The Technology Innovation Agency (TIA):
Mobilising resources for technology innovation led
growth and development
TIA Strategic Corporate Business
Plan Presentation
S & T Portfolio Committee
Cape Town
24 March 2010
Presented by Dr Nhlanhla Msomi
TIA Interim CEO
Contents
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Introduction and Context
Strategic Vision and Intent
Strategic Architecture
– SWOT and Risk Analyses
– Stakeholder/Customer Perspective
– Financial Perspective
• Consolidated Financials
– Innovation, Learning and Growth Perspective
– Business Processes
Consolidated Business Plans
– Biotechnology
– Tshumisano – Technology Stations Program
– Advanced Manufacturing Technology Strategy
– Innovation Fund
– Agency Management
• Energy
• Health Innovation
Strategic Investment Portfolio (SIP)
Operational Update
TIA Mandate & Vision
The TIA Act [No 26 of 2008]:
“The object of the Agency is to support the State in stimulating and
intensifying technological innovation in order to improve economic
growth and the quality of life of all South Africans by supporting the
development and exploit ation of technological innovations”
The TIA Vision is to be:
“A world class innovation agency that supports and enables
technological innovation to achieve socio-economic benefits for South
Africa through leveraging strategic partnerships”
Introduction and Context
•
The TIA Act frames the mandate and its context (Mission and Strategic
Objectives)
– Mission provides the four strategic pillars
• Appropriately structured financial and non-financial interventions
• Human capital development for innovation
– In partnership with the NRF and HEI’s
•
• Developing a culture of innovation
• Leveraging local and international partnerships
– Strategic objectives – recurrent theme is competitiveness
• Leverage – capital inflows for technological innovation/transfer
• Support development of new products and services
• Grow number of technology-based start-ups and SME’s
• Support key industry sectors that are better able to utilize local and
international technology innovation to enhance their global
competitiveness
Immediate challenge is to build an organisation that can deliver on
these strategic imperatives
Context II: Business Planning
Process
•
Business Planning process framed by the Strategic context as provided by
the Mission and Strategic Objectives
– Three steps:
• Risk and SWOT analyses
– Determine the challenges and major risks, and how to mitigate them
– Identify the range of opportunities and threats
• Determining the Strategic Vision and Intent
– Realistic timelines and achievable milestones
– Moderate the expectations to fit the resources and capabilities
• Adopt a measurable Strategic Framework
– Balanced Scorecard approach (Stakeholder, Financial, Innovation, Learning &
Growth, and Business Processes)
– Consolidated Business Plan (‘business as usual’) – current portfolio
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Addressing the challenge of the “innovation chasm”
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Analysis and consolidation of the current portfolio (gap analysis)
Determining TIA’s positioning in the ecosystem (Investment Framework)
Market linkages (Strategic Investment Portfolio)
Strategic Vision & Intent
Build the TIA
organisation focusing
on governance, HR,
Finance, technology
innovation
management systems,
tech SME dev, and
branding
Restructure and
Consolidate the
investment portfolio,
focusing on new
funding instruments
and support
modalities
Deliver the first
products in the market
from the National
Innovation Strategies.
Target one high impact
product per Strategy
[Synergy and
Leverage]
FY 2010 - 2011
FY 2012 - 2013
TIA’s Strategic Intent: A world class innovation agency that supports and
enables technological innovation to achieve socio-economic benefits for
South Africa through leveraging strategic partnerships
RISK ANALYSIS
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Based on the comprehensive identification of the major risks associated with merging
ten (10) organisations and programs with different cultures and histories
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Allows for a distinction between migration into a stable environment and merging into an
undefined territory
Provides a set of mitigating strategies to be coalesced into a realistic Business Plan
Sets out key operational priorities
Identified nine (9) Risk categories
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Strategic
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Funding (Misalignment between Budget and Strategic Intent)
Governance
Human Capital
Financial
Legal and Regulatory
Stakeholder and Communication
Marketing (mainly Branding)
Political
Information Technology and Operational Platform
Activity Matrix derived from the interface between the priority risks and the Strategic
framework (Balanced Scorecard)
SWOT Analysis
•
•
A SWOT analysis starts with a definition of the desired end state:
“... 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.”
