Annual Performance Plan 2023/2024 Presentation to Portfolio Committee on Higher Education, Science, and Innovation

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Dr. Cele, the Acting CEO, presented the annual performance plan for the 2023/2024 financial year to the Portfolio Committee on Higher Education, Science, and Innovation. The presentation covered various aspects such as the post-COVID-19 context, the National System of Innovation advancements, legislative mandates, functions, and more to address science, mathematics, technology, and innovation policies and strategies.

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ANNUAL PERFORMANCE PLAN 2023/2024 FINANCIAL YEAR Presentation to the Portfolio Committee on Higher Education, Science and Innovation By Dr Cele Acting CEO 19 April, 2023

Presentation Structure Introduction and background Mandate, vision, mission and outcomes Key tasks and targets Resources Conclusion. 2

INTRODUCTION AND BACKGROUND The Post COVID-19 context. The National System of Innovation advances. Science technology and innovation policy changes. Opportunities and challenges. 3

MANDATE, VISION, MISSION AND OUTCOMES 4

LEGISLATIVE 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 5

LEGISLATIVE FUNCTIONS (1) NACI may or shall on request of the Minister, advise on- the coordination and stimulation of the national system of innovation (NSI); strategies for the promotion of technology innovation, development, acquisition, transfer and implementation in all the sectors; the co-ordination of science and technology policy and strategies with policies and strategies in other environments; the identification of research and development (R&D) priorities, and their incorporation in the process of government funding of R&D; 6

LEGISLATIVE FUNCTIONS (2) the promotion of mathematics, the natural sciences and technology in the education sector; on the establishment and maintenance of information systems that support monitoring and evaluation of the NSI management and functioning; international liaison and co operation in the fields of science, technology and innovation (STI); developments in the fields of STI which might require new legislation. strategies for promotion of the dissemination and accessibility of scientific knowledge & technology, as well as for promotion of public understanding of S&T and their supportive role in innovation for development and progress; 7

LEGISLATIVE FUNCTIONS (3) establishment, phasing out, rationalisation & management of science councils, national facilities utilised for research, national R&D programmes conducted by science councils and S&T institutions within the NSI; funding of S&T system in respect of its contribution to innovation; any other matters on STI & mathematics referred to NACI by the Minister. 8

STRATEGIC OVERVIEW 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 Higher Education, Science and Technology and through the Minister to Cabinet on STI matters through research expertise and engagement with stakeholders. Values: Professionalism. Integrity. Innovation and knowledge sharing. Transparency and accountability. 9

Versions of the NSI (broad and narrow) Source: Adapted from Cassiolato and Lasters (2008) 10

Strategic oriented outcomes (1) To learn from previous experience to improve efficacy, relevance and ensure evidence- based, confidential and timely STI advice to the Minister of Higher Education, Science and Innovation and, through the Minister, to Cabinet. 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. This remains work-in progress. To contribute to the building of a well-coordinated, responsive and effective NSI. 11

Strategic oriented outcomes (2) Transforming NACI into a smart, efficient and learning organisation. This requires continuous focus on, Seizing opportunities of digitisation; quality and turn around time; communication; knowledge management; skills development; improving internal planning, performance and reporting; and partnerships with NSI actors and international bodies and institutions. 12

KEY TASKS AND ANNUAL TARGETS 2023/24 13

Medium-term Council-initiated tasks (a) Renewal and repositioning agenda. (i) Legislative amendments. (ii) Establishment of the new NACI as an independent entity. (b) Development of M&E capability. (c) Resourcing and capacitating of the Secretariat. (d) Communication, branding, and public engagement. (e) Private sector participation and engagement. (f) Transformation of the NSI. 14

Short-medium term deliverables a) Renewal and repositioning of NACI b) ADVICE c) Planning, monitoring and evaluation d) Partnerships and networks e) Organisational and staff development, knowledge management and communication 15

