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FY2018/19 Annual Performance Plan Presentation:Parliamentary Portfolio Committee on Science and Technology
Mr Barlow Manilal
Chief Executive Officer
19 April 2018
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Contents
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1. Overview of the Agency
2. Alignment to National Policies, MTSF outcomes, and DST Priorities.
3. Reflection against FY2015/20 Strategic Plan & Priorities
4. Impetus for the FY 2017/18 Commitments
5. Inputs to the FY2018/19 Annual Performance Plan
6. Performance Targets for FY2018/19
7. MTEF Budget Allocation for FY2018/19
8. Way Forward
9. Questions
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4
Overview of the Agency
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The original TIA Business Case –developed in 2010
TIA's ultimate goal was "to use South Africa's
science and technology base to develop new
industries, create sustainable jobs and help
diversify the economy away from commodity
exports towards knowledge-based industries
equipped to address modern global
challenges".
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Vision
To be a leading technology innovation
agency that stimulates and supports
technological innovation to improve the
quality of life for all South Africans.
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Mission
To facilitate the translation of South Africa’s knowledge resource into sustainable socio-economic opportunities.
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Mandate of the Technology Innovation Agency
-The mandate of TIA is derived
from the provisions of the
Technology Innovation Act (Act
26 of 2008), which establishes
TIA as an Agency to promote
the development and
exploitation, in the public
interest, of discoveries,
inventions, innovations and
improvements.
-The objective of TIA is to
support the State, through the
DST, in stimulating and
intensifying technological
innovation in order to improve
economic growth and the
quality of life of all South
Africans by developing and
exploiting technological
innovations.
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TIA Value Proposition
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TIA’s ROLE
Technology
Innovation
Agency
Provide access to technical expertise
Advisory
Provide Innovation
Skills Development
Enable access to high-end
equipment
Facilitate and assist
innovators to secure funding
Capacitate NSI
Provide Funding
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1111
ACCERLERATING TECHNOLOGY DEVELOPMENT
Hub and Spoke Model
A model that positions TIA as a national capability forinnovation management and funding management acrossall government departments.
It promotes allocation of
funds by government and
industry to establish strategic
innovation programmes to
execute their mandates
• Repatriate innovation instruments & programmes from DST (IID; AIP; Bio-economy; FGP; SIF)
• Consolidate innovation instruments in the NSI
• Establish government innovation programmes
• Establish sector-specific innovation programmes with industry
1212
Focus areas to accelerate Technology Development
Innovation for Industry Renewal
Innovation for Industry
competitiveness
Innovation for Inclusive
Development
Innovation for enhanced
service delivery
1313
How to Accelerate Technology Development
Glass Pipeline Model
A partnership programme to promote porous boundaries, a singular view of
innovation activity in the NSI and seamless transition of innovations from lab to
market through institutional integration and collaboration.
1414
Funding and Programmes
• Funding:
• Seed Fund:
• HEI Seed Fund
• SMME Seed Fund
• Technology Development Fund
• Commercialisation Support Fund
• Programmes:
• Technology Stations Programmes (18)
• Technology Platforms Programme (10)
• Innovation Skills Development
• Youth Technology Innovation Programmes
• Technology Innovation Cluster Programmes (4)
1515
Technology Areas within our Portfolio
• Advanced Manufacturing
• Agricultural Biotechnology
• Health Biotechnology
• Energy
• Information and Communication
Technology
• Natural Resources
• Industrial Biotechnology *
* requires further development within the Bio-economy workplan
16
Alignment to National Policies,
MTSF Outcomes, and DST Priorities
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TIA Strategic Operating Model
Needs
Quality of life
Service Delivery
Innovative competencies
Developing
Scientific & Technological
capabilities
Exploit biodiversity
Plan
National Policies and priorities
Strategic Plan
Annual Performance Plan
Strategic and Operational Risks
Impact
New knowledge products
New process
New services
Jobs
Contribute to increasing GDP
New companies
Competitiveness
Improve the Balance of Payments
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Alignment to National Government Policies and Priorities
National Development
Plan 2030
Applicable RDI
Roadmaps
Industrial Policy Action
Plan
New Growth Path
Operation Phakisa
Government Nine Point
Plan
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Alignment to Medium Term Strategic Framework (MTSF)
Outcome 2: A long and healthy life for all South
Africans
Sub-Outcome 8: Reduced costs of health care
Outcome 4: Decent employment through inclusive
economic growth
Sub-Outcome 10: Investment in research, development and innovation
supports inclusive growth by enhancing productivity of existing and emerging
enterprises and supporting the development of new industries.
