1. NACI 2017/18 ANNUAL PERFORMANCE PLAN
Presentation to the Parliament Portfolio Committee on Science and Technology
Presenter:
Mlungisi Cele
3 May 2017

2. Mandate, vision and mission Policy context
Presentation Outline
Mandate, vision and mission
Policy context
Strategic outcome-oriented goals
Selected initiatives and targets
Medium-term and short-term
Finances
Conclusion

3. Mandate Section 3 of the NACI Act (Act 55 of 1997)
“…advise the Minister for Science and Technology, and through the Minister, the Minister’s Committee and Cabinet, on the role and contribution of science, mathematics, innovation and technology, including indigenous technologies, in promoting and achieving national objectives”

4. Vision and mission
Vision: A leading advisory body to government on science, technology and innovation (STI) within a well-coordinated, responsive and functioning National System of Innovation (NSI). Mission: To provide evidence-based advice to the Minister of Science and Technology and through the Minister to Cabinet on STI matters through research expertise and engagement with stakeholders.

5. Policy Context The 2030 National Development Plan (NDP) advances:
an expanded, coherent, well-coordinated and effective National System of Innovation (NSI);
That contributes to sustainable, diversified and inclusive socio-economic development; and alleviation of social challenges such as poverty, unemployment and inequality.
Builds on the 1996 White Paper on Science and Technology that laid the foundation of NSI and inclusive innovation (social and technological) intended to benefit all South Africans.

6. Strategic approach of NACI
NACI’s contribution to NDP occurs through:
Provision of evidence based/informed, responsive and confidential advice (proactive and reactive)
Systemic monitoring, evaluation and learning
Analysis, research expertise and stakeholder engagement (roundtable discussions)

7. Selected NDP areas and NACI
Increasing the size and effectiveness of the NSI
NACI’s contribution
Under exploratory discussion-to increase the size of the NSI.
In respect of effectiveness
Production of STI indicators booklet (current)
Development of STI scorecard (current)
Production of state of STI (future)
Performance analysis of NSI (current)

8. Selected NDP areas and NACI
Creating a common overarching framework to address pressing challenges in the NSI (including higher and further education, state-owned enterprises (SOEs) and private industries). The NSI should function in a coordinated manner with objectives that are aligned to national priorities
NACI’s contribution
Review of the 1996 White Paper completed
Development of framework for well-functioning, effective, and responsive NSI (being explored with local and international partners)
Advice on the new White Paper (current).

9. Strategic Outcome-Oriented Goal (1)
To learn from previous experience to improve efficacy, relevance and ensure evidence-based, confidential and timely STI advice to the Minister of Science and Technology and, through the Minister, Cabinet.
Selection, content and context of advice important;
Availability and quality of data and information analysis;
Continuous internal knowledge and skills development and collaboration with NSI actors.

10. Strategic Outcome-Oriented Goal (2)
To contribute to the building of NSI monitoring, evaluation and learning capability in order to assess the health of the NSI and its contribution to sustainable and inclusive development.
Collaborating with NSI actors in reviewing adequacy, robustness and relevance of existing STI indicators:
outcome and impact indicators
STI for inclusive development, well-ness and wellbeing
Innovation Scorecard Framework & indicators Booklet.

11. Strategic Outcome-Oriented Goals (3)
To contribute to the building of a well-coordinated, responsive and effective NSI.
Systematic approach to answer long-standing STI policy questions of governance (coordination, prioritisation, financing, size and shape) and role and contribution of STI to socio-economic development.
Creating a better ecosystem (regulation, public-private partnerships, mobility between public-private-academia, public procurement, access to market and so forth); role of private sector; .

12. Strategic Outcome-Oriented Goals (3)
Transforming NACI into a smart, efficient and learning organisation.
Seize opportunities of digitisation;
Quality and turn around time;
Communication;
Knowledge management;
Skills development;
Improving internal planning, performance and reporting;
Partnerships with NSI actors and international bodies and institutions.

13. Selected medium-term initiatives and targets

14. Selected medium term initiatives (1)
Development of STI decadal plan:
Draw lessons learnt from the review of progress since 1996 White Paper, performance analysis of NSI, foresight exercise and stakeholder engagement etc; and
Development of STI data and information portal:
Multiple uses-system intelligence, research platforms, storage of STI data, meet needs of policy makers etc.
Design and launch of portal;
Collaboration with National Research Foundation (NRF), Human Science Research Council (HSRC), Department of Higher Education and Training (DHET), STATsSA, Reserve Bank, Council on Higher Education etc.
Biennial state of innovation report.

