Annual Performance Plan 2012 - 2015

Research Driving Sustainability
Annual
Performance
Plan
2012 - 2015
NRF Annual Performance Plan
The mandate of the National Research Foundation (NRF) directs the organisation to contribute
to the improvement of the quality of life of all the people of the Republic. The NRF, through all
its activities, strives to make an ever increasing impact where it really matters. This endeavour
includes tackling difficult aspects related to sustainability referring not only to financial
sustainability, but also to environmental and societal sustainability. The NRF 2012/132014/15
Annual Performance Plan shows the way towards improving our national triple bottom line
people, planet and profit.
English: The National Research Foundation takes

pleasure in presenting its Annual Performance
Plan for 2012/132014/15. This plan outlines
the activities and targets of the following business
divisions: Research and Innovation Support and
Advancement (RISA), Science Advancement and
the National Research Facilities.
SiSwati:
I-National Research Foundation

iyatfokotela
kwetfula
luhlelo
lwemnyaka
lwekusebenta
lwayo
lwa-2012/132014/15.
Loluhlelo lukhombisa imisebenti kanye netinhloso
te-ejensi yekusita ngetimali i-Research ne
Innovation Support ne Advancement (i-RISA),
i-Science Advancement, kanye ne-National
Research Facilities.
TshiVenda: National Research Foundation nga

dakalo i khou vha netshedza pulane ya mashumele
ya mwaha nga nwaha ya 2012/132014/15. Hei
pulane i bvisela khagala mishumo na ndivho dza
zhendedzi na u netshedza masheleni Research
na Innovation Support na Advancement (RISA),
Science Advancement, na National Research
Facilities.
XiTsonga: National Research Foundation ya
Setswana: National Research Foundation e
isiXhosa: I-National Research Foundation

iyakuvuyela ukuthi thaca kwayo uyilo lokusebenza
lonyaka luka-2012/132014/15. Olu yilo luxela
imisebenzi kunye nezinto ejolise kuzo i-arhente
exhasayo i-Research ne Innovation Support ne
Advancement (RISA), i-Science Advancement,
kunye ne-National Research Facilities.
Sepedi: National Research Foundation ka
Afrikaans: Die Nasionale Navorsingstigting bied met

geno sy jaarlikse werksplan vir 2012/132014/15
aan. Hierdie plan l die bedrywighede en doelwitte
vir navorsingsbefondsing en-ondersteuning, vir
wetenskapsbevordering en vir die Nasionale
Navorsingsfasiliteite in bre trekke voor.
isiNdebele: I-National Research Foundation

ithanda ukwethula ihlelo lokusebenza lomnyaka
mali u-2012/132014/15. Ihlelweli liveza
imisebenzi neminqopho yomzenda omsekeli
wezeemali i-Research ne Innovation Support ne
Advancement (RISA), i-Science Advancement
kunye ne-National Research Facilities.
Sesotho: National Research Foundation e motlotlo

ho nehelana ka morero wa tshebetso ya selemo le
selemo wa yona wa 2012/132014/15. Morero
ona o hlalosa diketsahalo le dintho tse tla shejwa
haholo ke ejensi e thusang ka ditjhelete Research le
Innovation Support le Advancement (RISA), Science
Advancement le National Research Facilities.
isiZulu:
I-National Research Foundation

inentokozo enkulu ngokwethula uhlelo lonyaka
lokwenziwa komsebenzi luka 2012/132014/15.
Lolu hlelo lunikeza umqondo ngemisebenzi
kanye nokuhlosiwe kwe-ejensi exhasa ngezimali
i-Research ne Innovation Support ne Advancement
(RISA), i-Science Advancement kanye ne-National
Research Facilities.
tinyungubyisa ku andlala nkunguhato wa matirhelo

ya lembe ra 2012/132014/15. Nkunguhato lowu
wu hlamusela migingiriko na leswi languteriweke
swa rhavi ra mpfuneto hi timali Research na
Innovation Support na Advancement (RISA), Science
Advancement, na National Research Facilities.
boikgantho e hlagia peakanyo ya yona ya moomo wa

ngwaga ka ngwaga ya 2012/132014/15. Pego ye
e akareta meomo le ditebanyo ta setheo sa thekgo
ya dithelete sa Research le Innovation Support le
Advancement (RISA), Science Advancement le
National Research Facilities.
motlotlo go tlhagisa thulaganyo ya go dira ga yona

ga ngwaga le ngwaga wa 2012/132014/15.
Thulaganyo e e tlhagisa ditiro le ditotiwa tsa setheo
sa thuso ka matlole Research le Innovation Support
le Advancement (RISA), Science Advancement, le
NRF Vision 2015

The NRF has a vision of ensuring research excellence within a transformed research workforce, and a sustainable environment, not only for the benefit of the present
generation but also for future generations of South Africans. In short, this vision seeks to create:

World-class research;

A transformed society; and

A sustainable environment.
NRF Mission
To contribute to the knowledge economy in South Africa by attaining at least 1% of global research and development (R&D) output by 2015.
The NRF Values

In support of achieving its objectives the NRF adopted a set of values that are depicted in Figure 1.
Figure 1: Values of the NRF
Passion for
Excellence
World-class
Service
Accountability
Values
Peoplecentred
Ethics and
Integrity
Respect
TABLE OF CONTENTS
EXECUTIVE SUMMARY
PART A: NRF STRATEGIC OVERVIEW 2012-2015

1
NRF history and strategy 12
1.1 Brief history of the National Research Foundation (NRF)
12
1.2 The mandate of the NRF
12
1.3
The NRF strategic plan 12
1.4 The strategic goals of the NRF
12
1.5 The relevance of the NRF strategic goals
13
1.6 The progress of the NRF against its Vision 2015 goals
14
2
The organisational environment 15
2.1
Business standards 15
2.2 Core competencies of the NRF
15
2.3
Organisational structure 15
2.4 Clustering of NRF core business divisions
17
2.5 Accountability structure of the NRF
18
2.6 Changes in the organisational environment
20
2.7 Risks in the organisational environment
20
3
3.1
3.2
3.3
3.4
3.5
3.6
The performance delivery environment

The South African science landscape
The role of the NRF within the science landscape
Prominent partners in the delivery environment
Relevant policies in the delivery environment
Important developments in the delivery environment
Risks in the delivery environment
4 NRF Annual Performance Plan
21
21
22
22
22
26
28
PART B: FINANCE AND BUSINESS SYSTEMS

1
Finance 31
1.1 Budget and sources of income
32
1.2 Three year projection of the NRF 20122013 MTEF allocation
32
1.3 Comparison of sources of funding 20082013
33
1.4
NRF investment principles 33
1.5 Savings and efficiency measures
33
1.6
Detailed budgets 34
1.7 Abridged financial statements 2012/132014/15
38
1.8 The NRF long-term infrastructure plan
40
2 Information and Communication Technology (ICT)
41
2.1
Purpose and scope 41
2.2
Main activities 41
2.3
Challenges 41
3
Corporate Governance 42
3.1
3.2
Main activities 43
3.3
Challenges 44
PART C: HUMAN RESOURCES AND STAKEHOLDER RELATIONS
1
2
Main activities 48
3
Challenges 48
We do not inherit the earth

from our ancestors, we
borrow it from our children.
- Native American proverb
PART D: RESEARCH AND INNOVATION SUPPORT AND ADVANCEMENT

(RISA)
1
RISA overview 52
1.1
1.2
Sources of funding 52
1.3
RISA structure 52
1.4
RISA strategy 53
1.5
RISA performance targets 57
2 Knowledge Fields Development (KFD)
62
3 Applied Research, Innovation and Collaboration (ARIC)
65
4 Human and Institutional Capacity Development (HICD)
68
5 International Relations and Cooperation (IR&C)
72
6 Knowledge Management and Evaluation (KM&E)
74
7 Grants Management and Systems Administration (GMSA)
76
8 Special Project: Research Information Management Systems (RIMS) 80
9 Special Project: dst/nrf Internship Programme
81
10 Special Project: International Council for Science Regional

Office for Africa (icsu roa)
82
PART E: SCIENCE ADVANCEMENT
1 The South African Agency for Science and Technology

Advancement (SAASTA) 86
1.1
Introduction 86
1.2
Focus and infrastructure 86
1.3
Main activities 87
1.4
Challenges 87
1.5 Science Advancement performance targets
87
Science Advancement at National Research Facilities
88
PART F: NATIONAL RESEARCH FACILITIES

1
Introduction 94
1.1
Definition and clustering 94
1.2
Generic activities 95
1.3
Challenges 95
1.4 National Research Facilities performance targets
96
2 iThemba Laboratory for Accelerator Based Sciences (iThemba LABS) 97
3 Hartebeesthoek Radio Astronomy Observatory (HartRAO)
100
4 The South African Astronomical Observatory (SAAO)
103
5 The South African Institute for Aquatic Biodiversity (SAIAB)
105
6 The National Zoological Gardens of South Africa (NZG)
108
7 The South African Environmental Observation Network (SAEON)
111
8 Special Project: Square Kilometre Array South Africa (SKA-SA)
114
PART G: CORPORATE KEY PERFORMANCE TARGETS 2012/132014/15
1
Nrf performance indicators according

to the strategic goals 118
2
Balanced Scorecard Approach 122
3 NRF Supporting Policy Framework
126
CONTACT DETAILS 128
LIST OF ACRONYMS 130
APPROVAL OF THE ANNUAL PERFORMANCE PLAN
134
EXECUTIVE SUMMARY
The 20122013 Annual Performance Plan of the National Research Foundation (NRF) is a measured and realistic roadmap for
investing in people, knowledge and research infrastructure. Such investment is widely recognised as an essential pathway to
economic sustainability and growth.
1 Introduction
The NRF is committed to contributing to the long-term well-being of the nation by adhering
to its statutory mandate. The NRF adds value to the National System of Innovation through
its five strategic goals, which are:

The promotion of internationally competitive research as the basis for a knowledge
economy;

The growth of a representative science and technology workforce in South Africa;

The provision of cutting-edge research, technology and innovation platforms;

The operation of world-class evaluation and grant-making systems; and

Contribution to a vibrant national innovation system.
In addressing the above goals, the NRF strives to address complex economic, environmental
and societal changes.
We will support...
research, talent, and
research infrastructure
for a vibrant
knowledge economy
The figure below depicts the NRF deliverables that contribute to the well-being of the nation.
Figure 2: The contribution of the NRF to economic growth
We will promote
internationalisation of
South African research
through servicing bilateral
and bi-national science
agreements. The total budget
for international research
collaboration amounts to
R133 million
Knowledge
NRF
value
addition
le
op
Pe
re
ctu
tru
ras
Inf
2
Future plans
2.1
Human capacity development
The future plans of the NRF focus on expanding the

provision of high-level human capacity through all its
business divisions.
The science advancement division of the NRF (the South
African Agency for Science and Technology Advancement
(SAASTA)) coordinates the science communication,
education, and awareness programmes of the NRF.
SAASTA manages programmes with a bottom-up
approach to build the science skills base of the country.
The division for Research and Innovation Support and
Advancement (RISA) and the National Research Facilities
are well positioned to:

Facilitate the funding and training of highly
skilled human resources (specifically from
disadvantaged communities) to address the
severe shortage of researchers in academia and
industry;

Support growth in research and supervisory
capacities in higher education; and
P romote and provide training of human

resources in the high-technology environments
of the National Research Facilities.
A variety of programmes are in place to support the

respective categories of researchers (next-generation,
emerging and established researchers) and
therefore cater for different levels of research skills
from development of new researchers to high-end
research. These programmes promote the building of
human capital while at the same time supporting the
generation of new knowledge.
The NRF investment into human capacity development
across all its divisions and initiatives is indicated in
Figure 3.
2.2 Internationally competitive research

Globally
competitive
research
thrives
on
international collaborations. The NRF promotes
the internationalisation of South African research
through servicing bilateral and multilateral science
agreements. The total 2012/13 budget for international
research collaboration amounts to R133 million. This
also includes funding for conference attendance;

international exchanges and visits; equipment sharing
and access; and student mobility. This support should
strengthen international partnerships and leverage
foreign study opportunities for South Africans.
As one of the three International Council of Science
(ICSU) offices around the world, the ICSU Regional
Office for Africa will promote collaboration between
South African researchers and researchers from
across the African continent. Investment in this area
will amount to R4.2 million.
The funding portfolio of the NRF aims to strike a
healthy balance between the funding of disciplinarybased fundamental research from all fields of science
(including the Natural Sciences; Engineering; Social
Sciences; and Humanities). The portfolio also makes
provision for multi- and interdisciplinary work and
promotes trans-disciplinary research in areas where
multi-pronged solutions to strategic issues are
required.
Figure 3: Human capacity development excellence pipeline (Investment for 2012/13)
Next-generation
Student support
Free-standing
scholarships
Grantholderlinked bursaries
Emerging
Thuthuka
PhD track
Postdoc
Thuthuka
Post-PhD
track
Thuthuka
Rating
track
Established
Competitive
Funding for
unrated
Researchers
Incentive
Funding
for rated
Researchers
Competitive
Funding
for rated
Researchers
Strategic Investments
Blue Skies
Research
SARChI
CoE
Discipline-based
Strategic focus
R319m
R13m
R54m
R13m
Strategic research is conducted in knowledge areas

where South Africa has an obvious or potential
geographical advantage and/or where South Africa
has a clear and established knowledge advantage.
For 2012/13, the estimated expenditure on
these strategic knowledge areas (which include
Astronomy; Palaeontology; Biodiversity and Marine
Biology; the Southern Oceans and the Antarctic;
and Indigenous Knowledge Systems) will amount to
R674 million.
The key technology missions, Biotechnology
and Nanotechnology, will receive an amount of
R60 million in 2012/13.
R11m
R7m
R100m
R28m
The investment into priority research areas (the Grand

Challengeswhich include Bio-economy (R42 million);
Space Science and Technology (R541 million); Energy
and Security (R19 million); Global Change (R92 million);
and Human and Social Dynamics (R26 million) amounts
to a total of R721 million.
2.3 Research infrastructure and equipment

provision
The NRF supports cutting-edge research, technology and
innovation platforms. These platforms are available at the
National Research Facilities and include unique research
infrastructure, collections and datasets, complemented
R15m
R302m
R70m
RISA-funded
research outputs...
2012/13 target:
4 000
2014/15 target:
4 200
Table 1: Expenditure trends for 20082012 and the expected investments into research infrastructure: 2012/13
2008/09
2009/10
2010/11
Rm
186
1
503
2011/12
Budget
Rm
136
1
474
2012/13
Budget
Rm
125
1
525
Rm
92
0
418
Rm
90
1
428
128
638
171
690
188
878
413
1 024
553
1 204
Category
Cutting-edge research equipment investments (RISA)
Local and international collaboration with regard to equipment usage (RISA)
High-end research platforms (National Research Facilities)
Strategic Infrastructure Investment (SKA-SA - providing a new science platform for Radio
Astronomy)
Total
by human resources with specialised skills. The National
Research Facilities provide researchers across the
country with access to big science equipment and are
well positioned to foster science engagement, facilitate
advanced human capacity development and deliver
specialised services. The platforms operate in priority
research areas such as Astronomy; Conservation,
Biodiversity and the Environment; and Nuclear Sciences.
RISA invests in equipment placement and infrastructure
development at Higher Education Institutions (HEIs) and
funds access to equipment available internationally.
Although South Africa can boast pockets of world-class
research facilities at selected institutions, significant
investments are required to create and maintain a
research environment within which world-class research
can be realised. A breakdown of the intended investment
into research infrastructure is provided in Table 1.
NRF also funds infrastructure platforms for science
engagement and awareness e.g. science centres and
museums; visitors centres, professional and amateur
associations, science festivals, science events and
exhibitions. It is envisaged that 30% of the SAASTA budget
will be allocated for this purpose. Recommendations to
fund such platforms at the National Zoological Gardens
(NZG) and the Johannesburg Observatory site will require
additional investments.
Major developments 2012/13
Major developments foreseen for 2012/13 include:

Finalising the SKA bid and mapping the future of
the MeerKAT array;

The location and management of the astronomy
sector;

Coordination of science engagement activities
across the organisation by SAASTA;

Research Information Management System
(RIMS) a national project involving science
councils and HEIs; and

The proposed performance information
management system (PIMS) which, if
implemented, may end up being hosted and
operated by the NRF.
4 Structure of the 2012/13-2014/15

Annual Performance Plan
The 20112014 NRF Annual Performance Plan outlines
the history, mandate, strategic goals, core competencies
and composition of this public entity. The plan includes a
situational analysis of the NRFs operating and delivery
environments that contextualises the organisation and its
strategic goals within the National System of Innovation
(NSI).
Separate sections provide information on the resources

available to implement plans, and refer to the corporate
support functions of the organisation.
Specific sections in the plan outline the activities and
challenges of the main operations of the NRF: i.e.
Research and Innovation Support and Advancement
(RISA); Science Advancement; and the National Research
Facilities.
The final section sets performance targets for 2012/13
2014/15 in key performance areas. The performance
targets are presented in two (2) ways: according to the
strategic goals of the NRF and according to the balanced
scorecard.
The annexures to the Annual Performance Plan, which
contain the policies that support the operations of the
NRF, are not included in the print version of this document,
but are available on the NRF website. Hard copies will be
available on request.
Part A
Cross section of
Redwood showcasing
its history
NRF STRATEGIC OVERVIEW 20122015
The strategic overview links the mandate and plans of the NRF to the
current South African policy context and the needs of South African society.
The NRF has special, targeted interventions, programmes and facilities
that contribute to achieving the intent of the countrys National System of
Innovation. The overview shows the relevance of the NRF strategy and the
value that will be created by the NRF activities.
We will contribute...
to the quality of life of
our people
11
NRF HISTORY AND STRATEGY
1.1 Brief history of the National

Research Foundation (NRF)
The organisation aims to uphold excellence in all its

investments in knowledge, people and infrastructure.
The NRF was established through the National

Research Foundation Act (Act No. 23 of 1998)
following the system-wide review conducted by
the then Department of Arts, Culture, Science and
Technology (DACST). The new entity incorporated
the functions of the research funding agencies that
had previously serviced various sections of the
research community, namely the former Centre
for Science Development (CSD) of the Human
Sciences Research Council (HSRC) and the former
Foundation for Research Development (FRD), which
included several National Research Facilities.
1.2 The mandate of the NRF
As an independent statutory agency, the NRF

promotes and supports research in all fields
of knowledge. It also conducts research at,
and provides access to the National Research
Facilities. The NRF provides funding and services
to the research community especially at higher
education institutions (HEIs) with a view to generate
knowledge and promote high-level human capital
development. The NRF is also involved in diverse
science advancement activities to stimulate public
engagement in science over a broad front.
The NRF receives its mandate from the National Research

Foundation Act. According to Section 3, the object of the
NRF is to promote and support research through
funding, human resource development and the
provision of the necessary facilities in order to facilitate
the creation of knowledge, innovation and development
in all fields of science and technology including
indigenous knowledge, and thereby contribute to the
improvement of the quality of life of all the people of
the Republic.
1.3 The NRF strategic plan

The NRF strategic plan, Vision 2015 (http://www.nrf.
ac.za/doc/nrf_vision_nrf_2015.pdf), was the result of
organisational introspection and reorientation initiated
during 2007. Vision 2015 took into account policy
inputs such as the Review of the South African NSI
by the Organisation for Economic Cooperation and
Development (OECD) and the Ten-year Innovation Plan
of the Department of Science and Technology (DST),
entitled Innovation Towards a Knowledge-Based
Economy. Broad stakeholder consultation preceded

the NRF Boards approval early in 2008 of the NRF
Vision 2015.
With the 2012/132014/15 Annual Performance Plan,
the NRF is entering its fifth year of implementation of
this ambitious longer-term strategy.
1.4 The strategic goals of the NRF

The NRF adopted the following broad strategic goals
(see Figure 4):

The promotion of internationally competitive
research as the basis for a knowledge economy;

The growth of a representative science and
technology workforce in South Africa;

The provision of cutting-edge research,
technology and innovation platforms;

The operation of world-class evaluation and
grant-making systems; and

Contribution to a vibrant national innovation
system.
Figure 4: The strategic goals of the NRF
Research
Infrastructure
NSI
Human capital
Evaluation and
grant-making
systems
1.5 The relevance of the NRF strategic

goals
Despite the dynamic policy and operational
environment within which the NRF functions (see the
Performance Delivery Environment, Figure 7 on page
21) its strategic goals are of a longer-term nature
and well aligned to recent policy shifts such as the
12 Outcomes of Government, the New Growth Path,
and the Industrial Policy Action Plan (IPAP2). The NRF
Annual Performance Plan also addresses issues raised
in the Medium Term Strategic Framework (MTSF) for
20092014, Together Doing More and Better.
Imperatives in these documents include:

A skilled and capable workforce to support
an inclusive growth path within a knowledge
economy based on research, development and

innovation;
Broadened access to post-secondary education
and an improved higher education throughput
rate;
Staying abreast of global technological trends
and fully exploiting the countrys comparative
advantages, including the use of ICTs;
Focusing on sectors with the potential to
develop long-term advanced capabilities such
as Nuclear Sciences, Advanced Materials and
Aerospace; and
Building strategies and support programmes
for research, development and innovation in the
private and public sector.
The NRF strategic goals are notably aligned with the

above imperatives. The NRF serves as a facilitator in
the delivery of some very significant national objectives
by:

Developing human capital;

Engaging society with science;

Providing and promoting the use of science and
technology infrastructure; and

Promoting and supporting knowledge
generation and application in areas of strategic
importance.
13
1.6 The progress of the NRF against its Vision 2015 goals
The table below indicates the progress of the NRF against the targets set in its strategic plan, Vision 2015.
Table 2: Progress of the NRF against its Vision 2015 goals
Indicator description
Actual
Actual
2008/09 2009/10
Promoting internationally competitive research
Proportion of global R&D outputs
0,47%
Number of NRF-rated researchers
1914
2142
Growing a representative science and technology workforce in South Africa
Black
16%
17%
Proportion of NRF-rated researchers from
designated groups of total rated researchers Women
26%
27%
Operating world-class evaluation and grant-making systems
Completion rate of applications for NRF-rating per annum
95%
Proportion of available grant funding disbursed (R000)
64%
Providing cutting-edge research, technology and innovation platforms
Peer-reviewed journal articles (ISI and others) authored or coauthored by National Research Facility researchers
180
Contributing to a vibrant national innovation system
Doctoral students supported
1370
PhDs per million of the population
26
Estimated
Actual Performance
2010/11
2011/12
Target
2012/13
Target
2013/14
Target
2014/15
Vision 2015
0,52%
2285
0,50%
2400
0,54%
2560
0,56%
2560
0,60%
2740
1%
2500
19%
28%
18%
27%
18%
27%
20%
29%
21%
30%
25%
35%
99%
84%
99,8%
81%
95%
86%
95%
90%
95%
90%
95%
90%
95%
100%
181
220
170
168
181
197
250
1384
27
1937
-
1519
28
1715
-
2181
-
2231
-
2000
35
Legend
Promoting internationally competitive research as the basis for a knowledge economy
Doctoral students
supported by NRF...
2012/13 target:
1 715
Vision 2015 target:
2 000
ORGANISATIONAL ENVIRONMENT
2.1 Business standards

The NRFs corporate values underpin all the operations
of the organisation. The NRF is committed to
interacting with its stakeholders in a manner that is
ethical, professional and service-orientated.
Internal practices are based on these values to create
a work environment that fosters personal development
and integrity, builds teamwork and recognises and
rewards performance.
Operating standards are continuously refined and
audited to ensure that the organisation has reliable
information for decision-making.
2.2 Core competencies of the NRF

The core competencies of the NRF are embedded in

Leading-edge grant management systems;

World-class research evaluation and
benchmarking practices;
Science and technology management
experience;
State-of-the-art research platforms;
Specialised research capacity at the National
Research Facilities;
Strategic information accumulation and
dissemination capability;
Capacity to catalyse local and international
science cooperation, networks and
partnerships; and
Science advancement expertise and platforms.
2.3 Organisational structure
The three strategic divisions are supported by the

following corporate services:

Human Resources and Stakeholder Relations,
comprising the following functions:

-
Human resources;

-
Legal services; and

- Corporate communications and
stakeholder relations.

Finance and Business Systems, comprising the
following functions:

- Finance (including supply chain
management);

-
Corporate Governance; and

- Information and Communication
Technology (ICT).
The NRF is composed of three main divisions, which

are supported by corporate services (see Figure 5):

Science Advancement;

Research and Innovation Support and
Advancement (RISA); and

15
Figure 5: The NRF organisational divisions
NRF
Vision 2015
Public
S&T
Science
Outreach
Advancement
(SAASTA)
Research
and
Research
and
Research
Innovation
Innovation
and
Innovation
Support
Supportand
and
Support
and
Advancement
Advancement
Advancement
(RISA)
(RISA)
(RISA)
National
National
National
Research
Research
Research
Facilities/PlatFacilities/PlatFacilities/
forms
forms
Platforms
Corporate Support Functions
uman Resources and Stakeholder

H
Relations; and
Finance and Business Systems.
2.4 Clustering of NRF core business divisions

The activities of the NRF are clustered below as follows:
Table 3: The clustering of NRF business divisions
RESEARCH AND INNOVATION SUPPORT AND ADVANCEMENT (RISA)
RISA takes responsibility for

Programmes and functions largely supported by the Parliamentary Core Grant; and
Programmes managed by the NRF as a service provider.

SCIENCE ADVANCEMENT
The main function is to stimulate the interaction between science and society and to coordinate science and technology education, communication, outreach and
advancement across the business divisions of the NRF.
NATIONAL RESEARCH FACILITIES
The facilities are clustered in terms of the area of knowledge production or of the national need that is being served.
Astro/Geosciences

South African Astronomical Observatory (SAAO), also responsible for managing the Southern African Large Telescope (SALT); and
artebeesthoek Radio Astronomy Observatory (HartRAO): this facility supports the SKA bid and will form part of the user community of KAT-7 and the
H
MeerKAT Array.
Biodiversity/Conservation/Environment

South African Institute for Aquatic Biodiversity (SAIAB);
South African Environmental Observation Network (SAEON); and
National Zoological Gardens of South Africa (NZG).
Nuclear Sciences

iThemba Laboratory for Accelerator Based Sciences (iThemba LABS): this includes both the Western Cape and Gauteng branches of the facility.
SPECIAL PROJECTS
The NRF is involved in the following special projects:

The Research Information Management Systems (RIMS);
DST/NRF Internship Programme;
International Council for Science Regional Office for Africa (ICSU ROA); and
The Square Kilometre Array South Africa (SKA-SA) project.
17
The structure and main projects of the NRF is shown in Figure 6.