Outcome 5: A skilled and capable workforce to
support an inclusive growth path
Sub-Outcome 2: Increase access and success in programmes leading to
intermediate and high-level learning
Outcome 10: Protect and enhance our
environmental assets and natural resources
Sub-Outcome 3: An environmentally sustainable, low-carbon economy
resulting from a well-managed transition.
The NDP has been divided into five-year implementation plans, the first ofwhich has been the 2014-2019 Medium-Term Strategic Framework (MTSF).The MTSF has 14 Outcomes of which TIA has aligned its initiatives andcontributes to the following four outcomes:
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Reflection against FY2015/20 Strategic Plan and Priorities
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CUMULATIVE PERFORMANCE FY2013/14 – FY2016/17 (4yrs)
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CUMULATIVE PERFORMANCE FY2013/14 – FY2016/17 (4yrs)
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3 Strategic Outcome Oriented Goals FY2015/16 – FY2019/20
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Support Commercialisation of Technological Innovations -
Over the next 5 years, continue to accelerate the development and
deployment of technologies into the market to increase economic
competitiveness and socio-economic transformation
Increase infrastructure access for technology development-
Over the next 5 years, broaden access to advanced technology
infrastructure that would enable knowledge and skills transfer to
support innovation
Stimulate an agile and responsive NSI - Over the next 5 years,
encourage synergistic local and international partnerships that
connect ideas, resources and funding to individuals, industries,
SMMEs and knowledge institutions
24
Strategic Outcome Oriented Goals FY2015/16 – FY2019/20
24
Support Commercialisation of Technological Innovations -
Over the next 5 years, continue to accelerate the development and
deployment of technologies into the market to increase economic
competitiveness and socio-economic transformation
a) Invested more than R465m for various technology development
projects.
b) In supporting the technology development and pre-
commercialisation activities of its funded technologies, TIA also
raised additional income of R110m, which was R43m less than
the previous year.
c) Facilitated the commercialisation of 21 innovations compared to
nine in FY2015/16. This represents a 130% increase,
demonstrating the relevance of projects that the agency invests in.
d) Of TIA’s total portfolio funded in FY2016/17, 31 projects advanced
by two or more Technology Readiness Levels (TRLs) with some
reaching the demonstration stage. This marks an improvement of
four above the 27 projects realised in FY2015/16 with the Seed
Fund Programme being the key contributor to this result.
25
Strategic Outcome Oriented Goals FY2015/16 – FY2019/20
25
a) TIA provides infrastructure services for technology development
through its network of 18 Technology Stations and ten
Technology Platforms.
b) The 16/17 financial year saw 64 technologies and knowledge-
innovation products such as prototypes, patents, technology
demonstrators and technology transfer packages supported from
these facilities.
c) The Programme has achieved a slight increase in the number of
SMMEs accessing technology infrastructure to 2 261 of which
1 458 were Previously Disadvantaged Individuals (PDIs).
a) The performance from these programmes highlights the continued
demand for such services. TIA has thus commissioned studies to
evaluate the impact of these programmes to inform how they
may be scaled up and repositioned to contribute to technology
localisation which unlocks economic development and inclusive
growth.
Increase infrastructure access for technology development-
Over the next 5 years, broaden access to advanced technology
infrastructure that would enable knowledge and skills transfer to
support innovation
26
Strategic Outcome Oriented Goals FY2015/16 – FY2019/20
26
a) TIA portfolio also continued to attract interest from third
parties who have invested a total of R182,2m, representing
an 86% increase from the previous financial year’s R97,9m
leveraged to support commercialisation of promising
technologies. In addition to funding, TIA continued also to
embark on various thought leadership initiatives to inform the
national discourse on innovation.
b) Over 56 strategic engagements were undertaken in 2016/17
compared to 27 in the previous financial year.
