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Annual Performance Plan2018/19
FINAL SUBMISSION
Technology Innovation AgencyFY2018/19 Annual Performance Plan
Tel: (012) 472 270183 Lois Avenue
Menlyn 0063
Pretoria
FOREWORD BY THE CHAIRPERSON
In line with National Treasury directives, we present the Technology Innovation
Agency (TIA) Annual Performance Plan (APP) for the 2018/19 financial year.
This plan serves as a commitment of the Agency to deliver on its mandate as
per the Key Performance Indicators (KPIs) of the Department of Science and
Technology. The APP is derived from TIA’s Strategic Plan 2015 – 2020, which
defines the organisations strategic objectives which in turn are aligned to key
government priorities, inter alia, the Government’s Nine Point Plan, the National
Development Plan 2030, the New Growth Path, the Industrial Policy Action Plan
and the DST’s Decadal Innovation Plan.
In finalizing this plan, we revisited the mandate entrusted to TIA to ensure that
we are effectively aligned to this important reference during implementation. In
doing so TIA plans to play a greater role in defining and refining the innovation
ecosystem both locally and globally through effective partnerships and
collaborations. TIA will continue to fund technology development through its
Seed Fund, the Technology Development Fund and the Pre-Commercialisation
Support Fund with an enhanced attention to client management and post-
approval support, to existing and new technology projects within the TIA portfolio
of projects.
In order to add value to the policy context TIA is gearing to respond to the
inevitable implications of the 4th Industrial Revolution. Given that the swiftness
of recent breakthroughs which have “no historical precedent”, it is clear that
TIA would have to be alert to the rapidly changing landscape of disruptive and
exponential innovation, as it seeks to address Government’s triple challenges
of poverty, inequality and unemployment. This plan seeks to accelerate the
development and deployment of technologies to high impact areas to increase
economic competitiveness and socio-economic transformation.
Of significant focus is the bio-economy strategy established by the Department
of Science and Technology to support future growth of the country. TIA’s role is
4
central and through pertinent partnerships, will aim to advance the prescripts of
the strategy.
TIA’s continued non-financial support to its projects through the Innovation Skills
Development unit will aim to strengthen its support in the areas of business and
entrepreneur development. The 4th Industrial Revolution places creativity and
critical thinking high on the list of primary skills, required to drive the motivation
of this new age and accordingly projects and programmes will be designed to
ensure that the development and retention of these skills are on the priority
agenda of the skills development component of TIA.
On an operational level, TIA is reaching its conclusion on the change-management
process with an optimistic expectation that the organisation will be more agile
and streamlined. Stakeholder engagements have indicated various weakness
which will be addressed through the optimised processes being implemented.
TIA continues to strengthen its internal control environment to ensure quality,
efficiency and accountability throughout its governance processes.
Conclusion
As a new Board, our vision is to ensure that the requisite transformative changes
which are required do indeed take place. The Strategic Planning Workshop
conducted during in June 2017 set the tone and impetus of the organisation.
An important focus of this board is to ensure that TIA’s efforts go beyond
transactional impact. We are committed to ensure the organization remain a
catalyzing thought-leader towards an innovation ecosystem that enables greater
transformation as we deliver on our mandate.
Prof Edward Chr Kieswetter
Chairperson of the Board
5
PREFACE
This document serves as the Technology Innovation
Agency (TIA) Annual Performance Plan (APP) for
the Financial Year (FY) 2018/19 and signifies the
commitment of the Agency to deliver on its mandate
as per the Key Performance Indicators (KPIs) of
the Department of Science and Technology (DST).
This APP is based on the Agency’s Strategic Plan
FY2015/20.
The Strategic Plan defines the organisation’s
strategic objectives which have been aligned
to key government priorities (Government Nine
Point Plan) outlined in the Medium-Term Strategic
Framework Policy (MTSF) for FY2014/19, the
National Development Plan (NDP) 2030, the New
Growth Path (NGP), the Industrial Policy Action
Plan and the DST’s Bio-economy Strategy.
6
OFFICIAL SIGN OFF
It is hereby certified that this Annual Performance Plan:
