in
clud
ing
inno
vati
on a
nd lo
cal m
anuf
actu
ring
, to
supp
ort
com
mer
cial
isat
ion
mod
els
for s
usta
inab
le li
velih
oods
Perf
orm
ance
com
men
t – T
he C
SIR
is th
e co
ordi
natin
g hu
b fo
r the
IK
-bas
ed N
utra
ceut
ical
s Pl
atfo
rm. T
he M
aggi
Mor
ogo
Noo
dles
pr
oduc
t was
dev
elop
ed in
a p
artn
ersh
ip b
etw
een
the
CSI
R, th
e A
gric
ultu
ral R
esea
rch
Coun
cil,
the
Uni
vers
ities
of F
ort H
are
and
Vend
a, lo
cal c
omm
uniti
es a
nd N
estlé
. The
pro
duct
s ar
e no
w
bein
g so
ld in
a n
umbe
r of S
outh
Afri
can
reta
il st
ores
.
Clin
ical
stu
dies
on
an a
nti-w
rinkl
e oi
l ext
ract
from
an
indi
geno
us
plan
t wer
e co
mpl
eted
, with
the
cand
idat
e pr
oduc
t pro
ving
saf
e an
d eff
ectiv
e in
redu
cing
hum
an s
kin
wrin
kles
aft
er ju
st tw
o w
eeks
.
Low
-pou
r flus
hes
sani
tatio
n te
chno
logy
-ena
bled
acc
ess
to
dece
nt s
anita
tion
serv
ices
in s
elec
ted
scho
ols
of th
e N
ciba
circ
uit
in th
e Ea
ster
n Ca
pe, 8
00 lo
w p
our fl
ush
units
wer
e pi
lote
d in
Kw
aZul
u-N
atal
, the
Eas
tern
Cap
e, M
pum
alan
ga a
nd th
e N
orth
ern
Cape
. Ev
iden
ce g
ener
ated
from
the
pilo
t pro
ject
s w
as u
sed
in
influ
enci
ng th
e sa
nita
tion
polic
y, th
e w
hose
revi
sed
vers
ion
is
open
, sup
port
s an
d is
alig
ned
to in
nova
tion.
The
low
pou
r flus
h so
lutio
n re
ceiv
ed a
SA
B Fo
unda
tion
soci
al in
nova
tion
awar
d.
Thro
ugh
the
Bill
& M
elin
da G
ates
Fou
ndat
ion
part
ners
hip,
the
Calte
ch in
nova
tive
sani
tatio
n un
it is
bei
ng p
ilote
d in
eTh
ekw
ini a
s a
com
mun
al o
ff-gr
id s
olut
ion,
key
to p
rovi
ding
dec
ent s
anita
tion
serv
ices
in in
form
al s
ettle
men
ts.
Perf
orm
ance
com
men
t – T
hrou
gh th
e So
uth
Afri
can
Sani
tatio
n Ev
alua
tion
Tech
nolo
gy P
rogr
amm
e (S
AST
EP),
the
Dep
artm
ent
enab
led
the
reco
gniti
on o
f inn
ovat
ive
sani
tatio
n te
chno
logi
es
as a
n em
ergi
ng in
dust
ry, w
hich
has
bee
n in
corp
orat
ed in
to th
e In
dust
rial P
olic
y A
ctio
n Pl
an (I
PAP)
. Th
is e
mer
ging
indu
stry
has
en
able
d at
leas
t tw
o te
chno
logy
loca
lisat
ion
oppo
rtun
ities
.
The
less
ons
lear
nt fr
om S
AST
EP w
ere
inco
rpor
ated
into
Sou
th
Afri
ca’s
inpu
t on
the
new
glo
bal s
tand
ards
on
sani
tatio
n. T
he
Dep
artm
ent’s
inve
stm
ent i
n SA
STEP
als
o su
ppor
ted
the
new
st
anda
rd fo
r non
-sew
erag
e (o
ff-gr
id) s
anita
tion,
SA
BS 3
0500
. Th
is is
an
impo
rtan
t dev
elop
men
t for
the
Pres
iden
tial S
anita
tion
App
ropr
iate
for E
duca
tion
(SA
FE) i
nitia
tive
and
the
sani
tatio
n se
ctor
as
a w
hole
in S
outh
Afri
ca.
Init
iati
ves
to im
prov
e th
e te
chno
logy
-bas
ed
com
peti
tive
ness
of t
he e
stab
lishe
d pr
imar
y ec
onom
ic
sect
ors
New
R&
D-le
d in
dust
ry d
evel
opm
ent
init
iati
ves,
suc
h as
H
ydro
gen
Sout
h A
fric
a, t
he F
luor
oche
mic
als
Expa
nsio
n In
itia
tive
, th
e Ti
tani
um B
enefi
ciat
ion
Init
iati
ve a
nd t
he
Adv
ance
d M
anuf
actu
ring
Tec
hnol
ogy
Stra
tegy
Perf
orm
ance
com
men
t – T
he D
epar
tmen
t has
pro
vide
d fu
ndin
g an
d ot
her s
uppo
rt to
five
tech
nolo
gy s
tatio
ns lo
cate
d at
uni
vers
ities
of t
echn
olog
y. T
he te
chno
logy
sta
tions
pro
vide
su
ppor
t in
the
area
s of
ele
ctro
nics
, che
mic
als,
and
adva
nced
to
olin
g at
the
Tshw
ane
Uni
vers
ity o
f Tec
hnol
ogy)
and
, in
met
al
cast
ing,
pro
cess
ing
ener
gy a
nd th
e en
viro
nmen
t at t
he U
nive
rsity
of
Joh
anne
sbur
g. T
he s
tatio
ns h
ave
supp
orte
d m
ore
than
1 7
66
SMM
Es to
dat
e.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 23
IND
IREC
T CO
NTR
IBU
TIO
N
Pove
rty
Ineq
ualit
yU
nem
ploy
men
t
Post
grad
uate
bur
sari
es
Perf
orm
ance
com
men
t – B
y M
arch
201
9, 1
3 85
9 Ph
D
stud
ents
hav
e be
en a
war
ded
burs
arie
s th
roug
h N
RF a
nd
DST
-man
aged
pro
gram
mes
. A to
tal o
f 54
405
pipe
line
post
grad
uate
stu
dent
s w
ere
awar
ded
burs
arie
s th
roug
h N
RF
and
DST
initi
ativ
es.
Sout
h A
fric
an R
esea
rch
Chai
rs In
itia
tive
Pe
rfor
man
ce co
mm
ent –
To
date
, 238
rese
arch
cha
irs h
ave
been
aw
arde
d. I
n ad
ditio
n, fi
ve n
ew c
omm
uniti
es o
f pra
ctic
e w
ere
esta
blis
hed,
in a
gric
ultu
re, h
ealth
, bio
dive
rsity
, mar
ine
rese
arch
and
eco
nom
ics.
The
com
mun
ities
of p
ract
ice
prov
ide
a pl
atfo
rm fo
r res
earc
h ch
airs
to s
tret
ch th
eir f
ocus
be
yond
fund
amen
tal r
esea
rch,
tow
ards
con
trib
utin
g to
th
e fo
rmul
atio
n of
evi
denc
e-ba
sed
polic
y an
d tr
ansl
atio
nal
rese
arch
.
Cent
res
of e
xcel
lenc
e Pe
rfor
man
ce co
mm
ent –
The
cen
tres
of e
xcel
lenc
e co
ntin
ued
to m
ake
an im
pact
in h
ealth
, soc
ial d
evel
opm
ent,
biod
iver
sity
and
man
ufac
turin
g. T
he C
entr
e of
Exc
elle
nce
in H
IV P
reve
ntio
n, e
stab
lishe
d at
the
Uni
vers
ity o
f Kw
aZul
u-N
atal
, has
con
trib
uted
sig
nific
antly
to th
e ge
nera
tion
of n
ew
know
ledg
e in
this
crit
ical
hea
lth a
rea
and
cont
ribut
ed to
re
leva
nt in
tern
atio
nal a
nd n
atio
nal p
olic
ies.
Prov
idin
g an
d pa
ckag
ing
info
rmat
ion
to e
nhan
ce
polic
y de
cisi
on-m
akin
g
Thro
ugh
its v
ario
us te
chno
logy
dem
onst
ratio
n pr
ojec
ts, t
he
Dep
artm
ent w
as a
ble
to c
ontr
ibut
e to
key
dev
elop
men
ts,
incl
udin
g in
wat
er a
nd s
anita
tion
polic
y, s
usta
inab
le h
uman
se
ttle
men
ts, s
mal
l-sca
le h
ydro
pow
er in
sup
port
of o
ff-gr
id
rura
l ele
ctrifi
catio
n an
d IC
T fo
r edu
catio
n.
Targ
eted
pos
tgra
duat
e bu
rsar
ies
(for
bla
ck p
eopl
e an
d w
omen
) an
d fu
ndin
g to
sup
port
you
ng a
nd e
mer
ging
rese
arch
ers
Perf
orm
ance
com
men
t – T
he d
emog
raph
ic ta
rget
s fo
r bla
ck (8
0%) a
nd
wom
en (5
5%) s
tude
nts
supp
orte
d w
ere
exce
eded
at h
onou
rs a
nd
mas
ter’s
leve
l, bu
t at a
doc
tora
l lev
el m
ore
need
s to
be
done
to a
chie
ve
equi
ty in
the
dist
ribut
ion
of b
ursa
ries,
scho
lars
hips
and
fello
wsh
ips.
The
Thut
huka
Res
earc
h G
rant
was
est
ablis
hed
to p
rovi
de s
uppo
rt fo
r em
ergi
ng re
sear
cher
s in
full-
time,
per
man
ent o
r fixe
d-te
rm c
ontr
act
appo
intm
ents
at p
ublic
uni
vers
ities
and
rese
arch
inst
itutio
ns.
A to
tal
of 5
62 g
rant
-hol
ders
wer
e fu
nded
, 471
(84%
) of w
hich
wer
e bl
ack,
91
(16%
) whi
te a
nd 3
59 (6
4%) w
omen
.
Usi
ng te
chno
logy
to id
enti
fy a
nd te
st th
e us
e of
tech
nolo
gy to
im
prov
e se
rvic
e de
liver
y an
d de
mon
stra
te b
ette
r sta
ndar
ds o
f liv
ing,
suc
h as
the
use
of w
irel
ess
mes
h ne
twor
ks to
bri
dge
the
digi
tal d
ivid
e
Perf
orm
ance
com
men
t – T
he In
nova
tion
Part
ners
hip
for R
ural
D
evel
opm
ent P
rogr
amm
e de
mon
stra
ted
inno
vativ
e w
ater
, san
itatio
n an
d en
ergy
sol
utio
ns th
at w
ere
able
to p
rovi
de a
cces
s to
thes
e ba
sic
serv
ices
for p
revi
ousl
y un
serv
ed ru
ral c
omm
uniti
es.
A n
ew c
oope
rativ
e-ba
sed
conn
ectiv
ity m
odel
has
bee
n de
velo
ped
and
profi
led
inte
rnat
iona
lly. T
he m
odel
pos
ition
s co
oper
ativ
es a
s co
nnec
tivity
pro
vide
rs a
nd d
oes
not r
equi
re c
ompl
ex in
frast
ruct
ure
to e
xecu
te.
The
mod
el h
as th
e po
tent
ial t
o po
sitiv
ely
disr
upt t
he
conn
ectiv
ity s
pace
in a
man
ner t
hat e
nabl
es m
ore
acto
rs a
nd
acce
lera
tes
acce
ss fo
r uns
erve
d co
mm
uniti
es.
The
Dep
artm
ent i
s w
orki
ng w
ith th
e co
ntra
cted
impl
emen
ting
agen
t an
d ot
her p
artn
ers
to e
nsur
e th
at th
e m
odel
is fi
nanc
ially
via
ble
and
sust
aina
ble.
A d
iffer
entia
ted
pric
ing
stru
ctur
e (fu
nded
by
the
Dep
artm
ent)
is u
sed
by th
e Te
chno
logy
Sta
tions
Pro
gram
me
to h
elp
enab
le S
MM
Es a
nd
pote
ntia
l ent
repr
eneu
rs to
acc
ess
the
serv
ices
of t
he te
chno
logy
st
atio
ns, w
hich
will
aid
in m
atur
ing
thei
r inn
ovat
ive
idea
s or
te
chno
logi
es.
R&D
infr
astr
uctu
re
Man
ufac
ture
(inc
ludi
ng a
ssem
bly,
inte
grat
ion
and
test
-in
g) a
nd la
unch
Ear
th o
bser
vati
on s
atel
lite
(EO
-Sat
1), i
n ad
diti
on to
the
ZACu
be-2
sat
ellit
e
Man
ufac
ture
and
laun
ch S
outh
Afr
ica’
s fir
st in
dige
nous
Cu
beSa
t con
stel
lati
on to
pro
vide
aut
omat
ic id
enti
fi-ca
tion
sys
tem
ser
vice
s to
Ope
rati
on P
haki
sa (O
cean
s Ec
onom
y) a
nd A
fric
a
Perf
orm
ance
com
men
t – A
s pa
rt o
f spa
cecr
aft d
evel
opm
ent
effor
ts, Z
ACu
be-2
was
laun
ched
into
spa
ce o
n 27
Dec
embe
r 20
18.
The
prim
ary
obje
ctiv
e of
the
proj
ect,
is to
dem
onst
rate
m
ariti
me
dom
ain
awar
enes
s ap
plic
atio
ns, s
peci
fical
ly v
esse
l tr
acki
ng s
ervi
ces
in th
e So
uth
Afri
can
Excl
usiv
e Ec
onom
ic Z
one
in s
uppo
rt o
f Ope
ratio
n Ph
akis
a (O
cean
s Ec
onom
y).
Mee
rKAT
/Squ
are
Kilo
met
re A
rray
radi
o as
tron
omy
tele
scop
e
Perf
orm
ance
com
men
t – T
he 6
4-an
tenn
a M
eerK
AT ra
dio
tele
scop
e w
as c
ompl
eted
and
com
mis
sion
ed fo
r sci
ence
op
erat
ions
. At t
he la
unch
, a p
anor
ama
obta
ined
with
the
new
te
lesc
ope
was
unv
eile
d. T
his
reve
aled
ext
raor
dina
ry d
etai
l in
the
regi
on s
urro
undi
ng th
e su
perm
assi
ve b
lack
hol
e at
the
cent
re o
f the
Milk
y W
ay, p
rovi
ng th
e M
eerK
AT to
be
one
of th
e be
st s
cien
tific
inst
rum
ents
in th
e w
orld
.
Tabl
e 3:
A s
umm
ary
of th
e D
epar
tmen
t’s c
ontr
ibut
ion
to th
e re
duct
ion
of p
over
ty, i
nequ
alit
y an
d un
empl
oym
ent b
etw
een
2015
-202
0
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202524
In addition to being a cross-cutter in support of the
job drivers and enablers, the DSI was also assigned the
following five strategic initiatives to lead on behalf of
government as part of the Nine-Point Plan:
• To provide leadership and coordinate efforts to
increase GERD to 1,5% of GDP. The percentage
remains at suboptimal levels, with the 2017/18
national survey on research and experimental
development measuring GERD at 0,87% of GDP;
• To develop a framework to optimise the use of
available funding for R&D – Cabinet approved the
introduction of a budget coordination mechanism in
2017, but since then progress on implementation of
the decision has stalled;
• To establish a sovereign innovation fund (SoIF)-
The first allocation of R1.2 billion has been granted
commencing in the 2020/21 MTEF. The SoIF will
be operationalised from 2020/21 to enhance the
department’s commercialisation of RDI outputs;
A number of implementing partners have been
identified and a project pipeline for funding compiled
• To develop a strategy for the deployment of South
African-developed technologies – A comprehensive
and overarching strategy is yet to be finalised.