Stimulate an agile and responsive NSI - Over the next 5 years,
encourage synergistic local and international partnerships that
connect ideas, resources and funding to individuals, industries,
SMMEs and knowledge institutions
27
Strategic Outcome Oriented Goals FY2015/16 – FY2019/20
27
TIA has become more relevant to its stakeholders, delivered greater impact and
continues to strengthen its institutional capacity, albeit starting from a low base. The organisation is migrating from transactional
to transformative.
28
Inputs to the FY2018/19
Annual Performance Plan
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Progress in the implementation of the Ministerial and DST Inputs FY2017/18
• Demonstrate how we are addressing the mandate
• TIA should interrogate possible mission drift
• Greater focus on addressing Government priorities and high impact areas
• Embark on thought leadership activities through partnerships
• Value chain approach for greater impact
• Bio-economy strategy to be clearly articulated
• Socio-economic impact analysis
• Closer collaboration with DST’s Communications Dept. for greater coverage of success stories
• Transactional activities to Transformative impact
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Progress in the implementation of the Ministerial and DST Inputs FY2017/18
On Strategic Partnerships
Backward Integration
• We have engaged with HEI’s such as UKZN, CPUT, TUT, NMMU, WSU,UWC).
• Science Councils such as ARC, MRC, WRC, SANSA, CSIR, NIMPO and SANEDI.
• The outcomes of the engagement is that TIA would support downstreaminnovation activities to integrate these with the current strategic programmes.
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Progress in the implementation of the Ministerial and DST Inputs FY2017/18
On Strategic Partnerships
Forward Integration
• We have engaged Institutional funders such as IDC, PIC, THRIP and SPII.
• We have also engaged with private sector funders such as Standard Bank, GeneralElectric, Investec through their own Enterprise Development programmes to accesstheir Business Readiness Levels (BRL’s) and Market Readiness Levels (MRL’s)capabilities.
• In addition we have engaged with the Venture Capital community in an effort toensure that there is market traction for TIA investees [Knife Capital]. Our partnershipwith this community enjoys a special place in TIA’s effort to development a effectiveand effective innovation eco-system.
1. Follow on funding and market traction.
2. Placement of CHUMA candidates with VC entities to develop commercialisationmanagement capacity.
3. Capacity building of TIA Portfolio Managers.
4. Partnership with the Black Business Council. 31
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Progress in the implementation of the Ministerial and DST Inputs FY2017/18
International Partnerships
• We have prioritized engagements with Africa. TIA has established the AfricaProgramme that aims to translate and scale up research outputs from NRFhistorical investments with Namibia, Tanzania, Tunisia, Egypt and Zambia.
• We have hosted Botswana, Namibia and Swaziland as part of the capacity buildinginitiatives. Furthermore TIA deployed technical experts to Tanzania to assist withskills transfer.
• TIA is also partnering with the Finnish government under a MoU with the DST toimplement the Southern Innovation Support Programme (SAIS). This is a four-year,R140 million programme with 4 SADC countries to support technologyentrepreneurship, institutional capacity building for our innovation intermediaries andsupporting social innovation projects and initiatives.
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Performance Targets for FY2018/19
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FY2018/19 Performance Targets
STRATEGIC OBJECTIVE 1: To provide technology development funding and support in strategic, high-impact areas.
No Performance IndicatorsReporting
periodFY2017/18 FY2018/19
Quarterly targets
Quarter
1
Quarter
2
Quarter
3
Quarter
4
1.1 Number of technologies, processes or
services advancing by one or more TRL
levels 1
Quarterly 26 28 3 6 8 11
1.2 Number of innovation project outputs
taken up in the marketQuarterly 10 11 2 2 3 4
1.3 Amount of additional funding attracted
into TIA’s portfolioQuarterly R113m R147m R20.5m R35.5m R40.5m R50.5m
1.4 Amount of income recognised 2 Quarterly R141.8m R108.3m R12m R14m R26m R56.3m
1. This KPI was changed from two movements to one
2. This KPI was changed to reflect actual accounting practices i.t.o GRAP 934
35
FY2018/19 Performance Targets
STRATEGIC OBJECTIVE 2: To provide thought leadership and an enabling environment for Technology Innovation in collaboration
with other role-players.