The elements of the SWOT analysis are:
– Strengths: attributes of the organisation that are helpful to achieving the objective.
– Weaknesses: attributes of the organisation that are harmful to achieving the
objective.
– Opportunities: external conditions that are helpful to achieving the objective.
– Threats: external conditions which could do damage to the objective.
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Likely to influence the Strategic Investment Portfolio design
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Most weaknesses and threats being addressed as part of the Risk mitigation plans as they
interface
Strengths and opportunities to be leveraged for building a performance focused organisation,
able to provide a bridge over the ‘innovation chasm’
Exploitation of the insights will evolve over the year
SWOT ANALYSIS
Strengths
• Mutually beneficial partnerships with other funding
and development agencies such as the IDC and NEF.
•Well established capacity development programmes
addressing various aspects of the skills and culture
gap.
• Diverse group of and range of professional skills,
expertise and experience in the technology
innovation space.
• Available financial resources in the form of MTEF
allocations of migrating entities.
• Broad portfolio of opportunities spanning the entire
value chain.
Weaknesses
•A shortage of industry/ firm-based innovation
skills.
• Slow uptake of TIA’s new operational model.
• Unclear PFMA exemptions regarding some of
the investment instruments and modalities used
by migrating entities.
• A limited budget in relation to the wide range
of interventions required.
•Inadequate footprint of capabilities beyond
Gauteng, KZN and Western Cape.
•A new brand that still has to get traction with
stakeholders.
Opportunities
Threats
• Opportunity for inbound technology transfer – as a
lever for industrial development.
• Management of R&D by recipients of public funding
under the IPR from publicly financed R&D Act, 2008
offers greater prospects.
•R&D tax incentives and VC tax incentive potentially
offers significant opportunities to develop strong
portfolio and collaborate on VC funding.
• Various concessions provided in bilateral in bilateral
and multilateral agreements executed by S.A.
• Engagement, partnerships and leverage with many
local and provincial governments.
• Poor coordination, alignment and potential
misunderstanding on TIA’s strategic role.
• Perception of TIA as merely a continuum of the
migrated entities.
•Low supply of scientists and entrepreneurs;
• Inadequate funding for implementation of the
full TIA structure – unrealistic expectations.
• IP, technology and products dumping.
•Negative and ultra-defensive stance from
government and IP export.
Strategic Perspective I:
Stakeholder Perspective
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Drives the two pillars of the TIA Mission
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Building a culture of innovation
Leveraging local and strategic partnerships
Identification of key stakeholders in the TIA ecosystem:
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Shareholder grouping (civil society, parliament and DST)
Beneficiaries of the TIA offerings (NSI, SME’s, industry, and provincial and local government
entities like IPA’s, DFI’s)
Internal stakeholders (Board, Employees)
Strategic partners (local and international)
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Define an appropriate RoI framework for the key stakeholder (shareholder)
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Funders
Technology (developers, in-source)
Skills development, Systems and Processes
Visible products of the public investments on technology innovation
Alignment with national priorities (addressing the national challenges)
Appropriate positioning and instruments to bridge the ‘innovation chasm’ – market alignment
Critical Tools to leverage support and partnerships:
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Communications
Strong positive branding
Strategic Architecture II:
Financial Perspective
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Drives all four strategic objectives and the Mission’s:
