1. CSIR Corporate Plan – 2006/7 to 2008/9
Presentation to Parliamentary Portfolio Committee on Science and Technology
Dr Sibusiso Sibisi
Chief Executive Officer - CSIR
9 March 2006

2. The CSIR Mandate “The objects of the CSIR are, through directed and
particularly multidisciplinary research and technological
innovation, to foster, in the national interest and in fields
which in its opinion should receive preference, industrial and
scientific development, either by itself or in co-operation with
principals from the private or public sectors, and thereby to
contribute to the improvement of the quality of life of the
people of the Republic, and to perform any other functions
that may be assigned to the CSIR by or under this Act.”
(Scientific Research Council Act 46 of 1988,
amended by Act 71 of 1990)
© CSIR

3. Presentation outline
Background and context for the CSIR Corporate Plan
Strategic objectives to be achieved by 2008/9
Operational plan highlights and financial budget
Concluding remarks
© CSIR

4. Background and context for the CSIR Corporate Plan
Background and context for the CSIR Corporate Plan Internal context (B60 Process)

5. The 2003 institutional review triggered the “Beyond 60” organisational renewal
To quote from the Review … “the CSIR’s science and technology base is currently not strong and, in some significant areas, it has been considerably weakened since the last Review in 1997”
The Beyond 60 process was conceived to reconfigure and renew the CSIR
© CSIR

6. CSIR Restructuring Initiative post 2003 Review
The starting point for ‘Beyond 60’ was a direct result of the 2003 Review (and other feedback)
To quote from the Review … ‘the science and technology base is currently not strong and, in some significant areas, it has been considerably weakened since the last Review in 1997’
The goal of Design Team is to recommend a suitable organisational model which will, within the framework of the CSIR mandate and other relevant Acts of Parliament, be optimally suited to strengthening the scientific and technological base of the CSIR whilst retaining and growing the sound business and commercial discipline and achieving enhanced relevance and impact
© CSIR

7. The CSIR has been reconfigured through the Beyond 60 process
Structural changes have created units with clarity of purpose and focus
Number of Operating Units rationalized
Scope and mandate of National Research Centres defined
Knowledge Services extracted as stand-alone unit
Most support has been rationalized and consolidated into Shared Services
Strategy and leadership separate from Shared Services
Dedicated portfolios have been established to address organisational priorities
Strategic Research Panel, R&D, R&D Outcomes and Strategic Human Capital Development
© CSIR

8. New Structures Five Units Four National Research Centres R&D Outcomes
Biosciences; Built Environment (see later); Natural Resources and Environment; Defence, Peace, Safety and Security; Manufacturing and Materials Science
Four National Research Centres
Meraka Institute, National Laser Centre, National Metrology Lab; Satellite Applications Centre
R&D Outcomes
CSIR Foundation
© CSIR

9. Strategic objectives to be achieved by 2008/9

10. The CSIR’s 3 year strategic intent
The strength of the science and technology base to approach international benchmarks
human capital and research equipment
Demographic representivity to be substantially improved at all levels
The CSIR research agenda to be fully integrated into national technology strategies
The shape of the organisation and its operating practices to be optimised for efficiency
© CSIR

11. ‘Shaping the Future’ The Beyond 60 Recommendations
© CSIR

12. Strengthen Human Capital
Building and transforming human capital
HCD Strategy to be finalised in March 2006
Large number of existing initiatives; two categories
Contribute to National HRD
Enhance profile of CSIR staff
Contribution to National HRD
Increase CSIR bursars (under- and post-graduate)
Expand current PhD intern programme; candidates to be jointly supervised by CSIR/TEI
Establish new post-doctoral research positions
Maintain in-service trainee programme
Establish staff exchange programmes
Support university programmes through lecturing and joint appointments
© CSIR

13. Building and transforming human capital
Enhancing profile of CSIR staff
Introducing formal career paths for knowledge workers (under development)
Encourage staff to pursue higher degrees
Maintain internal training on project management, etc through the Learning Institute
Recruit at PhD level where possible
© CSIR

14. Building and transforming human capital
Other HCD Initiatives
Building and transforming human capital
Young Researchers; portion of Parliamentary Grant used to fund young researchers who wish to establish new areas of research in the CSIR
Diaspora programme; proactively network with South Africans presently studying abroad and offer contract positions in the CSIR to establish a local career
Mentorship; active mentoring programme in place to help junior researchers in their careers
© CSIR

15. Changing the HR Profile of the CSIR
Building and transforming human capital
Doctorate
Bachelors
Masters
Diploma
Honours
Matric or below
Forecast 2005/6 profile
Total staff 1976
Target 2008/9 profile
Total staff 2318
17%
22%
390
510
223
300
514
10%
13%
381
16%
18%
203
351
207
285
571
14%
30%
359
© CSIR

16. Demographic Transformation
Building and transforming human capital
2005/6
Black research
White research
Black support
White support
2008/9
12%
516
670
28%
228
26%
34%
562
18%
645
701
547
425
30%
24%
© CSIR