No Performance Indicators Reporting
period FY2017/18 FY2018/19Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
2.1 Number of knowledge
innovation products
produced as a result of TIA
funding and support
programmes, consisting of:
Quarterly 83 91 10 21 25 35
2.1a Prototypes developed Quarterly 42 46 7 11 13 15
2.1b Intellectual Property Quarterly 9 10 1 1 2 6
35
36
FY2018/19 Performance Targets
STRATEGIC OBJECTIVE 2: To provide thought leadership and an enabling environment for Technology Innovation in collaboration
with other role-players.
No Performance Indicators Reporting
periodFY2017/18 FY2018/19
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
2.1c Technology demonstrators
developedQuarterly 30 33 2 9 10 12
2.1d Technology transfer
packagesYear-end 2 2 0 0 0 2
2.2 Number of knowledge
innovation products
produced by TIA-
supported programmes
receiving additional
funding
Quarterly 27 30 3 5 10 12
2.3 Number of Small, Medium,
and Micro Enterprises
receiving technology support
Quarterly 2 800 3 360 840 840 840 840
36
37
FY2018/19 Performance Targets
STRATEGIC OBJECTIVE 2: To provide thought leadership and an enabling environment for Technology Innovation in
collaboration with other role-players.
No Performance Indicators Reporting
periodFY2017/18 FY2018/19
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
2.4 Number of PDI owned
SMMEs assisted as a
percentage of total
SMMEs supported,
receiving funding, and
support and/or
technology services
from TIA
Quarterly 65% 67% 10% 17% 20% 20%
2.5 Number of Technology
Innovation initiatives
undertaken by TIA,
consisting of:
Quarterly 31 37 2 3 9 23
37
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FY2018/19 Performance Targets
STRATEGIC OBJECTIVE 2: To provide thought leadership and an enabling environment for Technology Innovation in
collaboration with other role-players.
No Performance Indicators Reporting
period FY2017/18 FY2018/19Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
2.5a Conference
papersYear-end 1 1 0 0 0 1
2.5b Presentations Quarterly 10 12 0 1 4 7
2.5c Policy
recommendationsYear-end 1 1 0 0 0 1
2.5d Panel discussions Quarterly 7 9 2 0 1 6
2.5e Position papers Year-end 1 1 0 0 0 1
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39
FY2018/19 Performance Targets
STRATEGIC OBJECTIVE 3: To develop an effective and efficient internal environment to successfully execute the strategy. 3
No Performance Indicators Reporting
period FY2017/18 FY2018/19
Quarterly targets
Quarter 1 Quarter 2 Quarter 3 Quarter 4
3.1 Investment
approval
turnaround time
Quarterly 16 Weeks 15 Weeks 15 Weeks 15 Weeks 15 Weeks 15 Weeks
3.2 Amount of funds
utilised for projects
and programmes
as a percentage of
the total actual
expenditure
Quarterly 68% 65% 5% 15% 22% 23%
3. Three operational KPIs were removed, namely ISO9001, Vacancy rate and Staff engagement Index
39
40
MTEF Budget Allocation for FY2018/19
40
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2018/19
R’m
2019/20
R’m
2020/21
R’m
MTEF Income 420,3 443,9 468,3
Other income 116,3 153,0 208,0
Total income 536,6 596,9 676,3
Other income as a % of Total
income
21,7% 25,6% 30.8%
Income over MTEF Period
41
42
Expenditure over the MTEF Period
2018/19
R’m
2019/20
R’m
2020/21
R’m
Administration and support
costs
189,7 201,1 212,4
Project/programme funding 346,9 395,8 463,9
Total expenditure 536,6 596,9 676,3
Admin expenditure as a %
of total expenditure
35% 34% 31%
Bio-economy 202.5 215.3 235.3
42
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2018/19
Total
R’m
Baseline
R’m
Bio-
economy
R’m
TSP
R’m
Allocation letter 420,3 216,3 165,7 38,3
Utilised through:
Administration and support cost (189,7) (177,6) (12,1) -
IFPCS (102,0) (44,2) (57,8) -
IES (136,6) (9,0) (89,3) (38,3)
New Initiatives/ Specific
Contracted
(108,3) (65,0) (43,3) -
Over-utilisation funded through
other income generated
(116,3) (79,5) (36,8) -
MTEF Allocation Letter Reconciliation
43
44
The Control Environment
44
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QUALITY MANAGEMENT SYSTEM
45
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Way Forward
46
Going forward….• Fast track move to a high-performance culture , continue nil roll-overs
• Position the organisation as a central hub for innovation and technology development nationally – in accordance with its mandate, through advancing the Hub-n-Spoke Model
• Implement the “Glass Pipeline” concept incorporating backward and forward integration
• Rapid response funding instruments + impactful non-funding support systems, compressed turn-around times
• Market Readiness Levels (MRL) and Business Readiness Levels (BRL) to augment the TRL’s
• Enterprise development and continuous post-investment support
• Move from largely unsolicited applications to Predictive Calls across all units – strategic motivation for calls
• Maintain 3 day payments to SMME vendors.