Figure 6: NRF organogram
NRF Board
Corporate Secretary
CEO
Group Executive: Finance and Business
Systems
Group Executive: Human Resources and

Stakeholder Relations
ICT
Human Resources
Finance
Legal Services
Governance
Corporate Communications
Stakeholder Relations
Deputy CEO: Research and Innovation Support

and Advancement (RISA)
KFD
Life Sciences
ARIC
Physical and Mathematical Sciences
HICD
Humanities
IR&C
Social Sciences
KM&E
Research Fellows disciplinary inputs

and strategy development
GMSA
Engineering Sciences
ICT
Group Executive:
Science Advancement
- Information Communication Technology

KFD
- Knowledge Fields Development
ARIC
- Applied Research, Innovation and Collaboration
HICD
- Human and Institutional Capacity Development
IR&C
- International Relations and Cooperation
KM&E
- Knowledge Management and Evaluation
GMSA
- Grants Management and Systems Administration
SAEON -
South African Environmental Observation Network
Deputy CEO: National Research Facilities
SAASTA
Group Executive: Astronomy

[Secondment]
iThemba LABS
SAAO
SAIAB
HartRAO/MeerKAT
NZG
SKA-SA Project
SAEON
SAIAB
NZG
iThemba LABS
SAAO
HartRAO
SKA-SA
SAASTA
-
-
-
-
-
-
-
South African Institute for Aquatic Biodiversity

National Zoological Gardens of South Africa
iThemba Laboratory for Accelerator Based Sciences
South African Astronomical Observatory
Hartebeesthoek Radio Astronomy Observatory
Square Kilometre Array South Africa
South African Agency for Science and Technology Advancement
2.5 Accountability structure of the NRF

The current NRF Board was appointed in October 2011. The term of office of Board members expires on 30 September 2014. The Board operates according to formal terms
of reference that are in line with the King III Report on Corporate Governance.
NRF Board
Prof Robin Crewe (Interim Chairman of NRF Board)
Office of the Rector
University of Pretoria
Pretoria
Dr Peter Clayton
Deputy Vice-Chancellor of Research
Rhodes University
Prof Ben Cousins
DST-NRF Chair in Poverty, Land and Agrarian Studies
Institute for Poverty, Land and Agrarian Studies
School of Government
University of the Western Cape
Mr Andr Fourie
Head of Sustainable Development:
South African Breweries
SABMiller
Prof Murray Leibbrandt

Director: Southern Africa Labour & Development
Research Unit
School of Economics
University of Cape Town
Prof Peliwe Lolwana
Education Policy Unit
School of Education
University of the Witwatersrand
Dr Namane M Magau
Independent
Ms Tryphosa Ramano
Chief Financial Officer
Pretoria Portland Cement
Prof Mala Singh
Open University
United Kingdom
Prof Errol Tyobeka

Politechnic
Windhoek
Namibia
Prof Sunil D Maharaj

School of Mathematics
University of KwaZulu-Natal
19
2.6 Changes in the organisational

environment
2.7 Risks in the organisational

environment
The following changes in the organisational

environment should be noted.
Some risks in the organisational environment that may

impact on the delivery of the NRF include:

Effective succession planning;

Recruitment of senior scientists and engineers
specifically to initiate new projects and continue
with research programmes; and

The challenge of addressing staff turnover, staff
retention and recruitment in a highly competitive
labour market.
2.6.1 Governance
Following the adoption of the NRF Strategic Plan,
new decision-making and governance structures
have been established including the NRF Corporate
Executive. A Group Executive: Science Advancement
joined the corporate executive team on 1 November
2011. The Corporate Executive is supported by a
Directors Forum.
2.6.2 NRF review recommendations

During 2011, the recommendations of the five-yearly
institutional review of the NRF were implemented by
the respective business divisions. Visit http://www.nrf.
ac.za/files/file/Synthesis%20Review%20Report.pdf
for information about the review outcomes.
2.6.3 NRF Board recommendations

T he NRF Board resolved that a dedicated

stand-alone unit managed by an appropriate
Physicist/Astronomer should be established for
the Astro/Geosciences cluster.
The NRF Board made recommendations about
the repositioning of Science Advancement in
the organisation. These recommendations are
being implemented.
We have
established a standalone unit for the Astro/
Geosciences cluster and
repositioned Science
Advancement
within the NRF
THE PERFORMANCE DELIVERY ENVIRONMENT
3.1 The South African science landscape

The NRF operates in the delivery environment of the South African science landscape. The institutions, endeavours and interventions within this landscape form part of and
contribute to the NSI. An outline of some of the major role players, as adapted from the 2007 OECD mapping of the system, is provided in Figure 7.
Figure 7: The South African science landscape
Level 1: High level policy

Government Advisory: CHE, NACI, ASSAf
Level 2: Ministry
DST
DHET
the dti
DoE
DMR
NDA
DoH
DAFF
DEA
National Treasury
Other Departments
Level 3: Agency
NRF
DC
TIA/BRICs
SEDA
SANERI
MRC
WRC
Level 4: Research and Innovation Performers

NRF
HSRC
CSIR
HEIs
SABS
NECSA
Mintek
Council for
Geoscience
ARC
MRC
SAWS
Business Enterprises
MCM
SANBI
AISA
SANSA
21
3.2 The role of the NRF within the

science landscape
The White Paper on Science and Technology, Preparing

for the 21st Century (1996), outlines in broad terms the
responsibilities of the NRF in the NSI, in which the NRF
is mandated to fulfil a dual function.

First, the NRF is a value-adding intermediary
agency between top-down steering policies
and strategies of government on the one hand
and research-performing institutions (mainly
universities) and researchers on the other hand.
In this function, the NRFs funding and other
initiatives guide the system according to the
relevant policies implemented within its sphere
of influence (such as the higher education
landscape, science councils and industry).

Second, the National Research Facilities are
research performers that conduct and facilitate
research, while providing infrastructure
platforms for research in areas of priority and/
or geographical advantage.

In addition, the NRF coordinates science
engagement activities within the organisation
and provides assistance across the NSI. Refer
to the Science Advancement section on page
85.
Figure 7 on the previous page indicates the role of the

NRF at the agency level (Level 3) and at the Research
and Innovation Performer level (Level 4).
3.3 Prominent partners in the delivery

environment
3.3.1 The Presidency
At the apex of government, the Presidency coordinates
the implementation of a national strategic agenda and
enhances the integrity of the state by:

Ensuring coherence in planning, coordination,
policy development and implementation;
P romoting a culture of accountability across all

spheres of government through performance
monitoring and evaluation;
Communicating progress against the priorities of
government; and
Mobilising the nation towards a common vision.
3.3.2 The Department of Science and Technology

The NRF is well aligned with the DST planned policy
initiatives, which are:

Human capital development;

Global and African collaboration;

Research and development;

Innovation; and

Infrastructure development.
3.3.3 The Department of Higher Education and

Training
The Minister of Higher Education and Training approved
the terms of reference for a ministerial review of university
funding. The review team was tasked to formulate a funding
framework that supports the transformation goals of the
university education system as set out in the Education
White Paper, 3 of 1997.
Implementation of the framework should improve:

The responsiveness of the university system to the
social and economic needs of South Africa;

Equitable student access;

Quality and excellence in teaching and research;

Student progression rates;

Equity in the allocation of government funds
amongst universities; and

The effectiveness and efficiency in the use of funds
in higher education.
Other institutions with which the NRF has close relations
include:

The Council on Higher Education (CHE); and

Higher Education South Africa (HESA).
3.4 Relevant policies in the delivery

environment
The DST policies that impact on the NRF delivery
environment are the indicator-based 2002 National
Research and Development Strategy (NRDS) and
the 2007 10-Year Innovation Plan. Other important
policies include the 12 Outcomes of Government (refer
to Table 6 page 27) and the New Growth Path (refer
to Box 1 page 28).
We will deliver
support for research
in research fields where
South Africa has a
geographical and/or
knowledge
advantage
3.4.1 The National Research and Development

Strategy
The NRDS of 2002 emphasises the importance of
knowledge areas where South Africa has an obvious
or potential geographical advantage and/or where
South Africa has a clear and established knowledge
advantage.
The National Research Facilities such as SAAO and

HartRAO support this strategy by promoting astronomy
in the following ways:

Big science projects such as SALT and the
SKA-SA project;

Programmes such as the National Astronomy
and Space Science Programme (NASSP); and
Astronomy Research Chairs as part of the South
African Research Chairs Initiative (SARChI); and

Embracing multidisciplinarity in order to
leverage of the Multi-wavelength advantages
that lie within the African continent.
Other research fields of geographical advantage
include:
uman Palaeontology supported through the

H
Palaeontological Scientific Trust (PAST) and the
African Origins Programme (AOP);
Antarctic research supported through the South
African National Antarctic Programme (SANAP);
and
Indigenous Knowledge Systems (IKS) supported
through the DST/NRF IKS programme
specifically in the areas of food and health,
education and curriculum development.

In the area of biodiversity the NRF is involved through

National Research Facilities such as SAIAB,
SAEON and the NZG;

Specific programmes, including the Wildlife
Biological Resource Centre (wBRC); the South

African Biosystematics Initiative (SABI); the
African Coelacanth Ecosystem Programme
(ACEP); the International Barcode of Life Project
(iBOL); numerous Research Chairs (SARChI);
Centres of Excellence (CoEs) in Invasion
Biology, Birds as Key Indicators of Biodiversity,
and the Tree Health Programme; and through
its collaboration with the South African Network
for Coastal and Oceanic Research (SANCOR).
Investments that are aligned to the NRD strategy
are shown in Table 4.
Table 4: Investment trends 20082011 and estimated 2012/13 budget for areas where South Africa has a geographical knowledge advantage
Areas of geographical
and/or knowledge
advantage
NRF Initiative
2008/09
2009/10
2010/11
R000
2011/12
Budget
R000
2012/13
Budget
R000
R000
R000
182134
228387
235768
430125
541840
8478
8050
13378
11000
12540
17114
21675
22212
19540
18120
South African Large Telescope (SALT)

SAAO excluding SALT
SKA-SA project
Space Sciences
Astronomy Research Chairs

Space geodesy
National Astronomy and Space Science Programme
(NASSP)
Multi-wavelength Astronomy (MWLA)
Human Palaeontology
African Origins Programme (AOP)

Palaeontological Scientific Trust (PAST)
The African Coelacanth Ecosystems Programme (ACEP)
Southern Ocean and

Antarctic research
Collaboration with South African Network for Coastal and

Oceanic Research (SANCOR)
Marine and Coastal Management (MCM)
South African National Antarctic Programme (SANAP)
23
Table 4: Investment trends 20082011 and estimated 2012/13 budget for areas where South Africa has a geographical knowledge advantage (continued)
Areas of geographical
and/or knowledge
advantage
Indigenous Knowledge
Systems (IKS)
NRF Initiative
IKS Research Grants
IKS Research Chairs
2008/09
2009/10
2010/11
R000
2011/12
Budget
R000
2012/13
Budget
R000
R000
R000
7101
4607
5449
10518
20680
47979
49344
70453
59865
80569
262806
312063
347260
531049
673749
Wildlife Biological Resource Centre (wBRC)

South African Biosystematics Initiative (SABI)
International Barcode of Life project (iBOL)
Bioinformatics functional Genomics
Biodiversity
Society, Ecosystems and Change

South African Research Chairs
CoE: Invasion Biology
CoE: Birds and Biodiversity Indicators
CoE: Tree Health
Grand Total
3.4.2 The 10-Year Innovation Plan of 2007

The 10-Year Innovation Plan identified South Africas
Grand Challenges in science and technology as Bioeconomy; Space Science and Technology; Energy
Security; Global Change; and Human and Social
Dynamics.
A summary of Grand Challenges that are addressed by
the NRF is provided in Table 5.
We will deliver
support for the Grand
Challenges identified in
the 10-Year Innovation
Plan
Table 5: Investment trends 20082012 and estimated NRF support for the Grand Challenges 2012/13
Grand Challenge
2008/09
2009/10
2010/11
R000
2011/12
Budget
R000
2012/13
Budget
R000
R000
R000
26749
27591
38764
26559
42501
182134
228387
235768
430125
541840
7433
7175
8320
17901
18787
16390
27512
43227
55160
92376
NRF Initiative
Drug Discovery Programme (including FSATI)
CoE: Biomedical Research: Tuberculosis
CoE: Tree Health Biotechnology
CoE: Epidemiological Modelling
Bio-economy
CoE: Invasion Biology

CoE: Birds as Key Indicators of Biodiversity
International Barcode of Life (iBOL)
National Bioinformatics Network (NBN)
Multi-wavelength Astronomy (MWLA)
Square Kilometre Array (Karoo Array Telescope (KAT) and MeerKAT))
Space Science and Southern African Large Telescope (SALT)

National Astronomy and Space Science Programme (NASSP)
Technology
Astronomy Research Chairs
SAAO excluding SALT
Energy Security
Space geodesy
South African Nuclear Human Asset and Research Programme
(SANHARP)
Joint Institute for Nuclear Research (JINR)
Research Chair for Nuclear Engineering
Research Chair in Carbon Technology and Materials
Research Chair in Hydrogen Fuel Cells
Applied Centre for Climate and Earth Systems Science (ACCESS)
Inkaba yeAfrika
Global Change
Long-term environmental observation (SAEON)

Global Change Research Plan (GCRP)
Environmental Isotope Laboratory (iThemba LABS)
Accelerator Mass Spectroscopy (AMS) unit (iThemba LABS)
25
Table 5: Investment trends 20082012 and estimated NRF support for the Grand Challenges 2012/13 (continued)
Grand Challenge
2008/09
2009/10
2010/11
R000
2011/12
Budget
R000
2012/13
Budget
R000
R000
R000
6490
6593
11467
22860
26250
239196
297258
337546
552605
721754
NRF Initiative
Research Chairs in Social Sciences and Humanities
Human and Social

Dynamics
Mathematics Education Chairs (First Rand)

Human and Social Dynamics
Community Engagement with Science
GRAND TOTAL
3.4.3 The outcomes approach of government

The 12 Outcomes adopted by Cabinet at its Lekgotla
in January 2010 (see Table 6) directs the science to
strengthen and support national competitiveness by
achieving the following primary outcomes (in order of
priority):

A skilled and capable workforce to support an
inclusive growth path; and

Improved quality of basic education.
In addition to these primary outcomes, the NRFs
funding and support of research programmes and
science platforms can contribute to a number of the
other outcomes:

A long and healthy life for all South Africans;

Vibrant, equitable and sustainable rural
communities with food security for all;

Sustainable human settlements and improved
quality of household life;

Environmental assets and natural resources that
are well protected and continually enhanced; and

Create a better South Africa and contribute to a
better and safer Africa and world.
In this regard the NRF will, in term of its mandate, also
be in a position to contribute to two of the major outputs
expected from the Ministry of Science and Technology:
P romoting and supporting the increase of

high-level human capital required in research,
development and innovation for a growing
knowledge economy; and
Providing support to industryuniversity
partnerships.
3.4.4 The New Growth Path: The Framework

The New Growth Path forms the framework for reducing
poverty and unemployment. Box 1 provides a summary
of the issues relevant to the NSI and the NRF.
The New Growth Path outlines specific areas that
require infrastructure, research and technological
development. The NRF already contributes
substantially to these investment areas through large
science infrastructure projects, such as the SKA
bid; SALT; Proton Therapy Centre; High Resolution
Transmission Electronic Microscope (HRTEM);
National Research Facilities recapitalisation strategy;
DHET scarce skills programme; Department of Energy
(DoE) CoE in Renewable Energy; CoE in Invasion
Biology; Maths and Maths Numeracy Chairs; African
Institute of Mathematical Science (AIMS); and radioisotope production capacity. Going forward, the NRFs
funding allocations will increasingly be directed at
these areas.
3.5 Important developments in the

delivery environment
3.5.1 Structural arrangements
In 2009, the former Department of Education was
divided into two departments: Basic Education; and
Higher Education and Training. The scope of the
latter covers all public and private higher education
institutions, colleges, and the skills development sectors
including the Sector Education and Training Authorities
(SETAs), the National Skills Authority (NSA) and the
National Skills Fund (NSF). The NRF manages the
Scarce Skills Programme on behalf of the Department
of Higher Education and Training.
The re-alignment of two important stakeholders i.e.,
the Departments of Agriculture, Fisheries and Forestry
(DAFF) on the one hand, and the Department of
Water and Environmental Affairs (DEA) on the other,
impacts on the NRF service delivery environment. The
NRF manages significant research and development
initiatives in conjunction with these Departments (South
African Network for Coastal and Oceanic Research
(SANCOR) and South African National Antarctic
Programme (SANAP)).
Table 6: The 12 Outcomes of government

The mandate and goals of the NRF are aligned to the Medium-Term Strategic Framework (MTSF) and the responsibilities of the DST in response to the 12 Outcomes of
government. The table below shows the importance of Outcome 5 for the DST and NRF. NRF-funded research impacts on the 12 Outcomes of government.
The 12 Outcomes of government

Improved quality of basic education
A long and healthy life for all South Africans
All people in South Africa are and feel safe
Decent employment through inclusive economic growth
A skilled and capable workforce to support an inclusive growth path
An efficient, competitive and responsive economic infrastructure network
Vibrant, equitable and sustainable rural communities with food security for all
Sustainable human settlements and improved quality of household life
A responsive, accountable, effective and efficient local government system
10
Environmental assets and natural resources that are well protected and continually enhanced
11
Creating a better South Africa and contributing to a better and safer Africa and world
12
An efficient, effective and development-oriented public service and an empowered, fair and inclusive
citizenship
MTSF
DST
NRF
Adapted from www.thepresidency.co.za
3.5.2 The Technology Innovation Agency
NRF-funded
research impacts on
the 12 Outcomes of
government
The Innovation Fund is now managed and

administered through the Technology Innovation
Agency, a development that relieves the NRF of some
responsibilities within the innovation chain, especially
downstream, toward commercialisation. In addition,
the Property Rights from Publicly Financed Research
and Development Act has been promulgated and the
National Intellectual Property Management Office
(NIMPO) was established during 2010.
3.5.3 Astronomy

T he future development of astronomy in South

Africa is greatly dependent on SALT, the
outcome of the SKA bid and the construction
of MeerKAT. Should South Africa win the SKA
bid, this 2,6 billion project will change the
astronomy landscape on the African continent

and globally. Irrespective of the bid outcome,
South Africa will realise a technologically
advanced research platform in radio astronomy.
The SKA will increase opportunities for South
African astronomers to conduct internationally
recognised research, similar to its optical
partner, SALT. These two astronomy platforms
will enable researchers to actively pursue
the multidisciplinary environment of multiwavelength astronomy of the highest order.
The extent of such developments depends on
the SKA bid result, as the governance/operating
structures for the SKA will differ from those of
a National Research Facility. The outcome of
the bid is expected in April 2012. Whatever
the outcome of the SKA bid, the South African
government is committed to building MeerKAT,
an array of 64 radio antennae.
27
Box 1: Aspects of the New Growth Path relevant to the National System of Innovation
Infrastructure development is identified as a critical driver of jobs across the economy. The document identifies investments in five key physical and
social infrastructure areas, i.e. energy, transport, communication, water and housing.
Scarce and key skills were identified and government departments and agencies should work together to meet targets including the aim to produce:
- 30 000 more engineers by 2014 with an improved focus on high school maths and science and changes to university funding formulae to
achieve this;
-
50 000 more artisans by 2015 with annual targets for Eskom and Transnet and for individual SETAs.
Areas of strength should be used as a driver of the programme to create jobs. Strong sectors include agriculture, mining, tourism and other high-level
services, the green economy and manufacturing.
In the green economy, expansions in construction and the production of technologies for solar power, wind power and biofuels are supported by the
draft plan for electricity, which proposes that green energy sources should contribute 30% of new energy generation in the next 20 years. Clean
manufacturing services are projected to create 300 000 jobs over the next decade.
The New Growth Path calls for re-industrialisation in the South African economy based on improving manufacturing performance through innovation,
strong skills development and reduced input costs. The document targets a doubling of South Africas research and development investment to 2%
of GDP by 2018 (http://www.pmg.org.za/files/docs/101123new-growth-path.pdf).
The Growth Path identifies the employment potential of tourism and other high-level services and calls for South Africa to position itself as the higher
education hub of the African continent.
The SALT has completed its science

commissioning, and scheduled observing
time has commenced. Plans to improve the
instrumentation focus on the mirror alignment
system (SAMS) and the upgrading of the
tracker at the top of the telescope to enable
it to carry a larger load of new generation
instrumentation such as the near-infrared arm
for the spectrograph. This will improve the
Multi-wavelength spectrographic capability of
SALT significantly.
3.5.4 Review of the science landscape

In June 2010, the Minister of Science and Technology,
Ms Naledi Pandor, appointed a ministerial task team
to review the science, technology and innovation
landscape and its readiness to meet the needs
of South Africa. The NRF has made inputs to the
committees enquiry and is ready to consider the
implications of the final recommendations and
decisions for the NRF.
3.5.5 Stakeholder relations

Compliance with principles of good governance as
suggested by the King III Report requires effective
communication with stakeholders. It is important
that systems are put in place to facilitate dialogue
between the organisation and its key stakeholders.
The NRF should respond to the views and interests
of stakeholders, such as funders, employees and
clients. Proper communication can help to identify the
differences in points of view between an organisation
and its stakeholders. Differences of opinion about
material matters need to be acknowledged and
evaluated and may lead to the re-evaluating of an
organisations view of material financial, environmental,
social, economic and governance issues.
3.6 Risks in the delivery environment

Some risks in the delivery environment that can impact
on the delivery of the NRF include:

Lack of coordination between government
departments, agencies and institutions that

have to contribute to government outcomes;
Inability to influence the delivery of the
appropriate human resources to feed into the
higher education and research environment;
Failure to leverage funds for research,
research capacity development and research
infrastructure provision;
The need to provide South African researchers
at public universities and research institutions
with the research infrastructure that will enable
them to become globally competitive;
Lack of monitoring and tracking of the
progression of postgraduate students;
The need to attract and retain excellence
in research and innovation at South African
universities; and
The challenge to effect transformation while
growing a knowledge economy that will generate
and translate existing and new knowledge into
socio-economic benefits.
29
Scientific micrograph
of plant cell
Part B
FINANCE AND BUSINESS SYSTEMS
Globally, the demand for research funding often outstrips available funds.
By implication this requires prudent investment choices and the efficient
implementation of plans. The strategy-driven and competitive funding approach
of the NRF ensures that investments are fair, transparent and merit-based. The
provision and implementation of efficient financial and business systems are
fundamental to the proper functioning of the NRF.
The objective of the Finance and Business Systems unit is to ensure that the NRF has the appropriate
financial and business systems to enable it to achieve its mandate and vision. The functions within this
unit include Finance, Information and Communication Technology (ICT) and Corporate Governance.
We will invest...
to help South Africa
take its place among
the winning nations of
the world
31
1
The NRFs Annual Performance Plan and associated
funding are aligned to the Medium-Term Expenditure
Framework (MTEF) cycle based on a three-year
allocation. The appropriation per the Estimates of
National Expenditure (ENE) forms the core of the NRF
funds. As a national agency of government, the NRF
also undertakes various programmes and projects on
a contractual basis.
1.1 Budget and sources of income

The NRF receives 96% of its funding from government
through MTEF appropriations in three forms, namely:
baseline allocation, ring-fenced funds as specified
by the DST and contract funds for specific projects
and programmes from the DST and other government
departments. Contract funds represent 61% of the
total income. Some 4% of income is generated from
sales of services, entrance fees and interest.
FINANCE
The MTEF baseline allocation received by the NRF

is primarily utilised to fund the core operational
activities of the NRF. With the worldwide economic
contraction and local fiscal constraints, the NRFs
funding level has been impacted, in that the baseline
allocation for 2012/13 has been reduced by 0.8%
compared to the previous year with projected
growth of 4% and 6% in the following two years,
respectively. In this regard the NRF will be pursuing
various austerity measures as outlined in section
1.5 on the next page.
In contrast, the level of contract income is
increasing and discussions with the DST to reduce
the number of contracts to minimise administration
costs, promote flexibility and long term planning
are ongoing. In this regard the NRF will receive
some R1,238 billion through a single contract of
which R961 million is allocated for Human Capacity
Development and R277 million for special category

Research Chairs over three years.
Table 7 on next page provides further analysis of
income over the three-year MTEF baseline projections
for all sources of funding.
1.2 Three-year projection of the NRF

2012/13 MTEF allocation
The three-year allocation Letter that provides the
baseline funding is received as a single line allocation
allowing NRF the flexibility to apportion the allocation
as it deems fit in line with business unit plans and
operational requirements. The baseline allocation split
as approved by the NRF Board is as follows:
Table 7: Three-year projection of the NRF 2012/13 MTEF baseline allocation including DST contract allocation
NRF allocation from DST
Corporate
RISA
National Research Facilities
Science Advancement
SARChI
SAEON
Total NRF baseline
Year-on-year baseline movement
Single contract referred in MTEF Letter
Total baseline and single contract
1.3 Comparison of all sources of

funding 20082013
The current MTEF allocation shows a significant shift
from ring-fenced funds to baseline allocation (core
grant) following from very positive and constructive
deliberations with the Minister of Science and
Technology and her Department. It is anticipated that
ongoing deliberations regarding contract and ringfenced funded projects will correct the gap between
the funding sources in favour of increasing the
discretionary funds over the three-year MTEF period.
This positive development would allow the NRF more
flexibility and direct influence in terms of its financial
and Annual Performance Planning. Figure 8 on page
34 illustrates the comparison of sources of funding.
1.4 NRF investment principles

The increased demand for research funding far
outstrips the modest funding increases, which by
implication requires the NRF to continuously make
prudent investment choices in an efficient manner. In
line with this, the NRF formulated eight (8) principles
2012/13
R000
51377
436277
258185
18345
288034
18592
1070810
-0,8%
248666
1319476
to guide its investment and business approach across
the range of its interventions, functions, facilities and
programmes:

Competitive funding applies to all funding
applications;

A balanced strategy-driven versus demand-pull
approach is followed;

Investments are subject to rigorous merit-based
peer reviews and rating of the research outputs
of individuals;

The PhD is regarded as a critical systems driver;

The NRF promotes cross-fertilisation and
rotation of expertise and talent between itself
and other entities in the NSI;

The NRF strives to allocate resources
appropriately throughout the organisation for
efficient delivery of services and strategic goals;

Core principles of fairness, transparency and
accountability apply to all investment processes;
and

Contributing to the transformation of society
in terms of race, gender and disability is
considered at all times in order to redress
systemic social and economic inequalities.
2013/14
R000
54089
453728
268513
19079
299555
19336
1114300
4,0%
478423
1592723
2014/15
R000
61043
480952
284624
20223
317529
20496
1184867
6,0%
511656
1696523
1.5 Savings and efficiency measures

The flat baseline MTEF allocation for 2012/13 has
placed severe pressure on the core operations of
the NRF. In this regard the income allocation to all
business units has been marginally increased but
well below inflationary levels. The targeted efficiency
savings, which have an impact of some R45 million
across the organisation, are being actioned as a
pruning exercise to position the organisation for
future sustainability.
In this regard, the NRF has initiated various austerity
measures in 2011/12 which will continue well into
the MTEF period. These include curtailing costs by
means of leveraging economies of scale through
negotiating better rates with suppliers; working more
efficiently and economically by automating a number
of processes, especially the rollout of the NRF
online submission system; and work is in progress
on developing a workflow based system specifically
for tender management and procurement planning.
An analysis of the organisations overheads and
benchmarking against similar organisations has been
33
Figure 8: Comparison of sources of funding 2008/092012/13
2000
2008/09
2009/10
1500
Rm
2010/11
1000
2011/12
2012/13
500
0
MTEF allocation
initiated while recommendations of the external fiveyear review are being actioned. A review of the NRF
staff plan and staff establishment has commenced
and the outcome will be implemented from 2012/13
onwards. The post-retirement medical benefit
has been paid out to the vast majority of qualifying
members in the form of individual annuities and a
single annuity has been purchased for the remaining
members who have declined the NRF offer, thereby
managing these liabilities more effectively against
future cost escalations, which are dictated by the
rising medical costs that are well above the general
inflation levels.
Contract and Other
Funds brought forward
1.6 Detailed budgets

The detailed NRF budgets have been prepared taking
into account all sources of income with due regard for
efficiency savings, which have been factored in across
all business units and will be closely monitored over
the MTEF period. The detailed budgets for 2012/13
are presented in Table 8 on page 36.
We will implement
efficiency saving
measures that will
have an impact of
some R45 million
35
Table 8: Abridged budget for year ending 31 March 2013
Budget 2012/13
Projected unspent funds/(deficit) at beginning of year

Government grant
Additional government grant allocation
Designated funds carried forward
Designated income
Interest received
Internal income
NZG entrance fees
NZG retail and other sales
Other income
Total income
Note 1
Grants and bursaries

Programme and operating expenses
Internal expenses
Salaries
NRF-DST internship stipends
Total expenditure
Net unspent funds/(deficit) for the year
Transfer from SALT fund
Capital expenditure
Non cash flow items - depreciation
Unspent funds/(deficit) at end of the year after PRMB
Add back PRMB buy-out
Note 2
Unspent funds/(deficit) at the end of the year before
PRMB
Staff complement
Corporate
RISA
R'000
(42173)
45000
12058
200
15085
(23938)
(30693)
(54631)
(39546)
(451)
(39997)
39463
R'000
5390
724312
47557
886812
25303
22000
4
1711377
(1524772)
(63981)
(44768)
(76514)
(1710035)
1342
(5588)
4923
676
-
Deputy
CEO:
National
Facilities
R'000
641
10876
20000
3000
34517
(10652)
(20000)
(3122)
(33774)
743
(26)
717
-
(534)
52
676
221
717
5
iThemba
LABS
SAAO
HartRAO
SAIAB
NZG
SAEON
R'000
(128)
134605
27434
1432
2310
8306
3450
177409
(2523)
(78826)
(5427)
(110413)
(197188)
(19779)
(200)
19979
0
-
R'000
33055
22762
450
5946
1600
632
64445
(38)
(17133)
(1452)
(47383)
(66006)
(1561)
(2225)
3735
(51)
-
R'000
195
21395
2103
674
2651
40
839
27897
(300)
(10199)
(972)
(14177)
(25647)
2250
(4282)
2403
371
-
R'000
340
12825
6456
701
11068
27
384
31802
(2333)
(8448)
(2019)
(14674)
(27474)
4328
(6480)
2160
8
-
R'000
272
51805
1750
15000
29416
17975
330
116548
(49321)
(1745)
(67353)
(118419)
(1871)
(107)
2250
272
-
R'000
(1612)
18592
7678
400
4150
1018
30226
(941)
(11780)
(233)
(15160)
(28115)
2111
(3756)
1002
(643)
-
0
315
(51)
135
371
58
8
46
272
314
(643)
52
Note 1: T he significant increase in budgeted income against the 2011/12 projected figures relates largely to contract income of some R200 million for RISA grant funding and R500 million against the SKA-SA project.
Note 2: The accumulated deficit has been approved by the Board against a six-year funding plan to offset the deficit. The deficit is due to the PRMB liability and the subsequent buy-out thereof.
Table 8: Abridged budget for year ending 31 March 2013 (continued)
Budget 2012/13
Projected unspent funds/(deficit) at beginning year