Despite the absence of such a strategy, a number of
interventions were introduced over the last few years,
including the piloting of a technology acquisition
and deployment fund, advancing the use of locally
developed technologies in areas such as sanitation,
energy and health; and
• To develop a plan for the management of intellectual
property leakages in South Africa – NIPMO’s Guideline
6.1 of 2019: The Intellectual Property Enforcement
Fund was finalised. The guideline provides for
implementation modalities and government’s role in
providing appropriate support in cases of intellectual
property right infringements.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 25
External environmental analysis
In 2018, led by the Department of Planning, Monitoring
and Evaluation2, the South African government undertook
a 25-year self-assessment of its performance since the
dawn of democracy.
The assessment sought to evaluate the extent to which
government had succeeded in delivering on the promise
of a better life for all South Africans, in implementing the
priorities set out in the NDP 2030, specific constraints
and obstacles that had impeded progress towards the
set objectives and targets, and whether any effective
strategies had been developed to address identified
constraints and obstacles. The 25-year review focused on
the following:
• Building the economy;
• Developing human resources and human capital;
• Building our infrastructure;
• Spatial planning;
• Rural development and land reform; and
• Climate change.
Science, technology and innovation have contributed, to
varying degrees and means, to all six of the focus areas of
the 25-year review.
Broadly, the review found that government had
significantly improved access to essential services and
provided social protection, but had not been successful
in improving the quality and efficiency of service delivery,
in building a truly capable and coherent state, in realising
its developmental objectives and reducing inequalities in
both per capita income and expenditure, improving the
human capital base of the economy and in modernising
its public service. Too many government priorities were
accorded equal weight and status, which resulted in slow/
poor implementation of the NDP. Resources are thinly
spread given the current economic environment and
there are inadequate information systems in government
to track progress towards the NDP vision and objectives.
2 Towards a 25 Year Review: 1994- 2019
The World Bank, in its Systematic Country Diagnostic3
Report of April 2018, asserts that since 1994 South
Africa has made significant progress, but its economic
transition from a system of exclusion under segregation
remains incomplete. In the period 1994-2018, poverty has
significantly declined, but the extent of inequality remains
extremely high.
Using different measures, South Africa consistently
emerges as one of the most unequal countries in the
world. In fact, in the period 1994 to 2006, inequality
increased. This is evidenced by findings of widening
wealth inequality; the labour market being split into two
extreme job types of a small number of people in highly
paid jobs mainly in the formal sector versus a majority
that gets by through often informal and far lower paying
jobs. Income polarisation is distinguishable though the
high concentration of low-income earners and very few
high-income earners and small number of middle-income
earners. Inequality of opportunity is also high and can be
measured by the influence of race, parental education and
occupation, gender and place of birth. It is arguable that
certain policies introduced by the democratic government
have exacerbated the extent of inequality. The World Bank
further states that, in its view, insufficient skills form the
key constraints to reducing poverty and inequality in
South Africa.
South Africa’s high unemployment rate remains its key
challenge and the country’s economy struggles to create
sufficient employment opportunities. The unemployment
rate increased by 1,6 percentage points from 27,6% in the
first quarter of 2019 to 29,2% in the third quarter of the
year. Among the youth, unemployment figures increased
from 55,2% to 56,4% in the same period.
In being part of the United Nations, South Africa
is committed to the 2030 Agenda for Sustainable
Development which sets out 17 development goals
agreed to by all members of the United Nations in 2015.
The 2030 Agenda recognises the role and contribution STI
is playing in supporting the implementation of all 17 SDGs
with dedicated programmes of support emerging from
the STI community. The support of the STI community
3 South Africa - Systematic country diagnostic: an incomplete
transition - overcoming the legacy of exclusion in South
Africa, 2018
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202526
includes research to strengthen evidence-informed
decision making; providing innovative solutions that
ensure no one is left behind (equitable access to basic
services such as water, energy, education and health
services). In support of domesticating the 2030 Agenda
the Department has supported various engagements
including how municipalities may localise the SDGs.
South Africa responded to the SDG agenda through the
establishment of a National Working Group to develop
an integrated and harmonised national approach to
the implementation and monitoring of the SDGs. The
working group, led by Statistics South Africa, published a
self-assessment report, South Africa’s Voluntary National
Review in 2019. The report evaluated what has been
done and determined the remaining obstacles to ridding
South Africa of extreme poverty. The Department has
supported the working group by coordinating the NSI
to achieve maximum impact from efforts to achieve the
SDGs, by identifying strategic partnerships and mobilising
resources, assisting in the development of indicators at a
regional and national level, and crystalising the role of STI
in implementation of the SDGs.
The Department achieved significant success in the
development of STI partnerships with a pan-African focus
as part of its 2015-2020 Strategic Plan. This included
numerous bilateral STI cooperation initiatives co-funded
with African partner governments. At a multilateral level,
the five-year Science Granting Councils Initiative, led in
South Africa by the NRF, strengthened the capacities of
science granting councils in sub-Saharan Africa in order
to support research and evidence-based policies that
will contribute to economic and social development.
A three-year pilot of the African Open Science Platform
was completed in 2019. Engagements undertaken at
multilateral level, in both the AU and SADC, proved to
be especially successful, for example, the creation of a
post dedicated to the role of STI in advancing regional
integration by the SADC Secretariat on its personnel
establishment (for which the Department provided seed
funding over many years). The Department also continued
to actively champion a focus on STI in various bi-regional
partnership initiatives of the AU, most notably related to
China, the EU and Japan.
The Department enjoys respect among its peers in the
science diplomacy arena, with South Africa known for
producing world-class research outputs (with quality in
many disciplines above the world averages, participation
in large/global research institutions and projects like
CERN (the European Organization for Nuclear Research),
the European Synchrotron Radiation Facility, the Square
Kilometre Array, the Southern African Large Telescope,
Group on Earth Observations, the International Centre for
Genetic Engineering and Biotechnology and as a facilitator
of STI agenda across Africa.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 27
Internal environmental analysis
The Department is associated with excellence and high
levels of performance, with the Department attaining over
80% of its predetermined objectives and spending 99%
of its budget in the past four years. In October 2019, the
Department obtained an award from the Auditor-General
of South Africa for obtaining a clean audit for the 2017/18
financial year.
The mandate of the Department is articulated in the 2019
White Paper on Science, Technology and Innovation. The
execution of its mandate is facilitated because, as a national
department with no concurrent functions in other spheres
of government, the Executive and Accounting authorities
are able to drive implementation centrally, with limited
potential dilution of messaging and intent at provincial
and local government levels. Science, technology and
innovation are transversal issues that influence and
define success in a broad range of sectors. Over the
2015-2020 Strategic Plan period, the DSI implemented
projects, programmes and initiatives that contributed to
a variety of economic sectors such as agriculture, mining
and minerals beneficiation, manufacturing, water and
sanitation, energy, ICTs and health.
The Department has a well-educated staff complement,
with an average age of 43 years. Of the total staff
establishment of 385, 79 staff members have a master’s
degree and 21 a PhD. The Department has excelled
in exercising compliance oversight of the entities that
fall under its Ministry, which are all credible, stable and
well-reputed. The Department has also been diligent
in appointing boards and councils to exercise fiduciary
responsibility and governance over its entities.
While not having a concurrent function is identified as a
strength, it also poses weaknesses in the execution of the
Departments mandate. The lack of a provincial and local
government footprint means the department relies on
staff at national level to identify and build the relations
necessary to integrate STI into provincial and local
government agendas.
The mandate of the Department is not derived from
any legislation. This sometimes hinders its ability to
enforce cooperation in initiatives that would enable the
adoption of STI to achieve national priorities. The name
of the Department was changed from the Department
of Science and Technology to the Department of
Science and Innovation in June 2019. The name change
indicates a leadership role for the Department in
advancing overall government policy on innovation (as
articulated in the 2019 White Paper on STI). A systematic
and institutionalised mechanism is needed to manage
the transition, and to implement the White Paper. There
are reflections on the implications of the name change
linked to the process of developing the Decadal Plan for
STI, which will be finalised in 2020.
As part of its expanded mandate, the DSI has been
appointed to champion several strategic initiatives on
behalf of government, such as the South African Affiliate
Centre of the World Economic Forum for the Fourth
Industrial Revolution, whose focus is on understanding
and dealing with technology governance challenges
that prevent innovation and the effective deployment of
technologies.
The 2019 White Paper is an attempt to strengthen policy
intent in areas where the DSI has encountered challenges
in implementation. It gives the DSI a greater opportunity
for using STI in support of South Africa’s inclusive
development. The White Paper and the Decadal Plan
(currently under development) also provide the impetus
for an organisational restructuring towards a leaner, more
agile organisation with concentrated capability in critical
areas.
The recent merger of the Higher Education and Training
and Science and Technology Ministries introduces new
opportunities, but also has the potential to divert attention
from STI to the plethora of contentious issues plaguing the
higher education sector. While the merger is at this point
only at the level of the Ministries (the departments remain
separate), the two departments under the leadership of
the Minister have introduced measures that will enable a
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202528
systematic review of the synergies and complementarity
in the mandates of the two departments, as well as
commonalities in functions and operations that could be
aligned.
Communication is a challenge in terms of both kind
and frequency. The Department has been successful in
communication centred around events and its political
principals. STI seldom makes into mainstream media
unless reporting is associated with a particular event.
As at 31 January 2020, the DSI had a vacancy rate of 23,3%,
with 20% at Senior Management Service level. This is far
above the target of a maximum of 6% over the 2015-2020
Strategic Plan period. Some posts have been vacant for
more than three years. As a result, the Department relies on
its staff to assume additional responsibilities to maintain
delivery, resulting in some overworked and highly stressed
employees. An organisational culture survey undertaken
in 2018 identified some critical human resource-related
challenges that will require focused change management
strategies. In addition, the compensation of employee’s
allocation for the DSI continues to be revised downwards
by the National Treasury, which has further compounded
the human resources challenge.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 29
PART C MEASURING OUR PERFORMANCE
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202530
PART C: MEASURING OUR PERFORMANCE1. Explanation of planned
performance over the five-year period
The Department has identified the following six outcomes
for the period 2020-2025:
• Outcome 1: A transformed, inclusive, responsive and
coherent national system of innovation;
• Outcome 2: Human capabilities and skills for the
economy and for development;
• Outcome 3: Increased knowledge generation and
innovation output;
• Outcome 4: Knowledge utilisation for economic
development in (a) revitalising existing industries and
(b) stimulating R&D-led industrial development;
• Outcome 5: Knowledge utilisation for inclusive
development; and
• Outcome 6: Innovation in support of a capable and
developmental state.
Poverty, inequality and unemployment continue to plague
South Africa. Using what was learnt in the period 2012-
2019, especially about how the NSI can contribute towards
national priorities and the country’s socio-economic
development, the new White Paper has positioned the
system to respond to some of the prevailing challenges.
While solutions resulting from R&D take time, it is possible
to act proactively and influence the landscape to the
benefit of and/or protection of society.
The White Paper has the following objectives:
• Improved coherence and coordination;
• Increased NSI partnering between business,
academia, government and civil society;
• Strengthened and transformed NSI institutions;
• Increased human capabilities;
• An expanded research enterprise;
• An enhanced enabling environment for innovation;
and
• Improved funding across the NSI.
These objectives are to be realised through ensuring
full alignment with the NDP objectives, building off the
progress made under the 1996 White Paper by expanding
what has worked and, where necessary, proposing new
approaches that take full advantage of the opportunities
presented by megatrends while advancing transformation
ambitions and imperatives.
The 2020-2025 Strategic Plan aims to deliver in part on
these broad objectives of the white paper by targeting
impactful and transformative initiatives over the five-year
period. The six outcomes identified by the Department
aim to leverage the strengths and broad contributions of
all STI role players. The six outcomes of the Strategic Plan
also support the pillars of the NDP of a strong and inclusive
economy, capabilities of South Africans and a capable and
developmental state.
The impact statement that has been adopted is
“Enabling South Africa’s sustainable and inclusive
development in the face of rapid technological change
and innovation”. To provide an evidence base for the
STI developments that could accelerate inclusive and
sustainable socio-economic development in South Africa,
a foresight study conducted by the National Advisory
Council on Innovation (NACI) identified the following
possible focus areas for the South African NSI over the next
decade:
• Education and skills for the future;
• Nutrition for a healthy population;
• Harnessing the potential of ICTs;
• Health technologies to treat and prevent ill health;
• Sustainable energy technologies;
• Integrated solutions to water security;
• The circular economy; and
• Improving exports through the high-technology
sector.
Informed by the findings of the NACI foresight study
concluded in 2019, the selection of areas that will inform
the missions and priorities for the next 10 years will be
detailed in a Decadal Plan to be finalised in 2020. The
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 31
overarching goal of the Decadal Plan is to increase the
contribution of the NSI to achieving South Africa’s national
objectives. This will be done by enhancing innovation
and experimentation, and by accelerating the use of
tried and tested approaches to successfully introduce
innovation for transformative social and economic
change. The Department will measure performance using
the outcomes identified.
The impact of science, technology and innovation is not
realisable in the short term. Research and development
are a long-term endeavour. Many of the successes of the
Department and its entities have been long in the making.
For example, the Hydrogen South Africa programme,
now entering the third phase of its implementation, was
approved in 2009, and South Africa’s role in the iconic
Square Kilometre Array (SKA) radio telescope project
began many years before the country was selected to co-
host the global megascience project in 2012.
A new era of flagship programmes needs to be
conceptualised and implemented based on the priorities
and missions that will emerge as part of the Decadal Plan.
STI are important drivers of sustainable economic
growth, economic competitiveness, socio-economic
development and environmental sustainability. STI
agenda setting, planning and budgeting should be
integrated at the highest levels of government planning.
To ensure policy certainty, and hence higher investment
in the economy, the White Paper proposes an innovation
compact across government to ensure coherence in policy
clusters related to STI and the economy, STI and social
development, STI and education/skills development,
and STI and the environment. The development of the
innovation compact should be prioritised. The intended
long-term outcomes of the implementation of this
coordinated planning approach would be a productive
NSI contributing to economic growth and inclusivity,
social development and environmental sustainability and
towards a capable and developmental state.
Many national, provincial and local government
departments have embraced the enabling nature of
STI and are now starting to develop sectoral innovation
policies and initiatives. These are sometimes not grounded
in the latest thinking and best practice on innovation
policy. Most activities are not coordinated or funded at
critical mass. Neither is there a critical assessment of the
relevance of the policy choices and their interface with
other national strategies. In responding to its refined
mandate on innovation, the Department will, in support
of making South Africa a capable and developmental
state, strive to foster and enable the entrenchment of an
innovation culture across government.
The Department will introduce measures over the next
five years to enhance its value-adding role as an endorser/
accreditor of STI elements in all departmental strategies
and/or in providing advice, expertise, facilitation and
mediation on STI issues. This role must be clearly defined,
especially as there has not been a clear leader and owner
of innovation policy development in South African
government previously.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202532
The relationship between the adopted outcomes and the challenges of inequality, poverty and unemployment is depicted
below.
POVERTY EMPLOYMENTINEQUALITY
INCLUSIVE INNOVATIONPUBLIC SECTOR
INNOVATION
HUMAN CAPABILITIES AND SKILLS
PRIVATE FUNDING AND RESOURCES
PUBLIC FUNDING AND RESOURCES
KNOWLEDGE GENERATION AND
INNOVATION OUTPUT
SYNERGIES AND PARTNERSHIPS
Figure 3: Connections between the outcomes of the Strategic Plan and the interlinked challenges of poverty, inequality and unemployment
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 33
Outcome 1: A transformed, inclusive, responsive and coherent NSI
In support of outcome 1, the Department has identified
four outcome indicators to measure over the strategic
plan horizon. These are:
1.1. Percentage increase in the number of formalised
partnerships between different category actors
of the NSI that advance Decadal Plan priorities;
1.2. Number of STI missions introduced and
adopted by Cabinet that crowd in resources and
capabilities across the NSI;
1.3. Percentage increased in the investment support
by government that advances GERD towards
1.1% of GDP; and
1.4. Number of approved strategies that give effect
to the agreed dimensions of transformation to
be effected in the NSI.