1. Was developed by the management of TIA;
2. Takes into account all the relevant policies, legislation and other mandates for which TIA is responsible; and
3. Accurately reflects the performance measures TIA will endeavour to achieve over the financial year 2018/19.
Mr Werner van der Merwe
Chief Financial Officer Signature: _____________________________________
Mr Barlow Manilal
Chief Executive Officer Signature: _____________________________________
Prof Edward Chr Kieswetter
Chairperson of the Board Signature: _____________________________________
Approved by:
Minister Naledi M. Pandor
Executive Authority Signature: _____________________________________
7
Table of Contents
1. INTRODUCTION ...........................................................................................................................................................................12
2. VISION .............................................................................................................................................................................................15
3. MISSION ..........................................................................................................................................................................................15
4. TIA’s VALUES .................................................................................................................................................................................16
4.1 Articulation of TIA values to drive performance ....................................................................................................................18
5. LEGISLATIVE AND OTHER MANDATES ..............................................................................................................................20
6. TIA’s POSITIONING .....................................................................................................................................................................24
7. POLICY CONTEXT .......................................................................................................................................................................30
7.1 Sustainable Development Goals (2030) .......................................................................................................................................30
7.2 National Development Plan (NDP) 2030 ......................................................................................................................................30
7.3 Medium-Term Strategic Framework (MTSF) 2014-2019 .........................................................................................................30
7.4 New Growth Path (NGP) 2020 ........................................................................................................................................................31
7.5 Government Nine Point Plan ..........................................................................................................................................................31
7.6 Industrial Policy Action Plan (IPAP) 2017/18 – 2019/20 ...........................................................................................................31
7.7 Department of Science and Technology (DST) Priorities ........................................................................................................31
7.7.1 National Research and Development Strategy (NRDS) .......................................................................................................31
7.7.2 Ten-Year Innovation Plan (TYIP) 2008-2018 ...........................................................................................................................31
7.7.3 Bio-economy Strategy ...................................................................................................................................................................32
7.8 Contribution of STI to the reduction of poverty, inequality and unemployment ................................................................32
8. SITUATIONAL ANALYSIS ...........................................................................................................................................................39
8.1 TIA’s Performance Environment .....................................................................................................................................................39
8.1.1 Contribution to the realisation of the outcomes of the Medium-Term Strategic Framework 2014-2019 .................39
8.1.2 Contribution to DST Proxy Indicators .........................................................................................................................................45
8.1.3 TIA’s Strategic Outcome-Oriented Goals .................................................................................................................................47
8.1.4 Progress in achieving the Strategic Outcome-oriented Goals ............................................................................................51
Goal 1 − Support commercialisation of technological innovations .............................................................................................51
Goal 2 − Increase infrastructure access for technology development ........................................................................................51
Goal 3 − Stimulate an agile and responsive National System of Innovation ...........................................................................52
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8.1.5 TIA’s Contribution to the Bio-economy Strategy ....................................................................................................................52
8.2 External Environment .......................................................................................................................................................................55
8.2.1 Global Trends ...................................................................................................................................................................................55
8.2.2 Fourth Industrial Revolution ..........................................................................................................................................................56
8.2.3 South African Innovation Landscape ........................................................................................................................................56
8.2.4 Science Councils .............................................................................................................................................................................57
8.2.5 Technology Innovation Enablers .................................................................................................................................................57
8.2.6 Economic Landscape ....................................................................................................................................................................58
8.2.7 Technology Innovation Funding Landscape ...........................................................................................................................58
8.2.8 IDC Technology Venture Capital (TVC) Fund .........................................................................................................................60
8.2.9 Entrepreneurs ...................................................................................................................................................................................60
8.3 Internal Environment ..........................................................................................................................................................................61
8.3.1 Socio Economic Impact Assessment .........................................................................................................................................61
8.3.2 Stakeholder Analysis ......................................................................................................................................................................62
8.4 Organisational Environment ...........................................................................................................................................................65
8.5 Description of Strategic Planning Process ..................................................................................................................................66
9. PLANNED STRATEGIC INITIATIVES .....................................................................................................................................67
9.1 Strategic Stakeholder Engagement Initiatives ............................................................................................................................71
10. OVERVIEW OF THE FY2018/19 BUDGET AND MTEF ESTIMATES ...........................................................................73
10.1 Administration costs .........................................................................................................................................................................73
10.2 Investment funding ...........................................................................................................................................................................73
10.3 Other income .....................................................................................................................................................................................73
10.4 Budget Allocation per Programme ...............................................................................................................................................78
11. PROGRAMME 1: ADMINISTRATION .....................................................................................................................................79
11.1 Strategic Overview ...........................................................................................................................................................................79