Government grant
Additional government grant allocation
Designated funds carried forward
Designated income
Interest received
Internal income
NZG entrance fees
NZG retail and other sales
Other income
Total income
Note 1

Internal expenses
Salaries
NRF-DST internship stipends
Total expenditure
Net unspent funds/(deficit) for the year
Transfer from SALT fund
Capital expenditure
Non cash flow items - depreciation
Unspent funds/(deficit) at end of the year after PRMB
Add back PRMB buy-out
Note 2
Unspent funds/(deficit) at the end of the year before
PRMB
Staff complement
Science
Advancement incl.
SAASTA
R'000
711
18345
72669
1500
10738
300
830
105092
Special Projects
2012/13
2012/13
2012/13
2011/12
2010/11
Projection 2
Actual
Total
Consolidated
% Change
Projection
against
(24153)
(51762)
(11717)
(18020)
(105651)
(559)
(668)
1227
(0)
-
R'000
771880
18393
790273
(44926)
(193680)
(3268)
(72793)
(314666)
475607
(483011)
7404
0
-
Other
(RIMS,
INTERNS,
ICSU)
R'000
34425
3713
4000
42138
(16805)
(1034)
(5635)
(18500)
(41974)
163
(163)
(0)
-
R'000
(36364)
1070810
47557
1852218
50603
92634
29416
32248
7687
3146810
(1599985)
(536526)
(92634)
(475937)
(18500)
(2723582)
423228
(506956)
45083
(38646)
39463
R'000
(36364)
1070810
47557
1852218
50603
29416
32248
7687
3054176
(1599985)
(536526)
(475937)
(18500)
(2630948)
423228
(506956)
45083
(38646)
39463
Budget
-0,8%
34,8%
59,0%
2,9%
-
18,5%
14,8%
-35,7%
24,3%
-9,5%
-3,7%
-13,4%
7,9%
-8,8%
-325,2%
1,6%
-
R'000
63926
1078946
35281
1164940
49185
(0)
24831
28092
11950
2457152
(1461482)
(517508)
(0)
(419605)
(20094)
(2418688)
38464
(119220)
44392
(36364)
-
R'000
50803
752247
254634
7747
1020301
76913
(0)
22711
26050
7222
2218627
(1354077)
(346645)
(0)
(365878)
(15129)
(2081728)
136899
3018
(114213)
38223
63926
-
(0)
52
0
126
-0
10
817
1386
817
1386
-
13,8%
1218
1188
SKA-SA
37
1.7 Abridged financial statements 2012/132014/15

Below is a summary of the financial statements for the period 20122015 aligned to the annual plans.
Table 9: Abridged financial statement 2012/132014/15
INCOME STATEMENT
Government grant
Funds brought forward
Contract income
Interest received
Other income
2012/13
R000
1 070 810
47 557
1 852 218
50 603
69 351
2013/14
R000
1 114 300
24 321
1 131 981
32 195
88 242
2014/15
R000
1 184 867
31 374
1 231 866
32 000
99 884
Total income
3 090 540
2 391 039
2 579 991
Salaries
475 937
555 026
1 599 985
497 688
419 021
1 297 594
532 478
422 627
1 287 387
Total expenditure
2 630 948
2 214 303
2 242 492
Income set aside for capital acquisitions

Less: Net capital expenditure
Net budgeted unspent funds for the year
459 592
(461 873)
(2 282)
176 736
(167 856)
8 880
337 499
(327 908)
9 591
CATEGORY
Assumptions
The budgeted unspent funds are due to the funding of the accumulated deficit as a result of the PRMB liability buy-out.
Contract funds for 20132015 are based only on confirmed contracts.
The above excludes accumulated funds.
Table 9: Abridged financial statement 2012/132014/15 (continued)

BALANCE SHEET
2012/13
R000
852 954
6 500
715 528
557 219
2013/14
R000
1 020 810
7 000
710 529
244 317
2014/15
R000
1 348 717
7 000
704 528
234 411
Total assets
2 132 201
1 982 656
2 294 656
Accumulated fund and SALT fund

Capital fund
Income received in advance
Payables and provisions
(3 435)
851 854
1 210 127
73 655
5 445
1 019 710
878 496
79 005
15 036
1 347 617
853 387
78 616
Total liabilities
2 132 201
1 982 656
2 294 656
2012/13
R000
2013/14
R000
2014/15
R000
Cash flow from operating activities
368 326
(98 982)
363 383
Cash flow from investing activities
(315 803)
(213 770)
(373 139)
Cash flow from financing activities
(200)
(150)
(150)
52 323
(312 902)
(9 906)
CATEGORY
Property, plant and equipment and Intangible assets
Inventory
Receivables and prepayments
Cash and investments
CASH FLOW STATEMENT

CATEGORY
Net increase/(decrease) in cash and cash equivalents
39
1.8 The NRF long-term infrastructure plan

An account of the NRF infrastructure and other capital plans is provided in Table 10.
Table 10: Long-term infrastructure and other capital plans 2012/132014/15
RISA
National
Research
Facilities
SAASTA
SKA-SA
project
Description
Outputs
Computer, office equipment

and building
refurbishment
Enhanced working
environment and
improved efficiency
Upgrade and
replacement
of scientific
equipment
Access to state-of-theart research equipment

and facilities
Computer and
office equipment
Enhanced working
environment enabling
delivery on various
contract projects
Construction
of KAT-7 and
MeerKAT
comprising 64
radio antennae
World-class telescope
based on missiondriven innovation
enabling South Africa to
undertake cutting-edge
research into deep
space
Estimated project
costs
R000
N/A
N/A
TOTAL
N/A
3 037
052
Project duration
Start
Finish
Based on ongoing review and availability of funds
Business
Division
2002/03 2015/16
2010/11
2011/12
2012/13
2013/14
2014/15
Additional infrastructure/capital
R000
20 540
R000
13 101
R000
10 181
R000
6 311
R000
6 229
Expansion of the NRF Head office

(Pretoria) to accommodate business
growth in RISA and the Corporate
office estimated at R20 million.
55 797
74 608
21 034
11 831
7 943
A Strategic Research Infrastructure

plan is in the process of development and it is estimated that some
R1 billion would be required
for replacement/new research
infrastructure at National Research
Facilities.
1 817
3 537
1 540
390
640
Pending a national strategy on

science advancement, the SAASTA
Johannesburg Observatory site may
require R60 million to upgrade.
36 059
27 974
282 455
195
238
358
327
114 213
119 220
315 210
213
770
373
139
The full scope of completion of the

MeerKAT project is expected to cost
approximately R1 billion more.
Additional infrastructure and capital plans

The additional infrastructure and capital plans are dependent on the approval of additional funding by National Treasury. The additional plans will only be initiated and
implemented once the MTEF submission has been done and approval thereof received.
INFORMATION AND COMMUNICATION

TECHNOLOGY (ICT)
2.1 Purpose and scope

The primary goal of the ICT division is to provide worldclass IT services and support to RISA, SAASTA and
the International Council for Science (ICSU). These
services are also being deployed throughout the
National Research Facilities. The ICT division has three
service units: Software Development, Infrastructure
and Network Services, and the Service Desk. The
details of proposed initiatives are highlighted below.
2.2 Main activities

During 2012/13, the ICT division will:

Ensure that systems development becomes a
core competency to support existing and new
projects;

Facilitate the IT infrastructure procurement of
all IT equipment and services while maintaining
IT platforms for all operations, including hosting
external systems which are critical for enabling
knowledge creation and management;

Provide an IT governance framework aligned to
the King III Report;

Introduce ICT systems life cycle management;
and

Facilitate supplier relations.
Green computing...
reduce, re-use and
recycle
The sustainability performance of IT will be improved

through

- an audit of the NRF IT carbon footprint;

-
implementing the 3Rs principles, i.e.
reduce, re-use and recycle; and

-
disposing of written-off equipment in
accordance with the national framework,
which allows for obtaining carbon
emissions reduction credits.
The Fourth NRF ICT Forum identified five projects
that will contribute towards making the NRF a worldclass organisation video conferencing; voice-over
internet protocol (VoIP); electronic data and records
management system (EDRMS); email integration; and
Internet Protocol version 4 to version 6 transition (IPv4
to IPv6).
We will deliver
excellent IT services to
external and internal
NRF stakeholders
2.3 Challenges
The ICT division has identified the following potential
challenges in 2012/13:

Attracting and retaining technical skills;

Ensuring information and data centre security;
and

Mitigating the risk of virus attacks and website
failures.
41
CORPORATE GOVERNANCE
3
The purpose of Corporate Governance is to ensure
that the NRF Board, the Corporate Executive and
the various business units are aware of and comply
with legislation, regulatory frameworks and best
practice with regard to governance, strategic
planning, reporting, sustainability and enterprise risk

management.
provide stakeholders with a more holistic view of the

NRF and its impact on people, planet and profit.
The organisation is moving towards integrated

reporting. With the constitution of the new NRF Board,
the planning cycle will be used to implement revised
data collection processes and reporting strategies to
The main functions of the directorate are encompassed

within the various units as set out in Figure 9.
Figure 9: Corporate Governance business divisions
Strategic Planning
and Reporting
Annual Performance Report
Annual Performance Plan
Quarterly Reports
Strategic Planning
Business Intelligence
Research Information

Management System (RIMS)
Business Integration System
Configuration Management
Risk and Audit

Internal Audit
Enterprise Risk Management
Sustainability
Global Reporting Initiative
Health and Safety
Environmental Impact
Operational Sustainability
3.2 Main activities

3.2.1 Strategic planning and reporting
The main role of the Strategic Planning and Reporting
unit is to facilitate planning that complies with
legislation and the DST rules of engagement. The
unit is also responsible for monitoring and reporting
performance in an integrated, transparent, and
meaningful manner. Products of the unit include
strategic plans, annual performance plans, quarterly
reports, annual performance reports, key performance
indicator (KPI) reports, and impact reports.
The unit is instrumental in transforming corporate
reporting into integrated reporting, which is a holistic
assessment of a business and that, in addition to the
financial bottom line, also accounts for the interests
of shareholders, and the impact on the environment
and society.
3.2.2 Business intelligence

Business Intelligence is responsible for data generation
and for its distribution within the NRF and to its
stakeholders. Data are focused on, but not limited to,
the NRF statutory reporting requirements. The unit also
provides data as basis for decision-making and assists
in developing appropriate performance indicators.
The unit will implement a business intelligence
platform that incorporates data from legacy systems
into a central warehouse to facilitate easy reporting
and the effective monitoring of KPIs.
The Business Intelligence unit also champions the
RIMS project.
3.2.3 Risk and audit

Enterprise risk management (ERM) is a risk-based
approach to managing an enterprise, integrating the
concepts of internal control and strategic planning.
ERM provides the basis for risk management, which
typically involves identifying risks to the organisations
objectives, assessing them, determining a response

strategy and then monitoring progress.
National Treasury has developed a framework in
response to the requirements of the Public Finance
Management Act and in accordance with King III.
During the 2011/12 financial year, the organisation
implemented a risk-based audit approach in support
of the ERM strategy.
The primary goal of Internal Audit is to ensure that
adequate risk-based controls are in place and are
functioning properly. Internal Audit coordinates internal
and external audits, files all audit reports, prepares
summary reports of audit findings, provides input and
assists with preparation of the audit plan.
3.2.5 Sustainability
Organisations are responsible for exerting positive
change on the state of the economy, the environment
and social conditions, which equate to the triple
bottom line. Reporting on sustainability performance
is a mechanism to manage the impact of sustainable
development. The NRF supports the Global Reporting
Initiative (GRI), and embraces a sustainable
development approach in its practices across all
business divisions (see Table 11 on page 45).
3.2.4 Assurance
Combined assurance relies on the integration and
alignment of internal control or assurance processes
to maximise the risk and governance oversight within
an organisation and provide overall assurance to the
Corporate Executive Committee, the Audit Committee
and the Board.
Combined assurance is encapsulated in the 2009
King III Report on Governance for South Africa and is
becoming best practice, as it is adopted by JSE-listed
companies that currently have to comply or explain
their non-compliance.
The ethos of combined assurance is to identify
and map assurance against the key risks. The
responsibility of providing assurance can be assigned
to the most appropriate parties to reduce expenses
and duplication of responsibilities while highlighting
gaps in the assurance system.
We will create...
value for our
stakeholders in the
NSI
The NRF will review its assurance system in 2012

with a view to optimise and enhance controls in a
manner that will support the business. Implementing
the results of the review will enhance transparency
and oversight and reduce bureaucracy, duplication of
responsibilities, and costs.
43
To date, the NRF has addressed critical sustainability

and Safety, Health and Environmental (SHE) concerns
through energy, water and waste management, as
well as through Occupational Health and Safety
management and Environmental Compliance.
An important objective is to ensure that sustainability
is embedded as a culture within the organisation.
The NRF is in the process of formulating an Energy
Efficiency project proposal with Eskoms Demand
Side Management in order to have an organisationwide strategy on consumption reduction. Some
objectives of the programme are to:

Increase understanding of the energy crisis
among employees;

Emphasise the effects on the economy;

Encourage employees to take responsibility
for domestic and commercial use of energy;
and

Demonstrate how energy efficiency provides
financial savings.
3.3 Challenges
Challenges identified by the governance functions
are interlinked and are as follows:

Facilitating the adherence to statutory and
regulatory frameworks;

Providing the organisation with useful
information as a basis for decision-making;

Obtaining buy-in for risk management; and

R olling out the Environmental Management
System.
Its not sufficient

to do things better,
we need to do better
things
Mark Shayler 2011
Table 11: Global Reporting Initiative (GRI) sustainability indicators
Strategic
goal
ENVIRONMENTAL PERFORMANCE
EN4
Energy: Quantity of electricity used (Unit: kWh)
EN8
Water: Quantity of water used (Unit: kL)
EN14
Biodiversity: Does the business unit have a biodiversity impact
reduction plan (Yes/ No)
SOCIAL PERFORMANCE: Labour Practices and Decent Work

Occupational Health and Safety
LA6
Proportion of full-time employees (see definition above) who
participate in SHE committees to the total full-time staff
complement
LA7
Number of facilities (see definition below) in reporting period
Training and Education
LA10
Proportion of expenditure on training in the reporting period to
the total expenditure in the same period
ECONOMIC PERFORMANCE
Economic Performance
Proportion of (government-DST) contract income to total income
EC4
(R)
Proportion of (government-other) contract income to total income
(R)
Benchmark 2010/11 Actuals

Targets*
Performance
Total
Ratio
2011/12
2012/13
2013/14
Actual
35 180 561
36 137 688 35 414 935 34 706 636
339 583
332 791
326 135
319 612
Yes, three of the National Research
Strategies focussing on biodiversity
Facilities (i.e. NZG, SAIAB & SAEON) are
research and protection continue to be
specifically mandated with issues on
integral for the three facilities
biodiversity impact reduction and research.
Actual
Total
%
118
1 220
10%
10%
10%
10%
3%
4%
5%
7 301
391 727
2%
Actual
Total
828 624
2 218 627
37%
38%
50%
55%
192 851
2 218 627
9%
9%
9%
9%
Notes
* Please note - Targets indicated are aligned with 2011/12 six (6) month baseline and will be evaluated against the 2012/13 actuals to test accuracy.
EN4 and EN8 2011/12 targets for both energy and water consumption include SKA which was not included in the baseline actuals for 2010/11. A 2% decrease in
consumption is targeted for both energy and water for 2012/13 and 2013/14 financial years.
LA6
The target will remain at 10% as this is currently above Occupation Health and Safety (OHS) Act requirements.
45
Part C
Macro-photograph
of raindrop on leaf
HUMAN RESOURCES AND STAKEHOLDER

RELATIONS
Human resources and stakeholder relations are primary enablers giving effect to
strategic priorities that underpin the achievement of organisational objectives.
The NRFs human resource function enables the entity to give form to its vision
and meet its overall goals, while constructive relations across its stakeholder
community contribute to a vibrant National System of Innovation.
The objectives of the Human Resources and Stakeholder Relations unit are to ensure that the NRF has the
appropriate human resources and support services such as Legal Services and Corporate Communications
to enable it to achieve its mandate.
We will bring...
together a diversity
of skills, cultures and
perspectives in pursuit of
a greater goal
47
Purpose and scope
The unit provides the NRF with comprehensive human

resources, legal and communications support services
and also sets the policy direction in these areas.
Furthermore, the unit leads, promotes and coordinates
organisational activities related to the enhancement of
the NRFs productivity and interactions with internal
and external stakeholders.
The purpose and scope of the unit are to:

Attract, retain, develop and train the right
number and quality of staff;

Ensure that staff adapt to change and
transformation to effect the NRFs mandate and
the countrys transformation agenda, which
promotes employment equity;

Contribute to a transformed organisational
culture through development interventions and
programmes;

Develop improved and sustainable human
resources systems and processes;

Contribute to improvements in employee
productivity;

Create and maintain a harmonious and stable
labour relations environment;

Build, embed and maintain a positive corporate
reputation; and

Provide well-researched and reasoned legal
solutions in support of NRF business.
Main activities
The corporate HR function will respond to the needs

expressed in the strategic and annual performance
plans of the business units for 2012/13 by:

Investigating and implementing appropriate
recruitment aids/assessment tools by June
2012;

Facilitating internal development programmes
to encourage and sustain the Living the NRF
Values campaign;

Facilitating well-informed skills development
activities that align with the needs of the
organisation;

Ensuring compliance with HR policies and
processes; and

Improving the quality, efficiency and
responsiveness of HR services.
increase public awareness about the NRF; and

Launch the NSI communication and marketing
campaign to create public awareness and
appreciation of science and technology in South
Africa.
3 Challenges
The Human Resources and Stakeholder Relations unit
has to:

Attract and retain critical skills;

Consistently develop skills;

Implement quality assurance of performance
management;

Improve legal contracts management; and

Manage corporate reputation and
communication.
During 2012/13 the legal support function will

undertake a comprehensive review of existing NRF
contracts in order to understand and manage the risk
associated with contractual exposure.
The corporate communications and stakeholder
management function will

Launch and run the One NRF Community
campaign;

Present at least four Science for Society
lectures and position them as prime science
engagement lectures around the country to
We will promote...
change and
transformation in the
workplace
We will
Reduce recruitment lead times and
vacancy rates;
Implement development interventions for
more than 1 000 NRF employees;
Create a stable employee and IR
environment;
Establish positive relationships and
communication with stakeholders; and
Finalise the PRMB liability.
49
Part D
Human
DNA strands
RESEARCH AND INNOVATION SUPPORT AND

ADVANCEMENT (RISA)
RISA is the research promotion and funding agency that translates government
strategies into funding offerings and support programmes. The aim of these
offerings and support is to ensure the availability of a pool of appropriately
qualified people and high-level infrastructure that can drive the knowledge
economy to the benefit of our people and our planet.
We will support
research for a sustainable
future
51
RISA OVERVIEW
1.2 Sources of funding
1.3 RISA structure
RISA is the funding agency that translates government

strategies into funding products and development
programmes for the benefit of research institutions
and researchers.
RISA disburses funding from various sources, including

Discretionary funds allocated to the NRF via the
DST;

Ring-fenced and contract funds received from
the DST; and

Contract funds received from other government
departments such as DHET, the dti and DEA.
RISA is structured to provide the programmes, services

and interventions required to achieve its objectives.
Figure 10 shows an overview of the structure of RISA.
RISA promotes and supports research and research

capacity in all fields of research and technology. This
is achieved through investing on a competitive basis in
research, people and infrastructure.
These ring-fenced and contract funds are disbursed

according to strict criteria laid down by the respective
sponsors.
Figure 10: Structure of RISA
CEO
Deputy CEO: Research and Innovation
Support and Advancement (RISA)
Knowledge Fields Development (KFD)
Applied Research, Innovation and Collaboration (ARIC)
Human and Institutional Capacity Development (HICD)
International Relations and Cooperation (IR&C)
Knowledge Management and Evaluation (KM&E)
Grants Management and Systems Administration (GMSA)
Special Projects
RIMS
ICSU ROA
DST/NRF Internship Programme
Figure 11: Human capacity development excellence pipeline (Investment for 2012/13)
Next-generation
Student support
Free-standing
scholarships
Grantholderlinked bursaries
Emerging
Thuthuka
PhD track
Postdoc
Thuthuka
Post-PhD
track
Thuthuka
Rating
track
Established
Competitive
Funding for
unrated
Researchers
Incentive
Funding
for rated
Researchers
Strategic Investments
Competitive
Funding
for rated
Researchers
Blue Skies
Research
SARChI
CoE
Discipline-based
Strategic focus
R319m
R13m
R54m
R13m
1.4 RISA strategy

RISA actively supports all the NRF strategic goals.
Future plans are briefly outlined below.
1.4.1 Human capacity development and

knowledge generation
Introduction
The growth of a representative science and technology
workforce in South Africa is a huge challenge. RISA
is mandated to support high-level human capacity
development to address the severe shortage of highly
skilled people. RISA focuses on encouraging throughput
in the human capacity development pipeline.
R11m
R7m
R100m
R28m
A variety of programmes are in place to support

the respective levels of research skills available
in the human capacity pipeline (see Figure 11
above). These programmes support students
(Next-generation researchers), emerging and
established researchers and meet the needs across
the human capacity spectrum while at the same
time supporting the generation of new knowledge.
The programmes are explained in more detail in
the description of the RISA directorates.
Next-generation researchers
The investment trend for supporting the Nextgeneration of researchers is shown in Figure 12.
R15m
R302m
R70m
Free-standing scholarships and fellowships are

awarded directly, on a competitive basis, to students
undertaking full-time study. Students must personally
apply for these awards and remain responsible for
submitting all required documentation. Financially
needy students, as identified by their universities, will
be offered additional resources, the principle being
that financial need should not preclude academic
excellence. In the same way, disabled students are
provided with additional funding to assist them in
overcoming the impact of their disability on their
studies. More information is available on the NRF
website www.nrf.ac.za.
53
Figure 12: Investment trends 20082012 and expected 2012/13 investment towards supporting next-generation researchers
200
2008/09
2009/10
150
Rm
2010/11
100
2011/12
2012/13
50
0
Free-standing
scholarships
Emerging researchers
The expanded Thuthuka funding framework, which
includes the rating track funding stream, offer support
to significantly advance the cohort of emerging black
and female researchers. Despite its clear demographic
targets, the framework accommodates applications
from all races and genders.
Grantholder-linked
bursaries
Other development
grants
The purpose of this initiative is to increase the number

of PhDs in South Africa (only about 34% of academics
in the country have PhDs, which lags behind
international norms) and align the demographics of
the rated researcher cohort with those of the country.
Newly rated researchers from designated groups, with
confirmed ratings, will receive incentive funding.
Thuthuka PhD
track
The investment towards supporting

researchers is shown in Figure 13.
Rm
Figure 13: Funding trend 20082011 and 2012/13 investment towards supporting emerging researchers
60
2008/09
50
2009/10
40
2010/11
30
2011/12
20
2012/13
10
0
Free-standing
postdocs
Grantholderlinked
postdocs
Thuthuka post
PhD track
Thuthuka
rating track
Other
emerging
grants
Competitive
funding for
unrated
researchers
emerging
Established researchers
The NRF remains focused on addressing the needs
of researchers across the spectrum of basic, applied
and strategic research with an appropriate mix of
programmes and funding mechanisms. The budgeted

investment in promoting research at the high end of
human capital development and knowledge generation
is indicated in Figure 14. The values below exclude
student support expenditure and reflect only operating

costs.
Figure 14: Funding trend 20082011 and the expected 2012/13 investment towards funding for established researchers
200
2008/09
2009/10
150
Rm
2010/11
100
2011/12
2012/13
50
0
Incentive
funding
Competitive
funding
for rated
researchers
Disciplinespecific grants
THRIP
International
collaboration
Blue Skies
research
The figure below gives an overview of funding investment in strategic research platforms for Research Chairs and CoEs.
Figure 15: Investment trends 20082011 and expected investment in funding for strategic research: 2012/13
350
2008/09
300
2009/10
Rm
250
2010/11
200
2011/12
150
2012/13
100
50
0
SARChl
Centres of Excellence
55
Contract funding for human capacity development

The NRF MTEF allocation letter makes mention of a
single contract to be awarded to the NRF to be invested
in human resource development and special category
research chairs over the MTEF period. The new funding
portion of this single contract will be invested across the
human capacity development pipeline in Next-generation,
emerging researchers, established researchers and

strategic initiatives. The proportion invested in the
Next-generation has to be well balanced to increase
the number of students supported as well as to meet
the rising demand to increase scholarship and bursary
values. In 2012/13 the entire proportion earmarked
for investment in Next-generation researchers will be
allocated towards growing the number of students

supported. In 2013/14 and 2014/15 the investment will
be balanced between increasing the number of students
supported and increasing the Honours, masters and
doctoral bursary values by R5 000 per annum in 2013/14
and an additional R3 000 per annum in 2014/15. The
impact of the new funding is demonstrated in Table 12.
Table 12: Impact of new funding referred to in the MTEF allocation

2012/13
2013/14
New funding as part of single contract (Rm)
72
295
322
Number of grants to researchers
215
879
962
Number of Honours students supported
262
470
279
Number of masters students supported
309
604
423
Number of doctoral students supported
145
457
406
10
17
Funding required to increase masters Values (Rm)
20
32
Funding required to increase doctoral Values (Rm)
10
16
Funding required to increase Honours Values (Rm)
1.4.2 RISA infrastructure and equipment support

RISA invests in equipment placement and infrastructure
development at HEIs and funds access to equipment
2014/15
We provide
a variety of
funding
opportunities
available internationally. Although South Africa can boast

pockets of world-class research facilities at selected
institutions, significant investments are required to
create and maintain a research environment within which
world-class research can be realised. A breakdown of

the intended investment into research infrastructure is
provided in Figure 16.
Figure 16: RISA infrastructure trend
200
Cutting-edge research equipment

and collaboration with regard to
equipment usage investment
Rm
150
100
50
0
2008/09
2009/10
2010/11
2011/12
2012/13
1.4.3 Evaluation and grant-making

World-class peer-evaluation procedures and grantmaking processes influence the efficiency and costeffectiveness with which the NRF can deliver research
funding. Further information about research and
proposal evaluation and grant-making is available on
Figure 21 on page 77.
The NRF provides many funding offerings and

opportunities to students and researchers (see Table
16 on page 78). Opportunities are diversified and
streamlined to meet stakeholder needs and increase
operational efficiencies. The business cycle and major
funding opportunities are shown in Table 14 on page
59.
1.4.4 Contributing to a vibrant National System

of Innovation
RISA contributes towards a vibrant National System
of Innovation in which new knowledge is generated,
highly skilled human resources are developed, worldclass services are rendered and access is provided to
cutting-edge research infrastructure.
1.5 RISA performance targets

Table 13 below gives an overview of the targets set for RISA performance.
Table 13: RISA performance targets
No. of research grants with reported expenditure
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
Performance
2011/12
Target
2012/13
Target
2013/14
Target
2014/15
3570
3648
4468
3550
4600
4700
4800
3935
61
3000
50
4000
70
4100
80
4200
90
221
230
240
250
260
2927
29%
34%
2285
19%
28%
2060
30%
40%
2400
18%
27%
2850
30%
40%
2560
18%
27%
3650
31%
41%
2560
20%
29%
3820
32%
42%
2740
21%
30%
Peerreviewed
journal
articles (ISI
Research outputs by RISA grantholders - to be reported
and others)
3239
2753
annually only
Books
146
43
Chapters in
books
568
216
Growing a representative science and technology workforce in South Africa (externally)
RISA support for researchers
Number of grantholders supported
2422
2442
Black
27%
26%
Proportion of grantholders from designated groups supported
Women
37%
35%
Number of NRF rated researchers
1914
2142
16%
17%
Proportion of NRF rated researchers from designated groups Black
to total rated researchers
Women
26%
27%
57
Table 13: RISA performance targets (continued)
RISA support for students
3rd year/4th year students supported
Proportion of 3rd year/4th year students from designated
groups supported
Black
Women
BTech/Honours students supported

Proportion of BTech/Honours students from designated
groups supported
Black
Women
Masters students supported

Proportion of masters students from designated groups
supported
Black
Women
Doctoral students supported

Proportion of doctoral students from designated groups
supported
Black
Women
Postdoctoral fellows supported