17. R&D Market Society R&D Basis for CSIR Innovation
Performing relevant knowledge-generating research and transferring technology and skilled human capital
Basis for CSIR Innovation
people transfer
technology, knowledge transfer
R&D
Market
technology, knowledge transfer
Society
R&D
people transfer
Public good outcomes embedded in both
© CSIR

18. R&D Outcomes for Public Good
Performing relevant knowledge-generating research and transferring technology and skilled human capital
Parliamentary Grant management
Proportion for public good outcomes
R&D outcomes office
Innovative ways to disseminate knowledge outputs
Science exhibitions
Use print and electronic media
Champions in units and centres for
IP management
Early commercialisation
Public good outcomes
Knowledge dissemination
Impact assessment
S&T recognized as a key lever in nation building
CSIR’s role pervades all critical aspects of sustainable socio-economic development
Peace, Safety and Security
Critical legacy inherited by the democratic government in was a social plan designed to create areas lacking in fundamental infrastructure.
Islands of depravation
Intervention is required to restore the social fabric and create hubs of economic activity that will allow all areas to propser
Second Economy is a stark reality in South Africa
Employs a significant portion of the unskilled population
CSIR needs to ensure an appropriate focus of its science and technology offerings to be able to contribute meaningfully to its transition.
Africa Development
Advancement of the African Union objectives through the Nepad programme is beginning to gain momentum
Continental infrastructure in transport, housing, water, energy and communications
Growth of the technical skills pool
Advancing the development of the resource based industries
National state of S and T
Dominated by a a group of aging white males
Low rates of publication and securement of international patents
Sustainable socio-economic development of South Africa and Africa is dependent on the holistic support to the core issues
© CSIR

19. Measurement of CSIR’s Impact
Performing relevant knowledge-generating research and transferring technology and skilled human capital
Measurement of CSIR’s Impact
Partly covered in the CSIR State of Science and Technology reports (licences, royalty, start-ups, contract research income, etc)
New office of R&D Outcomes which will develop a broader set of measures for impact assessment
Also part of the monitoring process for CSIR’s S&T Strategy
© CSIR

20. Performing relevant knowledge-generating research and transferring technology and skilled human capital
Extend Impact of TfD
CSIR Foundation to be established (currently applying for Treasury approval)
Existing programmes in Enterprise Development, Open Source, Essential Oils and Poverty Alleviation to be extended
Open Source Centre opens new office in Soweto
© CSIR

21. Operational plan highlights and financial budget

22. Highlights for operational performance in 2006/7
Strengthening the science and technology base
Strengthen and actively manage research alliances with higher education institutes
Invest in scientific equipment and research infrastructure through capital expenditure, Parliamentary Grant and 3rd party funding
Implement updated Parliamentary Grant allocation protocols
establish nanoscience and photonics emerging research areas
© CSIR

23. Highlights for operational performance in 2006/7
Building and transforming human capital
Upgrade qualifications of current staff and build the pipeline of post-graduate researchers
Expect 52 staff to qualify for PhD or MSc degrees
Total of 222 staff to be registered for MSc or PhD studies
Induct a new cadre of researchers into the institute to grow from 744 to 836 research staff
Implement structured career path for research staff
© CSIR

24. Highlights for operational performance in 2006/7
Performing relevant knowledge-generating research and transferring technology and skilled human capital
Highlights for operational performance in 2006/7
Strengthen strategic stakeholder relationships for CSIR involvement in national technology strategies and NEPAD/SADC activities
Operationalise R&D Outcomes and the CSIR Foundation to increase accessibility of CSIR knowledge and technology to markets and society
© CSIR

25. 2006/7 financial budget R millions 2004/5 actual 2005/6 forecast
YoY increase
2006/7 budget
Total revenue
1 013,3
1 036,3
2,3%
1 162,0
12,1%
External revenue
619,0
611,3
-1,2%
705,8
15,5%
Parliamentary Grant
394,3
425,0
7,8%
456,2
7,3%
Total operating costs
974,4
1 026,4
5,3%
1 147,1
11,8%
Margin before non-operational revenue
39,4
9,9
-74,8%
14,9
50,2%
Net margin
35,3
22,8
-35,5%
27,4
20,4%
© CSIR

26. Concluding remarks

27. Concluding remarks
The Corporate Plan has been designed to secure iconic status for the CSIR in line with its mandate
The trajectory proposed for organisational transformation is ambitious and stretching – full stakeholder support will be required
Fulfilment of the plan will have a major impact on South Africa’s and Africa’s development
A tight focus on managing execution of the plan will be maintained through quarterly review against key performance indicators
© CSIR

28. Discussion

29. The profile of research funding sources has evolved substantially over the past 3 years
Revenue (R millions)
Public sector funded research has increased
The negative trend in private sector funding is to be addressed
1200
1000
800
600
400
200
Actual
Forecast
Parliamentary Grant
1997/8
2001/2
2005/6
Foreign
Financial year
Public sector
Private sector
© CSIR