11.2 Programme 1 − Administration Risk Management and Mitigating Actions .......................................................................80
11.3 Programme 1 – Administration MTEF Performance Indicators and Targets for FY2018/19 ........................................82
11.4 Programme 1 – Administration Quarterly Performance Indicators and Targets for FY2018/19 ..................................83
12. PROGRAMME 2: INNOVATION FUNDING AND PRE-COMMERCIALISATION AND SUPPORT ........................84
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12.1 Strategic Overview ...........................................................................................................................................................................84
12.1.1 Co-Investment with DFIs in most projects/programmes ....................................................................................................84
12.1.2 Transition of Projects from IES to IFPCS Innovation Funding and Pre-Commercialisation Support – Internal
Upstream Integration ....................................................................................................................................................................84
12.1.3 Rapid Innovation/Finance Fund ................................................................................................................................................85
12.1.4 Focused Investment: Chosen Industries and Value Chain ................................................................................................85
12.1.5 Focused and dedicated management of investments in the Commercialisation Phase ...........................................85
12.2 Programme 2 - Innovation Funding and Pre-Commercialisation Risk Management ...................................................86
12.3 Programme 2 - Innovation Funding and Pre-Commercialisation MTEF Performance Indicators and Targets for FY2018/19 .........................................................................................................................................................................................89
12.4 Programme 2 - Innovation Funding and Pre-Commercialisation Quarterly Performance Indicators and Targets for FY2018/19 ..........................................................................................................................................................................................91
12.5 Programme 2 - Innovation Funding and Pre-Commercialisation MTEF Performance Indicators, Annual and Quarterly Targets for FY2018/19 per indicator per unit ................................................................................................................93
13. PROGRAMME 3: INNOVATION ENABLING AND SUPPORT ........................................................................................98
13.1 Department Strategic Overview ....................................................................................................................................................98
13.2 Programme 3: Innovation Enabling and Support MTEF Performance Indicators and Targets for FY2018/19 .... 101
13.3 Programme 3 Innovation Enabling and Support Performance Indicators and Targets for FY2017/18 .................. 105
13.4 Programme 3: Innovation Enabling and Support MTEF Performance Indicators and Annual and Quarterly Targets for FY2018/19 per indicator per unit................................................................................................................................................ 106
14. STRATEGIC OUTCOMES LINKED TO KEY PERFOMANCE INDICATORS ........................................................... 114
15. MEDIUM-TERM TARGETS ..................................................................................................................................................... 117
16. QUARTERLY TARGETS ......................................................................................................................................................... 122
ANNEXURES TO THE ANNUAL PERFORMANCE PLAN 2018/19 124
A1: Technology Readiness Level (TRL) Tables ............................................................................................................................. 124
A2: LIST OF ACRONYMS .................................................................................................................................................................... 124
(Footnotes) .............................................................................................................................................................................................. 137
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List of Tables
Table 1 Link of Mandate (verbs) to the Strategic Objectives, Programmes and Outputs of the Agency .........................22
Table 2 Contribution of STI to the reduction of poverty, inequality and unemployment .........................................................34
Table 3 Contribution to the MTSF commitments undertaken by TIA in the 2014-2019 MTSF cycle .................................40
Table 4 TIA’s Contribution to DST Proxy Indicators .........................................................................................................................46
Table 5 DST Strategic Outcome-oriented Goals linked to TIA Strategic Outcome-oriented Goals, Proxy Indicators, and Programme Strategic Objectives. ..........................................................................................................................................48
Table 6 TIA Multipliers FY2016/17 ........................................................................................................................................................61
Table 7 Programme 1 Administration FY2018/19 Planned Strategic Initiatives .......................................................................68
Table 8 Programme 2 Innovation Funding and Pre-Commercialisation FY2018/19 Planned Strategic Initiatives .........69
Table 9 Programme 3 Innovation Enabling and Support FY2018/19 Planned Strategic Initiatives ....................................70
Table 10 Planned Strategic Stakeholder initiatives FY2018/19 ....................................................................................................71
Table 11 TIA MTEF Budget FY2018/19 to FY2019/20 as per Allocation Letter .....................................................................75
Table 12 Overview of 2017/28 Budget and MTEF Estimates and Expenditure Trends .........................................................76
Table 13 Vote expenditure trends by Programme and economic classification .......................................................................76
Table 14 Entity Budget .............................................................................................................................................................................77
Table 15 Budget outlined per Programme 1 Administration .........................................................................................................78
Table 16 Budget outlined per Programme 2 Innovation Funding and Pre-Commercialisation ...........................................78
Table 17 Budget outlined per Programme 3 Innovation Enabling and Support .......................................................................78
List of Figures
Figure 1 TIA Values ..................................................................................................................................................................................16
Figure 2 TIA Values to drive Performance ..........................................................................................................................................19
Figure 3 TIA Positioning ..........................................................................................................................................................................25
Figure 4 Role of Technology Innovation Agency ..............................................................................................................................26
Figure 5 TIA Risk Funding Scheme .....................................................................................................................................................27
Figure 6 TIA Technology Development Fund descriptions per TRL level ..................................................................................28
Figure 7 Flow Diagram − TIA’s Impact Areas ....................................................................................................................................33
Figure 8 Technology Funding Landscape ..........................................................................................................................................59
Figure 9 TIA Multipliers Comparison FY 2010/11- 2016/17 ...........................................................................................................62
11
1. INTRODUCTION
This Annual Performance Plan (APP), which has been prepared in line with the National Treasury requirements,
elaborates on how TIA’s APP for the financial year (FY) 2018/19 will be implemented during the Medium-Term
Expenditure Framework (MTEF) period. It is informed by the priorities identified in TIA’s FY2015/20 Strategic Plan and
provides details of TIA’s annual targets.
This APP forms the basis for monitoring progress against the strategic plan, where performance against the targets will
be approved by the Board and reported to the Shareholders on a quarterly and annual basis. This document narrates
the planned programmes, budget and annual indicators for strategic objectives for the MTEF period and quarterly
indicators for the FY2018/19 for each of TIA’s three strategic objectives. Further detailed operational plans, including an
appropriate programme risk register and risk-mitigating plan, will support the achievement of the strategic objectives.