Through outcome 1, the department will strive to improve
the alignment of the NSI in contributing to Vision 2030.
The alignment and coherence will be directed primarily
through the decadal plan which will define critical
missions that the country will attend to in 2020-2030. The
HESTILL review will be finalised in 2020 and will guide the
establishment of new NSI institutions, make proposals
towards the geospatial location and dispersion of new
entrants as well as propose new institutional forms to
expediate the implementation of missions and critical
research areas such as astronomy.
If the NSI is to grow its contribution to addressing national
priorities, the following focus areas should be addressed:
• Enable the modernisation of sectors of the economy
such as manufacturing, agriculture and mining to
ensure that these sectors are competitive and can
contribute to higher GDP growth;
• Develop R&D-led industries based on new sources of
growth such as the Fourth Industrial Revolution and
the circular economy;
• Increase the NSI contribution to socio-economic
development by putting in place measures to
accelerate the conversion of ideas and knowledge to
products and services;
• Support grassroots innovators;
• Accelerate inclusivity and support new entrants into
the economy, by supporting SMMEs and Co-Ops via
targeted RDI instruments; and
• Utilise technological advancement to contribute to
an STI-enabled capable state – for improved service
delivery and decision making.
The WP proposes that a “whole of society” approach be
the cornerstone of the NSI’s contribution to national
priorities. The NSI is made up of different actors from
government, the private sector, higher education
institutions (HEIs), research organisations and civil society.
Traditionally partnerships between NSI players have been
between HEIs or research councils and government or the
private sector. Civil society has been prominent. Over the
strategic plan term, more effort will be directed towards
the formalisation of partnerships aligned to the mission
approach of the decadal plan with a particular emphasis
on non-traditional NSI players such as NGOs, youth civil
society organisations etc.
In increasing the number of formalised partnerships
between different category actors of the NSI,
interdepartmental teams have been established to
propose areas of synergy and efficient use of budgets
towards the goals of the National Development Plan (NDP),
such as increased PhD production, increased knowledge
and innovation outputs, increased PhD qualified staff
across both the higher education and the science council
and research facilities system. Bearing in mind that some
sub-sets of the system are already operating optimally
(80% of all PhDs and knowledge outputs are produced by
the top 5 the universities), a premium emphasis would be
put on those aspect of the system that are not operating
optimally or underrepresented and underserved. Both
the historically disadvantaged institutions and individuals
would be targeted with development support and
funding to ensure that they contribute adequately to the
research and knowledge enterprise.
On the international front, the DSI’s intention is to ensure
a far greater focus on innovation partnerships involving
South Africa, moving away from relatively small-scale,
collaborative academic projects towards market-oriented
research projects. STI has gained a prominent role in the
Sustainable Development Goals (SDGs) which are globally
recognised as essential instruments for development. The
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202534
DSI will continue using the SDGs as a guiding multilateral
policy framework for international engagement and
cooperation with the view of facilitating a range of
partnerships with development cooperation agencies,
philanthropic organisations and multilateral bodies.
These engagements will seek to leverage resources
available to assist efforts to put STI at the service of South
African society, or leverage South African STI expertise to
contribute to global development and advance South
Africa’s foreign policy, including its international trade and
investment agenda.
The DSI will continue with its active leadership role in
implementing the African Union’s Science, Technology
and Innovation Strategy for Africa (STISA), maximising
benefits for the NSI and improving coordination so
that strategic synergies can be exploited, especially in
African STI partnerships, such as between SADC and the
AU. The department will pursue initiatives supporting
Agenda 2063 and the SADC Regional Indicative Strategic
Development Plan (RISDP). Bilateral cooperation through
plans of action agreed to with other African partners will
be prioritised.
Outcome 2: Human capabilities and skills for the economy and for development
In support of outcome 2, the Department has identified
the following five outcome indicators to measure over the
strategic plan horizon. These are:
2.1. Number of DSI- funded PhDs graduating annually
as a contribution to the NDP target of 100 PhDs/
million population by 2030;
2.2. Number of artisans and technicians absorbed
into the economy in sectors where DSI has active
programmes;
2.3. Percentage increase of women and black
researchers in South Africa’s research workforce;
2.4. Percentage increase of PhD qualified teaching
and research staff; and
2.5. Improved knowledge about science among the
general public.
The 2019 White Paper on Science, Technology and
Innovation has identified lack of transformation in the
NSI as a challenge that needs to be addressed urgently.
The Department will continue and expand on the
transformation agenda in all its strategic science focus
areas over the medium-term at four levels namely: Spatial,
Institutional, Demographic and Transdisciplinary.
Following the Ministerial Guidelines on Transformation,
the department has mainstreamed demographic
transformation in all its instruments. The South African
Women in Science Awards, the South African Research
Chairs Initiative, the centres of excellence, research
grants, internships as well as special programmes such
as Thuthuka have contributed to improving female
representation which has increased to 46% of the scientific
workforce.
At institutional level, the South African Research Chairs
Initiative (SARChI) has been used to create new chairs
to address the gender imbalance in the NSI. The
science engagement campaign, guided by the Science
Engagement Strategy, advances the intentions of the
White Paper on Science, Technology and Innovation to
build a science-aware and science-literate society.
At transdisciplinary transformation level, the Department
has mainstreamed the themes in research grants covering
all knowledge fields using the four unique instruments,
namely, the Indigenous Knowledge Systems (IKS) Biennial
Interface Conference that brings research grant holders,
knowledge holders and students together under specific
themes; the annual Indigenous Knowledge Systems
(IKS) Conference and Expo that showcases innovation
across the fields of IKS; the Global Change Biennual
Conference which brings together researchers in Earth
Systems Science cutting across multiple disciplines and
the South African Research Infrastructure Roadmap a
strategic instrument that earmarks multidisciplinary
and transdisciplinary access to research infrastructure.
Marine, Polar and Palaeosciences are research areas that
use research instruments that promote transdisciplinary
transformation including the Habitable Earth Programme
under the Applied Centre for Climate and Earth Systems
Science which introduces black students to the concept
of Earth Systems Science.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 35
Formal collaboration between the DSI and DBE dates back
to 2004 and continues to encourage learners to participate
in science, technology, engineering, mathematics
and innovation (STEMI) subjects. The DSI has signed
direct collaboration agreements with seven provincial
departments of education, which lead to selected
schools in these provinces participating in initiatives
that contribute to the building of a STEMI human capital
pipeline. Between 2020/25, attention will be given to the
remaining two provinces, while learners’ STEMI activities
will be expanded in the provinces already collaborating
with the DSI.
The DSI with its entities will continue supporting high-level
HCD for the NSI through bursary support for postgraduate
training in SET from government for higher education
institutions and transforming the NSI’s human resource
base through postgraduate studies, particularly at PhD
level, in terms of gender and race. Postgraduate funding
in engineering will be a specific focus, in line with the
recommendations of the Academy of Science of South
Africa’s 2019 Status of Postgraduate Research Training in
Engineering in South Africa report.
The DSI-commissioned study recommends the
production of more master’s and doctoral degrees in
engineering in line with the innovation and economic
development priorities of the country, as identified in
different sector master plans and the STI Decadal Plan
currently under development. Liaison between various
DSI and DHET budget programmes will contribute to the
development of other upstream skills required for the
country’s economic sectors. Going forward, the focus will
be on increasing Masters and PhDs in engineering in line
with the innovation and economic development priorities
of the country as identified in different sector Master Plans
and the Decadal Plan.
The DSI and its entities, particularly the National Research
Foundation, have enjoyed strong collaboration with the
DHET in research development and support. The DSI,
the NRF and the DHET will continue supporting the
collaborations that are fostered with industry on the
Ikusasa Student Financial Aid Programme in order to
extend the initiative to postgraduate support. Between
2017/18 and 2019/20, DHET provided R621 million in
funding to the NRF for awarding postgraduate bursaries.
Given the inequitable skew in government’s allocated
support for undergraduate and postgraduate students,
the postgraduate funding policy will be built taking
into account the full cost of support for financially
needy students – a development that will reduce the
number of students supported if the budget does not
grow. Better reporting on bursaries awarded will also be
enabled through the finalisation and implementation of a
framework that will account for all postgraduate students
supported through DSI funds (previously the focus was
only on NRF-derived data), including those funded by
agencies such as the HSRC and the CSIR.
The emerging researcher segment of the HCD pipeline
continues to be under-funded relative to the next
generation of researchers and established researchers’
segments of the pipeline. Financial resources need to be
reprioritised in this area as recommended in the CREST
Study on Building a Cadre of Emerging Scholars for Higher
Education in South Africa, to help increase the percentage
of senior lecturers and lecturers who are PhD-qualified
and publishing.
On the international front, the DSI will continue pursuing
international human capital development opportunities
for South Africans, including access to global research
infrastructure, specifically initiatives targeted at historically
disadvantaged institutions and individuals as part of the
DSI transformation framework.
There is a need for monitoring and evaluation every
five years to measure the difference that the science
engagement programme is making in the country.
Building on the work by the HSRC, which over the past
years used the South African Social Attitudes Survey
to determine how South Africans relate to science, a
dedicated and comprehensive survey will be conducted
by 2023/24 and the report published by 2025/26. Issues to
be measured through this survey include citizens’ interest
in science, their knowledge level on selected science
topics, as well as their confidence in science. Efforts to
improve citizens’ awareness of STI activities will continue
through the hosting of events and expos that allow
citizens to engage in STI awareness activities. This will in
most instances be done in partnership with relevant local
and international partners.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202536
The department will also support the development of
critical high-end skills in selected technology areas such as
the bioeconomy, space science and technology, energy,
intellectual property management nanotechnology,
robotics, photonics and areas of technology convergence
that are important in building a knowledge society.
This will be done in the form of specialised training
interventions and graduate and postgraduate student
support in these areas. Support will also be directed
towards the development of technical and artisan skills to
support the deployment of newly developed innovations.
Outcome 3: Increase knowledge generation and innovation outputs
In support of outcome 3, the Department has identified
the following three outcome indicators to measure over
the strategic plan horizon. These are:
3.1. Increase South Africa’s share (percentage) of
global publication outputs;
3.2. Percentage increase in prototypes, technology
demonstrators, pilot plants that advance
industrialisation through innovation; and
3.3. Percentage increase in patent applications and
design applications filed from publicly financed
R & D.
South Africa’s research productivity compares favourably
with countries such as Mexico, Chile, Greece, Malaysia,
Turkey and Poland when it comes to world share and
world rank. South Africa’s research outputs trebled from
1996 to 2014, and its world share of publications doubled
from 0.4% to 0.88%. This contribution by SA is higher than
the ratio of the country’s population size relative to the
global population. The target over the strategic plan term
is to improve research productivity to 1% of global output.
South African universities account for 80% of research
outputs, with science councils, national facilities and other
public research institutions making up the rest. Measured
against comparator countries, South African universities
have lower ratios of PhD-qualified staff members and
the recently completed CREST Study on Building a Cadre
of Emerging Scholars for Higher Education in South
Africa shows that even PhD-qualified staff members
do not publish as a norm. Research productivity will be
increased by fast-tracking interventions aimed at PhD
qualification attainment in the first place, and capacity-
building interventions aimed at inculcating a research
publication scholarship among the PhD-qualified staff.
Underperforming research institutions such as historically
disadvantaged institutions (HDIs) and universities
of technology are to be targeted with customised
programmes in line with their missions. This will include
ring-fenced budget support for HCD and infrastructure
grants.
The DSI together with the DHET under the banner of
the HDI Development Grant, will develop targeted
programmes aimed at ensuring that there is a critical
mass (established) of publishing academics at HDIs and
increase research outputs per capita. The DHET, through
the Research Outputs Policy, rewards research outputs
produced by researchers in public higher education
institutions, while science councils which are part of public
research institutions do not benefit from the incentive
programme. An interdepartmental task team looking at
the incentive programme for researchers in the science
councils and incentives for innovation and other creative
outputs has been established. The task team would look
at the alignment of the DHET Research Output Submission
System (ROSS) with its Policy on the Evaluation of Creative
Outputs and Innovations.
Over the strategic plan term, the department will measure
and track the number of outputs commercialised as a
result of support provided in designated areas; e.g. licenses,
assignments, options of varying nature (such as directed
research, joint ventures and the like), start-ups, spin outs,
new companies created; distribution, manufacturing and
sales agreements for products, processes and services.
The commercialisation of products, processes and services
may involve other departments, entities and market
players and therefore may fall outside the Department’s
control. The DSI will focus on investments that are geared
towards supporting the translation of publicly financed
IP into social and economic value by using NIPMO’s
database of disclosures of publicly financed IP as a basis for
tracking the utilisation of IP via conclusion of commercial
agreements and introduction of products and services to
the public.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 37
The department provides funding support in the form
of research infrastructure grants to researchers and
institutions across the innovation value chain. The
grants include support for innovation infrastructure in
the form of pilot plants, technology demonstrators and
specialised facilities. The implementation of the South
African Research Infrastructure Roadmap (SARIR) will
continue over the MTSF period, with all thirteen research
infrastructures approved in the first phase of the roadmap
being implemented.
The implementation of the following projects of the
National Integrated Cyberinfrastructure System (NICIS)
will continue: (i) a multi-institutional national e-science
postgraduate teaching and training programme – to
be expanded in terms of the disciplines covered and
institutions being added; (ii) increasing the number
of awards of the e-research support programme;
(iii) additional regional Tier 2 data nodes being established;
and (iv) the big data strategy being implemented.
An NDP target, under the theme “expanding access
to communication technology”, is 100% broadband
penetration by 2020. The DSI is contributing to this
target through the roll-out of the South African National
Research Network (SANReN) project. It is estimated that
SANReN’s projected total available broadband capacity
by the 2024/25 financial year will be 7 100 Gbps, which
will be achieved through the addition of several new
network links and sites, the upgrading of existing links and
transmission equipment, and the activation of additional
international West Africa Cable System (WACS) capacity.
This translates into giving more than a million users access
to broadband connectivity.
The Multiwavelength Astronomy Strategy seeks to
position South African as a vibrant hub for astronomy
facilities and sciences – harnessing South Africa’s
geographical advantage of clear, dark skies and radio
silence in the Northern Cape. For South Africa to become
one of the leading nations in the discipline of astronomy, it
has to develop world-class infrastructure and the requisite
skills, allowing for notable scientific discoveries – this is
already being made possible by the completed MeerKAT
telescope. The focus in the current 2020-2025 period will
be on enhancing the scientific capabilities of the MeerKAT
through the installation of S-band and L-band receivers,
and expanding the MeerKAT by an additional 20 dishes.
The DSI will also be working closely with the South African
Radio Astronomy Observatory (SARAO) and the Northern
Cape government to ensure socio-economic benefits
to the surrounding communities and to enhance public
awareness of the project and the opportunities it presents.
The SKA Organisation is progressing well with preparations
for SKA Phase 1, and South Africa continues to play an
active role in the project. It was one of seven countries
(with Australia, China, Italy, the Netherlands, Portugal and
the United Kingdom) to sign a treaty establishing the
SKA Observatory on 12 March 2019. Other countries are
expected to join later as the project progresses. South
Africa is also working on getting the SKA Observatory
treaty ratified by Parliament. The SKA Observatory is
an intergovernmental organisation tasked with the
construction and operations of the SKA radio telescope.
The quality of astronomy infrastructure will allow world-
class research.
The implementation of the Protection, Promotion,
Development and Management of Indigenous Knowledge
Act, 2019, will lead to the development of new policy
initiatives. Regulations will have to be facilitated to enable
the DSI to lead the implementation of the Act. A special
ised services delivery unit (SSDU) will be established
to serve as the authority regulating the IKS sector. The
registration of indigenous knowledge through the
National Recordal System will run on the SSDU platform.