Black
Women
Equipment support
Proportion of RISA grant investment in research equipment at Research
Institutions and National Research Facilities (R'000)
RISA research information services and platforms
Requests received for the datasets of the South African Data Archive
Requests received to Nexus Database System
Proportion of postdoctoral students from designated groups
supported
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
Performance
2011/12
Target
2012/13
Target
2013/14
Target
2014/15
195
37%
49%
1215
66%
55%
2475
36%
51%
1370
36%
50%
222
26%
41%
286
76%
56%
1696
73%
59%
2373
53%
52%
1384
52%
51%
304
40%
48%
425
54%
45%
2718
75%
54%
3566
54%
50%
1937
55%
48%
405
40%
42%
210
79%
56%
1700
75%
59%
2820
57%
53%
1519
53%
52%
381
40%
49%
420
70%
50%
1950
80%
55%
3390
55%
50%
1715
56%
50%
390
44%
44%
440
73%
55%
2428
80%
60%
3904
59%
54%
2181
57%
54%
420
44%
44%
460
75%
57%
2355
80%
60%
3830
60%
55%
2231
58%
55%
440
45%
45%
8%
12%
18%
14%
12%
12%
12%
531
183256
466
188868
429
191610
515
173000
530
179079
545
184452
560
189985
Legend
Table 14: Business cycle: major funding opportunities managed by RISA

Call Schedule for 2012
Investment area
Funding Programme
SARChI
Incentive funding for rated researchers
Established researchers Competitive support for rated researchers
Competitive support for unrated researchers
Bioinformatics
Thuthuka
Research Niche Areas (RNAs)
Bioinformatics and Functional Genomics (masters,
PhD)
Space Science and Technology (Honours, masters,
PhD)
Human Institutional
Professional Development Programme (PhD)
Capacity Development
NIH-NRF Research Transition Programme (PhD)
SHIP/DST Innovation and SSDF
Disabled (masters, doctoral)
Postdoctoral
NRF/DAAD for masters and doctoral
Doctoral Block Grant
SKA Scholarships Programme
CoE (DEA)
CoE call for DST
Blue Skies
SABI
SEAChange
SANAP - closed call
Strategic Knowledge
AOP (infrastructure call)
Fields
ACEP
AGAP
IKS
Education Research
Drug Discovery
PAST
THRIP
Applied Research, InnovaSANHARP bursaries and schools outreach
tion and Collaboration
programme
Research infrastructure support programme
Research and innovation reward programme
Competitive support for collaborative research with
Strategic platforms
facilities
Synchrotron/Mobility Grants
Bi-nationals (Government-Government)
Bilaterals (Agency-Agency)
Focus on Africa
International initiatives
Royal Society
KISC
KIC
Community engagement Community engagement grants
Individual evaluation and For 2012
For 2013
rating
Feb
Mar
Apr
May
Call
Invitation
Call
Jun
2012
Jul Aug
x
Sep
Oct
Nov
Dec
Jan
2013
Feb Mar
Apr
x
No call
Subject to discussion with funders
x
No call (programme phasing out)
Call
Call
Call
Call
Call
Call
Call
Call
Call
Call
x
Call
x
Call
x
Call
Call
x
Block grants: applications, nominations and monitoring
Call
x
No call
x
Call
Call
x
Call
Subject to the availability of funds
Call
Call
x
No call
Call
x
Call
Call
X
x
Call
Call
Call
Closed call for facilities
Call
Call
2013

Call
x
No fixed timelines, call depends on negotiations with our international partners
No call
Programme phased out
Call
x
x
2012
x
59
Table 14: Business cycle: major funding opportunities managed by RISA (continued)
Investment area
Funding Programme
SARChI
Bioinformatics
Thuthuka
RNAs
Space Science and Technology (Honours,
masters, PhD)
Human Institutional
Postdoctoral
Doctoral Block Grants
SKA Scholarships Programme
CoE (DEA)
CoE call for DST
Blue Skies
SABI
SEAChange
SANAP - closed call
Strategic Knowledge
Fields
ACEP
AGAP
IKS
Education Research
Drug Discovery
PAST
THRIP
Applied Research, InnoSANHARP bursaries and schools outreach
vation and Collaboration
programme
Strategic platforms
Competitive support for collaborative research
with facilities
Synchrotron/Mobility Grants
Focus on Africa
Royal Society
KIC
rating
For 2014

2012
2013
2014
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Call

Announcement to follow
Call
Call
Call
Call
Call
Call
Call
Call
x
Next call to be made in 2014
x
Call
Call
Call
x
Call
x
Call
x
Call
Call
x
Call
x
No call
No call
Call
x
Call
Call
x
No call
Call
X
x
NRF internal selection processes
Call
X
No call
2014
Call
No call
Call
x
No call
2013
x
Call
Table 14: Business cycle: major funding opportunities managed by RISA (continued)
Investment area
Funding Programme
SARChI
Bioinformatics
Thuthuka
Research Niche Areas (RNAs)
Human Institutional
Postdoctoral
Doctoral block grant
SKA scholarships programme
CoE (DEA)
CoE call for DST
Blue Skies
SABI
SEAChange
SANAP - closed call
Strategic Knowledge
Fields
ACEP
AGAP
IKS
Education Research
Drug Discovery
PAST
THRIP
Applied Research, InnoSANHARP bursaries and schools outreach
vation and Collaboration
programme
Strategic platforms
Competitive support for collaborative research
with facilities
Synchrotron/Mobility grants
Focus on Africa
Royal Society
KIC
rating
For 2015
Key
Shaded bar =
Shaded bars represent call periods
Year of funding =
The year in the shaded bar refers to the funding
year
X=
Expected date for results
Call =
Call for proposals

2013
2014
2015
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Call

Call
x
x
Call
No call
Call
Call
Call
x
Call
x
Call
Call
x
Call
x
Call
Call
x
Call
x
No call
No call
Subject to discussion with DST
Call
Subject to the availability of funding
Call
Subject to the availability of funding
Call
x
Call
x
Call
Call
X
Call
x
NRF internal selection processes
Call
No call
Call
No call
Call
x
2014
2015
NB! Changes may be made to this schedule. They will be communicated via the NRF website.
61
KNOWLEDGE FIELDS DEVELOPMENT
Promoting
internationally
competitive
research

The purpose of the Knowledge Fields Development
(KFD) directorate is to facilitate the advancement of the
frontiers of existing knowledge and the development of
new fields of knowledge, and to assist in developing
the necessary associated research capacity.
The specific goals of the directorate are to:

Facilitate the advancement of the frontiers of
existing knowledge;

Facilitate the creation of new knowledge;

Promote interaction between researchers within
and across disciplines and knowledge fields;

Strengthen scientific and professional organisations
in the South African research community;

Investigate, map and analyse research interests
and trends within and across disciplines and
knowledge fields; and

Refine and/or redefine grant calls in the light of
developmental interventions.
2.2 Main activities and programmes

2.2.1 National strategic initiatives, ring-fenced/
contract programmes
KFD manages programmes directed at addressing
national priorities. Research funding programmes are
initiated by the NRF itself, often in consultation with
the research community. Current programmes (http://
www.nrf.ac.za/risa.php?fdid=6&tab=projects&) that
address national priorities include the following.

frican Origins Platforms (AOP) this platform

A
supports research and infrastructure in
Archaeology and Palaeosciences.
D ST Community University Partnership
Programme (DST-CUPP) the DST is piloting
the CUPP with four rural-based universities: Fort
Hare, Venda, Walter Sisulu and Zululand. These
institutions are key in generating ideas and
policy options for shaping social, economic and
scientific development in rural communities.
Number of RISA
grantholders supported...
2012/13 target:
2 850
2014/15 target:
3 850
rug Discovery Programme this programme

D
supports and accelerates pharmaceutical
research, knowledge transfer and human
capacity through collaboration with Emory
University (USA), and Scynexis and
GlaxoSmithKline (GSK) pharmaceuticals of the
USA and UK, respectively.
Global Change Research Plan through this
programme, the KFD manages and coordinates
activities in implementing the Global Change
Research Plan.
Human and Social Dynamics in Development
(HSDD) this short-term research programme
is relevant to policy on sustainable human
development.
Indigenous Knowledge Systems (IKS) this
programme supports the Bio-economy Grand
Challenge as well as the Indigenous Knowledge
Science Mission
Institute of Electrical and Electronics

Engineering (IEEE)/DST Collaborative
programme KFD manages and facilitates the
collaboration between the DST and IEEE. The
IEEE has wide international expertise in specific
scientific and engineering fields relevant to the
Grand Challenges.
Research Programme this collaborative
programme between the NRF and the
departments of Environmental Affairs (DEA)
and Agriculture, Forestry and Fisheries (DAFF)
contributes towards promoting biodiversity
research through marine research.
National Astrophysics and Space Science
Programme (NASSP) this programme
supports research capacity development in
Astronomy, Astrophysics and Space Science.
South African Biosystematics Initiative

(SABI) this initiative aims to develop a
representative community of biological
systematists who will address issues relevant to
South Africas rich biological heritage.
South African Network for Coastal and

Oceanic Research (SANCOR) SANCOR
promotes science in the marine and coastal

environments (SMCE).
SEAChange Programme this collaborative
programme is supported by SANCOR. The
programme is structured into four interdependent
themes: Ecosystems and Change, Ecosystems
and Society, Ecosystem Functioning and Marine
Biotechnology.
South African National Antarctic Programme
this programme supports research in the subAntarctic islands and Antarctica.
The Centres of Excellence Programme (see
Box 2 on the next page).
and Agriculture, Forestry and Fisheries (DAFF).

Without appropriate funding and coordination
of marine research, the country may lose highlevel expertise.
2.2.2 Programmes funded through discretionary

funds
KFD funds the following programmes through the NRF
discretionary funds:

Blue Skies Competitive Programme for Rated
Researchers;

Competitive Support for Unrated Researchers; and

Education Research.
2.2.3 Other KFD activities, projects and

engagement with the NSI
We support
research focused on
national priorities
KFD is also involved in promoting the:

Humanities and Social Sciences;

Merit review project;

Impact study on the benefits of NRF-funded
research; and

The Singapore Statement on Research Integrity.
2.3 Challenges

elay in finalising the new contract for SANAP

D
may result in a loss of momentum in research
output and human capital development. KFD will
seek interim funding while ongoing engagements
with DST for a long-term solution are under way.
The Marine and Coastal Research contract has
not been renewed with the newly established
departments of Environmental Affairs (DEA)
63
Table 15: DST/NRF Centres of Excellence

Centres of Excellence (CoEs)
CoE in the Applied Centre for Climate and Earth Systems Science (ACCESS)
CoE in Catalysis
CoE in Biomedical Tuberculosis (TB) Research
CoE in Birds as Key to Biodiversity
CoE in Invasion Biology
CoE in Epidemiological Modelling and Analysis
CoE in Strong Materials
CoE in Tree Health Biotechnology
Host institutions
Council for Scientific and Industrial Research
Stellenbosch University and the University of the Witwatersrand
The Percy FitzPatrick Institute at the University of Cape Town
Stellenbosch University
Stellenbosch University
Forestry and Agricultural Biotechnology Institute (FABI), University of Pretoria
2012/13 budget: R60.7 million
Box 2: Centres of Excellence (CoE) programme
KFD oversees the strategy and management of eight (8) DST/NRF CoEs. These are physical and virtual research centres, which concentrate existing
capacity and resources to enable researchers in identified strategic areas to collaborate across disciplines on long-term projects that are locally relevant
and internationally competitive. The aim is to enhance the pursuit of research excellence and capacity development.
The centres are generously funded, but are expected to leverage funds from other sources to ensure a two- or three-fold increase in research output and
human capacity development within the initial 10-year funding cycle. CoEs have shown tremendous impact on knowledge production and human capital
development in South Africa and internationally.
A call for proposals to establish five new CoEs will be posted, and at least one of these centres will be promoted and funded by a government department
other than the DST to meet its specific strategic requirements.
APPLIED RESEARCH, INNOVATION AND

COLLABORATION

The Applied Research, Innovation and Collaboration
(ARIC) directorate promotes and develops applied
research within the NSI. Applied research is seen as
research that moves outcomes through the innovation
value chain towards commercialisation, and informs
policy, legislation and implementation that underpins
societal well-being. Societal well-being areas include
sustainability, poverty alleviation, food security,
community security, housing, governance, and health.
ARIC programmes complement innovation support

interventions and programmes such as the Technology
Innovation Agency (TIA) and the Support Programme
for Industrial Innovation (SPII) (see Figure 16). The
NRF ensures support for environmental, economic,
social and political innovations that are important and
relevant but that may not necessarily be targeted for
commercialisation. In addition, the NRF stimulates
applied research that can effectively feed into
technological innovation through TIA.
We promote
research implementation,
leading to commercialisation
and innovation
65
Figure 17: The innovation space and the landscape that the ARIC directorate will address (the relevant area is represented in green)
The Innovation Landscape

Commercialisation/implementation
Environmental/
Economic
innovation
space (ARIC)
Technology Innovation Agency

(Technological Innovation)
Social/
Political
innovation
space (ARIC)
Fundamental applied science

Basic research
Fundamental Applied
Research (ARIC)
Blue Skies research
Demand driven research space

Demand driven research space

ARIC consists of the following programmes.

T he Technology and Human Resources for

Industry Programme (THRIP): THRIP is a
programme of the dti, managed by the NRF
on a contract basis. While it is guided by the
strategic imperatives of the dti, the objectives
of the programme contribute directly to the NRF
strategic goals. THRIP promotes partnerships
in pre-commercial research between business
and publicly-funded research institutions.
The programme leverages collaborative
partnerships with industry for research in

science, engineering and technology to provide
technology solutions for industry and, in the
process, to produce a flow of targeted, highly
skilled human capital for industry.
South African Nuclear Human Asset

and Research Programme (SANHARP):
SANHARP is a DST programme contractually
managed by the NRF. SANHARPs role within
the NSI is to nurture investment in R&D, human
capital and infrastructure within the nuclear
sector through a number of funding and
support mechanisms. The DST has decided to
expand the modalities of SANHARP to cover the
energy sector. Discussions in this regard are in

progress and this change is expected to be in
place during the 2012/13 financial year.
Bioinformatics and Functional Genomics

Programme: The Bioinformatics and
Functional Genomics Support programme is
a DST contract-funded programme. Its aim
is to support bioinformatics applications in
biotechnology projects in line with national
priorities as set out in the South African
Biotechnology Strategy and the DST 10-Year
Innovation Plan. The programme provides
support on a competitive and open basis.
The 2ENRICH initiative: The 2ENRICH initiative

is a cooperative programme being developed
between the NRF and De Nederlandse
Organisatie voor Wetenschappelijk Onderzoek
(NWO). The NWO has set aside R2.5 million
and the NRF has earmarked R7.5 million to roll
out the pilot phase over five years, 2ENRICH
aims to create products that are needed and
that can improve the quality of life of the people
from the sub-Saharan region. The programmes
thematic design will be based on the Millennium
Development Goals. Recommended sectors for
focus include agriculture and water.
Research and Technology Fund: Discussions
with DAFF on the establishment of the Research
and Technology Fund (RTF) at an advanced
stage with the Department potentially investing
R8 million for three years, starting during the
2012/13 financial year. The amount is expected
to increase to R24 million during the whole
period.
We will deliver
technology and human
resources for industry
Main activities for the coming year include:

Drive the implementation of the Research and
Technology Fund on behalf of DAFF;

Implement the 2ENRICH programme in
collaboration with NWO; and

Drive the expansion of SANHARP into a broader
energy programme.
3.2 Challenges
A RIC is currently liaising with the DST with regard to
the expansion of the SANHARP programme. Since
ARIC/NRF is not in a position to make the final decision
on this expansion, there is a danger that delays could
impact adversely on the stabilisation and growth of
SANHARP. Facilitating the implementation of the
critical decisions on this matter will receive priority
attention.
67
HUMAN AND INSTITUTIONAL CAPACITY

DEVELOPMENT

The goal of the Human and Institutional Capacity
Development (HICD) directorate is to develop
institutional research capabilities and infrastructure in
parallel with the appropriate human capital to drive the
research and development strategies within the NSI.
HICD addresses the following weaknesses and
challenges in the NSI:

A lack of sufficient transformation in the
science, engineering and technology (SET)
workforce in relation to gender, race and people
with disabilities;

The need to develop and affirm designated
groups such as women, black and disabled
researchers, particularly emerging researchers,
as independent researchers and the Nextgeneration of scientific leaders;

The challenge to effect transformation while
growing a knowledge economy that will generate
and translate existing and new knowledge into
socio-economic benefits;

The need to attract and retain excellence
in research and innovation at South African
universities; and

The need to provide South African researchers
at public universities and research institutions
with the research infrastructure that will enable

them to become globally competitive.
At the next-generation and emerging researcher levels
the directorate specifically addresses the:

Unacceptably low number of South African
PhDs;

High postgraduate student drop-out rates;

Time required to complete doctoral studies;

Lack of monitoring and tracking of the
progression of postgraduate students;

Shortage of role models and mentors;

Low uptake of international training
opportunities; and

Employability limitations due to the lack
of complementary skills and leadership
development in the workplace.
4.2 Main activities

HICD currently comprises five programmes (see
Figure 18).
Strategic Platforms Programme

The SPP focuses on infrastructure and equipment
support activities, including:

National Equipment Programme (NEP),
which supports the acquisition and upgrading of

systems to provide state-of-the-art equipment
and promote research collaboration.
Strategic Research Infrastructure Grants,

which support the acquisition, upgrade and
development of state-of-the-art research
equipment that supports the Grand Challenges,
science and technology missions and other
strategic research areas.
National

Nanotechnology
Equipment
Programme (NNEP), which supports the
development of human capital and infrastructure
to advance nanoscience and nanotechnology.
Nanotechnology Flagships Project (NFP)

that supports platform projects in nanoscience
and nanotechnology over a three-year period.
Synchrotron Capacity Building (SCCB)
Fund, which develops capacity in South Africa
for the use of the synchrotron as a radiation
source in experimental applications and awards
travel grants to researchers to expose them to
established international synchrotron facilities.
National Equipment Database that contains
all the relevant information about state-ofthe-art, specialised and multi-user equipment
acquired through DST and/or NRF funding, and/
or through other public sector investment.
Equipment-related Travel Grants, which
Figure 18: Programmes for Human and Institutional Capacity Development
South African
PhD Project
Human
Capacity
Programme
Strategic
Platforms
Programme
HICD
Institutional
Capacity
Programme
enable researchers to access research

equipment, locally and abroad, that is not
available at their own research institutions.
National Research Facilities that fund
researchers at South African universities to
conduct research at those facilities.
New HEIs Equipment Grants from the DHET
(~ R50 million), a DHET/SPP partnership to
provide universities with the resources to acquire
research laboratory equipment necessary to
conduct research, train students and attract
additional research/contract funding.
Institutional Capacity Programme

The Institutional Capacity Programme (ICP) supports
and implements funding initiatives to enhance human
capital development and strengthen sustained
institutional research capacity at public education
South African
Research Chairs
Initiative (SARChl)
and research institutions. The ICP specifically aims

to develop researchers from previously disadvantaged
groups and in vulnerable disciplines such as nursing.
Human Capacity Programme

The Human Capacity Programme (HCP) initiatives
include:

NRF Scholarships to provide financial support
to students at Honours, masters and doctoral
levels.

Scarce Skills Development Fund (SSDF)
to financially support students at Honours,
masters and doctoral levels in areas where
skills are scarce.

Innovation

Postdoctoral
Fellowship
Programme to leverage innovation at
universities through funding postdoctoral
research fellows; enable world-class experience
in strategic and applied research; support

transformation through equity and career growth
opportunities; and attract young scientists and
professionals of the highest calibre to stimulate
innovation through research.
Professional Development Programme
(PDP) to encourage innovation and research
at science councils and the National Research
Facilities through science- and technologyrelated skills development; attract and retain
young scientists and professionals of the
highest calibre to influence the system of
innovation; and support young scientists and
professionals in basic and applied research to
promote innovation.
NRF Postdoctoral Research Fellowships
to provide financial and career support to
postdoctoral research fellows in specified
disciplines.
69
Figure 19: The five areas of the Research Chairs
Technology
Missions
Innovation,
Engineering and
Applied Technology
Development and
Commercialisation
Science
Missions
The number of
Research Chairs
awarded has
increased from
92 to 154
Strategic areas of the

Research Chairs
Science and
Technology for poverty
alleviation, sustainable
rural development and
local/regional
innovation
F rench South African Institute of Technology

(FSATI), which provides financial and human
capacity development support through the
FSATI programme at two South African nodes:
the Tshwane University of Technology (TUT)
and Cape Peninsula University of Technology
(CPUT).
Space Science and Technology Funding

Programme to build human capital through
bursaries, scholarships and workshops in
response to the emerging national space
priorities.
African Institute of Mathematical Sciences
(AIMS), which builds capacity in specific
research areas, such as mathematical modelling
Priority Research
Areas
and computation, in a multidisciplinary context.

DST-NRF Internship Programme addresses
the skills shortage within the science system in
response to the priorities outlined in the 2002
Human Resource Development for the Public
Service.
South African Research Chairs Initiative (SARChI)

SARChI is a knowledge and human capacity building
intervention led by the DST and the NRF. In addition to
the contract between the NRF and the DST there are
two contracts under SARChI: one between the NRF,
FirstRand Foundation, Anglo American Chairmans
Fund and Tshikululu Social Investments to support
two Numeracy Chairs, and a second between the

NRF, FirstRand Foundation and Tshikululu Social
Investments to support four Mathematics Education
Chairs.
The thematic allocation of Research Chairs in
the recent call for applications intends to support
research areas of national priorities according to the
10-Year Innovation Plan, the National Research and
Development Strategy (NRDS) and other government
strategies. The awarding of 62 new Chairs resulted in
a shift from a dominance of Chairs in technology and
science missions to an almost equitable distribution
among the five strategic areas of the Research Chairs
(see Figure 19).
The South African PhD project

This project aims to increase the number of research
doctorates and strengthen the academic and R&D
workforce in South Africa.
Initiatives in this regard include:

The South African PhD Project web portal,
which provides information on doctoral training
programmes, funding opportunities, job
opportunities for doctoral graduates and useful
resources and tools. Enhancements to the
existing site will allow secure interaction among
peers and mentors on key issues affecting
doctoral students;

Doctoral student forums;

Hosting regional SA PhD Project conferences
in the Eastern Cape, Free State and Limpopo
provinces;

Developing and implementing on-line
complementary soft-skills training programmes
to improve the employability of PhD graduates
in partnership with universities and private
funders;

Publicising doctoral training funding programmes
and sponsors;

Establishing new partnerships and sponsorships
for South African PhD Project activities and
scholarships;

Administering and monitoring partnership
scholarship programmes such as the Vrije
University-NRF Desmond Tutu Doctoral
Programme and the NRF-Fulbright South
Africa and Commonwealth Scholarship Council
Partnerships; and

Tracking the progression of the South African
PhD Project participants through data from
the Higher Education Management Information
System (HEMIS).
policy framework for the Thuthuka programme

at higher education and research institutions
through engagement at both strategic and
operational levels. The engagement will
empower institutions to implement the ICP
funding initiatives and identify challenges, gaps
and implementation bottlenecks;
Commissioning the SARChI Phase II review
and approving Research Chairs candidates and
research programmes; and
Conducting a baseline study for all 62 new
Research Chairs.
4.3 Challenges
HICD faces a number of challenges, such as:

Ensuring that funds for equipment grants
are spent by actively addressing delays
with grantholders, researchers, university
management and suppliers;

Increasing the participation rate of black and
female researchers to achieve equity and
redress targets;

Providing mobility grants to researchers for
training at international facilities to prevent
inadequate student training and fewer research
outputs as a result of inaccessibility or suboptimal use of specialised research equipment;

Mitigating the impact of the limited Thuthuka
Programme budget on the ability to award
new grants and to increase funding access for
emerging researchers by redirecting resources
from programmes that had been phased out,
and increasing the size of research grants; and

Securing a more user-friendly and effective
interface for NRF Online Grant Applications to
enable optimal access and utilisation of funding
opportunities by the intended beneficiaries.
We support
people with potential
Activities planned for 2012/13 include to:

Developing a strategy, with inputs from the
research community, for creating capacity in
synchrotron research in South Africa;

Facilitating the implementation of the grant
71
INTERNATIONAL RELATIONS AND COOPERATION
The purpose of the International Relations and

Cooperation (IR&C) directorate is to

Contribute pro-actively to internationalisation of
research and of higher education;

Facilitate the generation and transfer of
knowledge and technology to achieve
international competitive status for South
Africa;

Enhance international science collaboration
(networking), especially amongst emergent and
developing economies SouthSouthNorth
research collaboration;

Promote and support continental/regional
scientific collaboration in order to contribute to
socio-economic development and sustainable
growth on the African continent;

Assess and access international (research
support) opportunities, in particular for the
National Research Facilities;

Contribute to the imperatives of redress and
equity within the national research system; and

Promote and support strategic human resource
development as a contribution to the NSI.
German-South African Year of Science

A major bilateral activity for the IR&C will be the
German-South African Year of Science (YoS):
Enhancing Science Partnerships for Innovation and
Technology (April 2012 March 2013). South Africas
Minister of Science and Technology, Ms Naledi Pandor,
and Germanys Minister of Education and Research,
Ms Annette Schavan, will officiate during the opening
ceremony of an International Astronomy Symposium
in Cape Town. The symposium will be hosted by the
SAAO on 16 and 17 April 2012.
Implicit in the above is a responsibility to facilitate and

enhance international research collaboration among
individual researchers, HEIs, research bodies and
scientific and professional associations (unions) in
South Africa and abroad.
In parallel, the German Academic Exchange Service

(DAAD), the Alexander von Humboldt Foundation and
other German political agencies which, amongst other
things, provide research scholarships, will host a major
German Alumni event open to all South Africans who
studied and worked in the former Federal Republic of
Germany (FRG) or in the German Democratic Republic
(GDR). In addition to promoting networking among
such alumni and German researchers, the focus will
be on knowledge transfer and capacity building. A
similar event will take place in Germany with the DAAD
and NRF as lead agents, supported by the international
offices of South African and German universities.
The YoS will showcase major German-South African
research cooperation, and facilitate, enhance and
promote research collaboration through exhibitions,
workshops, seminars, conferences, (student and

postdoctoral) exchanges and special events in both
countries.
Thematic priority areas for the YoS include
climate change, biodiversity, astronomy, land-use
management, urbanisation, and the bioeconomy. All
priority areas will have a cross-cutting focus on human
capacity development.
The Bundesministerium fr Bildung und Forschung
(BMBF, Federal Ministry for Research and Education)
will provide additional/support funding of R1.5 million,
while DST will contribute R2 million and the NRF
approximately R2 million for events that will be solicited
through special calls for proposals. Universities,
research institutions and companies that have partners
in both countries will be entitled to apply.
The Southern African Science Service Centre for

Climate Change and Adapted Land Use (SASSCAL)
Programme
SASSCAL is another major German initiative that will
be launched during the third quarter of 2012. The
Programme aims to:

Develop internationally recognised R&D
capacity in the area of adapting to climate
change through sustainable land and water
management;

Contribute to scientific infrastructure in the
region;
E mpower local stakeholders to develop

and implement their own knowledge-based
solutions, including advice for policy-makers;
and
Enhance education, training and capacity
building in the region.
!Khure Africa
The overarching purpose of the project, which is
supported by a DST grant, is to provide the Nextgeneration of young South African geoscientists
with access to frontier analytical techniques not yet
available in South Africa, as well as an opportunity
to build an international network. The bilateral South
AfricanFrench programme will also provide funding
for human capital development for 11 ongoing projects
with 12 students in total.
Inkaba yeAfrica (IyA)
Inkaba, a Xhosa word encapsulating a sense of total
interconnectivity, literally means navel. The aim of the
programme is to understand Earth system processes
and their interaction at different scales and rates.
The research will be holistic and socially relevant,
and will cover sustainable resources (energy, clean
water, soil); manageable risks (mine safety, climate
change, tsunami early warning); Earth observation
and monitoring (satellite systems, magnetic field, geohistory); and human capacity building (next-generation
scientists, and public awareness).
The IyA programme intends hosting at least seven
joint events during the German-South African YoS
four in South Africa and three in Germany. These
events will focus on research excellence and human
capacity development. The programme currently hosts
136 postgraduate candidates, including 30 doctoral
candidates based at 11 South African universities. The
programme funding ends in March 2013.
Joint Institute for Nuclear Research (JINR)
The JINR is an independent, multinational research
agency in Dubna (Russian Federation), which conducts
theoretical and practical research mainly in the fields
of elementary particle, nuclear, and condensed matter
physics. As an associate JINR member, South Africa
intends to encourage mutual cooperation between

the JINR and South African universities, research
councils and National Research Facilities, with a
focus on scientific and technological research and
developments in nuclear research.
The South African International Council for
Science (ICSU) Secretariat
The SA ICSU Secretariat serves the South African
scientific community and most of the 32 ICSU unions
and affiliates to which South Africa belongs. The NRF
administers the Secretariat, SA ICSU, which promotes
and fosters close links between South African
scientists and members of the worldwide community
of ICSU through the local national committee structure.
SA ICSU also promotes effective South African
involvement and participation in the organisations
of the ICSU family. ICSU unions/affiliates address
matters of common concern to all scientists, such as
capacity building in science; data collection; collation;
management and curation; science and technology
in developing countries; and ethics and freedom to
conduct research.
Focus on Africa (FoA)
In line with the Consolidated Plan of Action of the African
Union (AU) and New Partnership for Africas Development
(NEPAD), the NRF is giving priority to its focus on Africa
and particularly interventions that respond to African
challenges. This is done mainly through the servicing
of bilateral agreements between South Africa and other
African countries. Special attention is being paid to
human capacity development and skills enhancement
on the continent, with an underlying contribution to
the socio-economic development of both the southern
African region and the continent.
5.3 Challenges