12
13
VisionTo be a leading technology innovation agency that stimulates and
supports technological innovation to improve the quality of life for all
South Africans.
TIA’s aspiration finds expression in the vision of the Department of Science and Technology (DST) which is: “Increased
wellbeing and prosperity through science, technology and innovation”, in that technological innovation should be
intensified to uplift the lives of all citizens of South Africa through inclusive development. TIA will strive to ensure that its
strategic programmes will yield outcomes that are aligned to this goal.
14
2. VISION
3. MISSION
To facilitate the translation of South Africa’s
knowledge resources into sustainable socio-economic
opportunities.
Mission
15
4. TIA’s VALUES
Figure 1 TIA Values
TEAM
WO
RK
PROfESSiOnA
liSM
EXCEllEn
CE
inTEGRiTY
Together we can do more. Fostering teamwork
creats a TIA work culture that values collaboration
and co-operation.
Together we can do more. Fostering teamwork creats
a TIA work culture that values collaboration and co-
operation.
Together we can do more. Fostering teamwork
creats a TIA work culture that values collaboration
and co-operation.
16
inTEGRiTY
TRAnSPAR
En
CY
innOVATiOn
Together we can do more. Fostering
teamwork creats a TIA
Together we can do more. Fostering teamwork creats
a TIA work culture that values collaboration and co-operation. work culture that
values collaboration and co-operation.
Together we can do more. Fostering
teamwork creats a TIA work culture that values
collaboration and co-operation.
17
4.1 Articulation of TIA values to drive
performance
In articulating the focus activities going forward,
the acronym “TIA” has been expressed per letter
to reflect the values of the organisation:
AC
CO
Un
TA
BiliTY
iMP
AC
T
TEA
MW
OR
K
Figure 2 TIA Values to drive Performance1
1 Mr. B Manilal TIA’s CEO Presentation at the Board Strategy Session 27-28 June 2016 – Improving operational matrices and management for increased organisation performance.
18
T – represents TEAMWORK
This refers to collaborative engagement
with all stakeholders within the National
System of Innovation (NSI), inclusive of
all government national departments,
private sector partners and internally
within the organisation.
I – represents IMPACT
This is in relation to the contribution
the organisation makes to the NSI in
addressing national imperatives through
the execution of its mandate.
A – represents ACCOUNTABILITY
In terms of meeting expectations as well
as ensuring optimal governance and
compliance standards to both internal
and external stakeholders with regards
to the performance of the organisation.
Figure 2 TIA Values to drive Performance1
1 Mr. B Manilal TIA’s CEO Presentation at the Board Strategy Session 27-28 June 2016 – Improving operational matrices and management for increased organisation performance.
PART A
19
5. LEGISLATIVE AND OTHER MANDATES
The mandate of the Technology Innovation Agency (TIA) is derived from the provisions of the Technology Innovation Act
(Act No. 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.2
In interpreting the mandate, the meaning of the words have been defined and articulated as follows:
• To promote is to provide technical insight and an enabling framework to find, develop, evaluate and commercialise
innovative ideas.
• Development is the provision of technical expertise, access to technology infrastructure and funding to progress
ideas across the innovation value chain.
• Exploitation is to take advantage of the research outputs from the knowledge economy to create new high-tech industries.
• Public Interest refers to the general welfare of the citizens of the country in relation to their rights, wellbeing or
economic posterity that warrants recognition and protection. The public holistically has a stake in the management
and affairs of local, state and national government which justifies governmental regulation.
• Discoveries refer to the recognition of phenomena, properties or laws of the material universe not previously
recognised and capable of verification in relation to a new increment in knowledge.
• Inventions refer to any art or process (way of doing or making things), machine, manufacture, design, composition of
matter, or any new and useful improvement thereof, or any variety of plant, which is or may be patentable.
• Innovations refer to doing something new that improves a product, process or service.
• Improvements refer to the application of new and better production processes or techniques that allow old or new
products to be made more reliably.
The Act defines that “the object of TIA is to support the State in stimulating and intensifying the technological
innovation in order to improve economic growth and the quality of life of all South Africans by developing and
exploiting innovations”.3
In interpreting the object of the Agency, the meaning of the words have been defined and articulated as follows:
• To stimulate is to incentivise and mobilise actors within the innovation ecosystem to seamlessly progress ideas from
proof of concept to full-scale commercialisation.
• To intensify is to create and catalyse technology development opportunities to advance ideas in a structured manner.
• Improve economic growth refers to the contribution that the technologies TIA have developed and commercialised
2 TIA Act 26 of 2008 – extract from Section 3 titled “Object of the Agency”.3 Ibid.
20
make to the country’s Gross Domestic Product (GDP), creating and or sustaining of jobs, improvement to the trade
balance, enhancing core sector competitiveness and the creation of new industries.