The setting up of institutional units for the recognition of
prior learning in IKS disciplines will be a novel contribution
by the DSI to non-traditional ways of developing human
capabilities.
In the coming medium-term period, the Department
aims to create a capability of knowledge brokerage. The
Earth Systems Science Research Programme, introduced
under the Global Change Research Plan, has been a driver
of several programmes under the National Research
Foundation, the South African National Biodiversity
Institute, the Council for Scientific and Industrial Research
and the Agricultural Research Council. The intention is for
the knowledge generated through these programmes to
be entered into databases for analytics so that the outputs
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202538
of knowledge products and services can be deployed in
science services to solve problems arising from the climate
change crisis, environmental degradation, desertification,
loss of biodiversity, etc.
A policy framework for the development of an IKS-based
pharmaceutical industry is envisaged, covering the entire
value chain. The development of the framework for the
IKS-based pharmaceutical industry and an IKS-based
bioinnovation institute are seen as complementary and
mutually reinforcing steps towards the long-term vision of
an IKS-based pharmaceutical industry in the country and
region.
Outcome 4: Knowledge utilisation for economic development –
(a) revitalising existing traditional industries
(b) stimulating R&D-led industrial development
In support of outcome 4, the Department has identified
the following four outcome indicators to measure over
the strategic plan horizon. These are
4.1. Rand value of RDI investment attracted to
support RDI needs identified through the sector
masterplans process;
4.2. Percentage increase in SMMEs/Co-ops whose
performance has improved or who have secured
new opportunities through support provided by
the DSI and its entities;
4.3. Percentage increase in the commercialisation of
granted IPRS from publicly funded R & D; and
4.4. Number of new R&D-led industrial development
opportunities initiated by the DSI.
The Department is participating in the development of a
number of sectoral masterplans that will be implemented
over the strategic planning period. They include, amongst
others, Agriculture, Oceans Economy, Energy, Mining, and
Health. In partnership with other national government
departments, provincial and local government, the DSI will
implement common flagships programmes in support of
priority sectors as reflected in the national re-imagined/
revitalised industrial strategy.
Energy security remains a serious challenge for South
Africa. Progress in the electrification of rural households
is hindered by difficult terrain which impedes the
deployment of bulk infrastructure while the growth
of informal households in urban areas continues to
be exacerbated by the steady in-flux of residents from
rural areas of the country leading to the decline in the
percentage of households electrified in the economic
hubs of Gauteng and Western Cape. Partnering with
the Department of Mineral Resources and Energy, the
Department of Science and Innovation will continue
deploying fuel cells at government buildings, critical
infrastructure such as airports as well as rural formal and
urban informal settlements to assess whether alternative
technologies such as fuel cells can reduce the impact of
rolling blackouts on service delivery as well as speed up
the rate of electrification. Using industrial ports as the
nerve centres for scaling up the use of clean hydrogen
is a critical step in the process of building a hydrogen
economy in South Africa.
The recently released Integrated Resource Plan gives a
clear indication that while solar and wind technologies
have an important role in the country’s electricity mix a
‘just transition’ requires STI to speed up the penetration of
abatement technologies to minimise the greenhouse gas
emissions and pollutant emission from existing and future
fossil-based power generation installations. A Carbon
Capture, Storage and Use Flagship Programme will be
introduced through a public private partnership to find
solutions that will protect the sustainable development
of the country while revitalising existing sectors of the
economy.
The role of energy storage in both the mobility and utility
sector has been emphasised by the Green Transport
Strategy recently released by the Department of Transport
as well as the announcement of Eskom to roll out utility
scale batteries in support of the countries power system.
Building on the successful launch of the pilot plant for the
manufacturing of lithium ion battery precursor materials,
the Energy Storage RDI Programme is putting in place
strategic international partnerships (i.e. Argonne National
Lab) to speed up the commercialisation of technologies in
the portfolio while strengthening relationships with local
private sector partners. The focus will be on producing
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 39
precursor materials based on manganese in the early
part of the value chain and using South Africa’s abundant
mineral resources of fluorspar as a source of electrolights
for lithuim-ion batteries.
The introduction of new R&D-led/based products,
processes and/or services into the market requires
government to create the necessary enabling frameworks,
to develop appropriate skills (including expert knowledge
in the discipline and relevant to the technology, but also
translational and technology commercialisation skills)
and infrastructure to enable innovation, to support the
demonstration and piloting of new technologies and
upscale these where and when appropriate, and to ensure
that appropriate IP protection and support mechanisms
are in place.
The country’s wealth of indigenous knowledge is being
harnessed to create new products (traditional medicines,
cosmeceuticals, and nutraceuticals including herbal
beverages) and to develop new markets (for indigenous
plant and animal species) that will support the creation
of employment in communities where the knowledge
originates.
The indigenous knowledge-based technology innovation
initiatives will focus on development of new high-end
natural medicines (naturoceuticals), cosmeceuticals, and
nutraceuticals including herbal infusions. Clinical trials
and product registration systems for African medicines
will be prioritised working with the South African Health
Products Regulatory Authority (SAHPRA) to facilitate
product innovation, commercialisation and beneficiation.
The ultimate objective is to mainstream IK-based products.
Medical cannabis research and product development will
be elevated to flagship status to strengthen its national
master-plan programme for economic development.
Partnerships with departments whose mandate is to
support business development, incubation, product
marketing and commercialisation will be forged in order
to support job creation. Both local and international
commercialisation partnerships will be sought to fast-track
the entry into market. This work is directly contributing to
the transformation of the South African economy, making
it more inclusive in terms of rural communities, young
people, women and the marginalised.
The National Intellectual Property Management Office
(NIPMO), which is the implementing office for the IPR Act,
stimulates greater economic and social returns (from IP
generated through R&D activities conducted using public
funds), through a number of interventions, including
financial support for the Offices of Technology Transfer at
the various research institutions, and the IP Fund. By the
end of 2018/19, NIPMO had provided financial support
in excess of R176 million for, among other things, the
creation of 132 posts for highly skilled individuals through
the OTT Support Fund. Furthermore, financial support
for the statutory protection and maintenance of IP rights
has exceeded R160 million since the inception of the IP
Fund. Both areas of support will continue in the 2020/25
strategic term. These interventions are all aimed at
equipping institutions to increase knowledge utilisation
for advanced economic and social development, through
the recognition and protection of IP.
Furthermore, enhanced interventions to build and support
a pipeline for the realisation of publicly funded R&D
outputs with socio-economic impact will be implemented.
This will include exploring models for the roll-out of an
enforcement fund to enable publicly financed institutions
to prevent third parties infringing their IP rights. In this
regard, the modalities explored include state-funded
litigation, alternative dispute resolution, contingency fee
litigation, licensing and intellectual property insurance.
Any of these forms may be appropriate depending on the
circumstances and not all of them require government
support. The insurance model is generally prefered and
has been benchmarked internationally as an acceptable
means of protecting IP against third party infringement.
The Department will continue to scale-up its network
of technology stations/platforms in order to provide
cross-cutting/cross-sector technological support for
SMMEs/potential entrepreneurs and Co-ops. Access to
technological support is essential in new product/process
development (or improvement) and in developing
prototypes and concept demonstrators.
The Department will also continue managing a portfolio
of projects with the potential of creating new industries,
or rejuvenating existing industries. The current projects
in this portfolio are the Aeroswift Additive Manufacturing
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202540
machine, the mining extraction RDI programme, the
bioeconomy, hydrogen fuel cells, and the fourth phase of
the Fluorochemicals Expansion Initiative.
Outcome 5: Knowledge utilisation for inclusive development
In support of outcome 5, the Department has identified
the following two outcome indicators to measure over the
strategic plan horizon. These are
5.1. Grassroots innovations whose commercialisation
has been facilitated by the support/ access of the
multi-tiered support package provided by the
DSI and its entities; and
5.2. Publicly financed IP made available (accessible)
in support of grassroots innovators.
In focusing on these two outcomes, the DSI will be
advancing its commitment towards an inclusive and
responsive NSI, characterised by equitable access
to the knowledge infrastructure. These outcomes
premised on inclusion are key for re-imagining the
NSI as inclusive with a broader concept of innovation
in line with the national development profile and
social dynamics. In using the multi-tiered package to
support commercialisation of grassroots innovations,
the key aspects will include technology development;
compliance with industry standards (where applicable);
protection of IP and mentorship. These aspects are key in
enabling the participation of grassroots innovators, who
are often marginalised in technology-based economic
development opportunities. As part of enhancing the use
of IP generated from publicly funded research, the DSI will
facilitate access to this IP, working with relevant partners.
There will be a more deliberate focus on IP related to
solutions that enable and improve access to basic services;
strengthen the capacity of the state in service delivery and
promote the inclusion of women, youth and people living
with disabilities.
In pursuing the two outcomes, the DSI will focus on
strengthening partnerships with relevant government
departments, research institutions, standards setting and
compliance organisations, higher education and post-
school institutions, the private sector and non-profit
organisations as they are all key in providing systemic
and comprehensive support to grassroots innovation and
ensuring that its potential role in economic development
is enhanced and realised. The focus on facilitating
commercialisation of grassroots innovation and its access
to publicly financed IP will be pursued in line with the
commitment for the deployment of locally developed
technology solutions. The instruments used will include
technology demonstrations, agro-processing facilities,
and support for entrepreneurs.
While focused on technology development and
commercialisation, the aim of knowledge for inclusive
development is innovation deployment i.e. ensuring
creative ideas find expression in the market. The following
are some ways for promoting inclusive development:
• Encouraging science-based risk-taking to enable
innovations to be tested for market readiness and
transforming the use or application of conventional
products or services.
• Full value chain assessment and development (for
example in the creation of technology platforms and
pre-clinical capabilities),
• Coordinating stakeholders and role-players to
maximise transmission to market opportunity (for
example using stakeholder committees to steer
programmes),
• Co-funding to ensure the limited resources of the DSI
are extended (for example through partnerships with
sister departments or the private sector), and
• Adopting a National System of Innovation approach,
which recognises that skills, resources and
opportunities are highly dynamic, and networking
and facilitation of partnerships beyond public support
is essential.
Outcome 6: Innovation in support of a capable and developmental state
In support of outcome 6, the Department has identified
the following four outcome indicators to measure over
the strategic plan horizon. These are
6.1. Increase in the number of use cases of decision
support systems;
6.2. Number of demonstrators that have successfully
introduced a new way of delivering a service;
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 41
6.3. Number of districts/ metros supported with
technology-based applications as part of the
District Development Model for service Delivery
Improvement; and
6.4. Evidence informed integration of innovation in
service delivery.
The DSI is a national department that does not have a
provincial or local footprint, which creates a challenge
in implementing national STI interventions. However,
through the Regional Innovation Support programmes
the DSI is contributing to the development of innovation
ecosystem and a capable and developmental state. A
concerted effort is made to increase the spatial footprint
of innovation support so that innovation would enable
localised socio-economic development. Provincial
Growth and Development Strategies and LED strategies.
This will enable the DSI to better align innovation support
interventions with the District Development Model.
Since service delivery is implemented at local government
level, that is where technology deployment in support of a
capable state is needed. It is necessary to pilot technologies
that facilitate service delivery to ensure appropriate
technology deployment - for waste management, water
and wastewater management, housing, sanitation and
energy provision amongst others. In order to address South
Africas our climate and SDG obligations, technologies for
the circular economy must be included to enable the just
transition to a low-carbon economy.
To build a coherent system to address both SDGs and
climate change effects, a digital economy is required.
The DSI will contribute to this through focused
programmes that enable innovation and build capacity
in the post-school system in ICT domains such as data
science, artificial intelligence, the Internet of Things and
cybersecurity. Capacity to use 5G and other wireless
technologies optimally must also be developed, enabling
the state and citizens to take advantage of digital economy
opportunities.
2. Organisational structure
The Department is organised into five budget Programmes
to deliver on the six outcomes planned for the period
2020-2025. The Programmes are the following:
• Programme 1: Administration (Corporate Services
and Institutional Planning and Support);
• Programme 2: Technology Innovation;
• Programme 3: International Cooperation and
Resources;
• Programme 4: Research development and Support;
and
• Programme 5: Socio-economic Innovation
Partnerships.
An organisational review process will commence in 2020
to evaluate the effectiveness of the current arrangement
of Programmes.
The DSI is supported in the execution of its mandate by
the National Intellectual Property Management Office
(NIPMO), a specialised service delivery unit, and the
following agencies, science councils and entities:
• The Academy of Science of South Africa (ASSAf );
• The Council for Scientific and Industrial Research
(CSIR);
• The Human Sciences Research Council (HSRC);
• The National Advisory Council on Innovation (NACI);
• The National Research Foundation (NRF);
• The South African Council for Natural Scientific
Professions (SACNASP);
• The South African National Space Agency (SANSA);
and
• The Technology Innovation Agency (TIA).
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202542
3. Institutional performance information – Alignment to the 2019-2024 Medium Term Strategic Framework
As outlined in the NDP, the period 2018-2023 is Phase 2 in
the use of STI in laying the foundations for more intensive
improvements in productivity, where innovation starts
to become pervasive across the public, business and
social sectors. The Department has noted the challenges
experienced as part of its sector work in Phase 1 and is
keen to build on what it has learnt to improve the impact
of its contribution to national priorities.
The Department has articulated its support of the 2019-
2024 MTSF in three categories:
• Commitments and specific deliverables in priorities
(Priorities 1 and 2);
• Initiatives and projects that support priorities
(Priorities 3 and 7) but that are not explicitly captured
in the Cabinet approved MTSF; and
• Alignment to the intent of objectives of priorities
(Priorities 3 and 7).
The Department of Science and Innovation will contribute
to the following national priorities outlined in the 2019-
2024 MTSF.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 43
National Development
PlanMTSF priorities
Action/commitment captured in 2019-2024 MTSF
Aligned departmental initiatives
Chapter 3: Economy and Employment
Chapter 9: Improving education, training and innovation
Priority 2: Economic transformation and job creation
Commercialisation of intellectual property
Number of disclosures received bi-annually from publicly financed research and development institutions as reported to NIPMO which are licensed for the first time
Skills Priority Plan developed by 2020 (led by the Department of Higher Education and Training and supported by the DSI)
Provide support for postgraduate students in specialised areas.
Provide training for skills for the economy.
Raising GERD to 1,1% of GDP Integration of R&D targets and commitments in appropriate sector masterplans.
Development of a decadal plan outlining national priorities for science, technology and innovation.
Strengthening of instruments that incentivise business R&D (R&D tax incentive, sector innovation funds, innovation partnerships)
Strengthening instruments that leverage international funding
Number of users from the education and research sector supported through SANReN
Achieving 100% universal broadband by contributing to the Department of Communications and Digital Technologies Satellite Communication Strategy
Priority 3: Education, skills and health
Conduct IP awareness sessions (IP Wise) at technical and vocational education and training colleges (at least two per annum)
Number of graduates and students placed in DSI-funded work
Number of emerging researchers grants to improve the percentage of PhDs qualified staff
Number of PhD students awarded bursaries through the NRF and DSI
Number of pipeline postgraduate students awarded bursaries through the NRF and DSI
Number of people reached through outreach, awareness and training programmes in space science
Chapter 10: Health care for all
None TB treatment research success rate
Support development of health innovations
Development of treatment and prevention technologies for HIV, non-communicable diseases and maternal health care
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202544
National Development
PlanMTSF priorities
Action/commitment captured in 2019-2024 MTSF
Aligned departmental initiatives
Chapter 3: Economy Infrastructure
Priority 3: Consolidating the social wage through reliable and quality basic services
None Innovative technology approaches for the delivery of basic services (energy, water, sanitation, roads)Chapter 11: Social
Protection
Chapter 8: Transforming human settlements
Priority 4: Spatial integration, human settlements and local government
None Provision of information, applications, and products for precision agriculture, human settlements, spatial integration and water bodies
Demonstrations in partnership with sector departments to assess the appropriateness of new technologies to improve service delivery, e.g. hydrogen fuel cells, off-grid sanitation, water infrastructure
Support smart city efforts through support for planning, decision support, demonstration and technology governance
Support the development of dynamic local and provincial innovation systems, including support for the development of innovation plans and initiatives
Provide information on air quality, land cover and land use mapping.