S ince 2000, all South African Programmes

of Cooperation (PoCs) have been negotiated
according to the guidelines in the DACSTDFA
S&T Manual for Bilateral Scientific Cooperation.
This was compiled when the NRF was servicing
approximately nine Calls for Proposals (CfP)
per annum. Currently, the IR&C is servicing 19
plus inter-governmental and 19 inter-agency
CfPs a year, as well as seven large Special
Project contracts. This Manual no longer
addresses South Africas requirements and is
under revision by the DST with substantial input
required from the NRF.
The proposed Science and Technology
Agreement Committee (STAC) remains to
be constituted. In the meantime the NRFs
international function has to comply with a range
of diverging criteria and targets from individual
DST programmes which are not clearly aligned
with the requirements of international research
cooperation. This affects practices such as
charging value-added tax on research grants as
done by the CSIR, ARC and CGS.
The proposed governing and coordination body
for cooperation in science, technology and
innovation, which would include the SETIs, the
CHE, Higher Education South Africa (HESA)
(and South Africa-VU University AmsterdamStrategic Alliances), DHET, Department of
International Relations and Cooperation
(DIRCO), DEA, DAFF and the Water Research
Commission (WRC) must be constituted.
The main aims of the FoA programme include:

Facilitating access to international opportunities
and resources for Africa;

Directing focus on Africa and the internationalisation
of its R&D;

Contributing to socio-economic and sustainable
development of the African region; and

Promoting
international
competitiveness
through knowledge transfer.
73
KNOWLEDGE MANAGEMENT
AND EVALUATION

The Knowledge Management and Evaluation (KM&E)
directorate is responsible for:

Implementing and acting as custodian of
knowledge management processes and
principles primarily within the NRF and generally
in the wider NSI context;

Providing information management services
and advice;

Appraising, monitoring, evaluating and
reviewing internal and external programmes;
and

Evaluating research outputs and rating
researchers.
external and internal stakeholders);

Using data sets that emanate from the above to
provide strategic information;
Evaluating and rating data to support strategic
decision-making in the NRF; and
Advising on the development of monitoring
frameworks for RISA programmes.
6.2.2 The Information Resources and Services

Unit (IRS)
The directorate provides the following functions:
The IRS facilitates internal information, knowledge and

records management. Externally, the unit supports
e-research through providing e-science infrastructure
or cyber-infrastructure to disseminate research
outputs, data and information effectively. This cyber
platform enables proactive data and information
sharing within South Africa, the SADC region and the
rest of Africa.
6.2.1 The Monitoring and Evaluation unit (M&E)
6.3 Challenges
The M&E unit is a cross-cutting function in the NRF

with services that focus on:

Evaluating research outputs and rating
researchers (see Figure 20 on the next page);

Reviewing programmes, disciplines and
initiatives across scientific disciplines (for
6.2 Main activities
T here may be delays in the processing of rating

applications caused by the upgrading of IT
infrastructure (i.e. the application interface/
NRF Online Mk II and Phoenix). To mitigate this
inconvenience, KM&E will plan well in advance
for the migration of data to Phoenix.
K M&E will promote the screening of applications

at institutions and will train officials to
understand the rating process. This will prevent
submission of inappropriate rating applications.
K M&E will explore tools in the Phoenix system
to avoid so-called reviewer fatigue where one
reviewer is requested to evaluate numerous
proposals each year.
As buy-in in the rating process is not optimal,
research to understand the unique needs of
stakeholders will be conducted in collaboration
with Knowledge Fields Development and the
Executive Evaluation Committee.
The Carnegie Digitisation Project will oversee
the establishment of a small digitisation centre
at the NRF. This centre will accommodate
three (3) workstations and will be equipped
with the appropriate scanners to ensure high
quality digitized images of documents. A call for
interest to host a larger digitisation and training
centre will be issued once the smaller centre is
fully operational. This process will be conducted
in cooperation with the Carnegie Corporation of
New York.
Figure 20: The NRF rating process
Submission of applications-NRF online

Screening by Designated Authorities (DAs) at
institutions, submission to NRF with proposed rating
1. Screening of application and selection of peer
reviewers by Specialist Committees (SCs)
2. M&E staff approach reviewers and coordinate
(with Convenor of SC) the process to obtain {six}
reviewer reports
3. M&E staff send meeting documents to
Assessment Panel members
Specialist
Committee
Chairperson
1a, Referred back via M&E

1b, Referred to another SC
Conduct (h-index)
bibliometrics/
scientometrics searches
(IRS)
Assessor
4. Independent preparations
No consensus
Nominations: A & P
5. Joint meeting of Assessment Panel
Executive
Evaluation
Committee
More reports
6. Allocation of a rating-communicated by M&E to
institution
Virtual meeting
Appeals process
Box 3: Progress towards Vision 2015 of active NRF-rated researchers
Actual
2008/09
1 914
Actual
2009/10
2 142
Actual
2010/11
2 285
Target
2011/12
2 400
Target
2012/13
2 560
Target
2013/14
2 560
Target
2014/15
2 740
75
GRANTS MANAGEMENT AND SYSTEMS

ADMINISTRATION
World-class
grant-making
systems

The purpose of the Grants Management and Systems
Administration (GMSA) directorate is to perform and
coordinate all grants management activities of RISA and
to manage funding processes in a way that separates
the programme architecture or design from its funding
implementation. The purpose of this segregation of duty is
to ensure the integrity and fairness of the system.
All NRF grant management activities (see Figure 21 on
page 77) have been centralised in the directorate. This has
achieved economies of scale and improved efficiencies in
the GMSA grant management service delivery to the South
African research community.
7.2 Main activities

GMSA consists of six (6) programmes supported by the
Grants Finance and Support Desk units. The programmes
entail the following:

Strategic Knowledge Fields Grants (SKFG),

responsible for managing the:

-
Blue Skies Programme;

-
African Origins Programme (AOP);

-
Community Engagement Grants;
-
-
-
International Research Grants (IRG), which

manages grant-related activities, including:
-
Bi-national agreements (intergovernmental
S&T agreements funded through DST ringfenced funds);
-
Bilateral agreements (agency-to-agency
agreements funded through the NRF grant
funds);
-
Focus on Africa (funded from the DST
contract funds);
-
Special projects (the majority of which
are funded from the ring-fenced and DST
contract funds); and
-
Knowledge Interchange and Collaboration
(KIC).
Capacity and Strategic Platforms Grants,
responsible for managing the:
-
Thuthuka Programme;
-
Research Infrastructure Support
Programme;
Education Research;
Indigenous Knowledge Systems (IKS);
Incentive Funding for Rated Researchers;
and
Competitive Support for Rated Researchers.
ompetitive Support for Unrated

C
Researchers;
-
Research Infrastructure Support
Programme;
-
National Equipment Programme;
-
National Nanotechnology Equipment
Programme;
-
Strategic Research Infrastructure
Programme;
-
Synchrotron Grants;
-
Collaboration with National Facilities;
-
Mobility Grants; and
-
DST Nanotechnology Flagships
Programme.
South African Research Chairs Initiative

(SARChI) and Centres of Excellence (CoE): the
GMSA also oversees the SARChI and CoE initiatives
described previously.
Applied Research and Innovation Grants

directorate works in partnership with the ARIC
directorate to disburse grants for the SANHARP and
THRIP.
Scholarships and Fellowships Programme
provides scholarships and fellowships to successful
students who apply for funding at Honours,
masters, doctoral and postdoctoral levels. The
programme supports outstanding students who

are South African citizens and intend registering as
full-time students for an Honours degree/B-Tech;
masters degree/diploma; doctoral degree; doctoral

degree abroad (a limited number of scholarships);
postdoctoral research; or postdoctoral research
abroad (a limited number of fellowships). Bursary

values for 2012/13 are outlined in the table on the
following page.
Figure 21: Grant management cycle
Monitor
progress
Award
Open a
call
Set strategy
and adjust
selection
criteria
START
HERE
Screen
applications
Appeals
Assess
applications
Communicate
decisions
Funding
decisions
Make
recommendations
Grant-paying
Awarding and Strategising
Grant-making
RISA grant funding

disbursed...
2012/13 target:
89%
Vision 2015 target:
100%
77
Table 16: Values of bursaries and scholarships
2008/09
2009/10
2010/11
2011/12
NRF Free-standing scholarships and fellowships
2012/13
Prestigious and Equity Scholarships

Honours/BTech
R 8000
R 15000
R 20000
R 20000
R 20000
Masters
R 33000
R 33000
R 40000
R 40000
R 40000
Doctoral (Local)
R 55000
R 55000
R 60000
R 60000
R 60000
Doctoral (Abroad)
$12000
$12000
$12000
$12000
$12000
Stipend
R 90000
R 90000
R 110000
R 110000
R 110000
Postdoctoral fellowship (in
South Africa)
Running cost
R 10000
R 10000
R 10000
Postdoctoral fellowship (Abroad)
$16500
$16500
$16500
$16500
$16500
Department of Higher Education and Training Scarce Skills Development Fund (SSDF) (Previously sponsored by DoL)
Honours/BTech
R 30000
R 30000
R 30000
R 35000
R 35000
Masters
R 50000
R 50000
R 60000
R 60000
R 60000
Doctoral
R 75000
R 75000
R 90000
R 90000
R 90000
Stipend
R
100000
R
100000
R
160000
R
160000
R
160000
South Africa)
Running cost
R 30000
R 30000
R 30000
DST/NRF Innovation Scholarships
Honours/BTech
R 35000
R 35000
R 35000
R 35000
R 35000
Scholarship
R 60000
R 60000
R 60000
R 60000
R 60000
Masters
Once-off travel
R 10000
R 10000
R 10000
Scholarship
R 90000
R 90000
Doctoral
Once-off travel abroad
R 40000
R 40000
Once-off travel local
R 15000
R 15000
Stipend
R 180000 R 180000
R 180000
R 180000 R 200000
South Africa)
Running cost
R 35000
R 35000
R 35000
DST Professional development programme scholarships
Doctoral
R 200000
R 200000 R 200000
Postdoctoral fellowship (in South Africa)
R 300000
R 300000 R 300000
Grantholder-linked student support
NRF Core Funded
Undergraduate bursary
R 8000
R 8000
R 8000
R 8000
R 8000
Honours bursary
R 15000
R 15000
R 20000
R 20000
R 20000
Masters bursary
R 30000
R 30000
R 40000
R 40000
R 40000
Doctoral bursary
R 45000
R 45000
R 60000
R 60000
R 60000
Postdoctoral fellowship
R 80000
R 80000
R 80000
R 80000
R 80000
2013/14
2014/15
R 25000
R 45000
R 65000
$12000
R 110000
R 10000
$16500
R 28000
R 48000
R 68000
$12000
R 110000
R 10000
$16500
R 35000
R 65000
R 90000
R 160000
R 30000
R 35000
R 68000
R 90000
R 160000
R 30000
R 35000
R 65000
R 10000
R 90000
R 40000
R 15000
R 200000
R 35000
R 35000
R 68000
R 10000
R 90000
R 40000
R 15000
R 200000
R 35000
R 200000
R 300000
R 200000
R 300000
R 8000
R 25000
R 45000
R 65000
R 80000
R 8000
R 28000
R 48000
R 68000
R 80000
Table 16: Values of bursaries and scholarships (continued)
South African National Antarctic Programme (SANAP)

Honours bursary
Masters bursary
Doctoral bursary
African Origins Project (AOP)

Honours bursary
Masters bursary
Doctoral bursary
South African Research Chairs Initiative (SARChI)

Honours bursary
Masters bursary
Doctoral bursary
2008/09
2009/10
2010/11
Grantholder-linked student support
2011/12
2012/13
2013/14
2014/15
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 45000
R 65000
R 90000
R 8000
R 28000
R 48000
R 68000
R 90000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 40000
R 60000
R 110000
R 8000
R 25000
R 40000
R 65000
R 90000
R 8000
R 25000
R 45000
R 65000
R 90000
R 8000
R 28000
R 48000
R 68000
R 90000
R 15000
R 33000
R 55000
R 120000
R 15000
R 33000
R 55000
R 120000
R 25000
R 50000
R 80000
R 140000
R 25000
R 50000
R 80000
R 140000
R 25000
R 50000
R 80000
R 140000
R 25000
R 50000
R 80000
R 140000
R 25000
R 50000
R 80000
R 140000
GMSA activities for 2012/13 include:
7.3 Challenges
A meeting with the internal auditors was held to evaluate

the risks that may affect the directorate. A number of
risk measures are in place, while staff members are
constantly made aware of the importance of complying
with granting rules and procedures.
Developing an application for tracking processes

through the online system;
Standardising the chairing of panel meetings by
external people across all GMSA programmes;
Initiating the induction and training of reviewers,
assessors and panel chairs;
Strengthening customer service initiatives;
Strengthening panel and peer-review processes;
and
Standardising the use of the Multi-Criteria
Decision-Making (MCDM) score.
We will deliver
a system for tracking the
throughput of students
79
SPECIAL PROJECTS
RESEARCH INFORMATION MANAGEMENT

SYSTEM (RIMS)
The Research Information Management System (RIMS) is

a NRF/DST project that could, potentially, create a platform
to manage and administer research across the NSI. The
RIMS mandate is to consolidate data from the nine science
councils and 23 HEIs in a data warehouse and provide
aggregated reports to the stakeholders. These reports will
inform national and DST funding strategies in future. The
reports will also facilitate benchmarking and potentially
raising the quality of the HEI system in South Africa.
RIMS will produce aggregated reports on NSI

RD&I activity and facilitate an improved research
administration and management platform in South
Africa. As such, RIMS will:

Establish a technical foundation to foster
communication in the multi-institutional research
and administration modules environment (InfoEd
research and administration modules) hosted at
the NRF;

Implement RIMS in all public HEIs and science
councils;

Complete the customisation and release of the
InfoEd modules for use in South Africa; and

Meet the DSTs reporting requirements as far as
possible.
In addition to institutional benchmarking, RIMS will support

various legislative requirements, such as providing the
DHET with reports on research outputs and assisting the
National Intellectual Property Management Office (NIPMO)
by enabling institutions to report on intellectual property
(IP) and the related expenditure. In time, this facility could
provide the means to evaluate the benefit of research,
development and innovation (RD&I) to society.
The projected 2012/13 budget for RIMS is R16 million.
8.3 Challenge
The financial sustainability of the RIMS project is a huge
challenge for 2012/13.
We will implement
RIMS in all HEIs
and science councils
DST/NRF INTERNSHIP PROGRAMME
9.2 Main activities
Unemployed SET and R&D graduates and postgraduates

are set to benefit from the agreement between the
DST and NRF, mandating the NRF to implement and
manage an internship programme for developing skills
and workplace competencies. The specific aim of
this programme is to address skills shortages in the
science system and to respond to the Human Resource
Development Strategy priorities for the public service.
Through partnering with SARIMA and RIMS, the
programme will also support capacity development
in research management, research support and
administration.
Based on the outcome of the needs assessment

piloted by the programme, a minimum of five
(5) skills training workshops for the unemployed
postgraduates and graduates will be conducted;
and
A research day will be held for interns. This will
include, amongst many other activities, keynote
addresses by researchers in the SET field,
presentation of outstanding research outcomes
and dissemination of information through posters
and lecture notes.
On average, 58% of all

interns are absorbed into
the workplace, while 17%
choose to further their
studies
When the internship programme was introduced in

2005, it had 49 interns hosted by 16 host institutions.
Now the programme has 272 interns, hosted by 50 host
institutions.
The allocated budget for the DST/NRF Internship
programme is R16.9 million.
81
10
INTERNATIONAL COUNCIL FOR SCIENCE

REGIONAL OFFICE FOR AFRICA (ICSU ROA)

In an endeavour to strengthen international science
for the benefit of society, the International Council
for Science (ICSU) created Regional Offices in the
developing regions of the world. The purpose of
these offices is to ensure that developing countries
influence the international research agenda, and
that researchers from these countries become fully
involved in international research projects.
The aim of the ICSU Regional Office for Africa (ICSU
ROA) is to promote and facilitate the engagement
of African scientists and engineers in applying,
strengthening and advancing science, technology and
innovation for the socio-economic development of the
continent. Established in September 2005, ICSU ROA,
though the guidance of the ICSU Regional Committee

for Africa, identified four priority areas to address the
challenges of Africa. These are: sustainable energy,
natural and human-induced hazards and disasters,
health and human well-being and global environmental
change (including climate change and adaptation).
Science plans on these priority areas were produced
and widely distributed.
The allocated budget for ICSU ROA for 2012/13 is
R4.2 million.
10.2 Main activities

T he science plans were well received by

the international science community and
the Regional Office is now in the process
of implementing them. The Regional Office

is organising a workshop in early 2012,
bringing together African and international
researchers to establish research consortia
for the implementation of the science plans
on sustainable energy and on hazards and
disasters. A similar workshop was held in
March 2011 for the implementation of the
science plans on health and human well-being
and on global environmental change.
In addition to the implementation of the science
plans, the Regional Office is also engaged in
promoting the achievements research in Africa
through the production of books in relevant
areas of science. Details of the book projects
and other publications of the Regional Office
are available at www.icsu.org/africa.
ICSU ROA science plans...

were well received by the
international
scientific community
83
Liquid drop falling into

test tube
Part E
SCIENCE ADVANCEMENT
Science, technology and innovation are integral to stimulating dynamic and

sustained growth in South Africa. A competent pool of skilled professionals
in mathematics, science, technology and engineering will expedite economic
growth. Through science awareness, science education and science
communication the NRF brings science to society. The NRF spreads the
message of science to learners, educators and the public to increase the pool of
people that can enter into the dialogue between science and society.
Science for
and with
society
85
THE SOUTH AFRICAN AGENCY FOR SCIENCE

AND TECHNOLOGY ADVANCEMENT (SAASTA)
1.1 Introduction
SAASTA, a division of the NRF, promotes and
communicates the value and impact of science,
technology and innovation in a dynamic knowledge
economy. SAASTA is integral in facilitating access
to cutting-edge and newly generated knowledge in
the various scientific focus areas, which are mainly
of national importance and social significance.
1.2 Focus and infrastructure

SAASTA advances public awareness and
appreciation of science, engineering and technology
(SET) through its many science engagement
programmes. The Agency aims to motivate students
to pursue careers in science, and to instil in people
an enthusiasm and deeper understanding of the
application of science in the everyday lives of all
South Africans.
The NRFs Vision 2015 demands greater coordination

and collaboration between NRF business units to
achieve the objectives of the strategic plan. SAASTA
and the National Research Facilities have adopted
a matrix, ensuring that the SAASTA cross-cutting
science advancement strategy is implemented without
encroaching on the operational activities of the
facilities. The agency identifies areas of cooperation
such as marketing; indicator reporting; and targeted
interventions to support
SAASTA activities support government priorities such
as to increase the number of skilled professionals in
mathematics, science, technology and engineering.
Its main target audiences are teachers and learners,
the science community and general public, as well as
industry. The Agency interacts closely with a network
of science centres, higher education institutions,
science councils, professional science associations
and a host of other science-based entities at national
and international levels.
SAASTA pursues its goals through the following

interventions:

Science education, which aims to excite
the youth about science at an early age and
to encourage them to develop an interest in
studying mathematics and science. Science
education also creates awareness about
the importance of science, engineering and
technology among career guidance teachers
and others who advise learners about subject
and career choices.

Science communication, through which
SAASTA responds strategically to national
science awareness challenges and international
science communication trends. This unit
continuously extends its current portfolio of
science communication initiatives.

Science awareness platforms, which are

used to increase opportunities to engage the
public in science and technology endeavours
and phenomena. The platforms also
demonstrate and communicate the relevance

and benefits of scientific pursuit to the general
public and promote careers in science and
technology.
1.3 Main activities

During 2012/13 SAASTA will be involved in the:

Ongoing development of a national strategy
and framework for the public engagement of
science in South Africa. The intended outcome
is a commitment to and coordinated investment
in the public engagement of science.

Completion of the Johannesburg Observatory
study and the development of the master plan
for the site. National policy developments will
inform a Board decision about the final outcome
of the roles to be played by the Pretoria-based
SAASTA head office and the Johannesburg
operation. This has major implications for the
next NRF five to ten-year strategic plan and
the implementation of its science advancement
initiatives.

Continuous development of an extensive and
innovative suite of science communication
programmes to develop and support a stimulated
and engaged society around SETI. The aim is to
profile innovations across the science research
and development sectors to raise awareness of
South Africas scientific activities, research and
technological achievements. This work includes
continued development of the science/media
interface and related interventions.

Development of a key research agenda for the
public understanding of science, which also
includes creating the requisite research capacity
to undertake audience analyses, public surveys
and indicators for international benchmarking.

Development of an increasing number of quality
programmes and resources that can assist in
growing a representative science and technology
workforce in South Africa. These programmes
and resources will assist with identifying and
nurturing talent in SET; increasing the pool of
learners who will further their SET studies at
HEIs; and providing career education and role

modelling across all scientific disciplines. Media
and ICTs are used to identify and respond to
concerns and to profile the available research
opportunities.
Establishment of the SAASTA brand, promoting
and positioning SAASTA as the science
advancement agency of choice in South
Africa. This will include collaboration with all
NRF National Facilities and partner institutions
across the NSI.
1.5 Science Advancement performance

targets
Selected targets for science advancement activities
are shown in Table 17 on page 90.
1.4 Challenges

A decline in contract funding will result in the

Agencys inability to deliver on its mandate. To
address this issue, SAASTA plans to increase
core funding to 70% and decrease contract
funding to 30%; retain current contracts by
delivering on its mandate; and secure new
contracts.
Short-term contracts and once-off interventions
that need to be implemented at short notice
divert SAASTAs attention from its core
business, while the nature and brevity of these
interventions do not allow enough time for
SAASTA to assess their impact. To overcome
this, SAASTA plans to supplement core
funding with committed funding from private
organisations that are aligned with SAASTAs
vision and mission.
A lack of coordinated commissioning of public
engagement programmes results in the rolling
out of programmes that focus on learners
and educators only. SAASTA will continuously
endeavour to improve its coordination and
communication when rolling out programmes
to extend their reach also to other public target
groups.
Bringing
science to you
87
SCIENCE ADVANCEMENT AT NATIONAL

RESEARCH FACILITIES
2.1 iThemba Laboratory for Accelerator

Based Sciences (LABS)
iThemba LABS contributes to science awareness
through active outreach programmes aimed at
learners, undergraduates, teachers, and the
community at large. The Community Interaction and
Training Programme aims to:

Increase the number of learners, educators,
visitors, students and the general public with
which the facility interacts on and off site and
to expose students to cutting-edge research
through summer schools and seminar series;

Implement
interventions
such
as
workshops; talk-shops; interactive science
shows; career sessions; undergraduate
schools; science teacher training in the use
of multimedia as a teaching tool; and the
development of best practices in teaching
science;
Establish the iThemba LABS brand through

using its newsletter and website; placing regular
features in the print media through editorials
and advertorials; participating in local and
international exhibitions and science festivals;
and establishing an organisational profile on
Facebook, Twitter and LinkedIn; and
Establish a public lecture series through
partnering with local universities and the NITheP
(the National Institute for Theoretical Physics).
Some planned science advancement initiatives for

2012/13, which are not funded by SAASTA, include:
the Namibian National Science Week, as well as
national science festivals and the National Science
Week; public lecture series; career days and field trips
for schools; community-based projects; site visits for
the general public; teacher training; discipline-specific
activities for teachers and learners; and a postgraduate
symposium.
2.2 Hartebeesthoek Radio Astronomy

Observatory (HartRAO)
The HartRAO science advancement programme
capitalises on the appeal and accessibility of astronomy
to excite young minds and to demonstrate the available
career opportunities in science, engineering and
technology.
SAASTA-funded science awareness projects
anticipated for 2012/13 at HartRAO are:

Astro Quiz for Grade 7 learners in primary
schools;

National Science Week;

Programmatic support for science advancement;
and

Space Science outreach.
Non-SAASTA-funded science awareness projects

anticipated for 2012/13 include:

Science festivals that are designed to grow
a representative science and technology
workforce
through
increased
learner
participation in SET activities such as the
Mpumulanga Science Festival in Mbombela;
the Namibia Science Week in Windhoek; the
Science Tube in Thohoyando; the National
Science Week in Kimberley; the Sasol Techno-X
in Sasolburg; the Science Unlimited roadshows;
the Limpopo Science Festival; the SciFest Africa
in Grahamstown; and Museum Career Week at
the Tswaing Crater Museum.
2.3 South African Astronomical

Observatory (SAAO)
SAAOs science advancement strategy resides
primarily within the SALT Collateral Benefit Programme
(SCBP), which is centred on three core areas:

Education in mathematics, science, engineering
and technology in order to supply the country
and the continent with well-trained and
motivated professionals in substantial numbers.
This intervention targets schools, universities
and teacher training institutions;

Science communication and awareness
to engage with the public to disseminate
information about astronomy and space
science; and

Socio-economic development to improve
the quality of life for people, especially the
economically disadvantaged. Interventions
target the public, specifically rural and
underprivileged communities. The development
and operation of a Science, Technology and
Community Development Centre in Sutherland
in the Northern Cape provides an ideal
dissemination point for educational and socioeconomic development interventions in the
town and surrounding areas.
2.4 South African Institute for Aquatic

Biodiversity (SAIAB)
The science advancement activities at SAIAB have
been reconstituted and are closely aligned with the
research structures of the Institute. SAIAB will use the
NRF PhD Pipeline Project as a driver for project-driven
science advancement.
During 2012/13, SAIAB will:

Target HEI students to guide their decisions
about postgraduate study, internships and
specialisation.

o
Initiatives for undergraduates include:

- Stronger support links with
university departments and
extended reach through
seminars;

-
Capacity development activities
such as a winter school;
work-shadowing; holiday
work; apprenticeships; science
advancement events; and
directing selected students into
internships after graduation.

o
Postgraduates will benefit from:

-
Improved support mechanisms;

- Extended reach through
seminars;

- Short courses with a specialist
MSc and PhD focus; and

- Participating as role models in
science advancement activities.
2.5 National Zoological Gardens (NZG)

Preliminary work is under way to define the scope and
nature of a planned one-of-a kind Life Sciences Centre
at the NZG as a unique and primary facility for science
advancement work.
796 000
Learners targeted
in 2012/13 through
Science Advancement
activities
2.6 South African Environmental

Observation Network (SAEON)
SAEONs mandate includes capacity building and
education in the environmental sciences to instil an
appreciation of environmental science in society. The
SAEON science education programme exposes school
learners to the science of environmental observation,
data collection, analysis, reporting and disseminating
findings. School learners are engaged in hands-on,
enquiry-based teaching and learning that demonstrate
the value of long-term and large-scale environmental
observation and monitoring.
The programme has five focus areas or subprogrammes: school-based monitoring; teacher
support; learner support; awareness platforms and
the integration of scientists, which cut across the other
three focus areas.
The networks activities for 2012/13 include:

Weather, climate and tree monitoring; marine
monitoring using Argo floats; workshops and
career guidance sessions; science camps;
participation in National Marine Week, SciFest,
and National Science Week; coaching and
mentoring; and participation in exhibitions,
science expos and open days.
89
Little Einsteins in the making
SAEONs Sibongile Mokoena (centre) with Andrew Kiggell (left) and Dylan Murray of Blairgowrie Primary School
in Johannesburg, who won a SAEON Special Award for their Sewerage Sorters (Wetlands) project at the annual
Eskom Expo for Young Scientists. The project also won a bronze medal in the national finals.
Sibongile Mokoena with Daneel du Preez from the Ferdinand Postma High School in Potchefstroom, who won a
SAEON Special Award at the annual Eskom Expo for Young Scientists for his project entitled: Can tadpoles be used
as environmental indicators?
Nicholas Popich from the Waterkloof High School in Pretoria with his third SAEON Special Award which he won at the
annual Eskom Expo for Young Scientists with a project (in the Grades 8-9 category) entitled Unaware of our own fungi
treasure trove! Nicholas has also walked away with gold medals in the national finals every year since 2006.
Table 17: Science Advancement performance targets

Actual
2008/09

Number of educator resources
produced
Number of learner resources produced
Number of technical manuals and fact
Science Advancement
sheets produced
Number of science promotion
publications produced
Number of learners reached through science advancement activities
36738
Number of educators reached through science advancement activities
4102
Joint HEI collaborations for science advancement
-
Actual
2009/10
Estimated
Actual
Target
Performance
2010/11
2012/13
2011/12
Target
2013/14
Target
2014/15
11
15
10
22
5
5
6
6
6
6
6
6
12
11
12
15
17
16
10
12
15
15
468021
18909
814989
28945
715000
27280
796000
26356
876250
28396
913500
28660
We will deliver
a tracking system for
learners participating in
SAOEN activities
91
Part F
Close-up of a network
of leaf veins
NATIONAL RESEARCH FACILITIES
The National Research Facilities enable researchers and institutions to

access equipment and support the countrys ability to remain globally
competitive in areas of strategic importance, by securing adequate capital,
sufficient and effective human resources and leading-edge infrastructure.
These platforms grow South Africas representative research workforce,
foster international collaboration and enable cutting-edge research,
technology and innovation.
We combine
infrastructure and
research expertise
to solve problems
93
1
The National Research Facilities act as caretakers for
a number of national research platforms that support
research areas of strategic importance and provide
researchers and research institutions with access
to big science equipment. South Africas ability to
successfully compete in the global research arena and
cooperate with international counterparts is due largely
to the activities of the National Research Facilities.
1.1 Definition and clustering

The White Paper on Science and Technology (1996)
defines a National Research Facility as one with:

A unique position in South African knowledge
production;

Core technologies, research methods or data
pools/collections that live up to international
standards;

Goals that are aligned with the overall objectives
of the NSI;

A critical mass of equipment, skills and users;

The potential for networking and attracting
international collaborators; and

Opportunities for human resource development,
with special efforts to involve researchers from
formerly disadvantaged communities.
INTRODUCTION
The education and training focus of the facilities

enriches and empowers individuals to function as
productive knowledge workers.
The six declared and one emerging National Research
Facilities are aligned with the science mission of the
NRDS (2002) and are clustered into three broad
categories according to their areas of specialisation:
Nuclear Sciences, Astro/Geosciences and Biodiversity
and Conservation Sciences (see Figure 22).
It should be noted that:

As stated previously, the management of the
Astro/Geosciences cluster is in a transitional
phase. The NRF Board resolved that a dedicated
stand-alone unit should be established for
the Astro/Geosciences cluster and appointed
Professor Nithaya Chetty to oversee it. The
SKA is managed as a project within the Astro/
Geosciences cluster.