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Strategic Investment Portfolio will require additional funding
A new Budgeting Model (alignment between Strategy and Budget)
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Third party funds, co-funding and VC options
National Treasury
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Increase leverage factor through appropriate financial instruments
Leveraged capital raising
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Investment Policy and Management Framework
Understanding the funding, business support and market ecosystem
Assessing performance of the TIA portfolio
A Treasury management capability to optimise cash use
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Spending patterns will not reflect the re-positioning vis a vis the innovation chasm
Optimal allocation of resources between regions and programs
Appropriate Return on Investment framework based on new KPIs
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Appropriately structured financial and non-financial interventions
Exemptions (and Scheduling) issues
Revised Funding Model
Financial managements system (MSP, ERP, Audit)
BUDGET
TIA CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
Budget Forecast
Income
Notes
1
TOTAL
TOTAL
TOTAL
BUDGET
BUDGET
BUDGET
FY2010/2011
FY2011/2012
FY2012/2013
587,700,000
652,730,000
705,353,800
Operations
2
45,946,737
48,703,541
51,625,754
Human Resources
3
89,835,277
86,429,566
92,411,605
Human Capital Development
4
16,399,802
21,644,990
22,943,690
Capital Expenditure
5
26,264,150
3,459,999
3,667,599
Investments
6
470,264,322
326,416,092
346,001,058
Marketing & Communications
7
15,000,000
5,350,000
5,724,500
663,710,288
492,004,189
522,374,205
160,725,811
182,979,595
Total Expenditure
Net Suplus/Deficit
(76,010,288)
Strategic Architecture III:
Innovation, Learning and Growth
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Based on the perspective that TIA is a knowledge organisation:
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People and knowledge are its key assets
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Provides template for organisational architecture including its design
Drives the key strategic pillars:
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Addresses the challenge of building a new, performance focused TIA:
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Appropriate financial and non-financial interventions
Human capital development for innovation
A Knowledge Management framework using a “shared language” for both strategic
coherence and internal operational integrity
Human Capital development (both internally and externally)
Addressing the Innovation Chasm:
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Business Advisory Services for technology projects and start-ups
Centres of Competence
Appropriate in-bound technology modalities
Technology development infrastructure such as Platforms
Strategic Architecture IV:
Business Processes
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Drives the Strategic Intent of building a “world class innovation agency…”
Policy environment including procedures that are compliant with legislation
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Performance Management framework, in line with the M&E
Risk Management function
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Enterprise Resource Planning (ERP) system
Corporate Organogram (new paradigm defining portfolios)
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Internal and financial; eliminate Audit failure risk
Master Systems Plan
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TIA Act
PFMA
Employment Equity Act
PAIA AND other relevant legislation
Structured Investment management (corporate finance, fund management)
Economist portfolio, with market sector focus
New business processes
Business process mapping
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Drives efficiencies and better performance
Change management driver
…TIA Functional
overview:
Model
Assessment &
Funding
Recommendations
Strategic
Partnerships
& Enabling
Services
Corporate
Services
Advocacy &
Capacity
Development
Finance
Legal
International
Resources
IT
Strategic
Relationships
Knowledge
Management