Provide frequent information on weather patterns, and effects of human activity on critical resources such as water, land and air
Chapter 12: Building Safer Communities
Priority 5: Social Cohesion and safe communities
None Provide timely, accurate and independent data and information for monitoring and evaluating mega projects
Strengthen social science research in support of safer communities
Contribute to the development of a network of facilities that provide young people with opportunities to access technology-based opportunities and occupations
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 45
National Development
PlanMTSF priorities
Action/commitment captured in 2019-2024 MTSF
Aligned departmental initiatives
Chapter 13: Building a capable and developmental state
Priority 1: A Capable, ethical and developmental state
None Leverage South Africa’s political influence and science diplomacy to conceptualise and secure international funds through EU and AU research and innovation funding instruments
Enhance the evidence base as well as decision-support tools to support key government functions including planning, risk and vulnerability assessment, environmental management, etc.
Enhance social science research on a capable, ethical, and developmental state including continued updating of essential longitudinal data sets required for planning and implementation
Chapter 7: South Africa in the region and the world
Priority 7: A better Africa and world
None Provide support to the implementation of the Science, Technology and Innovation Strategy for Africa (STISA 2024) in accordance with South Africa’s national interests
None Approved AU or SADC STI initiatives, including programmes, projects or governance frameworks, endorsed at AU or SADC ministerial level supported
None Participate in global efforts to strengthen transformative innovation policy and STI policy in support of the SDGs
Table 4: DSI contributions to the NDP and MTSF 2019-2024 priorities
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202546
4. Measuring outcomes
Impact statement
Impact statementEnabling South Africa’s sustainable and inclusive development in the face of rapid technological change and innovation
Pillar 1 Driving a strong and inclusive economy
Outcome 1 Outcome indicators Baseline 5-year target
Outcome statement Over the next five years, expand, transform and enhance the responsiveness of the national system of innovation (NSI)
A transformed, inclusive, responsive and coherent NSI
Outcome Indicator 1: Number of formalised partnerships between different category actors of the NSI that advance Decadal Plan priorities
New indicator
10
Outcome Indicator 2: Number of STI missions introduced and adopted by Cabinet over the next five years that crowd in resources and capabilities across the NSI
New indicator
5
Outcome Indicator 3: Percentage increase in the investment support by government that advances GERD towards 1,1% of GDP
0,464% 0,53%
Outcome indicator 4: Number of approved strategies that give effect to the agreed dimensions of transformation to be effected in the NSI
New indicator
3
Pillar 1 Driving a strong and inclusive economy
Outcome 3 Outcome indicators Baseline 5-year target
Outcome statement Over the next five years, to maintain/increase the relative contribution of South African researchers to global scientific and innovation output
Increased knowledge generation and innovation output
Outcome Indicator 1: Increase South Africa’s share (percentage) of global publication output
0,88% of global
publication output
1% of global
publication output
Outcome Indicator 2: Percentage increase in prototypes, technology demonstrators and pilot plants that advance industrialisation through innovation
115 10%
Outcome Indicator 3: Percentage increase in patent applications and design applications filed from publicly financed R&D5
Patents: 799 Patents: 50%
Designs: 30 Designs: 60%
4 Figure as per the 2017/18 South African National Survey of Research and Experimental Development
5 This baseline number is derived from the South African National Survey of IPR and Tech Transfer at publicly funded research institutions
covering the period 2008- 2014. The survey was published in April 2017.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 47
Pillar 1 Driving a strong and inclusive economy
Outcome 4 Outcome indicators Baseline 5-year target
Outcome Statement Over the next five years, improve the sustainability and competitiveness of traditional sectors of the economy and initiate/continue research and development in emerging technology areas that could enable the creation of non-traditional South African economic sectors
Knowledge utilisation for economic development in (a) revitalising existing industries and (b) stimulating R&D-led industrial development
(a) Revitalising existing industries:
Outcome Indicator 1: Rand value of RDI investment attracted to support RDI needs identified through the sector masterplan process
New indicator
R 100 million
Outcome Indicator 2: Percentage increase in SMMEs/co-ops whose performance has improved or who have secured new opportunities through support provided by the DSI and its entities
3 5006 5%
Outcome indicator 3: Percentage increase in the commercialisation of granted intellectual property rights from publicly financed R&D
287 100%
(b) Stimulating R&D-led industrial development
Outcome Indicator 1: Number of new R&D-led industrial development opportunities initiated by the DSI
58 1
6 This figure is an estimate which will need to be verified as part of the SP 2015-2020 performance evaluation.
7 This baseline number is derived from the South African national survey of intellectual property and technology transfer at publicly funded
research institutions, covering the period 2008-2014. The survey was published by the Centre for STI Indicators (HSRC) in April 2017.
8 This baseline is derived from the following historic initiatives that emanate from strategies/policies that were adopted/approved in the main
between 2007 and 2010 (i.e. the Fluorochemicals Expansion Initiative, Titanium Metal Powder, Hydrogen South Africa (HySA), Aeroswift and
Battery Precursor Materials), which will be continued over the next five years.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202548
Pillar 2 Building and strengthening the capabilities of South Africans
Outcome 2 Outcome indicators Baseline5-year target
Outcome statement Over the next five years improve the representivity of those with high-end skills and increase the development of technical and vocational skills for the economy
Human capabilities and skills for the economy and for development
Outcome Indicator 1: Number of DSI funded PhDs graduating annually as a contribution to the NDP target of 100 PhDs/ million population by 2030
1 000 4 700
Outcome Indicator 2: Number of artisans and technicians absorbed into the economy in sectors9 where DSI has active programmes.
New indicator
60
Outcome Indicator 3: Percentage increase of women and black researchers in South Africa’s research workforce
Women at 45,1%
Women at 49%
Blacks at 62,9%
Blacks at 67%
Outcome indicator 4: Percentage increase of PhD-qualified teaching and research staff
45% 60%
Outcome Indicator 5: Improved knowledge about science among the general public
35% of the sample of the South
African population surveyed10
50% of the sample of the South
African population surveyed
9 These are sectors including energy, agriculture, manufacturing, health, mining etc.
10 Baseline determined from the South African Social Attitudes Survey of the Human science Research Council (2013).
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 49
Pillar 3 Achieving a more capable state
Outcome 5 Outcome indicators Baseline5-year target
Outcome statement Over the next five years, expand the use of scientific knowledge (as evidence) in support of innovation for societal benefit and public good
Knowledge utilisation for inclusive development
Outcome Indicator 1: Grassroots innovations whose commercialisation has been facilitated by the support/access of the multi-tiered support package provided by the DSI and its entities
100 500
Outcome Indicator 2: Publicly financed intellectual property made available in support of grassroots innovators
New indicator
50
Pillar 3 Achieving a more capable state
Outcome 6 Outcome indicators Baseline5-year target
Outcome statement Over the next five years, increase the use of innovation as an enabler in the delivery of efficient services and access to government programmes
Innovation in support of a capable and developmental state
Outcome Indicator 1: Increase in the number of use cases of decision support systems
41 75
Outcome Indicator 2: Number of demonstrators that have successfully introduced a new way of delivering a service
172 420
Outcome indicator 3: Number of district/metropolitan municipalities supported with technology-based applications as part of the District Development Model for Service Delivery Improvement
New indicator
5
Outcome 4: Evidence informed integration of innovation in service delivery
New indicator
5
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202550
5. Key enablers
(a) Inclusivity and transformation
The 2019 White Paper on Science, Technology and
Innovation has identified the lack of transformation in the
NSI as a challenge that needs urgent attention. The need for
transformation is multidimensional. Key elements include
the need to address the demographic composition of
the research, development and innovation communities,
to ensure that the NSI is broadened to include social
formations and actors previously marginalised (for
example, civil society, worker organisations, grassroots
innovators, etc.), as well as to ensure that a greater share of
the benefits of investments in research, development and
innovation accrue to previously marginalised communities
including youth, women, and people with disabilities.
An organisational transformation strategy will be finalised
and implemented over the strategic plan term. The
strategy will address the following dimensions:
• Demographic transformation (e.g. of the researcher
base and higher levels of research management and
the innovation community);
• Institutional transformation (e.g. strengthening
previously marginalised institutions based on review
findings and changing needs in the NSI);
• An increased footprint of STI activities in non-
traditional spaces and targeting non-traditional
actors;
• Ensuring greater social and economic benefit to
designated priority beneficiary groups; and
• Transforming the public’s awareness of the value of
STI.
While there have been pockets of racial and gender
transformation in the system, the pace has been slow.
The 2015/16 South African National Survey of Research
and Experimental Development reflected a South African
research workforce that has remained stagnant over
the past 10 years, at just over 29 000. This number was
dominated by white male researchers making up 52%,
while blacks share the remaining 48% (broken down
between Africans at 32%, coloureds at 6% and Indians at
9%). An emerging feature in 2015/16 was the prominence
of foreign researchers, contributing 9% to the total
workforce.
Comparing the 2015/16 data to the latest survey
concluded in 2017/18 shows an increase in the researcher
workforce that has now reached 36 233. In gender terms,
male researchers remain dominant at 55% (white male
researchers at 44%, black male researchers at 42% (Africans
at 29%, coloureds at 5% and Indians at 8%) non-South
African male researchers at 14%).
In terms of racial profiling, the picture remained the
same between 2015/16 and 2017/18 where 43,6%
(15 795) are white researchers followed by Africans at 29,8%
(10 815), Indian/Asians at 9,3% (3 352), Coloureds at 6,1%
(2 209) and a further increase in the prominence of non-SA
researchers, now contributing 11,2%.Interventions such as
the Thuthuka Programme have contributed to improving
female representation, which has increased to 46%. This
is key as more women researchers will not only make for
improved representivity, but also bring new approaches
to research and the knowledge landscape.
Leveraging on the University Capacity Development
Programme (UCDP), the DSI will implement the
recommendations of the Centre for Research on Evaluation,
Science and Technology (CREST) Study on Building a
Cadre of Emerging Scholars for Higher Education in South
Africa. The study aimed to establish the demographics
and research activity of all levels of permanent instruction
staff at higher education institutions by identifying the
following:
• The profile of lecturers and senior lecturers in the
system;
• The proportion of lecturers and senior lecturers
actively publishing;
• The proportion of lecturers and senior lecturers
actively applying for funding; and
• The proportion of lecturers and senior lecturers
actively publishing and applying for funding.
The UCDP is aimed at increasing the percentage of senior
lecturers and lecturers who have PhDs and are publishing.
The emerging researcher segment of the human capital
development pipeline continues to be under-funded
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 51
compared to the next segments of the pipeline – next
generation researchers and established researchers.
Financial resources need to be reprioritised in this area in
line with the recommendations of the CREST study. The
Academy of Science of South Africa will need to assist in
implementing some of the recommendations.
The DSI will work with the Department of Higher Education
and Training (DHET) in the implementation of the
Historically Disadvantaged Institutions (HDI) Development
Grant Programme, and intervention aimed at the holistic
development of HDIs through the provisioning of student,
staff and infrastructure development support. A DSI-DHET
joint task team will help the DSI and the NRF align their
instruments to those proposed in the HDI Development
Grant Programme. In addition to starting new tailor-made
initiatives to support the HDIs, the DSI and NRF will ring-
fence a certain quota of awards/grants for these institutions.
A key component of the HDI Development Programme is
the United States-South Africa Higher Education Network,
a coalition of universities, foundations and government
agencies dedicated to increasing the percentage of PhD-
qualified staff at HDIs. The primary purpose of the initiative
is increasing the percentage of PhD qualified staff at HDIs.
One hundred and one employed university staff members
form the first cohort of beneficiaries of this programme,
and the DSI and the NRF are currently aligning their PhD
qualification attainment programmes to complement this
initiative.
As per the National Development Plan (NDP), it is
important to broaden opportunities for all South Africans,
but particularly the historically marginalised groups of the
population, namely black people, women, youth, people
with disabilities and people in rural areas. Support of
the designated groups will be approached as part of the
transformation framework to address the gaps across the
national system of innovation. It is also key to broaden
ownership and control of assets and means of capital
accumulation, as well as access to services of all kinds, at a
reasonable cost, equity in life chances (including access to
professions and skilled jobs) and inclusiveness.
The Department will use the Framework on Gender-
Responsive Planning, Budgeting, Monitoring, Evaluation
and Auditing finalised by the Department of Women,
Children and People with Disabilities in 2019 to guide
the manner in which the DSI plans for the allocation
of resources towards marginalised and designated
beneficiaries.
The DSI’s broad-based economic and social development
programmes include an explicit requirement to prioritise
women beneficiaries. This includes support provided by
industry development centres at the CSIR, the Technology
Stations Programme, the Technology Localisation
Programme, the Grassroots Innovation Programme and
various community-based rural economic development
initiatives. Currently, the Department does not have
comprehensive information with respect to the profile
of beneficiaries or the budgets supporting women
beneficiaries. In line with new requirements in this regard,
the DSI is in the process of collecting and consolidating
the required information for inclusion in future annual
performance plans.
In addition, the Department will continue to prioritise
women in support programmes targeting researchers
and innovators. Current empirical data show that
women, youth and people with disabilities continue to
be underrepresented in the science and research system.
Going forward, the Department, in collaboration with its
entities, agencies and key stakeholders, will develop a
comprehensive transformation framework for the system.
The framework will, among other thing, address inequities
in gender, race, and spatial distribution. Currently the
Department mainstreams the issue of transformation
through quotas in its instruments, such as bursary support
and research grants.
The 2017 national research and experimental
development survey shows that women constitute 46%
of South Africa’s research workforce, one of the highest
among both developed and developing countries. While
the focus will be on improving this figure, there is also
a parallel pressing need to ensure that women occupy
more strategic research and leadership positions in the
science system. Current interventions and their focus
have brought encouraging progress toward achieving
equity upstream (at postgraduate level) with wide gaps
still prevalent downstream (established researchers and
research leadership positions). To address the legacy of
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202552
exclusion, the Department will strive to ensure that the
participation of women in its programmes is above the
population demographic curve. The Department will
ensure that women of all race groups benefit equitably.
The DSI’s development programmes, including the
industry development centres at the CSIR, the Technology
Stations Programme and the Grassroots Innovation
Programme, also explicitly require that youth be prioritised.
In addition, the DSI has put in place a number of initiatives
where the primary beneficiary group is young people
(including women). This includes the mLab initiative and
the Data Science for Impact and Decision Enablement
(DSIDE). Under the leadership of the Youth Employment
Programme Management Office in the Presidency, the
DSI is supporting the development of digital platforms to
strengthen young people’s access to technology services
and support.
The science engagement programme includes a focus on
promoting access to and participation in STEM for young
people and seeks to improve its reach to quintile 1 to 3
schools (non-fee-paying schools) in an attempt to benefit
more disadvantaged young people.
From the perspective of human capital development,
and with particular reference to participation in science
and engineering, people with disabilities remain largely
underrepresented. Therefore, a concerted effort has
been made to prioritise full-cost support (including
assistive devices) in bursary funding targeted at people
with disabilities. This will be carried through to support
for researchers, and will form part of the long-term and
comprehensive transformation strategy.