SAEON is not a declared National Research
Facility but is managed within the structures of
the National Research Facilities.
Postgraduate students
making use of the
facilities for training...
2012/13 target:
546
Vision 2015 target:
626
Figure 22: The management of the National Research Facilities
NRF CEO
Deputy CEO: Research infrastructure and

[Vacant]
Nuclear Cluster
Biodiversity/Conservation/
Environment Cluster
iThemba LABS
SAIAB, NZG, SAEON
1.2 Generic activities

The National Research Facilities, within the limitations of
their budgets, provide the infrastructure required to generate
and support internationally competitive research.
The facilities have the mandate to:

Ensure access to state-of-the-art infrastructure;

Produce internationally competitive research;

Coordinate and manage large international projects;

Provide human resources training in a high-tech
environment through lectures, student supervision
and experiential training in collaboration with HEIs;

Use multidisciplinary and multi-institutional
programmes as platforms for the training and
education of students;

Develop strong technical competencies to produce
high-quality instrumentation and equipment in niche
areas;

Grow scientific and technical collaborations with HEIs
Group Executive: Astronomy [Secondment]

Astro/Geosciences Cluster
HartRAO-SKA project
SAAO-SALT
locally; and
Build sustainable international collaborations
(particularly in Africa) and enhance the science and
technology profile of South Africa internationally.
Also functioning as science awareness platforms, the

National Research Facilities strive to:

Improve the scientific and technological literacy and
awareness of South Africans;

Encourage inclusion of science and technology
content in educational programmes and curricular
activities;

Host regular science-related activities and national
events such as National Science Week and national
quiz activities;

Run educator workshops for improving the
understanding and delivery of science concepts; and

Conduct summer and winter schools to prospective
postgraduate students.
1.3 Challenges
The National Research Facilities face a number of interrelated
challenges such as the need for adequate capital, sufficient
and effective human resources and leading-edge
infrastructure as essential elements to create a successful
research platform.
Four of the five strategic goals of the NRF apply to the
National Research Facilities in terms of which these facilities
have to deal with the following challenges:
1.3.1 Promote internationally competitive research

Improving quality and quantity of research outputs;

and
Providing essential engineering support to user
groups internally and externally.
95
1.3.2 Grow a representative science and technology

workforce
A ddress the severe shortage of competent,

previously disadvantaged researchers;
Recruit senior scientists and engineers to continue
with current research programmes and assist with
new projects;
Recruit and retain skilled employees within an
extremely competitive labour market where black
staff are in high demand and very mobile;
Coordinate activities as science awareness
platforms;
Grow the training capacity of facilities; and
Expand the number of postdoctoral fellowships and
research assistant posts to provide opportunities
for young South Africans to establish themselves
internationally.
1.3.3 Provide cutting-edge research, technology

and innovation platforms
1.3.4
Contribute to a vibrant national innovation
system
Manage ageing and obsolete equipment and

infrastructure to minimise disruptions in operations;
Acquire the necessary state-of-the-art equipment
to meet commitments and mandate;
Maintain the infrastructure to keep up with
advancing technology; and
Install and maintain adequate IT infrastructure.
Upgrade ageing equipment and infrastructure;
E ngage in relevant national and international

programmes to provide researchers with worldclass opportunities and potential collaborations with
prominent international researchers;
Embrace the concept of being a local and global
hub that facilitates and utilises the interaction
among all parties participating in a specific research
community network;
Clarify the role of the NRF in the NSI in relation to
other players such as the:
- South African National Biodiversity Institute
(SANBI);
- South African National Antarctic Programme

(SANAP);
-
African Centre for Climate and Earth System
Science (ACCESS); and
-
South African National Space Agency
(SANSA)
Diversify income and generate stable cash flows for
the future;
Reprioritise activities in line with available funding;
and
Meet national and international commitments.
1.4 National Research Facilities

performance targets
Some of the targets set for the performance of the
National Research Facilities are shown in Table 18
below.
Table 18: National Research Facilities performance targets
Actual
2008/09

Peer-reviewed journal articles (ISI
and others)
180
Expected research outputs by National
Peer-reviewed journal articles
Research Facility researchers
(ISI and others) with external coauthors (subset of the above)
128
Experiential training: no. of students spending time at and participating in
work of facilities as part of their formal training
1049
No. of students employed to undertake temporary research-related work
47
Postgraduate students making use of facilities for training
411
Honours/BTech
Masters
Students supervised by staff of facilities
Doctoral
Total
217
Actual
2010/11
Estimated
Performance
2011/12
Target
2012/13
Target
2013/14
Target
2014/15
181
220
170
168
181
197
152
213
156
157
166
175
382
15
446
171
615
38
523
54
138
80
272
352
32
450
249
438
43
546
35
131
65
231
446
45
596
35
132
70
237
453
47
626
44
140
73
257
Actual
2009/10
iTHEMBA LABORATORY FOR ACCELERATOR

BASED SCIENCES (iThemba LABS)
2.1 Infrastructure platforms

iThemba Laboratory for Accelerator Based Sciences
(iThemba LABS) is a multidisciplinary research
laboratory providing facilities for:

Basic and applied research using particle
beams;

Particle radiotherapy for the treatment of
cancer; and

The supply of accelerator-produced radioactive
isotopes for nuclear medicine and research.
iThemba LABS is housed at two sites, one in Faure,
Cape Town (Western Cape) and the other on the
campus of the University of the Witwatersrand,
Johannesburg (Gauteng). The major research and
development platforms include:

A variable energy Separated Sector Cyclotron
(SSC), which produces a wide variety of highenergy particle beams. The SSC is augmented
by two additional injector cyclotrons and

supplemented by the Electron Cyclotron
Resonance Ion Source;
A 6 MV Van de Graaff accelerator with
a nuclear microprobe, used primarily for
materials research and supplemented by an
X-Ray Diffractometer (XRD) unit as well as an
Atomic Force Microscope (AFM) and a Physical
Properties Measurement System (PPMS);
A 6 MV Tandem Accelerator located in
Gauteng, where a flagship Accelerator Mass
Spectrometry facility is being developed;
Specialised particle therapy facilities, which
include a 66 MeV neutron gantry, a 6 MV
medical linear accelerator, a 200 MeV proton
therapy nozzle, and a multi-slice wide-bore
computed tomographic scanner;
Production facilities for the manufacture
of radionuclides for both the local nuclear
medicine community and the export market;
S pecialised detectors and spectrometers for

experimental nuclear physics experiments; and
Laboratories for research in radiobiology, mainly
in support of the particle therapy programme,
and laboratories for environmental studies both
in Cape Town and Gauteng;
The iThemba LABS facilities, which include a
27-bed hospital for treating cancer patients, is
the only facility in the southern hemisphere that
offers both proton and neutron therapy; and
The radioisotope production programme
supplies a range of radiopharmaceuticals to
nuclear medicine departments in both state
and private clinics, where more than 70 000
patients benefit annually from diagnostic
procedures performed using isotopes from
iThemba LABS.
97
2.2 Research Plan

The iThemba LABS platforms are used for research
and training in the fields of nuclear physics, materials
science and engineering, biological sciences,
nanoscience and nanotechnology, particle therapy for
the treatment of cancer and environmental isotope
analysis.
The laboratory provides leading-edge research,
technology and innovation platforms through:

Developing state-of-the-art facilities for
research in subatomic and materials science.
This will include continuing the feasibility study
on radioactive isotope beams;

Growing the availability of radionuclides for the
health benefit of the South African community
and to improve cost recovery;

Enhancing the current particle therapy
programme to facilitate the establishment of a
centre of excellence for radiation therapy;

Strengthening existing capacity to technically
and scientifically service university research
groups that wish to use international facilities;
and

Commencing
the
Accelerator
Mass
Spectroscopy (AMS) programme to support and
promote research in the region.
2.3 Student development

The research at iThemba LABS is closely linked
to postgraduate training, while in-house expertise
is utilised in formal education (teaching at higher
education institutions) and the supervision or cosupervision of postgraduates. The facilities of iThemba
LABS are used to train skilled human resources
and postgraduates in the nuclear sciences, applied
accelerator-based science and technology, radiation
medicine and isotope production.
2.4 International and national

collaborations
iThemba LABS is a member of the South African Conseil
Europen pour la Recherche Nuclaire (SA-CERN)
programme to establish a South African initiative for
collaborative research at ALICE, ATLAS and ISOLDE
at CERN. Research at these collaborating facilities at
the Large Hadron Collider (LHC) are expected to shed
light on the origins of mass, super-symmetry, large
extra dimensions, nuclear matter at high densities, the
phase structure of strongly interacting matter, and the
structure of ultra-dense stellar objects.
The Laboratory is a key partner in radiation biology
and radionuclide research, a position which is
strengthened by serving on the steering committee of
the Nuclear Technologies in Medicine and Biosciences
Initiative (NTeMBI) and hosting the Initiatives Western
Cape Regional Collaborative Research and Innovation
Centre.
and start with the establishment of a sample

preparation laboratory;
iThemba LABS will, together with NECSA,
investigate the feasibility of the joint acquisition
of a dedicated cyclotron for increased beamtime capacity in order to increase the capacity
for therapy and isotope production, and to free
up beam-time on the main Separated Sector
Cyclotron for research and training;
iThemba LABS will continue to actively pursue
the establishment of a National Particle Therapy
Centre for radiation oncology, which will benefit
from the Laboratorys experience in hadron
therapy;
The Laboratory will also actively grow its national
and international markets for radionuclides to
establish iThemba LABS as a world-leading
supplier of high-quality accelerator-based
radionuclide products; and
A public lecture series will be established
through partnership with local universities.
The complementary nature of the expertise, research

activities and facilities of the iThemba LABS and
Nuclear Energy Corporation of South Africa (NECSA)
bodes well for sharing research infrastructure,
facilities and expertise in collaborative research
projects. The appointment of the Executive Director of
iThemba LABS as head of the research consortium
between the Laboratory, NRF and NECSA has also laid
the foundation for the development of a joint research
strategy.
iThemba LABS has

installed energy
efficient cooling
towers
2.5 Main activities
2.6 Challenges
iThemba LABS will commission the Grenoble

Test Source (GTS); implement the TIGRESS
detectors (a large-volume segmented Ge
detector) in the AFRODITE gamma detector
array; as well as install and commission the
low-energy beam transport system for the
Accelerator Mass Spectrometer system;
F unding for the acquisition of a modern

electrostatic accelerator would allow ion beam
analysis at sub-micron scales. The current
funding regime does not allow for such an
acquisition;
The particle therapy programme at iThemba
LABS can respond fully to the needs of the
oncology community only if more beam time

is available and if beam delivery systems and
patient positioning are improved (for example,
by means of a proton gantry). This will allow
for fully fractionated proton therapy for the
expansion of the tumour types that can be
treated;
A green projects team is investigating energysaving initiatives to reduce the overall carbon
footprint of iThemba LABS as well as electricity
costs;
While essential upgrades of the Laboratorys
ageing infrastructure have been implemented
over recent years, the ageing Separated Sector
Cyclotron, which is used for three fundamentally
different operations (isotope production,
particle therapy and research), remains a major
constraint;
The new digital data acquisition systems that
are coming on stream, will increase the quantity
of raw experimental data significantly. Storing
and processing of these data will require an
estimated capital investment of R1 million over
the next three years;
The current pool of experienced scientists,
engineers and technical staff is declining and
talent management strategies have not achieved
the desired outcomes. Dual appointments will
be considered for persons within two years of
retirement in positions that require highly skilled
persons to facilitate training, development and
skills transfer;
Black and women staff is still underrepresented,
particularly at senior levels, while funding
constraints remain a major challenge in
implementing the human resources strategy
fully. The number of vacant positions adversely
affects succession management and the
achievement of equity plans;
The number of staff enrolled for higher degrees
may be insufficient to respond fully to the future
needs of iThemba LABS; and
T he decline in patient numbers is largely due to

factors beyond the facilitys control and linked
to the uncertain referrals from state hospitals.
iThemba LABS will...

increase active beam time
on the two accelerators to
75% of available
time
99
HARTEBEESTHOEK RADIO ASTRONOMY

OBSERVATORY (HartRAO)
3.1 Infrastructure platform

Situated 50 km west of Pretoria (Gauteng) in a valley
among the Magaliesberg hills, the Hartebeesthoek
Radio Astronomy Observatory (HartRAO) is the only
radio astronomy and space geodesy observatory in
Africa.
HartRAO operates the following equipment from its
site:

A 26m diameter radio telescope which is used
for research in radio astronomy, astrometry and
geodesy. Its position is determined from distant
quasars and it therefore is used as the absolute
reference point for the South African mapping
and survey system and for the co-located SLR
and GNSS systems described below;

A dual-frequency receiver system is being
constructed to permit the 15m radio telescope
dish XDM to be used for geodetic Very Long

Baseline Interferometry (VLBI) to supplement
and back up the 26m telescope. The 15m XDM
or experimental demonstrator is a prototype
dish that was constructed at HartRAO as part of
the SKA project to qualify the MeerKAT design;
HartRAO has operated the NASA MOBLAS-6
(MOBile LASer ranger) Satellite Laser Ranger
(SLR) since 2000 in terms of an intergovernmental agreement with the USA. The SLR
is the only operational one in Africa and provides
precise (centimetre accuracy) measurement of
satellite orbits when their mission require this,
coordinated by the International Laser Ranging
Service (ILRS); and
The Global Positioning System (GPS) base
station supplying data for local use and to
the International Global Navigational Satellite
Service (IGS); an experimental Galileo Satellite
Navigation System receiver is operated for

the European Space Agency (ESA); and an
experimental triband GPS receiver for NASA.
Off-site research equipment that HartRAO has
installed and for which it is responsible includes the
GPS receivers at Sutherland, Richards Bay, Simons
Town, Hamburg, Willowmore, Matjiesfontein, Marion
Island, the South African National Antarctic Expedition
(SANAE) base, Malawi and Zambia. Three of the GPS
receivers (at Simons Town, Richards Bay and Marion
Island) are co-located with tide gauges, which allow
the measurement of long-term changes in sea level
and will assist in national planning for climate change.
The Marion Island tide gauge also serves as part of a
tsunami warning network for the Indian Ocean.
3.2 Research plan
HartRAOs major research programmes are in

radio astronomy and space geodesy and the facility
supports local and international research in these
fields.
Key research activities at HartRAO for 2012/2013

include:
Radio astronomy that studies:

S tar formation through the associated masers,
especially periodic methanol masers;

Neutron star interiors e.g. through monitoring
of Vela Pulsar glitches (sudden jumps and
rotation rate) and the recovery from these;

Interacting binary star system Circinus X-1,
which produces radio flares around periastron,
which occurs every 16.5 days;

Radio-bright supernovae in external galaxies
through high-resolution radio imaging by VLBI;
and

Active Galactic Nuclei (AGNs) through radio
monitoring of sources producing gamma-ray
flares and high resolution imaging through
VLBI.
Space geodesy which:
Quantifies the long-term variability in the Agulhas
Current via improved Coastal altimetry using the GPS
installed at Hamburg, Eastern Cape;

Measure potential crustal motion over the
Cape Isostatic Anomaly (CIA) using the GPS
installed near Willowmore in the Eastern Cape;

Investigate the Earths changing gravity field,
satellite perturbation effects and biases
through development of software for the
reduction of SLR measurements of geodetic
satellite orbits;

Test General Relativity and extract information
concerning the gravitational coupling between
the Earth and the Moon through developing
the first southern hemisphere lunar/satellite
laser ranger;
irectly measure solid Earth tide effects and the

D
changing gravitational potential at the HartRAO
geodetic site through the installation of a wideband
seismometer, accelerometer and gravimeter; and
Determine the Earths elasticity parameters and
dynamics of the Earths crust, (e.g. changing shape
of the Earth, oblateness, mass distributions) and
determination of station positions by combining
SLR, VLBI and GNSS data.
Key operational activities planned for the coming year are:

Operating, developing and carrying out
observational research with the 26m radio
telescope;

Developing, or assisting with the development
of, other radio telescopes for research, including
C-BASS, 15m XDM KAT-prototype telescope, KAT7, and the conversion of former telecommunication
antennas in Africa into radio telescopes for the
African VLBI Network;

Converting a 7.6m Telkom antenna as a training
radio telescope for Mozambique;

Operating a satellite laser ranging system to
determine the light travel time from the SLR to the
satellite and back and thus measuring the orbits
of satellites for the International Laser Ranging
Service; and

Installing and operating GNSS receivers at
various locations across South Africa, southern
Africa, islands off Africa and Antarctica, for the
International GNSS Service (IGS), in support of the
African Geodetic Reference Frame (AFREF) and
for other research purposes.

collaborations
HartRAO is engaged in extensive international
collaborations in the astronomy and space geodesy
research areas. HartRAO is a member of various
international consortia and also collaborates
nationally. Collaborations include:

The European VLBI Network (EVN) radio
astronomy VLBI consortium and operates with
the Australia Telescope Long Baseline Array
for radio astronomy VLBI;

The International VLBI Service for Geodesy
and Astrometry (IVS), the International Laser
Ranging Service (ILRS), the International
GNSS Service (IGS), the International Earth
Rotation and Reference System Service (IERS)
and collaboration with other members to keep
up to date technically;

C ollaborating with the SKA Project team,
especially in the development of technology
such as in KAT-7 testing and the C-BASS
project, African VLBI Network and in-service
training of technicians for KAT;

Maintaining the GPS base stations installed
at its site through collaborative ventures in
several countries to provide benefits for Africa;
and

C ollaborating with local universities, including
Rhodes University, University of Cape Town
(UCT), North-West University (NWU), Tshwane
University of Technology (TUT), Durban
University of Technology (DUT), University of
the Witwatersrand (Wits) and University of
Pretoria (UP).
HartRAO collaborates with universities in carrying

out research and in training students through lecture
courses, practicals, projects and higher degrees. National
Astrophysics and Space Programme (NASSP) honours
students spend a week at HartRAO for a hands-on radio
astronomy practical.
101
3.5 Main activities

Operational and ongoing development of the

capability of the 26m radio telescope at HartRAO
to provide a science and training platform for VLBI
and single-dish radio astronomy and to maintain
the Hartebeesthoek geodetic fiducial point;
Development of redundant satellite antennas in
other African countries as radio telescopes for
the African VLBI Network (AVN), in collaboration
with SKA-SA Project;
Assistance with KAT-7 testing and science and
MeerKAT development for the SKA-SA Project;
Operation of the MOBLAS-6 SLR to provide
precision satellite orbit determination over
Africa and surrounding oceans;
Operation and extension of the network of GNSS
base stations. Two more tide gauge co-located
GNSS stations will be installed in 2012 on the
coast of Namibia (Luderitz and Walvis Bay) as
part of an international project in collaboration
with the University of Luxembourg;
Completion of the redevelopment of the 15m
XDM KAT prototype radio telescope for geodetic
VLBI;
Development of the donated 1m optical
telescope from Observatoire de la Cote dAzur
in France into a Lunar/Satellite Laser Ranger
(L/SLR) in collaboration with NASA;
Further development of the Matjiesfontein
(Western Cape) geodetic site, where a GPS
receiver is already installed, in collaboration
with Tshwane University of Technology (TUT);
and
Initial development of the Klerefontein site in
the Northern Cape with weather instruments
and a GPS base-station to support C-BASS and
beginning to characterise the site as a potential
space geodesy outstation, in collaboration

with the SKA-SA Project. This will extend the
installed infrastructure to support MeerKAT and
the SKA, and will reduce costs significantly. A
Russian SLR will be installed at Klerefontein, if
funds permit.
3.6 Challenges

T he current budget framework is insufficient

to support the development of the VLBI2010
geodetic VLBI capability or the operation of the
Russian SLR at Klerefontein. A proposal has
been submitted to SANSA to jointly fund and
operate the Russian SLR.
The challenge of strengthening research
capacity is being addressed by recruiting new
PhD graduates for the two funded vacancies in
radio astronomy and pursuing the possibility of
joint appointments with tertiary institutions.
The engineering and technical department
needs to be strengthened by filling the two
funded vacancies of engineer and senior
electronics technician. In particular, design
skills are required in digital engineering and
microwave feeds and receivers.
HartRAO will...
supply 95% of time
available on the 26m
telescope for the
international VLBI
experiments
SOUTH AFRICAN ASTRONOMICAL

OBSERVATORY (SAAO)

The South African Astronomical Observatory (SAAO)
is the national facility for optical and near-infrared
astronomy research and the premier such facility on the
African continent.
The headquarters of SAAO are in Cape Town in the
Western Cape, and the research telescopes are located
470 km away on the Sutherland observing plateau in the
Northern Cape.
SAAO is the lead institution for the Southern African
Large Telescope (SALT), the largest single telescope in
the southern hemisphere, and one of the highest profile
science projects in South Africa.
Given the strategic advantages of the Sutherland
observing station, SAAO hosts nine (9) international
facilities: the Infra-Red Survey Facility (IRSF), Super

Wide Angle Search for Planets (SuperWASP), Kilodegree
Extremely Little Telescope (KELT), Monitoring Network of
Telescopes (MONET), Solaris, Las Cumbres Observatory
Global Telescope (LCOGT), Birmingham Solar Oscillation
Network (BiSON), San Diego State University (SDSU)
Seismograph, and the GeoForschungsZentrum (GFZ)
Gravimeter.
The SAAO runs hi-tech mechanical and electronic
workshops in Cape Town, which include specialised
laboratories for handling charge-coupled devices and
performing optical tests. Both laboratories have recently
been refurbished, and the optomechanical laboratory will
soon receive new equipment, including an instrument
crane. The mechanical workshop has recently acquired
state-of-the-art computer-controlled equipment in the
form of a mill, lathe, wire cutter and spark eroder.
Publications authored
by external users of SAAO...
target for 2012/13:
35
target for 2014/15:
40
103
4.2 Research plan

T he SAAOs main function is to conduct and

support fundamental research in astronomy and
astrophysics at national and international levels
through the provision and utilisation of a world-class
astronomical facility;
SAAOs already high scientific output per scientist
is expected to grow, as SALT entered normal
operations in 2011; and
Areas of research for both SALT and the small
telescopes include: planetary astronomy (solar
system, exoplanets), studies of interacting binary
stars, details of nearby Milky Way companions,
galaxy formation and evolution, cosmology and
instrumentation.

The SAAO is a major driver of and contributor to the National
Astrophysics and Space Science Programme (NASSP), a
collaboration of 10 universities and three (3) national
facilities that provides postgraduate training to graduates
from across Africa with BSc degrees in physics, astronomy,
mathematics or related subjects and that prepares them to
start PhD studies. In addition to NASSP students, SAAO
staff supervise research students at MSc and PhD levels
from various universities in South Africa and elsewhere.
The instrumentation division provides engineering training
to university students, mostly from technical universities.

collaborations
A principal collaborative relationship with overseas partners
is the consortium of international partners (from the USA,
Germany, India, Poland, the United Kingdom and New
Zealand) that funded the construction of SALT, which
was completed in late 2005, but only started full science
operations in 2011.
At an individual level numerous collaborations are
underway; many of these take advantage of SAAO niche
competencies in time domain astrophysics or polarimetry.
The multi-wavelength studies that link SALT or SAAO
facilities to observatories elsewhere in the world or in space

are examples of such collaboration.

SAAO already has a number of links with MeerKAT (KAT-7)
and SKA-SA, and these are likely to grow in various ways:

Research: SAAO scientists currently supervise
several SKA-sponsored students who are
conducting multi-wavelength astronomy.

Technology: Components for MeerKAT have been
manufactured in the SAAO mechanical workshop.

Information technology: The Observatory hosts
off-site backup facilities for SKA and operates
alternative wireless backup links with SKA in the
event of a SANReN outage. SAAO, SKA and the
African Institute for Mathematical Sciences (AIMS)
run joint training activities in a number of areas and
have implemented technologies that allow
inter-operation and collaboration, such as VoIP.