MEASURING PERFORMANCE Table 1: NACI's performance outcomes, indicators and targets for the 2023/24 financial year Strategic Objective17 Outputs Output indicators Annual targets To provide evidence-based STI advice Number of STI policy advice Three STI advice documents advice on STI matters documents produced and submitted to the Minister of engaged Higher Education, Science, and Innovation by 31 March 2024 To assess the performance of The state of NSI M&E reports Number of NSI M&E reports Three NSI M&E reports finalised the NSI produced by 31 March 2024 To develop STI central data and National STI Information Portal Successful implementation of Ongoing maintenance and information repository from (NSTIIP) NSTIIP implementation of the NSTIIP by publicly financed data 31 March 2024 To contribute towards building a Institutional Foresight Exercise Foresight Exercise capability Environmental Scanning for the well-coordinated, effective and capability institutionalised NSI by 15 March 2024 responsive NSI 16

MEASURING PERFORMANCE (Cont.) Table 1: NACI's performance outcomes, indicators and targets for the 2023/24 financial year Strategic Objective Outputs Output indicators Annual targets To ensure efficient and Communication plan Communication plan Communication plan updated and effective provision of updated and implemented implemented by 31 March 2024 Internal corporate Internal corporate Corporate governance system implemented corporate services such as governance system governance system (2023/24 APP, 2022/23 Annual Report) administrative, financial, implemented developed and approved by Minister and technical and professional, submitted to Parliament by 31 March 2024 to support the discharge of the core mandate of NACI. Knowledge Knowledge management Knowledge Management System Tools management system system implemented piloted by 31 March 2024 17

RESOURCES 18

COMPOSITION OF COUNCIL Name Sector Business/Private Sector Mr Tilson Manyoni Chairperson Ms Kholiwe Makhohliso Dr Anwar Vahed Mr Daniel Senzile Ndima Prof. Bavesh Kana Dr Oswald Franks Prof. Tawana Kupe Dr Thulani Dlamini Dr Fulufhelo Nelwamondo Prof. Lynn Morris Prof. Lindiwe Zungu Dr Charity Mbileni-Morema Ms Funeka Khumalo Ms Beth Arendse Ms Nalini Maharaj Data governance IP/Monetisation of IP Space innovation/Ocean economy Universities/Science Councils Innovation for social impact Legal, Governance The DTIC Representative HR, Risk and Corporate Ms Ilse Karg 19

HUMAN RESOURCE NACI Council Acting CEO Chief Specialist: Policy Investigations Senior Administrative Assistant Senior Senior Specialist: Policy Investigations Senior Specialist: Policy Analysis and advice Specialist: S&T Indicators and Measures Assistant Director: Policy Analysis and advice Specialist: S&T Measurement Analysis Specialist: Policy Investigation Administrative Officer (Shared) Administrative Officer (Shared) Specialist: Policy Investigation Specialist: Policy Analysis 20

EXPENDITURE ESTIMATES Programme Audited outcomes Adjusted/ appropriation Medium-term expenditure estimate R'000 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Compensation of 9,891 7,976 8,322 10,816 11,302 11,808 12,339 12,894 employees Goods and 9,587 8,816 7,598 5,474 5,720 5,976 6,245 6,526 services Transfers and 26 - subsidies Payment for financial assets - 16,792 16,290 17,022 17,784 18,584 19,420 TOTAL 19,504 15,920 21

NACI CHALLENGES AND OPPORTUNITIES Implementation of the 2019 White Paper on STI proposals in respect of NACI. The Renewal and Repositioning of NACI Need for greater coherence and coordination in the NSI The need for NACI to operate with a broader definition of innovation and widen its stakeholders to include business and civil society; and The necessity to have a well-resourced Secretariat and staff with the requisite levels of seniority and capacity. 22

CONCLUSION Seize opportunities presented by current national moment and macro societal trends. Implementation of the new White Paper and Institutional Review recommendations. Build healthy relationship with all spheres of government. Strengthen coordination, advisory, planning, analytical and M&E capabilities. Deepen and consolidate engagements with various NSI actors in order to improve quality, relevance and uptake of advice. Strengthen regional and international partnerships. Address organisational and technical capability to deliver and meet predetermined objectives. 23