(b) Increased internationalisation
Science, technology and innovation are a global
enterprise. South Africa has a mature and diverse portfolio
of international partnerships, which have contributed
significantly to the achievement of the National Research
and Development Strategy and Ten-Year Innovation Plan
objectives. Building on this foundation, the following
relationships, among others, will be deepened and
expanded over the strategic plan term:
• South Africa’s political leadership role in various
multilateral programmes, including those of the
African Union and the Southern African Development
Community, as well as the United Nations (related to
the Sustainable Development Goals), will be used to
leverage partnership opportunities for the national
system of innovation;
• South Africa’s partnership with the European Union,
which during the Decadal Plan will focus on possible
association with Horizon Europe, Horizon Europe,
the next EU Framework Programme for Research
and Innovation, and specifically its priority missions
aligned with South African priorities, to support
missions identified in the Decadal Plan; and
• A select number of bilateral partnerships with priority
partners identified in Africa, Asia, the Americas and
Europe, will see support for a smaller number of larger
programmes in order to achieve greater impact while
minimising the transaction costs of cooperation.
Although South Africa’s existing portfolio of international
science, technology and innovation partnerships already
includes a broad and diverse scope, relationships better
able to help South Africa achieve the objectives of the
White Paper will be promoted in a more concerted
and strategic manner, building on initial engagements
undertaken over the years. The relationships will include
the following:
• Cooperation with international non-state actors,
which play an increasingly important role in global
STI. This will include partnerships with multinational
companies and international philanthropic
foundations;
• South-South relationships, specifically in the context
of the BRICS (Brazil, Russia, India, China and South
Africa) partnership, to complement the historic
North-South orientation of South Africa’s international
relations, and to better align STI partnership with
South Africa’s evolving portfolio of international
political and economic relations; and
• Comprehensive implementation of a dedicated
strategy for Africa, which will see a significant
increase in South African investment in bilateral and
multilateral African partnership programmes, with co-
investment by other African partners.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 53
The strategy for Africa will respond to the following
strategic objectives: (i) Supporting the implementation of
STI programmes of the AU and SADC and other relevant
multilateral initiatives; (ii) Contributing South African
resources to bolster STI capacities in strategic African
partner countries; (iii) Implementing joint research and
innovation programmes with other African countries,
enabling a mutually beneficial sharing of experience and
expertise; and (iv) Accessing market opportunities for
technology-intensive products and services emanating
from the South African national system of innovation.
The entry into force of the African Continental Free Trade
Area in May 2019 will facilitate economic and political
integration in Africa through the African Union. This
will have important implications for intra-African STI
partnerships, as such cooperation will not only play a
crucial role to enhance Africa’s competitiveness in the
global marketplace, but also act as an instrument for
integration in their own right, especially through people-
to-people exchanges and infrastructure development.
Despite commitments to collaboration and solidarity, as
embodied for example in the regional industrialisation
programmes of the SADC, South Africa will also have to
respond to the opportunities and challenges associated
with intra-African economic competition (such as access
to markets for technology-intensive products and services,
and attracting foreign investment). These dynamics will all
unfold against the geopolitical backdrop of an increased
interest in Africa from competing global powers and the
welcome growth of vibrant innovation ecosystems across
the continent.
The traditional focus of South Africa’s international
STI partnerships has been on research cooperation,
chiefly involving public organisations, especially higher
education institutions. A stronger emphasis will be placed
on innovation and commercialisation initiatives like the
following:
• Including support for entrepreneurs and innovators
in international mobility and training programmes;
• Developing instruments, some of which will be
deployed by the Technology Innovation Agency, for
innovation projects to be co-funded with international
partners where there is a shared economic interest;
and
• Assisting South African entrepreneurs and
organisations to access international, especially
African, markets for technology products and services.
Aligned with the overall effort to promote South Africa as
preferred foreign investment destination undertaken by
the government, dedicated interventions to increase the
STI-orientated foreign investment secured by South Africa
will be enhanced to better align such investment with
national priorities.
(c) Partnerships
The need to increase both the range and number
of strategic research, development, and innovation
partnerships is a core feature of the 2019 White Paper on
Science, Technology and Innovation. The Department
will prioritise the following partnerships over the next five
years:
• Building on successful innovation partnership
instruments such as the sector innovation funds,
the Mandela Mining Precinct and the Wheat
Breeding Platform, the Department will continue to
strengthen current innovation funding partnerships
arrangements with various industrial sectors and
develop new ones. This will be guided by the sector
masterplan process led by the Department of Trade,
Industry and Competition;
• In addition to working with different economic
sectors, the DSI will continue to partner with individual
companies, including state-owned enterprises;
• A flagship partnership that has been initiated and
which will mature over the 2020-2025 period is
the World Economic Forum Affiliate Centre for the
Fourth Industrial Revolution. The centre will be a
multi-stakeholder partnership, bringing together
government, business, and other non-state actors
to jointly assess technology governance challenges
and to develop arrangements that can address the
requirements of different stakeholders;
• A specific area of focus over the next five years is the
development of partnerships with non-governmental
organisations and other non-state actors. In the past
few years, the Department has experimented with
different partnership models and this will continue
over the next five years; and
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202554
• The Department will continue to mature and
strengthen partnerships with other national
government departments, provincial departments
and local governments.
Noting the need to advance innovation policy, the
Department will also continue to strengthen its
participation in leading innovation policy programmes,
including the Transformation Innovation Policy
Consortium, the Mission-Oriented Innovation Network,
and various policy programmes looking specifically at the
interface between innovation policy and the Sustainable
Development Goals.
Given the relatively low levels of teaching and research
staff in our universities with PhDs, at 45% in March 2019,
and therefore limited research and supervisory capacity,
the Department will reorient and position its international
partnership networks towards enhancing doctoral and
research training.
A strong partnership between the DSI and the Department
of Basic Education, as well as provincial education
departments, is a catalyst for identifying and nurturing
young talent that is required to build a STEM human
capital pipeline, as well as advancing the goals of the DSI-
led science engagement programme.
(d) An organisation that is enabled and efficient
(i) Human Resources
The Department aims to optimise its organisational
capacity by actively sourcing the best skills to support
service delivery while investing in the development of
its employees to maximise their productivity. Human
Resources will focus on driving organisational change by
ensuring the development of an agile workforce capable
of adapting to new and automated workplace solutions.
A strategic approach and redefined business partnering
will enhance effective human resource management
that remain relevant to the Programmes while advancing
organisational performance and efficiency. Effective
change management interventions will be implemented.
The Department will also embark on an organisational
structure review to ensure alignment to its mandate, which
comes from the National Development Plan, Medium
Term Strategic Framework and the White Paper on STI. The
organisational review process will require the Department
to change its current post establishment to ensure greater
alignment with new requirements and priorities. Priority
in the filling of vacant positions will be allocated to areas
which will be declared priorities in terms of the Decadal
Plan. A new Human Resources Development Strategy
will be adopted to ensure alignment of development
interventions to priority areas of the Department.
Employees are a critical resource for the Department, and
various customised interventions will be implemented to
ensure that employees experience a safe and conducive
working environment and a culture that values the
diversity of employees. The interventions will include
providing employee and organisational wellness solutions
as a strategy to manage health and wellness risks that
might affect the Department’s achievement of its strategic
objectives.
(ii) Knowledge management, data management
and ICT systems
The Department has embarked on an enterprise
architecture project based on the Government Wide
Enterprise Architecture framework. The process involves
conducting a gap analysis, which in turn informs the
development of a roadmap towards the desired future
state of the enterprise.
Some of the principles of enterprise architecture are
improve reuse, remove duplication, and ensure the
interoperability and integration of systems. The aim is for
all systems in the Department to be under one umbrella
and interoperable.
One of the benefits of this will be that all users in the
Department will be able to share systems and resources.
The roadmap will also address the requirements of
the White Paper on STI, the Decadal Plan, as well as the
National Development Plan. A key output of the enterprise
architecture process will be a recommendation on how
to implement data warehousing and data management,
especially in the current era of big data and data analytics.
The project will unfold in phases from year to year.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 55
The Department approved a knowledge management
strategy in April 2019, which is in line with the Department
of Public Service and Administration Knowledge
Management Framework. One of the key objectives is to
ensure that institutional knowledge in the Department
is well managed and preserved. The project involves
knowledge warehousing via a knowledge/content
management system and knowledge expert locators
within the Department.
(iii) Finance
With the constrained fiscus and the slow growth of South
Africa’s economy, the Department’s financial resources
will have to be optimally allocated and used if the plans
outlined in this strategy are to be achieved. The current
budget allocation to various Programmes is based on a
historic and incremental budgeting method. However,
with priorities having changed due to the policy shift
(new political administration and the new White Paper),
this allocation method will change.
During the 2020-2025 Strategic Plan period, the
Department will undertake a budget restructuring exercise
within the MTEF allocated funds (and extrapolate to the
two outer years) to ensure realignment with new priorities
during the planning cycle. Guided by the Decadal Plan
approach of sectoral planning, a sectoral-based budgeting
approach will be adopted. The Department will be
required to review and assess the efficiency, effectiveness
and relevance of its investments
After the current planning cycle, funds will be reallocated
to higher priority areas in the next MTEF – areas that will
have high impact on socio-economic growth. Existing
initiatives or programmes that have a minimum impact
and/or are no longer relevant will have to be scaled down
or discontinued.
(iv) Branding and communication
The Department’s new Brand Positioning Strategy will
provide a roadmap for guiding future communication,
ensuring consistency in messaging, and growing the
reputation of the Department and its entities both locally
and internationally. The approach and framework will
support the development of communication around
themes covering the full spectrum of the Department’s
work.
Under the broad implementation framework, the
Department will construct messages about what it is and
what it makes possible for the country. Communication
will ensure that the DSI contributes to national priorities,
the NDP and service delivery in general. The Department
will communicate the intents and aspirations of the 2019
White Paper, its implementation through the Decadal Plan
and the benefits of science, technology and innovation
for various sector of our society, including the private
sector, civil society, all spheres of government, and players
in the national science system of innovation, as well as
international partnerships.
6. Responding to the District Development Model
In August 2019, Cabinet approved the District Development
Model (DDM) and the Department of Cooperative
Governance was tasked with institutionalising the DDM for
implementation in the 52 municipal geographic spaces (44
district municipalities and eight metropolitan municipalities).
The DDM is expected to enable the production of a spatially
referenced integrated single government plan (as an
intergovernmental compact) for the 52 municipal spaces,
and will therefore guide and direct all strategic investment
spending and project delivery across government, as well
as forming the basis for accountability.
The DSI is able to respond to the priorities of the DDM as
follows:
• Priority 1: Strengthening municipalities to deliver
on their mandate: Decision-support tools and the
Municipal Innovation Maturity Index are of value
in this regard. These are the projects that could be
expanded in the Department’s support for the DDM;
• Priority 4: Disaster risk reduction using the Risk and
Vulnerability Atlas, SANSA and solutions based on
CSIR work or developed by the CSIR;
• Priority 5: Institutional development, governance
and citizen partnership. Resources may need to be
allocated to enable the DSI and its entities to support
institutional development in municipalities. This is
key for evidence-informed spatial planning, timely
access to technical skills and research in response to
migration, climate change, etc; and
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202556
• Priority 7: Infrastructure and service delivery. The
DSI portfolio includes a number of programmes and
projects that respond to the delivery of basic services
like the provision of water, sanitation and energy.
There is an opportunity for the DSI to strengthen
collaboration with the Municipal Infrastructure
Support Agency for an allocation from the Municipal
Infrastructure Grant towards the deployment of
validated and appropriate technology solutions.
Engagements on the DDM institutionalisation processes
have highlighted the need for the Department to
consider identifying and prioritising a portfolio of high-
impact projects based on DDM criteria. These include
demographic and district profiles and gap analysis
outcomes, which may enable the DSI to determine how
responsive its identified projects are to the specific district
development challenges, and how its projects are actually
informed by material conditions on the ground.
Furthermore, the DSI may reprioritise some of its projects
and its entities’ projects for the DDM, particularly those
responsive to developmental challenges such as job
creation, especially for the youth, skills development and
local economic development. These projects should
include innovation for service delivery projects, innovation
for local economic development projects, the DSI’s Youth
Innovation portfolio of programmes and projects (such as
the Grassroots Innovation Programme, Imvelisi and Youth
in Science Journalism), TIA programmes (Youth Technology
Innovation Programme, Innovation Skills Development,
Technology Stations), CSIR programmes (smart places
and smart mobility portfolio); SANSA programmes (Earth
observation to support spatial planning and tracking
DDM progress) and the NRF’s response to the number of
students funded from each municipal area.
The implementation of the DDM will facilitate the
Department’s transformation and inclusivity agenda by
enabling the introduction or scale up of STI activities
in non-traditional spaces and away from metropolitan
hubs. The DDM approach will be implemented in
close alignment with activities directed at historically
disadvantaged institutions.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 57
7. Key risks and mitigations Outcome Risk description Risk mitigation
A transformed, inclusive, responsive and coherent NSI
The DSI may be unable to effectively deliver on its responsibility to coordinate and steer the NSI.
• Establish a ministerial-level committee for STI.
• Establish the STI plenary envisaged in the White Paper.
• Develop the Decadal Plan for STI.
• Improve stakeholder engagements in support of the White Paper.
Loss of institutional memory • Implement the Knowledge Management Strategy.
• Implement a record-keeping system that is in line with the relevant regulatory framework.
Decline in the number as well as quality of engagements with international partners.
• Review and update focused engagement plans to leverage additional resources (Europe, Africa, Asia, the Americas and multilateral engagements).
• Global awareness campaigns on the opportunities in the NSI that are available, including supporting attendance by South Africans at international STI events, using the Department’s international networks to promote South Africa as a desirable destination for STI collaboration, technical and scoping visits to key partner countries and hosting of foreign delegations in SA.
There may be a mismatch with respect to the funding, structure, systems and capacity for the Socio-economic Innovation Partnerships Programme.
• Identify and manage areas of uncertainty in relation to the responsibilities of the Programme in support of the Strategic Outcome Oriented Goals.
• Use intelligence to develop options and scenarios to feed into departmental processes.
Inadequate funding to meet operational costs and strategic needs of the Department.
• Implement the budget restructuring process.
Human capabilities and skills for the economy and for development
Inability to effectively contribute to human capital and research capacity development to support national imperatives and priorities
• Develop and implement a framework to articulate the roles and responsibilities of the two departments (DHET and DSI) and relevant entities to effectively deliver on national imperatives.
• Align strategic objectives and targets for the Department in line with the STI Decadal Plan.
Increased knowledge gen-eration and innovation output
Possible decline in publicly funded research, development and innovation activities.
• Increase the number of local and international partnerships with the private sector, NGOs, foundations and non-profit organisations and other government departments at all levels
• Solicit strategic infrastructure proposals and submit them to Programme 4 to evaluate and fund successful proposals.
• Expand the NIPMO incentive scheme.
There may be a mismatch with respect to the funding, structure, systems and capacity for the Socio-economic Innovation Partnerships Programme.
• Identify and manage areas of uncertainty in relation to the responsibilities of the Programme in support of the Strategic Outcome-Oriented Goals.
• Use intelligence to develop options and scenarios to feed into departmental processes.
Knowledge utilisation for economic development in (a) revitalising existing industries and (b) stimu-lating R&D-led industrial development
The DSI may be unable to effectively deliver on its responsibility to coordinate and steer the NSI.
• Establish a ministerial-level committee for STI.
• Establish the STI plenary envisage in the White Paper.
• Develop the Decadal Plan for STI.
• Improve stakeholder engagements in support of the White Paper.
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202558
Outcome Risk description Risk mitigation
Knowledge utilisation for inclusive development
There may be a mismatch with respect to the funding, structure, systems and capacity for the Socio-economic Innovation Partnerships Programme.
• Identify and manage areas of uncertainty in relation to the responsibilities of the Programme in support of the Outcomes.
• Use intelligence to develop options and scenarios to feed into departmental processes.
Innovation in support of a capable and developmen-tal state
Spatial location and dispersion (no concurrent function but need to integrate innovation across three spheres of government).
• District Development Model to improve the coherence and impact of government service delivery and development is seen as game changer in service delivery.