Education: The SAAO collaborates with HartRAO
and the SKA in an education and outreach
programme to promote science awareness at
science festivals and exhibitions. The International
Astronomical Unions Office of Astronomy for
Development, which is hosted by SAAO, works
closely with the SKA-SA team in promoting
astronomy in potential partner countries in Africa.
SAAO has strong links with most South African universities
that are active in astronomy research and has, or has
recently had, joint appointments with AIMS and the
universities of Cape Town, the Western Cape and KwaZuluNatal, as well as a memorandum of understanding with
North-West University.
The facility collaborates with SAASTA and DSTs Youth in
Science Unit to establish science clubs in Dinaledi schools
in various provinces.
4.6 Challenges

4.5 Main activities

T he main activity is research: publishing papers in

top international journals and training students to be
employable anywhere in the world, while providing a
facility that allows SAAOs users to do the same.
SAAO will continue to operate SALT on behalf of the
SALT international partnership through a contract
with the SALT Foundation (Pty) Ltd until 31 March

2015.
SAAO has strong niche technical competencies,
including the ability to produce high-quality
instrumentation for astronomy and space science,
and it continues to make major contributions to
SALTs first-generation instrumentation suite.
Education and public outreach are a core part
of SAAOs activities. SAAO contributes to the
development of society through the SALT Collateral
Benefits Programme in the fields of education,
public outreach and community development.
There is a clear need, as identified in recent reviews,

for SAAO to have an Advisory Committee with
strong international representation, to advise on
future research directions.
South Africa needs a multi-wavelength astronomy
programme supported by a ten-year astronomy
strategy to facilitate competitive engagement with
the international community. This should include
high-energy gamma-ray (the successor to the
High Energy Stereoscopic System (HESS)), radio
(MeerKAT, Northern Cape) and optical (SALT)
astronomy.
SALT has started producing significant quantities
of data, which poses challenges for archiving,
processing and distribution. Curation of such archives
must be undertaken to the highest international
standards for access through virtual observatories
world-wide. On-site storage in both Sutherland and
Cape Town is being increased to accommodate
larger data sets, while archive facilities are being
implemented to store the data long-term. Off-site
backups are made continuously.
Maintaining the relevance of the smallest of the
general-purpose telescopes remains a challenge
in an international environment where many
observatories have closed down their small
telescopes and where astronomy is done with large
telescopes.
Retaining skilled technical people who are essential
for the maintenance of SALT and the small
telescopes at Sutherland also remains a challenge.
SOUTH AFRICAN INSTITUTE FOR AQUATIC

BIODIVERSITY (SAIAB)

The South African Institute for Aquatic Biodiversity
(SAIAB) is located on the campus of Rhodes University,
Grahamstown (Eastern Cape) and provides four
primary research platforms to the aquatic biodiversity
research community:

Collections and Associated Specialised

Laboratories Platform: SAIAB is the
recognised leader in wet collection management
and curation in Africa. SAIAB facilities include
the JLB Smith Collection Management Centre.
This Centre services the Wet Collections Storage
Facility, which includes specimen preservation
laboratories, glass store, bulk alcohol store,
dermestarium, tissue preparation laboratory,
storage for the National Fish Collection, SAIAB
African Amphibian Collection, Cephalopod
Collection, Aquatic Biodiversity Molecular
Tissue Bank, and National Diatom Collection

(currently housed at North-West University and
managed by SAIAB). SAIABs collections include
a range of other bio-material such as DNA and
isotope samples. SAIAB also has a number of
special purpose laboratories which are available
to internal and external research scientists and
students, namely: a new molecular preparation
laboratory, an X-ray laboratory with digital X-ray
inspection system, and a specialised, insulated
otolith preparation laboratory.
Library and Bioinformatics Platform: The

Margaret Smith Library (shared with Rhodes
University) houses one of the largest document
collections of, and is a major resource centre for,
African aquatic biodiversity research in Africa.
The Library serves as a resource hub for staff,
students and visiting researchers and includes
facilities for seminars, computer stations and
archive stores. The Bioinformatics Platform

includes the web-based data information
portal with a fully data-based collection
which includes all wet collection specimens,
X-rays, photographs, distribution records, art
(paintings and scientific illustrations) and GIS
layers. In addition to managing this internal bioinformatics system, SAIAB plays a major role in
the development of appropriate databases for
collections in South Africa and regionally. One
of SAIABs strengths is the linkage between the
Collections and the Bioinformatics Platforms.
Marine Infrastructure Platform: This

comprises the Offshore Research Platforms
and the Inshore Research Platforms:
-
Offshore Research Platforms: In
collaboration with the Department of
Agriculture, Forestry and Fisheries
(DAFF), the African Coelacanth
105
Ecosystem
Programme
(ACEP)
undertakes research cruises on the
east coast of South Africa using the
DAFF research vessel Algoa. These
cruises include research teams from all
the major marine research institutions
in South Africa. In addition, ACEP
acts as the cruise coordinator for the
Global Environmental Facility (GEF)funded Agulhas and Somali Current
Large Marine Ecosystem (ASCLME)
Programme. This association allows
South African researchers access
to South West Indian Ocean cruises
aboard the Norwegian research vessel
Fridtjof Nansen.
-
Inshore Research Platforms: The
ACEP programme has a 13m
coastal research craft (uKwabelana),
equipped with an underwater remote
observation vehicle (ROV) that can be
deployed to depths of 300m, which
enhances SAIABs ability to undertake
and support coastal and deep-water
research in South Africa. In particular,
it offers a cost-effective option
for marine researchers wishing to
undertake small-scale oceanographic
research that does not require major
cruise or ship-based facilities.
- SAIAB is also the lead agent for the
international Ocean Tracking Network
(OTN) programme in South Africa,
which has resulted in the formation of
the Acoustic Tracking Array Platform
(ATAP).
G eneral
Aquatic
Biodiversity
Infrastructure Platform: SAIAB has a range
of specialised and customised equipment
for working in the aquatic environment in
and around South Africa; these include
specialised trailers, electro-fishers, inflatable
and fixed-hull boats, nets and environmental
monitoring instruments.
5.2 Research plan

SAIAB has an internationally recognised profile in
ichthyological research and serves as a hub for national
and international scientific engagement on African
aquatic biodiversity across the full spectrum of aquatic
environments, from marine offshore to continental
freshwater catchments. The Institutes research focuses
on:

The molecular biology and systematics of marine
and freshwater fish;

The impact of climate change on aquatic fauna,
biotelemetry and movement studies and alien
fish invasion biology; and

The further development of ACEP, an NRF/DST
flagship programme.

Extensive student networks have been created through
SAIABs bioinformatics hub model and strong links
exist with many higher education institutions in South
Africa and regionally. This has resulted in an increasing
stream of postgraduate students and the production
of key taxonomic books and ISI-rated journal articles.
SAIAB enjoys a particularly close working association
with Rhodes University. Annual winter schools are
aimed at stimulating interest, particularly among black
undergraduates, in pursuing a career in aquatic science.

collaborations
SAIAB interacts with national aquatic management
implementation agencies to support the effective
implementation of their functions. These agencies
include the DAFF, DEA and DWA, while projects entail
the management and conservation of various fishery
species and freshwater reserve studies.
SAIAB collaborates with a number of research councils,
including the Council for Scientific and Industrial
Research (CSIR) and Council for Geoscience, and
undertakes a number of Water Research Commission

(WRC) research contracts directed at ensuring ecosystem
conservation and the sustainable use of South Africas
freshwater resources.
SAIAB plays a regional role in nurturing and promoting the
wise use of Africas aquatic biodiversity resources and is
involved in a range of regional programmes: SAIAB hosts
the GEF-funded ASCLME programme, which involves
11 East African countries, and undertakes collaborative
research with the regional fisheries programme-the
South Western Indian Ocean Fisheries Project (SWIOFP),
and the regional conservation programme-Western Indian
Ocean Marine Science Association (WIOMSA). Together
with the Fish Barcode of Life Initiative (Fish-BOL), SAIAB
leads the efforts to barcode Africas fishes.
SAIAB works in partnership with and hosts the South
African Environmental Observation Network (SAEON)
Elwandle Node. The SAIAB, ACEP, ASCLME and SAEON
Elwandle Node research and environmental monitoring
activities are designed for practical synergies between the
various initiatives. Through these synergies, the Elwandle
Node core sentinel site of Algoa Bay is becoming a focus
for SAIAB research.
Research collaboration also takes place with Lesotho,
Swaziland, Namibia, Botswana, Zimbabwe, Mozambique,
Kenya, Tanzania, Comoros, Seychelles, Mauritius, Angola,
Zambia and Malawi.
Partnerships with major marine science institutions and
programmes (Oceans and Coasts under the Department
of Environmental Affairs, ASCLME and the Norwegian
Institute for Nature Research) have provided South
African scientists and students with many marine science
research opportunities.
SAIAB is an active partner in the International Barcode
of Life project (iBOL), and through the development of a
new molecular preparation laboratory and a molecular
tissue bank, the Institute is a leading entity supporting the
Barcode of Life initiative in South Africa and other African
countries.
SAIAB provides a range of services to provincial

agencies (including baseline information, research
publications, reports, databases and expert input).
Researchers at these agencies utilise SAIAB
research platforms. Along with national and provincial
departments of water and environmental affairs,
the CSIR, WRC, South African National Biodiversity
Institute (SANBI), World Wide Fund (WWF) for Nature
and South African National Parks (SANParks), SAIAB
is a major contributor to the National Freshwater
Ecosystem Priority Areas (NFEPA) project.
5.5 Main activities

aintenance and running costs (specifically

M
electricity) for the collections building, new
library and genetics laboratory have escalated.
Staff in the technical division are overcommitted
and the running budgets are under-resourced.
The salary budget has outstripped the increase
in the parliamentary core grant. Core salaries
now make up 98% of this grant, compared to
62% in 2006/07. SAIAB relies almost entirely
on interest, administrative levies and a small
amount of contract/consultancy income to
cover its running costs, including research
expenditure. The MTEF makes no contribution
to SAIABs research budget.
T he Institutes human resources challenges

include:
- Slow transformation at higher levels due
to a low staff turnover;
- With the salary budget fully committed,
permanent, full-time posts are being lost
when staff members resign, resulting in
the downsizing/loss of certain divisions,
reduced opportunities for transformation
and increased pressure on remaining
staff members; and
- Staff remuneration levels in several key
areas are below what the NRF aims to
achieve.
P roviding the Collections and Specialised

Laboratories Platform;
Providing an information platform to all
stakeholders;
Actively promoting ACEP;
Conducting science advancement activities
as a platform for human biodiversity capacity
development;
Promoting public awareness of African aquatic
biodiversity through various media including the
Internet; and
Presenting courses in fish identification for
fishery officers.
5.6 Challenges

T he maintenance and running costs of the

marine infrastructure are linked to the ACEP
programme in the form of a contract rather
than as core funding, which creates uncertainty
about funds for the long-term sustainability of
the platform.
The upper floor of the collections building needs
to be completed to develop a broader mandate
in aquatic biodiversity collections. Other
infrastructure challenges include the need to
provide a recycling facility for chemicals and
upgrade the marine platforms and equipment.
Securing funds for these represents a daunting
task as current levels of core funding and
internal grants cannot support the initiative.
In 2014 SAIAB will expand its

aquatic biodiversity collections
to include substantial holdings
of 4 additional taxa
(diatoms, cephalopods,
amphibians and tunicates)
107
NATIONAL ZOOLOGICAL GARDENS OF

SOUTH AFRICA (NZG)

The NZG is a wildlife biodiversity conservation and
research facility that incorporates a living animal
collection, a Wildlife Biomaterials Bank and a Centre
for Conservation Science. The role of the NZG
includes:

Generating knowledge for conservation of
wildlife;

Developing high-quality human resources
in the form of conservation scientists and
biodiversity conservation practitioners;

Undertaking ex situ conservation of wildlife
and making qualified contributions to in situ
conservation of threatened species and their
habitats;

Serving as a science advancement platform
a place of learning and a source of inspiration
to action for science and biodiversity; and
Enhancing the quality of life of the community

by providing a top-class metropolitan
ecotourism facility, a family attraction of first
choice that inspires discovery, appreciation,
care, knowledge and respect for nature.
bank, tissue bank, pathology bank and environmental

tissue bank. The wBRC serves as a secretariat for a
consortium of organisations that bank material with
the facility in a collaborative arrangement funded by
the Department of Science and Technology.
The NZGs main site is situated in the centre of

Pretoria, Gauteng and has a spread of 85 ha.
Two satellite facilities are respectively located in
Mokopane in Limpopo province (1 200 ha) and
in Lichtenburg, North West Province (6 000 ha).
Collectively, the three sites maintain an extensive
animal collection numbering over 10 000 individual
specimens and 600 species.
In March 2009, the NZG launched its Centre for

Conservation Science as a knowledge and training
hub with a focus on conservation biology and wildlife
biodiversity research. The laboratories in the Centre
are dedicated to wildlife pathology, parasitology and
DNA analysis and include a general and a dedicated
sequencing laboratory. The staff comprises a
veterinary pathologist, a parasitologist, a geneticist,
an animal nutritionist and three clinical veterinarians
for conservation medicine.
The NZGs Wildlife Biomaterials Bank (wBRC)

functions as a platform for research support and
encompasses components of multiple biobanks,
including a microbial and cell cultures bank, sperm
NZG maintains several important databases:

The Meddox database is a rich collection of
animal medical records spanning medical

observations, assessments, treatments,
immobilisations and necropsies. It consists
of over 100 000 entries accumulated since
1991.
The pathology database contains some 4 500
records or cases of necropsies performed
on both zoo animals and animals from other
wildlife-keeping concerns throughout the
country. This provides a sound research and
technology platform from which to understand
the nature and distribution of wildlife disease
and associated pathologies.
A database of genetic fingerprints of wildlife
species contains several thousand samples
that can be used to characterise species
identity and wildlife population genetic
structure.
The NZG has developed capability in wildlife forensics

to assist with conservation law enforcement and to
prevent and combat the poaching of wildlife such as
the rhino.
A fully-fledged animal hospital on the premises of the
NZG is capable of treating all but the largest animals
The NZG receives over 600 000 visitors each year,
who are introduced to the importance of biodiversity
and opportunities to become involved in conservation.
6.2 Research plan

Planned research and scientific services activities
include:

E xpanding the wildlife disease epidemiology
facilities;

C onsolidating the NZGs existing research
platform;

Developing biotechnology products with
industry; and

C onstructing multi-species animal quarantine
facilities for the use of both the NZG as well
as the Gauteng Department of Agriculture and
Rural Development.

The NZG provides experiential training opportunities
for students, mainly from the University of Pretoria,
and is involved with postgraduate research cosupervision and student training with the University
of Venda.

collaborations
The NZG collaborates widely with a number of
research and tertiary education institutions. The NZG
interacts with universities such as the:

University of Pretoria on wildlife health
research;

Tshwane University of Technology on ecology,
nutrition and bioinformatics;

University of the Free State on wildlife
population structure, intensive wildlife
management and wildlife forensics;

University of Stellenbosch on ecophysiology
and metabolomics research; and

University of the Western Cape on linking
genetics to sperm quality.
Discussions are underway with the University of
Pretoria (UP) to develop a joint Centre of Excellence
that will build on the expertise of the institutions
Mammal Research Institute and other animal biology
hubs within the university.
The NZG collaborates with science councils such as
the:

Onderstepoort Veterinary Institute of the
Agricultural Research Council on parasitology
and pathology research;

S outh African Bureau of Standards on the
development of national standards for water,
food and health; and the

National Institute for Communicable Diseases
on avian influenza surveillance among the
birdlife at the NZG in Pretoria.
The NZG collaborates with the Gauteng Department

of Agriculture and Rural Development on notifiable
disease monitoring and reporting and is partnering
with the department to establish a quarantine facility
for wildlife law enforcement.
Collaboration with the Botswana Wildlife Services
is on capacity building in forensic science with links
to a partnership with the University of Botswana for
student training in wildlife biotechnology.
In addition, the research team at the zoo are involved
in the following collaborative projects:

Wildlife research and conservation medicine
with SANParks;

Veterinary and nutritional information-sharing
with Johannesburg Zoo;

Mabula Ground Hornbill project on in situ
conservation actions and genetic structure
research;

Several collaborations with industry, especially
with Inqaba Biotech for SNP development for
genome sequencing and population genetic
analyses; and

Providing the City of Tshwane with veterinary
and research services.
6.5 Main activities

P lanning is underway to establish a Centre

for Conservation Medicine and Research, by
expanding the veterinary capacity.
A scoping study will be undertaken for the
planned Life Sciences Centre as a hub for
science advancement.
Subject to receipt of funding from the
Department of Public Works, planning
is underway to expand the research
infrastructure, establish a new staff centre and
construct new civil works facilities.
Plans to reconfigure and resize the NZG will be
taken further to improve the current and future
sustainability of the facility.
109
6.6 Challenges

Inadequate funding to drive the research agenda

through acquisition of research capacity and
infrastructure;
L ack of experienced postdoctoral researchers
and technical support staff in the critical areas of
histopathology, microbiology, chemical pathology
and endocrinology;
Acute pressure on operating income as a result
of the current economic climate weakens the
ability to invest in the needs of staff, visitors and
the animal collection;
Aged and failing infrastructure has the potential
to undermine visitor, staff and animal collection
safety as well as operational effectiveness; and
Lack of alignment between the research / science
advancement mandate and staff configuration
remains a challenge.
The NZG will...

generate 47% of its
income through
attracting
visitors
SOUTH AFRICAN ENVIRONMENTAL

OBSERVATION NETWORK (SAEON)

The South African Environmental Observation Network
(SAEON) consists of six geographically dispersed
environmental observatories (field stations and
research sites), representing the diverse landscapes,
coastal areas and offshore marine environments in
South Africa. The environmental observatories are
essentially nodes of the national observation and
monitoring system.
Coordination of the nodes is provided by the National
Office in Pretoria (Gauteng), which forms the
organisational hub and the main link with management
and funding organisations. The nodes are linked by
an information management system centred on an
online data portal for archiving and sharing data. Data
accessibility is enhanced by management tools to
develop data searches and geospatial visualisation.
Users can obtain and integrate data from a variety of
providers through the SAEON data portal.
The nodes are hosted by stakeholder bodies that

provide platforms for research on long-term changes
in ecosystem structure, composition, function and
spatial characteristics.
Table 19 encapsulates details about the SAEON
network and nodes.
The research facilities at the nodes include automated
weather stations and field-based apparatus for
assessing and monitoring flora, fauna, soil, water and
the atmosphere. There are also adequately equipped
laboratories for conducting biophysical and chemical
tests on environmental phenomena, and for analysing
the properties of plant and animal specimens.
Researchers also have access to off-road vehicles,
a near-shore boat, and computer hardware and
software that can process and archive data, generate
data products, and make data accessible to end
users. Although the coastal and marine nodes make
use of the equipment of international programmes,
they have acquired various oceanographic research

instruments, such as current meters, Argo floats and
diving gear.
The observation network coordinates and sponsors
domain-specific data centres such as the Southern
African Data Centre for Oceanography (SADCO) and
the African Ocean Biodiversity Information System
(AfrOBIS).
An advisory board of senior officials from the
Department of Science and Technology (DST) as
funder, NRF as manager and the National Business
Initiative (NBI) and Higher Education South Africa
(HESA) guides and governs activities, while SAEONs
subsystems interact with stakeholders and Node
Liaison Committees that comprise active research
partners.
SAEON has core competencies in environmental
observation, data management platforms and
111
Table 19: SAEON node network, ecological regions and host organisations
Name of node
Ecological region
Centre
Host organisation
Arid Lands
Arid and semi-arid
Kimberley, Northern Cape
South African National Parks
Egagasini
Marine off-shore
Cape Town, Western Cape
Department of Environmental Affairs: Oceans and Coasts
Elwandle
Coastal and marine In-shore
Grahamstown, Eastern Cape
South African Institute for Aquatic Biodiversity (SAIAB)
Fynbos
Cape flora
Cape Town, Western Cape
South African National Biodiversity Institute (SANBI)
Grassland
Grassland, forests and wetlands Pietermaritzburg, KwaZulu-Natal
Ezemvelo KwaZulu-Natal Wildlife
Ndlovu
Savanna
environmental science education outreach, which

enable it to give effect to:

The generation of long-term information on the
sustainable management of natural resources
and systems over a range of eco-regions and
land uses;

The development of data management
platforms such as the South African Earth
Observation System (SAEOS); the South
African Risk and Vulnerability Atlas; and the
Nairobi Clearinghouse Mechanism data portal;
and

The presentation of environmental science
education outreach activities to high schools
that benefits learners and teachers.
Phalaborwa, Limpopo
services; and provides South Africa with reliable

information for evidence-based policies and
strategies towards adaptation to climate and
global change;
Establish the first phase of the Maputaland
St Lucia long-term ecological research and
monitoring programme;
Monitor sites close to the trawl industry on the
west coast;
Initiate and co-ordinate mountain-to-ocean
environmental monitoring research along two
river systems; and
Develop and maintain oceanographic databases
and websites using historical and research
data.
7.2 Research plan
SAEON will:

Continue to implement the Ridovhona
Environmental Observation and Research
Programme that improves the understanding
of ecosystem functioning and dynamics;
enhances the ability to detect, predict and
react to environmental change; generates data
that could inform the process of formulating
policies and strategies for promoting judicious
use and management of ecosystem goods and
Postgraduate student training takes place within

SAEON programmes, while the SAEON Graduate
Student Network (GSN) offers a structured forum to
postgraduates pursuing studies in fields related to
the networks mandate for interaction and sharing of
ideas. SAEON funds GSN activities, such as an annual
conference and research training, and partially funds
GSN members to attend international conferences and
winter/summer schools.

collaborations
SAEON is internationally recognised as a leading player
in data management platforms for environmental
observation and therefore participates in the World
Data System of the International Council for Science
(ICSU) and the Global Earth Observation System of
Systems (GEOSS) of the Group on Earth Observation
(GEO).
7.5 Main activities

The main activities of SAEON are to:

Establish, develop and maintain environmental
observatories of international standard in all
major ecological regions of South Africa;

Drive, promote, facilitate and co-ordinate longterm ecological research activities within the
environmental observatories; and

Contribute to the regional and global activities
of the International Long-term Ecological
Research Network (ILTER).
7.6 Challenges

S AEON budgets in recent years have focused

on maintaining current operations, rather than
expansion to achieve long-term strategic goals.
Increased MTEF core grants are required to
accelerate and achieve SAEONs long-term
goals.
Limited funding has restricted SAEONs ability to
appoint a full complement of scientific, technical
and support staff; to acquire critically needed
infrastructure and equipment; or establish
an extension and advisory unit to provide
communities and user groups, such as farmers
and foresters, with policy recommendations
and advice. These issues present significant
challenges for the Observatory Network going
forward.
The successful recruitment of key personnel at
remotely located nodes will be prioritised in the
year ahead.
Research outputs at
National Research Facilities...
target for peer-reviewed journal
articles in 2012/13:
181
Vision 2015 target;
250
113
SPECIAL PROJECTS
8.1 Infrastructure planning

SKA-SA is a project of the NRF and the DST where
the NRF has been mandated to manage the project
as a business unit and provide the administrative
and governance structures required in line with the
PFMA and related legislations. The project has two
imperatives: the first is to bid to host the international
Square Kilometre Array telescope, which will be built
by a consortium of governments and institutions.
The second is to design and construct the MeerKAT
telescope. Initially the two bidding nations, i.e. South
Square Kilometre Array

South Africa (SKA-SA)
Africa and Australia, were required to build a technology

demonstrator that would be a viable telescope in order
to prove the capability of the host nation to deliver bulk
infrastructure as well as green fields technology.
SKA-SA adopted a system engineering approach and
built a series of prototypes to verify the technology
decisions taken on the way to building the demonstrator.
SKA-SA has built the following engineering prototype
platforms:

PED: A test radio telescope interferometer
located at the SAAO was built to help teach
interferometry skills and remote control

techniques and has now been handed over to
universities as a training platform.
eXperimental Development Model (XDM): The
worlds first single-dish system, consisting
of a 15m composite dish, was constructed at
HartRAO and delivered by the SKA-SA team.
K AT-7: This first composite antenna array
telescope system of its kind in the world, was
built in the Karoo on the newly developed
site. KAT-7 is starting to produce scientifically
relevant results and will remain the primary
test platform for various MeerKAT subsystems

(notably software) ahead of the MeerKAT
construction.

As part of the project mandate, the Karoo Radio
Astronomy Reserve was established by the SKA-SA
project. The reserve includes the farms Losberg and
Meys dam that were purchased for the project. The
farms as well as the support base at Klerefontein
support international projects such as the C-Band AllSky Survey (C-BASS) and Precision Array for Probing
the Epoch of Re-ionisation (PAPER).
KAT-7, the preproduction prototype of MeerkAT was
constructed on the farm Losberg and is in the final
phase of acceptance testing and commissioning of the
Science Verification Programme.
At the 2010 MeerKAT design review, a panel of
external experts advocated a design change from
the initial 80 dish, 12m centre-fed array to a 64 dish
14m offset Gregorian array. The technical and cost
benefit analysis proved that for a marginal increase in
cost, the MeerKAT telescope would be a viable and
competitive telescope in its own right for the next 20
years or at least until the SKA-SA is commissioned.
The project is currently gearing up for construction and
a number of tenders will be awarded in the 2012 and
2013 financial years.

T he past few years have been critical in

establishing structures and policies for the
various bursary and support programmes as
well as for the establishment of credibility and
networks with local and international universities
and other stakeholders. The programme has
established a firm base from which to grow.
Two major objectives for 2012/13 will be
to assess the success of the human capital
development programme and in addition,
to create skills relevant to radio astronomy
through summer and winter schools;
workshops facilitated by experienced local and

international radio astronomers; and a mobility
grants programme.
An on-going objective has been the creation of
an interactive science community around the
project.
8.4 Main activities


collaborations
A number of local companies have been involved
with the project, specifically working on the MeerKAT
prototype. The innovation produced by BAE System
Dynamics, MSS, EMSS and Tellumat has been
effective and has placed them in a position to compete
internationally on SKA contracts and in industry
sectors that require related expertise. Researchers at
universities have also gained valuable expertise, which
will be available to industry.
Mutual benefit agreements for joint research have
been signed with Intel and IBM and there is extensive
collaboration with Nokia Siemens Networks. An
MoU is being negotiated with Finmeccanica and the
consortium TechNapoli. Collaboration agreements
have been signed with the National Radio Astronomy
Observatory of the USA, the universities of California,
Pennsylvania, Oxford, Cambridge and INAF (Italy).
Active collaboration with other institutes such as
TIFRA (India) and the universities of Manchester and
Illinois, is also underway.
As a result of the experience gained in the development
and construction of KAT-7 and the MeerKAT, the
SKA-SA team is increasingly playing a leading role in
the development of the work packages and system
engineering of the SKA. This creates opportunities
for the SKA-SA and South African companies to lead
much of the design and technology development for
the SKA.
During the 2012/13 financial year, the MeerKAT

system-level specifications will be completed
and reviewed by an international panel and
detailed design will begin. Infrastructure and
dish construction tenders are being placed.
Science verification, software development,
concepts for scaling and general user interfaces
will be tested on KAT-7.
A schools programme is being rolled out,
particularly at schools in Carnarvon and
Williston. The main objective is to increase
mathematics and science enrolments and
enhance the mathematics and science
education at the schools so that learners
can meet the entrance requirements set by
universities and universities of technology.
Should South Africa win

the SKA bid, the project
will change the astronomy
landscape on the African
continent and globally
115
Close-up of focused
human eye
Part G
NRF KEY PERFORMANCE TARGETS

2012/132014/15
The Balanced Scorecard reflects the planned performance of the NRF in

terms of the scorecard perspectives. The corporate indicators set targets for
the NRF performance against the strategic goals of the organisation.
The NRF performance targets are structured in two (2) ways, i.e. according to:

The strategic goals of the NRF; and

The Balanced Scorecard perspectives.
Capturing the
essence of
performance
117
NRF PERFORMANCE INDICATORS

ACCORDING TO THE STRATEGIC GOALS
The NRFs Vision 2015 directs its activities towards the achievement of five strategic goals, i.e.:

Promoting internationally competitive research as the basis for a knowledge economy;

Growing a representative science and technology workforce in South Africa;

Providing cutting-edge research, technology and innovation platforms;

Operating world-class evaluation and grant-making systems; and

Contributing to a vibrant national system of innovation.
The performance targets of the NRF are set against these strategic goals (see Table 20 on page 119).
Strategic goal
Table 20: NRF performance indicators according to NRF goals

Actual 2010/11
Actual Actual
2008/09 2009/10 Nominator Denomior Number nator
Estimated
2012/13
Performance Nominator Denominator
2011/12 or Number
Targets
%
2013/14 2014/15
% or
Number
Promoting internationally competitive research as basis for a knowledge economy

Percentage of total resources expensed to
grants (incl. scholarships) as proportion of RISA
77%
79%
1325037 1546669 86%
80%
1524772 1762684 87%
87%
expenditure (R'000) within the current financial
year
Total NRF expenditure as % of R4 billion per
36%
39%
2029896 4000000 51%
46%
3182987 4000000 80%
70%
annum target (2015) (R'000)
Average number of ISI publications per
1,7
1,85
1,77
1,9
1,9
-
2
NRF-supported researcher across all disciplines
Average number of ISI publications per National
1,84
1,84
1,75
2
2
2,2
Facility researcher
NRF-rated researchers as a proportion of
64%
71%
2285
3000
76%
72%
-
72%
73%
estimated active ISI researchers in the country
Proportion of NRF-rated researchers Black
16%
17%
433
2285
19%
18%
450
2560
18%
20%
from designated groups to total
Women
26%
27%
634
2285
28%
27%
680
2560
27%
29%
number of rated researchers
Proportion of NRF-funded PhDs to total PhDs
14%
13%
1937
11467
17%
14%
1715
12000
14%
14%
registered nationally
Proportion of NRF grantholders from Black
27%
26%
839
2927
29%
30%
850
2850
30%
31%
designated groups to total number of
Women
37%
35%
991
2927
34%
40%
1150
2850
40%
41%
NRF grantholders
Number of learners reached through science