Fund
Management
Seed/Grant
------Soft / Convertible
Loans / Equity
------Venture Capital
(PPPS)
Portfolio
Management,
Monitoring &
Evaluation
HR
Marketing &
Communication
Infrastructure
Management
Internal Audit
Risk Management
Innovation for Social
Impact (ISI)
Technology
Development &
Innovation
Technology
Commercialisation
Centres of
Competence (CoCs)
Technology Nursery
Expert Services
Advisory & Support
services
Biotech & Health
Receive, Assign,
Assess
Energy
Minerals Processing
Manufacturing
ICT
Other
Commercial &
Business Expertise
Special Purpose
Vehicles (SPVs)
In-bound Tech
Transfer
FUNCTIONAL STRUCTURE
Core 1
TIA
INTERNAL
AUDIT
O R G A N I SA T I O N A L
Core 2
OPS & ADMIN
FINANCE
MARKETING
OFFICE ADMIN
&
INFRASTRUCTU
RE
INVESTMENTS
MANAGEMENT
MARKETING, PR &
COMMUNICATIONS
HR (Strategy,
Policies &
Management)
IT
OPERATIONAL
FINANCES
LEGEND
Support
2
Support
3
F UN C T I O N S
PEOPLE
DEVELOPMENT
AND
STAKEHOLDER
MANAGEMENT
TECHNOLOGICAL
INNOVATION
CORE
COMPETENCE
STRATEGIC SECTOR
MANAGEMENT
TECHNOLOGY
DEVELOPMENT
STRATEGIC
PORTFOLIO
(CONSOLIDATED)
MANAGEMENT
TECHNOLOGY
COMMERCIALISA
TION
ICT SECTOR
ADVOCACY &
STAKEHOLDER
MANAGEMENT
BUSINESS &
INNOVATION
SUPPORT
ENERGY SECTOR
KNOWLEDGE
MANAGEMENT
FUNDING
MINERALS SECTOR
HUMAN CAPITAL
DEVEL- OPMENT
LEGAL:
COMMERCIAL;
IP
Support
1
Operations Support
Functions
Technological
Innovation Core
Functions
CHEMICALS/
PLASTICS
FABRICATION &
PHARMACEUTICALS
Technological
Innovation Support
Functions
Example Sectors
EMERGING
SECTORS
BOARD
SECRETARIAT
Technology Business Support and Advisory
Services (aka Nurseries)
ESSENTIAL
INFRASTRUCTURE
TECHNOLOGY BASED
OPPORTUNITIES
• Technology platforms
• Office and laboratory space
• High value equipment
TIA
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ADVISORY SERVICES
Portfolio managers
Project management
Business warehouse
Expert Services
• IP management
• Commercialisation
Technology Transfer
• Capacity/Infrastructure
•In-bound technologies
Technoentrepreneurs
Higher
Education
Institutions
(test the market)
• Prototypes / clinical
candidates
• Essential data / proven
technologies / processes
BUSINESS DEVELOPMENT
(identify market opportunity)
• markets (what, types, sizes,
dynamics, barriers,
competitors, etc)
• economic viability
• commercial and legal
(incorporation, business plan)
• intellectual property (freedom
to operate, strategic licensing
Science
Councils
VIABLE
TECHNOLOGY BASED ENTERPRISES
• Technology stations
PROCESS / PRODUCT
CONFIGURATION
In-bound Technology Transfer
- Strengthening the R&D base and reducing the development risk -
STRATEGIC
TECHNOLOGY /
SECTOR FOCUSED
NEEDS
OFFSHORE TECHNOLOGY SOURCES
Research
Development
Production
Mapping local
assessed needs to:
(i) technologies
available offshore
and (ii) local
technology and
Increased R&D and
manufacturing
IP base
capabilities
Local
IP and R&D base
Research
In-bound Technology
Transfer based on
assessed needs
Fast-tracked
product
development
Bridging
the Innovation
“Chasm”
Development
Improved
manufacturing
capabilities
Value added
local technology
Products & services
Manufacturing
CONSOLIDATED BUSINESS PLAN(S) I:
Biotechnology
Biotechnology Portfolio
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Consolidated into one National Business Plan from the four merging entities
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Initial Portfolio analysis performed – underpins the consolidated Business Plan
Sector consolidation driven from a market definition e.g. health, agri,
industrial
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Each market sector strategy divided into sub-groups defining actual
products, e.g. under health there are diagnostics, drugs and vaccines
The main market sector groupings have developed:
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The investments/projects grouped into these definable market sectors
Strategies for accelerated market entry, with a high level analysis of the global and South
African markets
A pathway for consolidating investments/start-ups into critical mass initiatives
Framework for identifying a number of ‘High impact projects’ for the Strategic Investment
Portfolio
To be managed on a multi-dimensional basis – technological innovation vs.