Internal capacity within DSI to deliver on the new WP and Decadal Plan
• Restructuring the organisation guided by WP objectives
• Re-skill staff where applicable
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 59
8.
Publ
ic e
ntit
ies
Nam
e of
pub
lic e
ntit
yM
anda
teO
utco
mes
Nat
iona
l Res
earc
h Fo
un-
dati
on (N
RF)
To s
uppo
rt a
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ote
rese
arch
thro
ugh
fund
ing,
hum
an re
sour
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evel
opm
ent a
nd th
e pr
ovis
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e ne
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rese
arch
faci
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ord
er to
faci
litat
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n of
kno
wle
dge,
in
nova
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and
deve
lopm
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l fiel
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f sci
ence
and
tech
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nclu
ding
indi
geno
us
know
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nd th
ereb
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con
trib
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to th
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prov
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t of t
he q
ualit
y of
live
s of
all
the
peop
le o
f Sou
th A
frica
.
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tran
sfor
med
, inc
lusi
ve, r
espo
nsiv
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d co
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SI
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crea
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know
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and
inno
vatio
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cap
abili
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and
skill
s fo
r the
eco
nom
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d fo
r dev
elop
men
t
Coun
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or S
cien
tific
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d In
dust
rial
Res
earc
h (C
SIR)
To fo
ster
, in
the
natio
nal i
nter
est a
nd in
the
field
s w
hich
in it
s op
inio
n sh
ould
rece
ive
pref
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ce, i
ndus
tria
l and
sci
entifi
c de
velo
pmen
t, ei
ther
by
itsel
f or i
n co
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n w
ith
prin
cipa
ls fr
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, and
ther
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to c
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ibut
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the
impr
ovem
ent
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e qu
ality
of l
ife o
f the
peo
ple
of S
outh
Afri
ca, a
nd to
per
form
any
oth
er fu
nctio
ns th
at
may
be
assi
gned
to it
by
or u
nder
the
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ntifi
c Re
sear
ch C
ounc
il A
ct.
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nom
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a) in
revi
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s an
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) in
stim
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indu
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know
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inno
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nova
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Tech
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nova
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A
genc
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tens
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chno
logi
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nnov
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row
th a
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frica
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Hum
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Rese
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Cou
ncil
(HSR
C)•
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trat
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pplie
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orld
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for t
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s in
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th
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st o
f Afri
ca
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olla
bora
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net
wor
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stitu
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th
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r liv
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dev
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w a
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prov
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etho
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r dev
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opm
ent
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202560
Nam
e of
pub
lic e
ntit
yM
anda
teO
utco
mes
Aca
dem
y of
Sci
ence
of
Sout
h A
fric
a (A
SSA
f)•
To p
rom
ote
com
mon
gro
und
in s
cien
tific
thin
king
acr
oss
all d
isci
plin
es, i
nclu
ding
the
phys
ical
, mat
hem
atic
al a
nd li
fe s
cien
ces,
as w
ell a
s th
e hu
man
, soc
ial a
nd e
cono
mic
sc
ienc
es.
•To
enc
oura
ge a
nd p
rom
ote
inno
vativ
e an
d in
depe
nden
t sci
entifi
c th
inki
ng.
•To
pro
mot
e th
e op
timum
dev
elop
men
t of t
he in
telle
ctua
l cap
acity
of a
ll pe
ople
.
•To
pro
vide
effe
ctiv
e ad
vice
and
faci
litat
e ap
prop
riate
act
ion
in re
latio
n to
the
colle
ctiv
e ne
eds,
oppo
rtun
ities
and
cha
lleng
es o
f all
Sout
h A
frica
ns.
•To
link
Sou
th A
frica
with
sci
entifi
c co
mm
uniti
es o
f the
hig
hest
leve
ls, w
ithin
the
SAD
C,
the
rest
of A
frica
and
the
rest
of t
he w
orld
.
•In
crea
sed
know
ledg
e ge
nera
tion
and
inno
vatio
n ou
tput
•In
nova
tion
in s
uppo
rt o
f a c
apab
le a
nd d
evel
opm
enta
l sta
te
Sout
h A
fric
an N
atio
nal
Spac
e A
genc
y (S
AN
SA)
•To
pro
mot
e th
e pe
acef
ul u
se o
f spa
ce.
•To
sup
port
the
crea
tion
of a
n en
viro
nmen
t con
duci
ve to
indu
stria
l dev
elop
men
t in
spac
e te
chno
logy
.
•To
fost
er re
sear
ch in
spa
ce s
cien
ce a
nd te
chno
logy
, com
mun
icat
ions
, nav
igat
ion
and
spac
e ph
ysic
s.
•To
adv
ance
sci
entifi
c, e
ngin
eerin
g an
d te
chno
logi
cal c
ompe
tenc
e an
d ca
pabi
litie
s th
roug
h hu
man
cap
ital d
evel
opm
ent o
utre
ach
prog
ram
mes
and
infra
stru
ctur
e de
velo
pmen
t.
•To
fost
er in
tern
atio
nal c
oope
ratio
n in
spa
ce-r
elat
ed a
ctiv
ities
.
•In
crea
sed
know
ledg
e ge
nera
tion
and
inno
vatio
n ou
tput
•In
nova
tion
in s
uppo
rt o
f a c
apab
le a
nd d
evel
opm
enta
l sta
te
•Kn
owle
dge
utili
satio
n fo
r eco
nom
ic d
evel
opm
ent (
a) in
revi
talis
ing
exis
ting
indu
strie
s an
d (b
) in
stim
ulat
ing
R&D
led
indu
stria
l de
velo
pmen
t
Nat
iona
l Adv
isor
y Co
un-
cil f
or In
nova
tion
(NA
CI)
To a
dvis
e th
e M
inis
ter f
or S
cien
ce a
nd T
echn
olog
y an
d, th
roug
h th
e M
inis
ter,
Cabi
net,
on
the
role
and
con
trib
utio
n of
sci
ence
, mat
hem
atic
s, in
nova
tion
and
tech
nolo
gy, i
nclu
ding
in
dige
nous
tech
nolo
gies
, in
prom
otin
g an
d ac
hiev
ing
natio
nal o
bjec
tives
, nam
ely,
to
impr
ove
and
sust
ain
the
qual
ity o
f life
of a
ll So
uth
Afri
cans
, dev
elop
hum
an re
sour
ces
for
scie
nce
and
tech
nolo
gy, b
uild
the
econ
omy,
and
str
engt
hen
the
coun
try’
s co
mpe
titiv
enes
s in
the
inte
rnat
iona
l are
na.
•A
tran
sfor
med
, inc
lusi
ve, r
espo
nsiv
e an
d co
here
nt N
SI
•In
nova
tion
in s
uppo
rt o
f a c
apab
le a
nd d
evel
opm
enta
l sta
te
Sout
h A
fric
an C
ounc
il fo
r Nat
ural
and
Sci
enti
fic
Prof
essi
ons
(SA
CNA
SP)
To a
dmin
iste
r the
regi
stra
tion
of p
rofe
ssio
nal,
cand
idat
e an
d ce
rtifi
cate
d na
tura
l sci
entis
ts,
and
rela
ted
mat
ters
.•
A tr
ansf
orm
ed, i
nclu
sive
, res
pons
ive
and
cohe
rent
NSI
•H
uman
cap
abili
ties
and
skill
s fo
r the
eco
nom
y an
d fo
r dev
elop
men
t
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 61
PART D
TECHNICAL INDICATOR DESCRIPTIONS (TIDs)
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202562
PART D: TECHNICAL INDICATOR DESCRIPTION (TID)Outcome1: A transformed, inclusive, responsive and coherent national system of innovation
Indicator Title 1 Number of formalised partnerships between different categories of actors in the national system of innovation (NSI) that advance Decadal Plan priorities
Definition The indicator seeks to measure formal partnerships that advance the White Paper on STI objectives and that involve different actors in the NSI. These actors could be higher education institutions, different government departments, private sector and business, civil society and NGOs. A formalised partnership will be measured as one that is concluded by signature of an agreement by multiple parties.
Source of data Signed agreements
Method of calculation/ assessment
Count each concluded agreement approved by the DG or Minister.
Assumptions The agreements will be concluded once off but may span multiple years.
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance The agreements should strive to include as many different actors in so far as is possible.
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources
Indicator Title 2 Number of STI missions introduced and adopted by Cabinet over the next five years that crowd in resources and capabilities across the NSI
Definition The indicator will measure STI missions that are reliant on different NSI players for development and implementation. The directing of different actors’ efforts and resources towards these missions will reflect the responsiveness and relevance of the NSI in responding to national priorities and challenges. The missions will be defined as per the Decadal Plan 2020.
Source of data Cabinet memoranda and approved minutes.
Method of calculation/ assessment
Count each mission approved.
Assumptions The Decadal Plan will define the necessary missions. A separate process for developing implementation plans for the missions will be developed and submitted to Cabinet for approval. The Cabinet agenda will allow for timely approval.
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance Approval of STI missions by Cabinet
Indicator responsibility Institutional Planning and Support
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 63
Indicator Title 3 Percentage increase in the investment support by government that advances gross expenditure on research and development (GERD) towards 1,1% of GDP
Definition The indicator will measure the growth of government’s contribution towards GERD as a percentage of GDP
Source of data Annual National Survey on Research and Experimental Development
Method of calculation/ assessment
Government’s proportion of GERD as a percentage of GDP
Assumptions The National Survey on Research and Experimental Development will be conducted annually with a one-year lag of data series (i.e. 2019/20 will assess expenditure from 2018/19)
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance Steady upward movement towards the 1,1% of GDP target for GERD
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources
Indicator Title 4 Number of approved strategies that give effect to the agreed dimensions of transformation to be effected in the NSI
Definition The indicator will measure the extent to which a concerted effort is being driven by the DSI to accelerate transformation efforts directed by the agreed dimensions of transformation. The agreed dimensions are spatial, transdisciplinary, institutional and demographic.
Source of data Database of guidelines/frameworks approved by the Minister that advance transformation in the form of a basic spreadsheet (to be developed by the end of December 2020)
Method of calculation/ assessment
Number of guidelines/frameworks approved by the Minister
Assumptions An NSI-wide transformation framework will be developed and adopted and will inform the various guidelines to be developed on the agreed dimensions.
Disaggregation of beneficiaries (where applicable)
Transformation efforts will target demographics (race, gender, age) and institutional, transdisciplinary and spatial transformation.
Spatial transformation (where applicable)
Transformation efforts will include spatial transformation.
Reporting cycle Mid-term and end-term
Desired performance Higher performance towards targeted groups.
Indicator responsibility Institutional Planning and Support; Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202564
Outcome 2: Human capabilities and skills for the economy and for development
Indicator Title 1 Number of DSI-funded PhDs graduating annually as a contribution to the NDP target of 100 PhDs per million population by 2030
Definition Absolute number of supported PhD students who graduate in a given year
Source of data Graduation data from the Higher Education Management Information System
Method of calculation/ assessment
Simple count of supported PhD students who graduate in a given year
Assumptions A student may have received financial support for the entire duration of his/her PhD studies or for a part duration of his/her PhD studies. This financial support must be in the form of a bursary. This graduation data excludes NRF students supported for full-time PhD study abroad as such data will come from multiple sources and too detailed to consolidate.
Disaggregation of beneficiaries (where applicable)
Data will be disaggregated by race, gender and nationality. Also, students who received NSFAS undergraduate bursaries will be designated as such.
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance The NRF supports about 15% of total enrolled PhDs. It is desired that approximately 30% of annual graduating cohorts should have received NRF bursaries.
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support
Indicator Title 2 Artisans and technicians absorbed into the economy in sectors where the DSI has active programmes
Definition This indicator seeks to measure and track the number of artisans/technicians absorbed into the sectors of the economy where DSI has active RDI programmes. Absorbed means employed (temporarily or permanently) at a laboratory, company, university, etc. The proof will be included in a letter received from the institution confirming employment. A key aspect is that the indicator is not limited to research but includes support for technology services in the sector.
OR
This indicator refers to the number of artisans/technicians/intellectual property practitioners employed in sectors supported by DSI over the period 2020-2025.
OR
This indicator refers to the number of artisans/technicians absorbed into high-tech sectors, and means that a person is employed (permanently or on contract).
Source of data Cumulative totals from each year (verified in the APP)
OR
Annual reports from companies
OR
Register (in the form of a spreadsheet) to be developed by March 2021
Method of calculation/ assessment
Total number receiving employment contracts by the end of five years.
Assumptions In some cases, there may be a delay in obtaining the relevant data given dependencies on other internal or external stakeholders. This also affects the quality of data obtained. Caveat: Depending on the timing of training, the period for absorption may differ.
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
Dependent on the location of the industrial development project
Reporting cycle Mid-term and end-term
Desired performance 100% absorption of trained artisans and technicians
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 65
Indicator Title 3 Percentage increase of women and black researchers in South Africa’s research workforce
Definition This indicator measures gender and racial transformation to promote equity in line with the country’s demographics. The focus is on increasing the participation of previously marginalised groups such as women and black people (African, Indian and coloured) in the research workforce.
Source of data National Survey of Research and Experimental Development
Method of calculation/ assessment
Simple count of women and black researchers as a percentage of the total South African research workforce.
Formula:
(Women researchers ÷ total research workforce) x 100
(Black researchers ÷ total research workforce) x 100
Assumptions As per the (Frascati Manual) principles adopted in R&D surveys.
Researchers counted are South African citizens and permanent residents.
Disaggregation of beneficiaries (where applicable)
Black researchers can be further disaggregated into African, coloured, and Indian, and women researchers into black and white.
Spatial transformation (where applicable)
Increase in the proportion of researchers based at historically black institutions and universities of technology
Reporting cycle Mid-term and end-term
Desired performance One percentage point increase per year from the baseline (for both women and black researchers)
Indicator responsibility Research Development and Support; International Cooperation and Resources
Indicator Title 4 Percentage increase of PhD-qualified teaching and research staff
Definition The proportion of teaching and research staff who are PhD-qualified in SA universities
Source of data Higher Education Management Information System (HEMIS) staff data
Method of calculation/ assessment
Simple count of PhD-qualified staff as a percentage of total teaching and research staff
Assumptions It is assumed that staff attaining PhD qualifications are added into the method of calculation, and that staff who are leaving the systems are deducted from the calculation.
Disaggregation of beneficiaries (where applicable)
Should also be disaggregated by race and gender
Spatial transformation (where applicable)
Should be disaggregated by institution
Reporting cycle Mid-term and end-term
Desired performance A three percentage point increase per year is desired, i.e. a 15 percentage point increase over a five-year period (45% to 60%)
Indicator responsibility Research Development and Support
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202566
Indicator Title 5 Improved knowledge about science among the general public
Definition A national survey tracking a set of variables that provide an insight of several variables, including citizens’ knowledge level of science in general and/or selected science topics, citizens’ interest in science and citizens’ confidence in science
Source of data South African public relationship with science report
Method of calculation/ assessment
Nationally representative sample survey
Assumptions All planned activities would be conducted and finalised on time to enable the undertaking of the survey.
Disaggregation of beneficiaries (where applicable)
Living standard measure
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance 50% of the sample of the South African population surveyed
Indicator responsibility Research Development and Support (science awareness and engagement initiatives); Technology Innovation (Space Week and NIPMO intellectual property rights awareness activities); Socio-economic Innovation Partnerships (learning interventions)
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 67
Outcome 3: Increased knowledge generation and innovation outputs
Indicator Title 1 Increase South Africa’s share (percentage) of global publication output
Definition This indicator measures productivity of the country’s research work force. Extensive investments are made to promote and support research activities, with the expectation that these will lead to increased production of research outputs published in internationally recognised peer-reviewed and high-impact journals
Source of data Web of Science
Method of calculation/ assessment
Simple count of outputs produced by South African researchers as a percentage of global outputs.