36738 468021 814989
715000 796000
-
876250
advancement activities
Number of educators reached through science
4102 18909
28945
-
27280
26356
28396
Growing a representative science and technology workforce in South Africa : Corporate human resources and transformation (NRF internally)
69%
71%
832
1220
68%
73%
991
1386 71,5% 73,0%
Proportion of NRF staff members from Black
Women
39%
40%
484
1220
40%
42%
572
1386 41,3% 41,7%
designated groups to total NRF staff Disabilities 1,0%
1,0%
14
1220
1,1%
2,0%
17
1386
1,2%
1,2%
Proportion of South Africans from
Black
46%
35%
75
240
31%
40%
614
1386 44,3% 47,7%
designated groups in three highest
Women
34%
22%
50
240
21%
26%
399
1386 28,8% 31,7%
employment categories
Proportion of foreign nationals employed to total
3,1%
3,2%
43
1220
3,5%
3,5%
42
1386
3,0%
3,0%
NRF staff
Staff turnover: below 5%
8,4%
7,2%
126
1220 10,3%
5,0%
83
1386
6,0%
6,0%
Proportion of seconded staff employed (to provide 0,1%
0,2%
3
1220
0,2%
1,0%
3
1386
0,2%
0,2%
additional internal expertise) to total NRF staff
Proportion of training expenditure to total salary
1,5%
1,8%
7301
391727 1,9%
2,0%
9519
475937 2,0%
2,0%
budget (R'000)
Proportion of NRF staff with postgraduate
19%
24%
315
1220
26%
25%
347
1386 25,0% 25,0%
qualifications
% or
Number
87%
75%
2,1
2,4
74%
21%
30%
15%
32%
42%
913500
28660
74,6%
42,2%
1,2%
51,2%
34,6%
3,0%
6,0%
0,2%
2,0%
25,0%
119
Strategic goal
Table 20: NRF performance indicators according to NRF goals (continued)

Actual 2010/11
Actual Actual

Proportion of RISA grant investment (excl.
scholarships) in research equipment at research
8%
12%
institutions and National Research Facilities
(R'000)
Proportion of RISA competitive grants investment
(excl. scholarships) in National Research Facilities
3%
4%
(R'000)
Proportion of RISA expenses invested in RISA
1,5%
1%
information services and platforms (R'000)
Proportion of investment in CAPEX (R'000)
7%
8%
Proportion of RISA grant expenses (excl.
scholarships) allocated to researchers and HEIs
for access to National Research Facilities and
equipment (R'000)
Referred papers published by SA

SAAO
users of the Observatory excl.
facilities staff
iThemba Proportion of international
collaboration to total collaboration
LABS
Number
of
collaborations
with
national and provincial departments

SAEON
as
well
as
research
institutions
Marine Platform: Use of the
SAIAB
Ukwabelana vessel - number of trips
per annum
Number of researchers using the
NZG
facility excl. facility staff
International projects accommodated
SKA
on and supported by the Karoo
Astronomy Reserve
Percentage time available on the
26m telescope to participate in the
HartRAO
international Very Long Baseline
Interferometry (VLBI) experiments
Estimated
2012/13
2011/12 or Number
Targets
%
2013/14 2014/15
% or
Number
% or
Number
186057
1026601 18%
14%
126000
1256739 10%
12%
12%
54887
1026601
4%
50000
1256739
4%
5%
5%
29334
1546669 1,9%
3%
77000
1762684
4%
3%
3%
107938
2267899 4,8%
8%
506956
3182987 16%
20%
25%
1633
1026601 0,16%
2,0%
25000
1256739 2,0%
2,0%
2,0%
5%
17%
20%
72
354
20%
70%
70%
16
18
20
24
30
30
30
30
25
25
25
99%
95%
95%
95%
95%
Strategic goal
Table 20: NRF performance indicators according to NRF goals (continued)

Actual 2010/11
Actual Actual

Proportion of available grant funding disbursed
64%
84%
1325037 1639279 81%
(R'000)
Proportion of rated researchers funded by NRF

61%
61%
1716
2285
75%
Proportion of contract income to total income
42%
49%
1277178 2288147 56%
(R'000)
Proportion of operating expenditure to total
21%
21%
357297 2267899 16%
expenditure (R'000)
Proportion of remuneration to total expenditure
17%
19%
391727 2267899 17%
(R'000)
Ratio of ICT expenditure to total expenditure
2,0%
30786 2267899 1,4%
(R'000)
Proportion of RISA grantholders in Social Sciences
820
2927 28,0%
and Humanities to total number of grantholders
Ratio of RISA grant investment in Social Sciences
17%
140694 1026601 14%
and Humanities (R000)
Proportion of RISA grant investment in
international initiatives to total RISA grant
8%
9%
66809 1026601 7%
expenditure (R'000)
Interaction with public at large through science
627035 795554 693384
Number of science promotion publications
47
48
produced
Number of career exhibits/exhibitions produced
37
44
and travelled
Estimated
2012/13
2011/12 or Number
86%
65%
49%
Targets
2013/14 2014/15
% or
Number
% or
Number
90%
90%
75%
75%
76%
1852218 3054175 61%
58%
59%
1350000 1524772 89%

1920
2560
20%
536526
3182987 17%
17%
16%
20%
475937
3182987 15%
17%
18%
5,0%
63660
3182987 2,0%
2,0%
2,0%
800
28,0%
28,0%
28%
160000
1256739 13%
20%
20%
10%
133056
1256739 11%
11%
11%
778500
830543
871465
921082
42
43
47
48
67
27
23
36
2850
28%
Legend
Growing a representative science and technology workforce in South Africa : Corporate human resources and transformation (NRF internally)
121
BALANCED SCORECARD APPROACH
The targets towards achieving these goals are mapped against the key perspectives of the Balanced Scorecard. The perspectives include the:

Stakeholder perspective;

Financial perspective;

Organisational perspective (business processes and procedures);

Organisational learning and growth perspective; and

Human resources and transformation perspective.
The suite of key performance indicators and targets is shown in Table 21 on page 123.
Performance targets in the stakeholder perspective reflect the strategic intent of the NRF. The remaining Balanced Scorecard perspectives are regarded as internal NRF
performance areas that support the ability of the organisation to address its strategic priorities.
Balance Scorecard
perspective
Table 21: Balance scorecard performance
Actual
Actual
2008/09 2009/10
Stakeholder perspective
Average number of ISI publications per
NRF-supported researcher across disciplines
1,7
NRF-rated researchers as a proportion of
estimated active ISI researchers in the country
64%
Proportion of NRF-funded PhDs to total PhDs
registered nationally
14%
Proportion of NRF investment in providing
research platforms at National Research Facilities (R'000)
Proportion of RISA grant investment (excl.
scholarships) in research equipment at research
institutions and National Research Facilities
(R'000)
8%
Proportion of RISA competitive grants investment (excl. scholarships) in National Research
Facilities (R'000)
3%
Proportion of RISA expenses invested in RISA
information services and platforms (R'000)
1,5%
Proportion of investment in CAPEX (R'000)
6,6%
Proportion of RISA grantholders in Social
Sciences and Humanities to total number of
grantholders
Ratio of RISA grant investment in Social Sciences and Humanities (R'000)
Proportion of RISA grant investment in international initiatives to total RISA grant expenditure
(R'000)
8%
Number of learners reached through Science
Advancement activities
36738
Number of educators reached through Science
4102
Interaction with public at large through Science
627035
Number of science promotion publications
produced
0
Number of career exhibits/exhibitions produced
0
Actual 2010/11
Nominator Denomior Number nator
Estimated
2012/13
Performance
2011/12 Nominator Denomior Number
nator
Targets
2013/14
2014/15
% or
Number
% or
Number
1,85
1,8
1,9
1,9
2,1
71%
2285
3000
76%
72%
72%
73%
74%
13%
1937
11467
17%
14%
1715
12000
14%
14%
15%
43%
367497
673668
55%
40%
1316508
3182987 41%
41%
41%
12%
186057
1026601 18%
14%
126000
1256739 10%
12%
12%
4%
54887
1026601 5%
4%
50000
1256739
4%
5%
5%
1,0%
8%
29334
107938
1546669 1,9%
2267899 4,8%
3,0%
8%
77000
506956
1762684 4%
3182987 16%
3%
20%
3%
25%
800
28%
28%
28%
17%
140694
1026601 14%
28%
160000
1256739 13%
20%
20%
9%
66809
1026601 7%
10%
133056
1256739 11%
11%
11%
468021
814989
715000
796000
876250
913500
18909
28945
27280
26356
28396
28660
795554
693384
778500
830543
871465
921082
47
37
48
44
42
67
43
27
47
23
48
36
2850
123
Balance Scorecard
perspective
Table 21: Balance scorecard performance (continued)
Actual
Actual
2008/09 2009/10
Financial perspective
Proportion of contract income to total income
(R'000)
42%
Proportion of operating expenditure to total

expenditure (R'000)
21%
Proportion of remuneration to total expenditure
(R'000)
17%
Total NRF expenditure as % of R4 billion per
annum target (2015) (R'000)
36%
Organisational perspective
Proportion of available grant funding disbursed
(R'000)
64%
Proportion of rated researchers funded by NRF
61%
Organisational learning and growthperspective
Proportion of training expenditure to total salary
budget (R'000)
1,5%
Proportion of NRF staff with postgraduate
qualifications
19%
Proportion of seconded staff employed (to
provide additional internal expertise) to total NRF
staff
0,10%
Human Resources and Transformation perspective (external)
Black
37%
Proportion of 3rd year/4th year
students from designated groups

Women
49%
supported
49%
Actual 2010/11
1277178 2288147 56%
Estimated
2012/13
Performance
nator
Targets
2013/14
2014/15
% or
Number
% or
Number
49%
1852218
3054175 61%
58%
59%
21%
357297
2267899 16%
20%
536526
3182987 17%
17%
16%
19%
391727
2267899 17%
20%
475937
3182987 15%
17%
18%
39%
2029896 4000000 51%
46%
3182987
4000000 80%
80%
80%
84%
61%
1325037 1639279 81%

1716
2285 75%
86%
65%
1350000
1920
1524772 89%
2560
75%
90%
75%
90%
76%
2,0%
9519
475937
2,0%
2%
2%
1,8%
7301
391727 1,9%
24%
315
1220
26%
25%
347
1386
25%
25%
25%
0,18%
1220
0,2%
1%
1386
0,2%
0,2%
0,2%
76%
228
425
54%
79%
300
420
71%
73%
75%
56%
190
425
45%
56%
215
420
51%
55%
57%
Balance Scorecard
perspective
Table 21: Balance scorecard performance (continued)
Actual
Actual
2008/09 2009/10
Proportion of BTech/Honours
Black
66%
students from designated groups
Women
55%
supported
36%
Proportion of masters students from Black
designated groups supported
Women
51%
36%
Proportion of doctoral students from Black
designated groups supported
Women
50%
26%
Proportion of Postdoctoral students Black
from designated groups supported Women
41%
Proportion of NRF grantholders from Black
27%
designed groups to total number of
Women
37%
NRF grantholders
Proportion of NRF-rated research- Black
16%
ers from designated groups to
Women
26%
total number of rated researchers
Human Resources and Transformation perspective (internal)
Black
69%
Proportion of NRF staff members
from designated groups to total
NRF staff
Women
39%
Disabili1,0%
ties
Proportion of South Africans from
Black
46%
designated groups in three highest
Women
34%
employment categories
Proportion of foreign nationals employed to total
NRF staff
3,1%
Staff turnover: below 5%
8,4%
Actual 2010/11
Estimated
2012/13
Performance
nator
Targets
2013/14
2014/15
% or
Number
% or
Number
73%
2043
2718
75%
75%
1560
1950
80%
0%
0%
59%
1465
2718
54%
59%
1070
1950
55%
0%
0%
53%
52%
52%
51%
40%
48%
26%
1925
1799
1065
933
160
169
839
3566
3566
1937
1937
405
405
2927
54%
50%
55%
48%
40%
42%
29%
57%
53%
53%
52%
40%
48%
30%
1850
1680
960
850
170
170
850
3390
3390
1715
1715
390
390
2850
55%
50%
56%
50%
44%
44%
30%
59%
54%
57%
54%
44%
44%
31%
60%
55%
58%
55%
45%
45%
32%
35%
991
2927
34%
40%
1150
2850
40%
41%
42%
17%
433
2285
19%
18%
450
2560
18%
20%
21%
27%
634
2285
28%
27%
680
2560
27%
29%
30%
71%
832
1220
68%
73%
991
1386
72%
73%
75%
40%
484
1220
40%
42%
572
1386
41%
42%
42%
1,0%
14
1220
1,1%
2,0%
17
1386
1%
1%
1%
35%
75
240
31%
40%
614
1386
44%
48%
51%
22%
50
240
21%
26%
399
1386
29%
32%
35%
3,2%
7,2%
43
126
1220
1220
3,5%
10%
3,5%
5,0%
42
83
1386
1386
3%
6%
3%
6%
3%
6%
125
THE NRF SUPPORTING POLICY FRAMEWORK
SECTION I: THE NRF SUPPORTING POLICY FRAMEWORK

SUPPORTING FRAMEWORK
A
Exemptions granted from the provision of the pfma
B
Risk Management Plan
C
Fraud Prevention Plan
D
Materiality and Significance Framework
E
Schedule of the nrf Boards main activities
F
Structure and composition of nrf Board and its committees
G
Employment Equity Plan
H
Business Development Strategy
I
Communication Plan
J
Ict Plans
Policies that form the supporting framework of the operations of the NRF are available on request.
We deliver...
on our long-term
goals
127
CONTACT DETAILS
Corporate Executives
Dr AS van Jaarsveld
CEO: National Research Foundation (NRF)
Tel: +27 12 481 4137
Fax: +27 12 481 4006
Email: albert@nrf.ac.za
Mr PB Thompson
Group Executive: Human Resources and Stakeholder
Relations
Tel: +27 12 481 4073
Fax: +27 12 481 4006
Email: patrick@nrf.ac.za
Corporate Services
Dr D Pillay
Deputy CEO: Research and Innovation Support and
Advancement (RISA)
Tel: +27 12 481 4286
Fax: +27 12 481 4162
Email: gansen.pillay@nrf.ac.za
Mr RD Grace
Executive Director: Corporate Finance
Tel: +27 12 481 4355
Fax: +27 12 481 4006
Email: ron@nrf.ac.za
Dr BA Damonse
Group Executive: Science Advancement
Tel: +27 12 392 9363
Fax: +27 12 320 7803
Email: beverley@saasta.ac.za
Web: www.saasta.ac.za
Ms F Osman
Executive Director: Corporate Governance
Tel: +27 12 481 4192
Fax: +27 12 481 4006
Email: faranah.osman@nrf.ac.za
Web: www.nrf.ac.za
Mr B Singh
Chief Financial Officer and Group Executive: Finance
and Business Systems
Tel: +27 12 481 4038
Fax: +27 12 481 4006
Email: bishen@nrf.ac.za
Mr MW Skowronski
Executive Director: Information and Communication
Technology (ICT)
Tel: +27 12 481 4335
Fax: +27 12 481 4234
Email: wotjek@nrf.ac.za
RISA
Dr AM Kaniki
Executive Director: Knowledge Fields Development
(KFD)
Tel: +27 12 481 4260
Fax: +27 12 481 4005
Email: andrew@nrf.ac.za
Mr R Kriger
Executive Director: International Relations and
Cooperation (IR&C)
Tel: +27 12 481 4141
Fax: +27 12 481 4044
Email: rskriger@nrf.ac.za
Dr R Maharaj
Executive Director: Human Institutional Capacity
Development (HICD)
Tel: +27 12 481 4087
Fax: +27 12 481 4006
Email: romilla@nrf.ac.za
Dr NB Nthambeleni
Executive Director: Grant Management and Systems
Administration (GMSA)
Tel: +27 12 481 4182
Fax: +27 12 481 4006
Email: bernard@nrf.ac.za
Dr SD Selematsela
Executive Director: Knowledge Management and
Evaluation (KM&E)
Tel: +27 12 481 4158
Fax: +27 12 481 4006
Email: daisys@nrf.ac.za
Dr NSR Skeef
Executive Director: Applied Research, Innovation and
Collaboration (ARIC)
Tel: +27 12 481 4129
Fax: +27 12 481 4246
Email: rocky@nrf.ac.za

Prof N Chetty
Group Executive: Astronomy
Tel: +27 12 481 4010
Fax: +27 12 414 3800
Email: nithaya.chetty@nrf.ac.za
Dr M Gaylard
Acting Managing Director: Hartebeesthoek Radio
Astronomy Observatory (HartRAO)
Tel: +27 12 301 3100
Fax: +27 12 301 3300
Email: mike@hartrao.ac.za
Web: www.hartrao.ac.za
Dr AW Paterson
Managing Director: South African Institute for Aquatic
Biodiversity (SAIAB)
Tel: +27 46 603 5800
Fax: +27 46 622 2403
Email: a.paterson@saiab.ac.za
Web: www.saiab.ac.za
Dr ZZ Vilakazi
Executive Director: iThemba Laboratory for
Accelerator Based Sciences (iThemba LABS)
Tel: +27 21 843 1000
Fax: +27 21 843 3525
Email: director@tlabs.ac.za
Web: www.tlabs.ac.za
Mr J Pauw
Executive Director: South African Environmental
Observation Network (SAEON)
Tel: +27 12 349 7722
Fax: +27 12 392 9316
Email: johan@saeon.ac.za
Web: www.saeon.ac.za
Prof PA Whitelock
Acting Executive Director: South African Astronomical
Observatory (SAAO)
Tel: +27 12 447 9318
Fax: +27 12 447 3639
Email: paw@saao.ac.za / director@saao.ac.za
Web: www.saao.ac.za
Dr C Nxomani
Executive Director: National Zoological Gardens (NZG)
Tel: +27 12 328 3265
Fax: +27 12 323 4540
Email: clifford@nzg.ac.za
Web: www.nzg.ac.za
For further information on aspects of this

document, please contact:
Ms Magdal Pienaar-Marais
Manager: Corporate Governance: Strategic Planning
and Reporting
Tel: +27 12 481 4070
Fax: +27 12 481 4006
E-mail: magdal@nrf.ac.za
129
LIST OF ACRONYMS
ACCESS
ACEP
AFM
AFREF
AGNs
AISA
AMS
ARC
ARIC
ASCLME
ATAP
AVN
CfP
CGS
CHE
CIA
CSD
CSIR
DAAD
DACST
DACSTDFA
DAFF
DC
Applied Centre for Climate and Earth Systems Science

African Coelacanth Ecosystems Programme
Atomic Force Microscope
African Geodetic Reference Frame
Active Galactic Nuclei
Africa Institute of South Africa
Accelerator Mass Spectroscopy
Agricultural Research Council
Applied Research, Innovation and Collaboration
Agulhas and Somali Current Large Marine Ecosystem
Acoustic Tracking Array Platform
African VLBI Network
Call for Proposal
Council for Geoscience
Council on Higher Education
Cape Isostatic Anomaly
Centre for Science Development
Council for Scientific and Industrial Research
Deutscher Akademischer Austausch Dienst (German Academic
Exchange Service)
Department of Arts, Culture, Science and Technology
Department of Arts, Culture, Science and Technology Department
of Foreign Affairs
Department of Agriculture, Forestry and Fisheries
Development Corporation
DEA
DHET
DIRCO
DMR
DoE
DST
DST-CUPP
the dti
DUT
EDRMS
ENE
ERM
ESA
EVN
eWASA
FSATI
Fish-BOL
FoA
FRD
FRG
GDR
GEF
GFZ
GMSA
GPS
Department of Environmental Affairs

Department of Higher Education and Training
Department of International Relations and Cooperation
Department of Mineral Resources
Department of Energy
Department of Science and Technology
DST Community University Partnership Programme
Department of Trade and Industry
Durban University of Technology
Electronic Data and Records Management System
Estimates of National Expenditure
Enterprise Risk Management
European Space Agency
European VLBI Network
e-Waste Association of South Africa
French South African Institute of Technology
Fish Barcode of Life
Focus on Africa
Foundation for Research Development
Federal Republic of Germany
German Democratic Republic
Global Environmental Facility
GeoForschungsZentrum
Grants Management and Systems Administration
Global Positioning System
GRI
GSK
GTS
HartRAO
HCP
HEIs
HEMIS
HESA
HESS
HICD
HR
HRTEM
HSDD
HSRC
iBOL
ICP
ICSU
ICT
IEEE
IERS
IGS
IKS
ILRS
IPAP2
IPv4
Global Reporting Initiative

GlaxoSmithKline
Grenoble Test Source
Hartebeesthoek Radio Astronomy Observatory
Human Capacity Programme
Higher Education Institutions
Higher Education Management Information System
Higher Education South Africa
High Energy Stereoscopic System
Human and Institutional Capacity Development
Human Resources
High Resolution Transmission Electron Microscope
Human and Social Dynamics in Development
Human Sciences Research Council
International Barcode of Life
Institutional Capacity Programme
International Council for Science
Information and Communication Technology
Institute of Electrical and Electronics Engineering
International Earth Rotation and Reference System
International GNSS Service
Indigenous Knowledge Systems
International Laser Ranging Service
Industrial Policy Action Plan 2
Internet Protocol version 4
IPv6
IR&C
IRG
IRS
IRSF
IVS
IyA
JINR
KAT-7
KELT
KFD
KIC
KM&E
KPI
L/SLR
LCOGT
LHC
M&E
MCDM
MCM
MONET
MRC
MTEF
MTSF
MWLA
Internet Protocol version 6

International Relations and Cooperation
International Research Grants
Information Resources and Services
Infra-Red Survey Facility
International VLBI Service
Inkaba yeAfrica
Joint Institute for Nuclear Research
Karoo Array Telescope-7
Kilodegree Extremely Little Telescope
Knowledge Fields Development
Knowledge Interchange and Collaboration
Knowledge Management and Evaluation
Key Performance Indicator
Lunar/Satellite Laser Ranger
Las Cumbres Observatory Global Telescope
Large Hadron Collider
Monitoring and Evaluation
Multi-Criteria Decision-Making
Marine and Coastal Management
Monitoring Network of Telescopes
Medical Research Council
Medium-Term Expenditure Framework
Medium-Term Strategic Framework
Multi-wavelength Astronomy
131
NASA
NASSP
NECSA
NEP
NEPAD
NFEPA
NFP
NIMPO
NITheP
NNEP
NRDS
NRF
NSA
NSF
NSFAS
NSI
NTeMBI
NWO
NWU
NZG
OECD
OTN
PAST
PDP
PFMA
National Aeronautics and Space Administration

National Astrophysics and Space Science Programme
Nuclear Energy Corporation of South Africa
National Equipment Programme
New Partnership for Africa's Development
National Freshwater Ecosystem Priority Areas
Nanotechnology Flagships Project
National Intellectual Property Management Office
National Institute for Theoretical Physics
National Nanotechnology Equipment Programme
National Research and Development Strategy
National Research Foundation
National Skills Authority
National Skills Fund
National Student Financial Aid Scheme
National System of Innovation
Nuclear Technologies in Medicine and Biosciences Initiative
Nederlandse Organisatie voor Wetenschappelijk Onderzoek
North-West University
National Zoological Gardens
Organisation for Economic Cooperation and Development
Ocean Tracking Network
Palaeontological Scientific Trust
Professional Development Programme
Public Finance Management Act
PIMS
PoCs
PPC
PPMS
R&D
RISA
RTF
SAAO
SAASTA
SABI
SABS
SADC
SAEON
SAIAB
SALT
SANAE
SANAP
SANBI
SANCOR
SANHARP
SANParks
SANSA
SARChI
SASSCAL
Performance Information Management System

Programmes of Cooperation
Parliamentary Portfolio Committee
Physical Properties Measurement System
Research and Development
Research and Information Management System
Research and Technology Fund
South African Astronomical Observatory
South African Agency for Science and Technology Advancement
South African Biosystematics Initiative
South African Bureau of Standards
Southern African Development Community
South African Environmental Observation Network
South African Institute for Aquatic Biodiversity
Southern African Large Telescope
South African National Antarctic Expedition
South African National Antarctic Programme
South African National Biodiversity Institute
South African Network for Coastal and Oceanic Research
South African Nuclear Human Asset and Research Programme
South African National Space Agency
South African Research Chairs Initiative
Southern African Science Service Centre for Climate Change and
Adapted Land Use
SAWS
SCBP
SCCB
SDSU
SEDA
SET
SETA
SETI
SHE
SKA-SA
SKFG
SLR
SMCE
SPII
SSC
SSDF
STAC
SuperWASP
THRIP
TIA
TUT
UCT
UP
VLBI
VoIP
South African Weather Service

SALT Collateral Benefit Programme
Synchrotron Capacity Building
San Diego State University
Small Enterprise Development Agency
Science, Engineering and Technology
Sector Education and Training Authorities
Science, Engineering and Technology Institution
Safety, Health and Environmental
Square Kilometre Array South Africa
Strategic Knowledge Fields Grants
Satellite Laser Range
Science in the marine and coastal environments
Support Programme for Industrial Innovation
Separated Sector Cyclotron
Scarce Skills Development Fund
Science and Technology Agreement Committee
Super Wide Angle Search for Planets
Technology and Human Resources for Industry Programme
Technology Innovation Agency
Tshwane University of Technology
University of Pretoria
Very Long Baseline Interferometry
Voice-over Internet Protocol
wBRC
WIOMSA
Wits
WRC
WWF
XDM
XRD
YoS
Wildlife Biological Resource Centre

Western Indian Ocean Marine Science Association
Water Research Commission
World Wide Fund
eXperimental Development Model
X-Ray Diffractometer
Year of Science
133
APPROVAL OF THE ANNUAL PERFORMANCE PLAN

The NRF Annual Performance Plan for 2012/132014/15 was processed through the NRF Corporate Executive and NRF Board and was subsequently approved by the
Minister of Science and Technology, Ms Naledi Pandor, on 05 March 2012.
This plan takes into account all the relevant policies, legislation and other mandates for which the NRF is responsible.
It also accurately reflects the strategic outcome-oriented goals and objectives which the NRF will endeavour to achieve over the period covered in the plan.
134 NRF Annual Performnace Plan
135
Research Driving
Sustainability
Tel: +27 (0)12 481-4000
Fax: +27 (0)12 349-1179
Email: info@nrf.ac.za
www.nrf.ac.za

Annual Performance Plan 2012 - 2015

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Annual Performance Plan 2012 - 2015

Enviado por

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Research Driving Sustainability

NRF Annual Performance Plan

English: The National Research Foundation takes

I-National Research Foundation

TshiVenda: National Research Foundation nga

XiTsonga: National Research Foundation ya

Setswana: National Research Foundation e

isiXhosa: I-National Research Foundation

Sepedi: National Research Foundation ka

Afrikaans: Die Nasionale Navorsingstigting bied met

isiNdebele: I-National Research Foundation

Sesotho: National Research Foundation e motlotlo

I-National Research Foundation

tinyungubyisa ku andlala nkunguhato wa matirhelo

boikgantho e hlagia peakanyo ya yona ya moomo wa

motlotlo go tlhagisa thulaganyo ya go dira ga yona

NRF Vision 2015

The NRF Values

PART A: NRF STRATEGIC OVERVIEW 2012-2015

The performance delivery environment

4 NRF Annual Performance Plan

PART B: FINANCE AND BUSINESS SYSTEMS

We do not inherit the earth

PART D: RESEARCH AND INNOVATION SUPPORT AND ADVANCEMENT

Science Advancement at National Research Facilities

PART F: NATIONAL RESEARCH FACILITIES

Nrf performance indicators according

NRF Annual Performance Plan

6 NRF Annual Performance Plan

Human capacity development

The future plans of the NRF focus on expanding the

P romote and provide training of human

A variety of programmes are in place to support the

2.2 Internationally competitive research

also includes funding for conference attendance;

NRF Annual Performance Plan

Figure 3: Human capacity development excellence pipeline (Investment for 2012/13)

Strategic research is conducted in knowledge areas

8 NRF Annual Performance Plan

The investment into priority research areas (the Grand

2.3 Research infrastructure and equipment

Major developments 2012/13

Major developments foreseen for 2012/13 include:

4 Structure of the 2012/13-2014/15

Separate sections provide information on the resources

NRF Annual Performance Plan

10 NRF Annual Performance Plan

NRF STRATEGIC OVERVIEW 20122015

NRF Annual Performance Plan

NRF HISTORY AND STRATEGY

1.1 Brief history of the National

The organisation aims to uphold excellence in all its

The NRF was established through the National

1.2 The mandate of the NRF

As an independent statutory agency, the NRF

12 NRF Annual Performance Plan

The NRF receives its mandate from the National Research

1.3 The NRF strategic plan

Economy. Broad stakeholder consultation preceded

1.4 The strategic goals of the NRF

Figure 4: The strategic goals of the NRF

1.5 The relevance of the NRF strategic

economy based on research, development and

PART D: RESEARCH AND INNOVATION SUPPORT AND ADVANCEMENT

P romote and provide training of human

2.3 Research infrastructure and equipment

4 Structure of the 2012/13-2014/15

1.1 Brief history of the National

1.5 The relevance of the NRF strategic

uman Resources and Stakeholder

2.4 Clustering of NRF core business divisions

2.6 Changes in the organisational

2.7 Risks in the organisational

T he NRF Board resolved that a dedicated

3.2 The role of the NRF within the

3.3 Prominent partners in the delivery

P romoting a culture of accountability across all

3.3.2 The Department of Science and Technology

3.3.3 The Department of Higher Education and

3.4 Relevant policies in the delivery

3.4.1 The National Research and Development

uman Palaeontology supported through the