market/industry
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Increased In-bound technology transfer and Technology Business Support and Advisory
inputs
Increased funding/optimal capitalisation
CONSOLIDATED BUSINESS PLAN(S) II:
Tshumisano
Technology Stations Program
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Focus is on SME’s, using the Universities of Technology as the base
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Key industrial clusters include:
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Agro-processing and Chemicals
Primary and Secondary Manufacturing
Tooling and Metal Casting
Human capital development for engineering and technical skills a key focus
Will provide a critical platform for:
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Closest to the intentions of the Industrial Policy Action Plan
Provides engineering capabilities, required for industrialising the other high technology
innovation portfolios
Strategic Investment portfolio, through the manufacturing capability
In-bound technology by increasing absorptive capacity of SME’s
Synergies with Biotechnology (starch and biofuels) and AMTS on production
platforms
National coverage
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Increase Technology Stations to underserved provinces and institutions
TIA’s entry points into new regions
Expanding National Footprint
Forthcoming Initiatives (building on work done by the
migrating entities):
 Mpumalanga (Technology Station in Agro-processing)
 Northern Cape (Integrated Manufacturing Sector for
Agro-food and Mining Industry)
 North West – negotiations with Royal Bafokeng
Holdings will continue to establish a manufacturing
advisory Center for SME’s supplying the mining
industry and other sectors
CONSOLIDATED BUSINESS PLAN III:
AMTS
• Advanced Manufacturing Technology Strategy
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Development of technology platforms that increase SA’s competitive
advantages in the following sectors:
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Predominant focus is applied research at Science Councils and HEI’s
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Funding modality is mainly research grants
Strong focus on human capital development
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Advanced Light Materials and Electronics
Advanced production Technologies
Partnership with industry (students for industry readiness)
Technology Transfer Vehicles
Technology diffusion vehicles such as FAB labs (‘culture of innovation’)
Opportunity to link with the former Tshumisano programs for an integrated
TIA Manufacturing Strategy (with both upstream and downstream
capabilities)
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Innovation Fund capabilities will assist in providing strategic leadership
CONSOLIDATED BUSINESS PLAN IV:
Innovation Fund
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Oldest funding instrument in the TIA family
Predominantly seed funding – a funder of last resort for technology start-ups
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No definite technology innovation sector focus, but recent focus on:
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Technology Advancement Program (TAP), developing prototypes
Missions in Technology (MiTech), generating new technology ideas
Patent Support Fund (PST)
Seed Fund, taking prototypes into the market
NIC, NICLE and SA Bio Plan, catalysing a culture of innovation
Strong IP and Commercialisation capabilities
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Metals and Materials
Manufacturing
Renewable Energy technologies
Funding programs
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Provides a bridge to the Venture Capital industry by reducing the investment risk
Will provide an anchor for the TIA in these key operational requirements
Some highly visible investments (e.g. Joule)
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Anchor for future TIA brand development
CONSOLIDATED BUSINESS PLAN V:
AGENCY MANAGEMENT
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Programs defined in the TIA business case and migrating into TIA but:
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No clear mandate for the TIA around its future strategic inputs into these progams
Separate governance structures, possibly reporting directly to the DST principals
TIA to provide only operational function, with no control over performance issues from a ‘value
for money’ perspective:
• Fund management
• HR management
• Temporary arrangement until the Migration issues are
resolved with the Shareholder (DST)
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Health Innovation
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Energy
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Opportunity to integrate some elements into the Biotechnology Portfolio
Projects could migrate over time into either TIA or other Science Councils depending on
development stage
Hydrogen SA, the business opportunity could be managed from the Innovation Fund
TIA needs to build internal capacity to understand the portfolio for optimal future management
Grand Challenge, several components lend themselves to some TIA competencies
Planning for full migration should commence in FY2010/11
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Market ready opportunities could be transferred sooner (Altergy)
Sector-driven strategies