• Quality of life refers to the rise in the standard of living (as defined in the National Development Plan 2030) and the
improvement in service delivery and equality.
In fulfilling its mandate, the Agency operates within the context of an innovation ecosystem. An innovation
ecosystem (also known as the National System of Innovation (NSI)) is defined as the interconnected relationships that are
formed between actors or entities whose functional goal is to enable technology development and innovation. The innovation
ecosystem comprises multiple sub- systems which include the Technological Innovation System, Sectorial Innovation
System, Organisational Innovation System and Regional Innovations which, in turn, would comprise smaller sub-systems
overseen by various actors and sub-actors. In this context, the actors would include the financial and physical resources
(funding, research and development (R&D) infrastructure and technology platforms) and human capital (students, academic
researchers, industry researchers and industry representatives) that make up the institutional entities participating in the
ecosystem (e.g. the universities, science councils, private sector firms, public sector entities, venture capitalists (VC), industry
research institutes, local economic development institutions, funding agencies and policy makers).
The words contained in the mandate above align to the strategic objectives of TIA and are illustrated below:
PART A
21
Tabl
e 1
Lin
k of
Man
date
(ver
bs) t
o th
e St
rate
gic
Obj
ectiv
es, P
rogr
amm
es a
nd O
utpu
ts o
f the
Age
ncy.
Man
date
(Ver
bs)
Stra
tegi
c O
bjec
tives
Stra
tegi
c pr
ogra
mm
es e
nact
ed to
real
ise
the
Man
date
Stra
tegi
c O
utpu
ts a
nd O
utco
mes
Dev
elop
men
t
Expl
oita
tion
Inte
nsify
Publ
ic in
tere
st
Dis
cove
ries
Inve
ntio
ns
Inno
vatio
ns
Impr
ovem
ents
Prom
ote
Stim
ulat
e
Econ
omic
gro
wth
Qua
lity
of li
fe
To p
rovi
de te
chno
logy
dev
e-
lopm
ent f
un di
ng a
nd s
uppo
rt
in h
igh
impa
ct a
reas
.
To p
rovi
de th
ough
t lead
ersh
ip
and
an e
nabl
ing
envi
ronm
ent
for
tech
nolo
gy in
nova
tion
in
colla
bora
tion
with
oth
er ro
le-
play
ers.
Prov
idin
g ris
k fu
ndin
g to
ena
ble
the
expl
oita
tion
of te
chno
-
logi
cal i
nnov
atio
n;
Dev
elop
ing
tech
nolo
gica
l inno
vatio
ns fr
om th
e in
telle
ctua
l
prop
erty
sou
rced
from
inno
vato
rs, H
ighe
r Ed
ucat
ion
In-
stitu
tions
(HEI
s), S
cien
ce C
ounc
ils (S
C) a
nd o
ther
sta
ke-
hold
ers
with
in th
e N
SI;
Supp
ortin
g th
e co
mm
erci
alis
atio
n of
indu
stry
enh
anci
ng
tech
nolo
gies
in c
oope
ratio
n w
ith th
e br
oade
r NSI
sta
ke-
hold
ers;
Prov
idin
g ac
cess
to in
frast
ruct
ure
that
will
enab
le in
nova
tors
to d
evel
op n
ew te
chno
logi
es;
Prom
otin
g in
nova
tion
skills
–de
velo
pmen
t ini
tiativ
es b
e-
twee
n ac
adem
ic in
stitu
tions
and
indu
stry
;
Posi
tioni
ng it
self
as a
key
sou
rce
and
repo
sito
ry o
f kno
w-
ledg
e an
d in
tellig
ence
on
key
info
rmat
ion
rega
rdin
g te
ch-
nolo
gy tr
ends
and
opp
ortu
nitie
s th
at w
ould
be
cri ti
cal t
o
supp
ortin
g po
licy
deve
lopm
ent a
nd d
ecis
ion-
mak
ing;
and
Enac
ting
inno
vatio
n-re
late
d sc
hem
es
targ
etin
g sp
ecific
grou
ping
s to
pro
vide
acce
ss to
gen
eral
wor
king
spac
e su
p-
port,
spec
ialis
ed e
quip
men
t and
acc
ess t
o te
chni
cal e
xper
ts.
Prod
ucts
Proc
esse
s
Serv
ices
Star
t-up
com
pani
es
Cre
atio
n of
new
indu
strie
s
Cre
atio
n of
em
ploy
men
t an
d em
ploy
men
t
oppo
rtuni
ties
Ups
killin
g of
inn
ovat
ors,
res
earc
hers
and
entre
pren
eurs
Inno
vativ
e pr
oduc
t, pr
oces
ses
and
serv
ices
supp
ortin
g ec
onom
ic g
row
th
Ris
e in
the
stan
dard
of l
ivin
g
22
In South Africa, the current levels of coherence within the NSI and among the existing policies, national
programmes and public-sector institutions remain weak. This is evidenced by the variable uptake of incentive
schemes and the multiple systemic pipeline jams that remain refractory to action.4 Thus, TIA has been positioned to
be the link within the NSI in a bid to enhance the country’s capacity to translate a greater proportion of local R&D into
commercial technology products and services. This is the case because knowledge generated at various universities and
public research institutions has not been reaching the market. This is owed mainly to: lack of systemic NSI coherence
amongst the various actors, deep-seated gap between government and business5, lack of technical skills and capacity
in technology transfer and commercialisation and risk-funding instruments targeted at the development of technologies.