Formula:
(South African outputs ÷ global outputs) x 100
Assumptions Publications include articles, books, book chapters and conference proceedings. Annually, the outputs counted are those published within a calendar year
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
Increased publication output from the historically disadvantaged institutions.
Reporting cycle Mid-term and end-term
Desired performance At least a 0,025-percentage point annual increase over the five-year period is desired.
Indicator responsibility Technology Innovation; and Socio-economic Innovation Partnerships; Research Development and Support; International Cooperation and Resources
Indicator Title 2 Percentage increase in prototypes, technology demonstrators and pilot plants that advance industrialisation through innovation
Definition Percentage increase as compared to a baseline in prototypes, pilot plants, technology demonstrators and pre-commercial products, processes or services developed over the period 2020-2025.
Source of data • Baseline data
• Signed contracts
• Signed reports or signed summary reports from implementing agencies as appropriate, with the number and names of knowledge application products funded during the period
• Approved submission and payment stubs
Method of calculation/ assessment
Baseline to be established based on the total number of prototypes, technology demonstrators, and pilot plants funded through a DSI contract or through Parliamentary grants made available. From this, the percentage increase will be calculated. For 2020-25, the baseline is 115 prototypes, technology demonstrators and pilot plants by the end of March 2020.
Assumptions In instances where a prototype, technology demonstrator or pilot plant is funded by both contract funding and a Parliamentary grant, this will only be counted once. Business process mapping for updating the register will make provision for this.
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance High performance is desired
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202568
Indicator Title 3 Percentage increase in patent applications and design applications filed from publicly financed R&D
Definition Filings of patent or design applications by any of the institutions governed by the IPR Act
Source of data Signed project funding agreements/memoranda of agreement/contracts
OR
Signed annual reports/draft annual reports/signed summary reports from implementing agency with number and list of IPRs applications/filings
OR
Proof of application/filing of IPRs
OR
Approved submission and payment stub where applicable
Method of calculation/ assessment
Total number of patent and design applications filed at the end of the strategic period = the sum of the applications/filings produced during each financial year within the strategic period.
Only patent and design applications/filings made during the period 1 April 2020 to 31 March 2025, in either South Africa or other countries, will be counted.
Assumptions Funding is available to generate knowledge and to support rebate claims through the IP Fund administered by NIPMO
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance Higher performance is desirable.
Indicator responsibility Technology Innovation
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 69
Outcome 4: Knowledge utilisation for economic development in (a) revitalising existing traditional industries and (b) stimulating R&D-led industrial development
Indicator Title 1 Rand value of research, development and innovation (RDI) investment attracted to support RDI needs identified through the sector masterplans process
Definition Sector masterplans are the masterplans developed as part of the process led by the Department of Trade, Industry and Competition reimagining South Africa’s industrialisation
Source of data Sector masterplan RDI interventions register in the form of a basic spreadsheet (to be developed by the end of March 2021) administered and managed by the Chief Directorate: Technology Localisation, Beneficiation and Advanced Manufacturing
Method of calculation/ assessment
Total rand value leveraged for RDI activities in support of masterplans that the DSI contributes to
Assumptions Each masterplan document will be clear on what constitutes an RDI intervention
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
Masterplans should include a strong spatial transformation footprint focusing on rural and township economies. The RDI activities should ideally occur in close proximity to the masterplan hubs and as part of specialised economic zones.
Reporting cycle Mid-term and end-term
Desired performance High performance in leveraging funds in support of RDI
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support
Indicator Title 2 Percentage increase in SMMEs/co-ops whose performance has improved or who have secured new opportunities through support provided by the DSI and its entities
Definition The indicator refers to SMMEs/co-ops that are supported through research, development and innovation initiatives to improve their product quality, scale-up and market access. The indicator also refers to research, development and innovation projects that support women and youth working for SMMEs/co-ops, with value-addition, product development, infrastructure, equipment and entrepreneurship skills. The assistance can also come in the form of non-technical assistance such as advice on policy, organising meetings with key stakeholders, advocacy work that will lead to funding opportunities from other sources outside the DSI. For instance, funding was leveraged by the DSI for SolarTurtle. DSI officials attended the meetings where the bid for funding were made, but SolarTurtle received funds direct from the European Union.
Source of data • Baseline data
• Signed contracts
• Signed reports or signed summary report from implementing agency as appropriate with number and names of knowledge application products funded during the period
• Approved submission and payment stubs
Method of calculation/ assessment
After the SMMEs were supported, were they able to get more improvement on products, processing facilities, entrepreneurship skills, business, or employ more people, or develop new products for the market. At the end of each year, calculate the number of beneficiaries registered and disaggregated by gender and age.
Assumptions • That sustained funding to support new SMMEs creation, and existing ones will be available.
• That when SMMEs are supported to secure a new business opportunity this may take time, as the development of the product may take time. The support could be in the form of organising meetings with key stakeholders across government, and meeting with the SMMEs to discuss key policy changes that they could take advantage of. The same SMME may be supported over multiple years.
Disaggregation of beneficiaries (where applicable)
Women, youth and people with disabilities will be prioritised in terms of technology support
Spatial transformation (where applicable)
Some projects will involve land allocation to SMMEs for plant propagation, pilot facilities and agri-businesses. If possible, efforts should be made to focus on rural communities as well as the township economy
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202570
Reporting cycle Mid-term and end-term
Desired performance High performance in growth and increase in the number of technology-based SMMEs, sustainability of SMMEs/co-ops, and increased share of beneficiaries from designated groups
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships; Research Development and Support
Indicator Title 3 Percentage increase in the commercialisation of granted IPRs from publicly financed R&D
Definition This indicator refers to the percentage increase in commercialisation/licensing of disclosures emanating from publicly financed R&D received from recipients over the period 2020-2025.
Source of data NIPMO knowledge information management database report as signed off by the Head: NIPMO
Method of calculation/ assessment
1. Sum of all disclosures received by NIPMO since 2011
2. Deduct all disclosures released/abandoned since 2011 to determine number of active disclosures
3. Sum of all disclosures that indicate on the disclosure that they are either licensed (pre-revenue) or commercialised (with revenue)
4. Add all disclosures which were assigned (IP4/IP5 Forms) with NIPMO approval
5. Divide the sum of 3 and 4 above with the number of active disclosures to determine the percentage of commercialised/licensed/assigned disclosures emanating from publicly financed R&D received from recipients
Assumptions The percentage will be accurately counted on all three variables.
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance Improved commercialisation rate of publicly financed IPRs
Indicator responsibility Technology Innovation
Indicator Title 4 Number of new R&D-led industrial development opportunities initiated by the DSI
Definition An R & D led industrial development opportunity is defined as where new technology (or technological solutions) are employed and could result in the establishment of new/improved markets; new industry subsectors or new firms, resulting in increased industrial activity.
Initiated opportunities refers to new initiatives that shall be commenced between 2020 and 2025 which has the potential to impact on industrial growth
Source of data A register (in the form of a spreadsheet) to be developed and managed by Strategy and Planning
Method of calculation/ assessment
Number of records on the register that are initiated between 2020 and 2025 as informed by the Decadal Plan missions
Assumptions Processes in place for entities to register new R&D-led industrial development opportunities
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
n/a
Reporting cycle Mid-term and end-term
Desired performance Consistent pipeline of new industrial opportunities that the NSI will nurture and grow
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 2025 71
Outcome 5: Knowledge utilisation for inclusive development
Indicator Title 1 Grassroots innovations whose commercialisation has been facilitated by the support/ access of the multi-tiered support package provided by the DSI and its entities
Definition A grassroots innovator is an individual who develops innovations to solve local challenges using local resources and capabilities, working outside the realm of formal innovation institutions. Commercialisation of a grassroots innovation shall mean taking to market of the grass roots innovation facilitated by having had access/ utilising the multi-tiered support package to enable or facilitate market readiness of grassroots innovation products or services.
Source of data Register of grassroots innovations (in the form of a simple spreadsheet to be compiled and managed by the Chief Directorate: Innovation for Inclusive Development).
Method of calculation/ assessment
• Number of grassroots innovators receiving support through the multi-tiered support package
• Rand value of assistance provided through the support package to grassroots innovators
Assumptions Adequate and commercialisable grassroots innovations qualifying to access the multi-tiered support package. The multi-tiered support package is adequate to enable commercialisation.
Disaggregation of beneficiaries (where applicable)
Youth; Women; Disabled; Sector
Spatial transformation (where applicable)
Yes – focus on district and metropolitan municipalities as part of the DDM (provincial and district)
Reporting cycle Mid-term and end-term
Desired performance Increased number of grassroots innovators accessing the multi-tiered support package to commercialise their offerings
Indicator responsibility Socio-economic Innovation Partnerships
Indicator Title 2 Publicly financed IP made available in support of grassroots innovators
Definition Publicly financed IP is that which arises from publicly financed research and development.
Source of data Register of grassroots innovation receiving access of publicly funded IP (as part of the simple spreadsheet to be compiled and managed by the Innovation for Inclusive Development sub-programme.
Method of calculation/ assessment
• Number of grassroots innovators benefitting from publicly funded IP.
Number of formal agreements between the grassroots innovator and the institution wherein the publicly financed IP resides.
Assumptions • Information on publicly financed IP is made available to grassroots innovators.
Mechanisms in place to enable conclusion of formal agreements between the grassroots innovators and relevant institutions.
Disaggregation of beneficiaries (where applicable)
Youth; Women; Disabled; Sector
Spatial transformation (where applicable)
Provincial and district or metropolitan municipality levels
Reporting cycle Mid-term and end-term
Desired performance Increasing number of grassroots innovators benefitting from publicly funded IP to improve their innovation offerings
Indicator responsibility Technology Innovation and Socio-economic and Innovation Partnerships
DEPARTMENT OF SCIENCE AND INNOVATION | STRATEGIC PLAN 2020 - 202572
Outcome 6: Innovation in support of a capable and developmental state
Indicator Title 1 Increase in the number of use cases of decision-support systems
Definition Decision-support systems include methodologies, models and tools to support evidence-informed decision making.
“Decision-support tools” include the integration of space based and in-situ data to provide geospatial information, applications, products and services for spatial planning, environmental resource management, infrastructure monitoring and service delivery.
“Use case” refers to use by a service delivery agent (for example, a municipality or lead department) of a decision support system.
Where a service delivery agent uses more than one decision-support tool, every use will be counted separately. For example, if a municipality uses both Spatial and Temporal Evidence for Planning in South Africa (StepSA) and the South African Risk and Vulnerability Atlas, these will count as two use cases.
Source of data • Register of decision-support tools (to be developed and maintained by Innovation for Inclusive Development)
• Information tracking usage of decision-support tools (in the form of a simple spreadsheet)
• Counted number of users accessing web portals and the Earth Observation Data Centre
Method of calculation/ assessment
Number of decision-support tools used by any of the three tiers of government (each tier usage shall be counted separately).
Assumptions That all tiers of government have setup infrastructure that supports access to information and decision support tools
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
National, provincial and local government use cases register will enable the DSI to assess patterns in the use of decision-support systems by national, provincial and local government, including other actors of provincial and local systems of innovation.
Reporting cycle Mid-term and end-term
Desired performance Service delivery agents (all tiers of government) use a larger variety of decision-support systems and tools
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships
Indicator Title 2 Number of demonstrators that have successfully introduced a new way of delivering a service
Definition Demonstrator – experimental deployment for purposes of assessing whether an innovation or technology can work in practice. Delivery of a service will be measured as the number of units delivered to enable access to basic services.
Source of data Register to be compiled and managed by Chief Directorate: Innovation for Inclusive Development
OR
Reports
Method of calculation/ assessment
Number of demonstrator projects
Number of knowledge products/policy briefs
Change in service delivery practice
Assumptions Adequate technology solutions available for demonstration in line with district socio-economic profiles, governance and spatial transformation priorities
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Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
Yes, at provincial and district levels. Database will enable DSI to assess how demonstrators are being implemented in line with service delivery and development imperatives and in support of the DDM.
Reporting cycle Mid-term and end-term
Desired performance More than 50% success rate
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships
Indicator Title 3 Number of district and metropolitan municipalities supported with technology-based applications as part of the District Development Model for Service Delivery Improvement
Definition The district and metropolitan municipalities counted are the 44 district and 8 metropolitan municipalities managed by the Department of Cooperative Governance as part of the DDM. The DDM was adopted in 2019 to enable the production of a spatially referenced integrated single government plan (as an intergovernmental compact) for the 52 municipal spaces, and will therefore guide and direct all strategic investment spending and project delivery across government, as well as forming the basis for accountability.
Source of data • Number of municipalities connected to web portals and Earth Observation Data Centre
• Enterprise Programme Management Office administrative systems and processes (under development)
• District Development Model progress reports
• Geo-referenced DSI DDM project database
Method of calculation/ assessment
• Number of municipalities using Earth observation decision-support tools
• Extract from the Enterprise Project Management Office administrative system
• DSI participation in District Development Model engagements
Assumptions Municipalities have infrastructure to access Earth observation applications and products
Disaggregation of beneficiaries (where applicable)
n/a
Spatial transformation (where applicable)
• Rural municipalities
• Extracts from the EPMO administrative system will enable an assessment of initiatives across the 44 district and 8 metropolitan municipalities
Reporting cycle Mid-term and end-term
Desired performance Municipalities have accessed and use decision-support tools
Indicator responsibility Technology Innovation; Socio-economic Innovation Partnerships
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Indicator Title 4 Evidence informed integration of innovation in service delivery
Definition Evidence-informed integration of innovation in service delivery draws from demonstrator projects and science-for-policy initiatives. The evidence is key in providing approaches/models to harness innovation in service delivery and as such, can facilitate and support policy changes, service delivery implementation models, etc.
Source of data • Demonstrator projects
• Research initiatives aligned to service delivery priorities
• Research reports from DSI funded interventions e.g. Research Chairs or other NSI stakeholders.
Method of calculation/ assessment
• Number of knowledge products published on DSI website
• Number of research reports or policy advisory engagements
• Number of engagements with lead departments or relevant stakeholders on harnessing innovation for service delivery
Assumptions Demonstrator projects are designed to enable adequate data and information according to appropriate research protocols.
Research Chairs and other NSI stakeholders perform research that collects adequate and relevant evidence to support the integration of innovation in service delivery.
Disaggregation of beneficiaries (where applicable)
National, provincial and local government
Spatial transformation (where applicable)
44 district and 8 metro municipalities
Extracts from the EPMO administrative system will enable an assessment of initiatives across the 44 district and 8 metropolitan municipalities
Reporting cycle Mid-term and end-term
Desired performance Increase in the use of evidence on integrating innovation in service delivery
Indicator responsibility Technology Innovation; Research, Development and Support; Socio-economic Innovation Partnership and
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List of abbreviations 4IR Fourth Industrial Revolution
ASSAf Academy of Science of South Africa
AU African Union
CSIR Council for Scientific and Industrial Research
DDM District Development Model
DHET Department of Higher Education and Training
DSI Department of Science and Innovation
DST Department of Science and Technology
EU European Union
GERD gross domestic expenditure on research and development
HSRC Human Sciences Research Council
ICT information and communication technology
IP intellectual property
IPAP Industrial Policy Action Plan
IPR Act Intellectual Property Rights from Publicly Funded Research and Development Act
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
NACI National Advisory Council on Innovation
NDP National Development Plan
NIPMO National Intellectual Property Management Office
NRF National Research Foundation
NSI national system of innovation
R&D research and development
RDI research, development and innovation
SACNASP South African Council for Natural Scientific Professions
SADC Southern African Development Community
SANReN South African National Research Network
SANSA South African National Space Agency
SASTEP South African Sanitation Technology Evaluation Programme
SDG Sustainable Development Goals
SMME small, medium or micro enterprise
STI science, technology and innovation
TIA Technology Innovation Agency
TYIP Ten Year Innovation Plan
UCDP University Capacity Development Programme
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