• Expand Youth Programmes by overhauling the existing Youth Technology Innovation Programme (YTIP).
• Grater focus on service delivery innovation, rural & township innovation programmes – inclusive development, greater industry engagement
• Introduction of a BEE & Equity Policy to effect transformation of investment portfolio
• Move from Transactional to Transformative impact through improved intelligence, improved decision support tools, high yield partnerships and organisational agility. 47
48
Move from transactional focus
Gear up to
Transformational focus
48
49
Planned Transformational Initiatives.
1. Leverage the full capability of the TIA institutional network – integration
mechanisms to identify synergies.
2. Scaled up water innovation network programme including AMD.
3. Scaled up Energy programme (Hydrogen Economy & Clean Energy)
4. Advanced Manufacturing, Nano-tech and FIR programme integrating all
Technology Stations nationally.
5. Ramp up Environmental initiatives.
6. National Service Delivery (NSD) programme – diagnostics, think tank,
implementation.
7. TIA proactively identifies which Development Finance Institutions (DFIs) to
partner with and when and determines the terms of such partnership.
8. Create leading genome-scale Next Generation Sequencing offering in Africa.
9. Build premiere Precision Medicine process-solution and value proposition for
research, translational and diagnostics markets in Africa.
49
50
Planned Transformational Initiatives.
10 Boost Genomics capacity in Africa through quality services and collaborative
projects.
11 Glass pipeline approach incorporating backward and forward integration for full
value chain visibility.
12. TIA to be included into the SARS 11th Schedule of the Income Tax Act – this will
enable the entity to benefit from a tax exemption on its grants – official letter of
support from Minister to follow.
13. Retention of surplus – enabled by the TIA Act , Minister of DST and Minister of
Finance to support in writing - official letter of support from Minister to follow.
14. Large scale innovation based agri programme for emerging farmers.
15. Regional technology incubation centres and hubs – thematic and geographic
niche based.
16. Large scale, bold marketing and brand awareness campaign – national TV
coverage.
50
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Contact Details:
Mr Barlow Manilal
Chief Executive Officer
E-mail: [email protected]
Tel: 012 472 2783
51
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Abbreviations
HEI’s - Higher Education Institutions
UKZN – University of Kwa Zulu Natal
CPUT - Cape Peninsula University of Technology
TUT – Tshwane University of Technology
NMMU – Nelson Mandela Metropolitan University
WSU – Walter Sisulu University
UWC – University of Western Cape
ARC - Agricultural Research Council
MRC - Medical Research Council
WRC - Water Research Council
SANSA - South African National Space Agency
CSIR - Council for Scientific and Industrial Research
NIPMO - National Intellectual Property Management Office
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Abbreviations
SANEDI – South Africa National Energy Development Initiative
IDC - Industrial Development Corporation
PIC – Public Investment Co-operation
THRIP - Technology Human Resource for Industry Programme
SPII – Support Programme for Industrial Innovation
VC – Venture Capital.
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