This has resulted in there being no adequate translation of the knowledge generated and utilisation in addressing the
socio-economic development needs of the country. It is therefore the mission of TIA to exploit South Africa’s knowledge
resources into sustainable, socio-economic opportunities that can better lead to the creation of knowledge-based
industries which, in turn, will result in companies becoming more competitive. This is key to the sustainability of the
innovation ecosystem as the current operating environment highlights the need to develop technologies that would
augment the advent of the 4th Industrial Revolution and to focus on speeding-up the adoption of innovations. It is
envisaged that this could lead to the creation of smaller scale innovation ecosystems that push selected technology
niches which may lead to transformative capabilities being developed faster.
Knowledge resources and economic systems are two sub-systems which are, amongst others, within the
broader NSI. The knowledge economy is driven by fundamental research emanating from Public Research and Higher
Education Institutions while the economic system is driven by market dynamics which are sensitive to any changes
within the macro environment. TIA’s role, therefore, is to create enabling mechanisms to allow for the interaction of both
sub-systems with an aim to create new high-tech industries as these have high growth potential in spurring job creation
and economic growth. To this end, TIA has established programmes and initiatives to ensure connectedness along the
innovation value chain to allow for technologies to be supported and progressed from the laboratory to the market.
In performing against its mandate TIA has, through its various programmes and activities, supported the
development of technologies in alignment to national priorities outlined in the National Development Plan
(NDP) 2030, the Medium-Term Strategic Framework’s (MTSF) outcomes and sub-outcomes, Government’s
Nine Point Plan, DST policies and its Bio-economy Strategy. From FY2010/11 to FY2016/17 the results are as
follows: over 205 innovation products have been developed; a total of R2,6 billion has been disbursed to support the
development of new technological innovations; and over 8 550 small, medium to micro-scale enterprises(SMMEs) have
been supported. This has resulted in a contribution of R4,8 billion in terms of Gross Domestic Product (GDP) to the
national economy and has led to 14 022 jobs being created.
Going forward, the Agency is positioning itself to be a hub in supporting technologies within the NSI by
ensuring visibility of its project portfolio to all the various stakeholders therein. This would be underpinned
by partnerships the Agency will form to ensure that there is a seamless progression of ideas across the innovation
value chain. In addition, TIA will extend its service offering to other national departments and the private sector to
4 A Review of the South African Science, Technology, and Innovation Institutional Landscape (2016) page 15.5 Ibid. Page 11.
PART A
23
capacitate the system in developing new technologies. It is envisaged that this will unlock additional funding which will be applied to strengthen the interventions needed in localising technologies to achieve a broader socio-economic impact. Furthermore, intelligence will be gathered from all the innovation activity occurring in Science Councils, HEIs, Universities of Technology (UoT), Offices of Technology Transfer (OTT), amongst others, in a bid to understand the evolution of the NSI and the technical needs of NSI stakeholders. Efforts are ongoing to enhance internal capacity to ensure that all processes and systems are optimised to deliver on the expectations of TIA’s direct stakeholders.
6. TIA’s POSITIONING
In response to its mandate, TIA is positioned to provide “gap”6 funding for technology development projects with a potentially high social and economic impact. These projects are unable to attract commercial funding due to the inherent high-risk nature associated with the technology development process. TIA’s funding focuses on de-risking technologies that are going through the technology development phases. The focus areas are as follows:
a. De-risk knowledge outputs from innovators, academia, science councils and public research institutions.
b. De-risk the knowledge outputs that have been converted to prototypes which would need further development into technologies.
c. De-risk the entrepreneur/innovator who is developing the technology in terms of the skills needed to establish a tech-based enterprise.
d. De-risk the enterprise established during the commercialisation phase to ensure that it contributes to improved economic growth and enhancing the quality of life of South Africans.
The phases that are applied in developing technologies are measured in terms of Technology Readiness Levels (TRL) which, when simply defined, are a measurement system used to assess the maturity level of a particular technology. Each technology project is evaluated against the parameters for each technology level and is then assigned a TRL rating based on the project’s progress. There are nine Technology Readiness Levels (TRLs). TRL 1 is the lowest and TRL 9 is the highest. TIA focuses on TRL 3-8 only; which are defined below:
i. Proof of concept stage is termed TRL 3;
ii. Technology development, which entails prototyping and/or piloting, is termed TRL4-5; and
iii. Technology demonstration and pre-commercialisation is termed TRL 6-8.