Limited socio-economic impact of technology driven focus
For optimal socio-economic impact, TIA’s interventions will be sector
driven
Technology as a tool to impact on the sector and societal needs
Sector-driven strategies
e.g. Health
3 critical SubSaharan Africa
heath-care issues –
HIV/AIDS,
Tuberculosis and
Malaria
TIA inheriting small,
under-resourced
health related
technology projects
Consolidate and
align activities into
two operational
companies
(diagnostics and
pharmaceutical)
Strategic relationships with pharmaceutical majors – stimulate local
pharmaceutical and diagnostics capabilities
Strategic Investment Portfolio:
High Impact Projects
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Clearly defined domestic market, pref. with a strong public sector pull (AMC):
– Particularly national priorities such as health, education, rural development
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Technology must be mature and IP possibly out of patent
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Manufacturing bias
Ability of the in-house TIA
– Commercialisation & IP unit to negotiate technology transfer
– Technology project managers to source, evaluate utility, and facilitate transfer
from technology sources to SME’s
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Availability of an appropriate local private sector company (preferably SME)
Focus will be on current investment/projects portfolio, with the In-Bound
strategy filling the gaps in the IP to move through the chasm:
– Engineering capabilities required for product manufacturing provided by internal
platforms such as Tshumisano and AMTS
– Intensive mining of the inherited investment portfolio
•
TIA will develop and execute an Implementation Plan by Q4, FY2010/11
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Will require additional funding
High Impact Projects I
• Biotechnology Portfolio
– Human Health (anti-infectives)
– Opportunity to consolidate investments into IP families with a higher probability of
market entry
– Have identified iThemba Pharmaceuticals as an ideal vehicle to develop HIV and
TB drugs
– Recently concluded an agreement with GSK to license TB library
– Discussion to license, at no upfront cost, several HIV drugs in late stage clinical
development
– Developing a strategy to license several, already approved compounds with an
intention to develop, long acting combination therapy
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Very short lead times because the drugs are already approved
Leverage the medicinal chemistry capabilities of Emory University (Prof Denis Liotta)
– The final piece of the Strategy is to utilise in-house TIA capabilities or in-bound
technology to rapidly upscale manufacturing capability
– Opportunity to utilise R & D Tax incentives
– Will require an industry partner with already existing marketing /sales channels
and logistics infratsructure (main target is State business)
High Impact Projects II
• Biotechnology
– Human Health (Diagnostics)
– Opportunity to consolidate existing projects/start ups into one
company with critical mass
– Existence of some manufacturing capacity within one of the
investments
– Leverage partnership with Foundation for Innovative New
Diagnostics (FIND) to rapidly build a product portfolio of cost
effective, modern diagnostics for infectious diseases
– Address the most burdensome diseases like TB and HIV
• Improved outcomes
• Cost effective
• Better models and access
– Expected lead time is less than 18 months
– Requires DTi and DoH partnerships
High Impact Projects III
• Biotechnology (Agri)
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Production of industrial starch from cassava.
Location: Makhathini Flats (Northen KZN)
Components of the project:
– Farming cassava
– Factory for production of industrial starch (production of higher value modified starch could be considered at a
later stage)
R&D activities and partners involved:
– Plant breeding of improved cassava varieties for the production of industrial starch (ARC and UKZN)
– Plant material multiplication of selected varieties to generate enough material for approximately 10,000 ha.
– One important aspect is the production of disease free initiation material using tissue culture) (PGBI
consultants and PlantBio tissue culture investments)
Business development
– Feasibility study finalized (PGBI consultants). Shows financial viability under quite conservative assumptions
with modest RoI (12%)
– Factory technology and expertise provided by NIVOBA (Netherlands)
Funding:
– R&D funded 50% by PlantBio-TIA and IDC
– Commercial project funded by IDC (equity and financing),
– NIVOBA as technical partner and option available for TIA to invest in any form.
– Toongat-Hewlett has expressed interest in participating in the project (funding R&D and investing in factory)
High Impact Projects IV
• Biotechnology (Agri)
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Bioethanol production from sugar cane
Location: Makhathini Flats (Northern KZN)
Components of the project:
– Farming sugar cane commercially with contribution of small scale farming component
– Factory for production of ethanol as biofuel
R&D activities and partners involved:
– Plant breeding of improved sugar cane varieties for the production of ethanol (SASRI)
– Plant breeding of sweet stem sorghum varieties (UKZN, ARC)
Plant material multiplication of selected varieties to generate enough material for several thousand
ha.