15. Selected medium term initiatives (2)
To proactively and at the behest of the Minister generate advice in a range of areas:
Discussion between NACI and DST on possible areas of advice:
transformation and development of human capital for STI, expansion of NSI, expansion and support to STI institutions (robust), STI infrastructure, technology balance payment (role and contribution of STI), budget coordination; knowledge-based economy (KBE) (e.g. develop indicators to measure of KBE), uptake of locally produced technologies and sovereign fund
Collaboration with SciSTIP, NRF, HSRC, CHE, ASSAf and SACNASP on certain issues.

16. Selected medium term initiatives (3)
Enhance systemic policy analysis and monitoring and evaluation capacity. Possible initiatives include:
impact assessment of STI contribution to sustainable and inclusive socioeconomic development and eradication of poverty, inequality and unemployment;
Impact assessment of Knowledge-based economy-knowledge intensity and GDP;
Analysis of R&D and innovation survey results;
Review of HCD and knowledge enterprise transformation;
Develop system’s M&E framework and tools.

17. Selected medium term initiatives (3)
Analytical contributions in support of NSI governance, coordination and planning as envisaged in the NDP and DST Strategic Plans and identified in various reviews as key concerns.
Deepen existing and build new networks and participate in local, continental and international forums-to learn and share.
Hosting of global science advisory forum.
Guest lectures, seminars and hosting of researchers.

18. Selected APP Targets STRATEGIC OBJECTIVE PERFORMANCE INDICATOR
ANNUAL TARGET
1. To provide evidence-based advice on STI matters on request or on the NACI's own initiative.
Number of STI policy advice submitted to the Minister of Science and Technology
3 x STI policy advice submitted to the Minister of Science and Technology by 31 March 2018
2. To assess the performance of the NSI
Number of NSI M&E Reports produced
2 x NSI M&E Reports finalised by 31 March 2018

19. Selected APP Targets (Cont)
STRATEGIC OBJECTIVE
PERFORMANCE INDICATOR
ANNUAL TARGET
3. To develop STI central data and information repository from publicly financed data…
Successful implementation of National STI Information Portal
1 Functional STI Data and Information Portal (National STI Information Portal operational, and users able to access initial set of data and information) by 31 March 2018

20. Selected APP Targets…(Cont)
STRATEGIC OBJECTIVE
PERFORMANCE INDICATOR
ANNUAL TARGET
4. To contribute to the building of a well-coordinated, responsive and effective NSI
Ministerial approval secured for high-level framework for a new STI decadal plan.
1 x a high level framework for an STI decadal plan submitted to the Minister of Science and Technology by 31 August 2017
Foresight exercise conducted
Foresight exercise reports generated by 31 July 2017

21. ANNUAL PERFORMANCE PLAN: ANNUAL TARGETS…(Cont)
STRATEGIC OBJECTIVE
PERFORMANCE INDICATOR
ANNUAL TARGET
5. To ensure efficient and effective provision of corporate services such as administrative, financial, technical and professional, to support the discharge of the core mandate of NACI.
Communication plan implemented
Communication plan implemented by 31 March 2017
Internal cooperate governance system approved and implemented
Internal cooperate governance system (APP and Annual Report developed and approved by 31 March 2017

22. ANNUAL PERFORMANCE PLAN: ANNUAL TARGETS…(Cont)
STRATEGIC OBJECTIVE
PERFORMANCE INDICATOR
ANNUAL TARGET
5. To ensure efficient and effective provision of corporate services such as administrative, financial, technical and professional, to support the discharge of the core mandate of NACI.
Knowledge management system
Knowledge management system approved by 31 March 2018
Internal cooperate governance system approved and implemented
Internal cooperate governance system (APP and Annual Report) developed and approved by 31 March 2017

23. Medium Term Expenditure Estimates
Programme
R 000
Audited Outcomes
Adjusted Appropriation
Medium Expenditure Estimates
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
Compensation of Employees
6 849
10 034
10 308
10 515
10 873
11 242
11 624
Goods and Services
5 643
8 223
8 434
8 377
8 355
8 905
9 829
Total
12 503[1]
18 257
18 742
18 892
19 228
20 147
21 453

24. CONCLUSION
Mandate
Continue to implement both the legislative mandate and 2014 Ministerial Guidelines (Inaugural Council meeting);
Alignment of Strategic Plan and Annual Performance Plan with NDP, and DST Strategic Plan.
System focus
Strengthen planning, analytical and M&E capabilities;
Deepen and consolidate engagements with various NSI actors in order to improve policy coordination and coherence and reduce duplication.

25. CONCLUSION Organisational
Conclude assessment of fitness for and of purpose following approval of new vision under leadership of DST Human Resources
Staff development
Repositioning, communication and knowledge management essential
Ensure better performance against predetermined objectives
Seizing opportunities of digitisation collaborating with DST IT

26. Ngiyabonga
Obrigado
Спасибо
धन्यवाद 谢谢
Thank you