TRL 1 and 2 is largely basic; TRL 9 is full commercialisation and these three TRLs are presently not part of TIA’s primary focus. Enabling the transformation of such ideas into commercially sustainable products, services and processes (including the necessary start-up companies) is the immediate output of TIA’s value chain, as depicted in Figure 3 below. The inputs into TIA Value Chain are namely innovators, the expertise of TIA’s human resources, financial resources allocated by the National Treasury and other sources as well as facilities, expertise and resources provided by NSI
partners such as research and academic institutions.
6 Gap funding definition – this risk-based funding that bridges the innovation chasm for innovators to prove and progress their ideas to the market. The funding covers the costs of proving the technological concept, to development and demonstration of the actual technology and for the commercialisation thereafter.
24
OutcomesComercialisation of technologies
Private sector funds attracted
Figure 3 TIA Positioning
Facilitator
Engage with third parties in assisting innovators
Active Funder
Providing funding to develop innovations
Enabler
Providing access to high-end technology infrastructure
What TIA does: Catalyse the progression of ideas across the different technology readiness levels
-------------------------------------------------------------------------------------------------------------- How? --------------------------------------------------------------------------------------------------------------
Revenue -increase in high-tech
companies revenue performance of
SMMEs
Contribute of high technologies
products and services to core sector
competativeness
Contribution of job creation
Contribution to GDP, Balance of
payments
Improved quality of life in terms of increase in the
standard of living
Connector
impact
ideas
OutputsProductsProcessServices
Start up companies
INNOVATORSIndividuals
Companies Institutions with ideas
FUNDINGParliamentary grant
Proceeds from sale of investments
Other sources
EXPERTISE Technical skills within
TIA
RESEARCH & ACADEMIC
INSTITUTIONSHosts of high-end
facilities and expert skills to support
innovation
INDUSTRY PARTNERS
Entrepreneurship support & resources
inputs
Step 1
Step 3
Step 4
Step 2
Step 5
PART A
25
Figure 4 Role of Technology Innovation Agency
Catalyse the progression of ideas within the NSI across the different technology readiness levels
De-risk knowledge generated within the
innovaction eco-system
1 2 3 4 5 6 7 8
Technology Readiness Levels
De- risk prototypes through technology
development
De-risk entrepreneurs and tech-based
enterprises established
Connector
The figure below provides an outline for TiA’s role as a connector within the innovation ecosystem in South Africa.
foc
us
Are
aSt
akeh
old
ers
Provision and leveraging of risk funding for technology development
Provision of access to technology infrastructure and platforms
Strategic partnerships with key actors within the innovation eco-system
Provision of technical expertise
Facilitate access to funding from third parties to commercialise
technologies
Researchers, Science Councils, Public Research
Institutions, Higher Education Institutions
and Innovators
Venture Capitalists, Angel Investors, Private Equity
and International Funders
26
These inputs are the main elements that are converted in the transformation of ideas into technology development
outputs which ultimately, once deployed into the market, have a socio-economic impact.
The role that TIA plays in applying these resources and stakeholders to achieve its outputs and desired outcomes
is that of a Connector which entails catalysing the progression of ideas across the different technology readiness
levels through partnerships with private industries, universities and science councils in order to create an environment
for supporting sector-specific innovations that enable global competitiveness. The activities that TIA undertake in its
connector role are:
a. Provide funding to advance ideas towards market entry and to de-risk commercialisation. TIA currently offers
three risk funds over and above the programmes aimed at creating and supporting an enabling technology innovation
environment to support progression of innovation towards market readiness. The funding providing is structured to
provide support at each stage at which the technology is undergoing development. Figure 5 below:
Figure 5 TIA Risk Funding Scheme
TechnologyDevelopment
fund
Com
mer
cial
isat
ion
Su
pp
ort
fu
nd
SEED fUnD
Size of funding
TRL 1-2:Basic Research
TRL 3:Applied Research
TRL 4-7:Applied Research
TRL 8 Pre-:Commercialisationdemonstration
TRL 9 Full:Commercial Roll-out
PART A
27
The
fund
s ar
e cl
early
diff
eren
tiate
d ba
sed
on th
e st
age
of te
chno
logy
dev
elop
men
t as
defin
ed b
y th
e TR
L fra
mew
ork
as p
rese
nted
bel
ow:
Nam
e of
Fun
dPu
rpos
e of
the
Fund
TRL
See
d Fu
nd (S
F)To
ass
ist i
nnov
ator
s at
HEI
s, S
cien
ce C
ounc
ils a
nd S
MM
Es to
pro
gres
s th
eir
rese
arch
and
tech
nolo
gica
l out
puts
to d
evel
op p
roto
type
s, e
stab
lish
proo
f of c
once
pt a
nd v
alid
ate
busi
ness
case
s. T
his
shou
ld s
erve
to b
uild
a p
ipel
ine
for o
ther
fund
ing
inst
rum
ents
and
ext
erna
l fun
ders
.