Business development
– Tongaat Hulett
Funding:
– Some R&D aspects funded by PlantBio, SASRI, IDC, Toongat-Hewlett
– Commercial project funded by IDC and Tongaat-Hulett
Rural development component:
– More than 10,000 ha of small scale farming
– Direct industrial jobs in the order hundreds
– Indirect job and business opportunities creation not defined but significant
High Impact Projects V
• Biotechnology (Agri)
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Bioethanol production from sugarbeet and another rotational crop
Location: Cradock (Eastern Cape)
Components of the project:
– Commercial farming of sugar beet and complementary crop for rotation (candidates sweet
stem sorghum, triticale grain) with contribution of small scale farming component
– Factory for production of ethanol as biofuel from sweet crop biomass and grain
R&D activities and partners involved:
– Plant breeding of improved triticale varieties adapted to SA conditions (U Stellenbosch)
– Plant breeding of sweet stem sorghum varieties (UKZN, ARC)
– PGBI, IDC, Sugarbeet SA. Prefeasibility study and bankable business plan finalized. Funding:
– Some R&D aspects funded by PlantBio, IDC, Sugarbeet SA
– Commercial project funded by IDC, CEF and Sugarbeet SA. PlantBio-TIA could negotiate
option to invest
Rural development component:
– More than 10,000 ha of farming including small scale farmers
– Direct industrial jobs in the order hundreds
High Impact Projects VI
• Education (ICT)
• Partner with KZN DoE and Ethekwini Municipality for pilot
• Based on Ethekwini’s connectivity (broadband network available in
the townships)
• Umlazi chosen as a location to connect the primary schools
• Data Warehouse at the SmartExchange ICT Incubator
• Robust, Netbooks ($150) for educational content – built for purpose
• Content provided by DoE
– Opportunity to develop other media like animation
• Technology licensed from ITRI (Taiwan)
• Local assembly opportunity (private sector partners identified)
• Expected lead times: 6-12 months
Digitisation of books
and text books
(100 Books per child)
Access to Internet
through MetroConnet
(Utilization of
eThekwini Network)
Robust and Affordable
Internet Platform (for
every teacher and
every child)
Digitisation
of Schools
Set up iTeach
Datacentre (Cloud)
and
Full Access to Thutong
and ACE Contents by
all teachers
High Impact Projects:
Conclusions
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Ring fenced budget
Ownership by the Board as a Strategic Programme
Managed by a Senior Manager
Continue to evaluate Portfolio for other opportunities
– e.g. Fab Labs (for massification of technology and building
culture of innovation)
• Clear Board mandate on the target sectors
– Formalised partnerships with relevant delivery departments like
education
• Provides entry point for setting up programs in the Regions (e.g.
Free State
• A Business Plan for this portfolio to be presented to the Board at its
next meeting
– Provides inputs for TIA’s contribution to the mid-year Lekgotla
Operationalising TIA
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Integration of 7 existing institutions:
Board inaugurated in July 2009
CEO position advertised in August/September 2009
•
Interim CEO appointed October 2009
Comprehensive suite of operational policies (HR and Finance)
finalised and approved in December 2009
TIA Corporate Organogram approved by the Board December 2009
Migration Plans for three entities approved December 2009
Innovation Fund and Tshumisano Trust migrate to TIA in Jan 2010
•
–
–
NRF management contract for HR and Finance
AMTS migrates into TIA February 2010
Biotechnology Instruments (BRICs) to migrate 01 April 2010
Recruitment Update
• Search Partners International appointed to head hunt for the CEO
– Process to be concluded by 1st Quarter FY2010
• CFO and Enterprise Risk Manager appointed
• Chief Economist, Chief Technology Innovation Officer, Chief People
and Culture Officer, and Group Executives
– Short-listed (interviews 23-25 March 2010)
• Finance and People & Culture portfolios posted internal recruitment
commenced in February 2010
– All placement to be concluded by 31 March 2010
• Technology Innovation, Investment and Economist portfolios to be
posted on Monday/Tuesday
– All placements to be concluded by 30 April 2010
• All appointments for the Central and three Provincial nodes will be
concluded by 30 April 2010
Operational Update
• National office
– Innovation Hub, Pretoria (consolidated space of BioPAD, Tshumisano)
– Occupation 01 May 2010
• Provincial offices
– Gauteng, Centurion (IF)
– KwaZulu-Natal, Durban (LIFElab)
– Western Cape (CBT)
• Negotiations underway with partners in:
– Free State (MoU)
– Limpopo
– Eastern Cape
• Plans for NW, NC and Mpumalanga will be developed in FY2010/11
• Other Issues:
– Finalise Operational Model (Q1)
– Monitoring and Evaluation (ongoing)
– Enterprise Performance Management (Q2)
Thank You!