This
fund
will
be m
anag
ed in
par
tner
ship
with
See
d Fu
nd P
rogr
amm
e pa
rtner
s.
3-8
Tech
nolo
gy D
evel
opm
ent F
und
(TDF
)To
ass
ist i
nnov
ator
s to
adv
ance
tech
nolo
gies
alo
ng th
e in
nova
tion
valu
e ch
ain,
from
pro
of o
f
conc
ept/p
roto
type
to
tech
nolo
gy d
emon
stra
tion.
The
fun
d is
des
igne
d to
mak
e ea
rly s
tage
tech
nolo
gy d
evel
opm
ent m
ore
attra
ctiv
e an
d le
ss ri
sky
to th
e m
arke
t.
4-7
Pre-
Com
mer
cial
isat
ion
Supp
ort F
und
(PC
SF)
To p
repa
re in
nova
tors
for f
ollo
w-o
n fu
ndin
g th
roug
h su
ppor
t for
mar
ket t
estin
g an
d va
lidat
ion.
In t
his
spac
e, T
IA’s
role
is
to c
onne
ct t
echn
olog
y in
nova
tors
to
busi
ness
and
inv
estm
ent
oppo
rtuni
ties.
8
Figu
re 6
TIA
Tec
hnol
ogy
Dev
elop
men
t Fun
d de
scrip
tions
per
TR
L le
vel
28
TIA’s primary funding vehicles are grants which are conditional in areas such as performance, risk and other factors.
Near proof-of-market projects are part of the support needed to make an idea investor-ready or market-ready and are
often important for raising venture capital and/or accessing other applicable sources of funding.
b. Provide access to technical expertise for innovators to validate, develop and exploit their ideas. This is
undertaken through experts who work at hosted technology stations located at Higher Education Institutions across the
country and through TIA staff who work together with the innovator in developing the technology. Both have the technical
competence and industry experience to ensure that the innovator is supported. Notably, township-based enterprises
are particularly disadvantaged, due not only to lower economic activity and purchasing power in these areas, but also
to deficiencies in skills. Within some sectors, these skills deficits have hindered the growth of local SMMEs in particular.
TIA will contribute to the realisation of the Gauteng Provincial Government Township Economy Revitalisation Strategy
by granting SMMEs access to technical expertise to ensure that township-based SMMEs are better trained, equipped
and supported.
c. Provide innovation skills development for innovators. Considering the advent and demands of the 4th Industrial
Revolution, it is imperative that the innovators are trained to contend with the skills required for the future industries.
Digital literacy is an absolute must in the new world of work which is always on, always connected and global. The skilled
innovator of the future will also have to be media literate and trans-disciplinary with the ability to understand concepts
across multiple disciplines. They must be equipped with a design mind-set and the ability to represent and develop
tasks and work processes for desired outcomes in establishing enterprises. The focus of the TIA skills development
programme is on developing skills within these niche areas to support the development of new technologies, identify
skills gaps within technology start-ups and provide enterprise development support for sustainability.
d. Enable access to high-end equipment for innovators located at institutions of higher education across the
country. The technology infrastructure platforms are equipped with high-end technology and are hosted by academia
who have specialised knowledge to progress ideas across the various TRLs up to pre-commercialisation. The value
proposition herein is the contribution made to improving the enterprises’ turnover and cost recovery through utilisation of
the equipment in improving the products and services. This would support, for example, the realisation of the outcomes
of Gauteng Provincial Government Township Economic Revitalisation Strategy.
e. Facilitate and assist innovators to secure funding (from companies, venture capital firms and development
finance institutions) for the commercialisation of products, services and processes developed through TIA’s
support. TIA has strategic relationships with upstream and downstream funders to support de-risking the technology
developed and enterprises established by the innovators. Greater emphasis is being placed on migrating of technologies
through the TRLs to harness the full benefits of the commercialisation process. This allows for a seamless progression
and de-risking of technologies along the innovation value chain, within a single entity, so that other stakeholders
may find it more attractive to participate in these projects based on the value that TIA has created. To this end, a
seamless integrated Innovation Portal concept is being developed with upstream and downstream NSI partners to
ensure that researchers and innovators who receive support for technology development are capacitated, monitored
and constructively handed over to each institution during the technology development cycle to enable them to reach the
commercialisation stage.
PART A
29
7. POLICY CONTEXT
The current economic and social landscape is advocating for an increase in the rate of economic growth in the country in
a bid to address the triple challenges of unemployment, poverty and inequality. In response to these, the government has
enacted various initiatives to stimulate the economy by positioning them to yield economic growth and competitiveness,
improved social development, quality of life and standards of living, enable cost savings to be realised through use
of Science, Technology and Innovation (STI) for decision support and to enhance government decision making. The
national policies are as follows:
7.1 Sustainable Development Goals (2030)
On 25 September 2015, the 194 countries of the UN General Assembly, adopted the 2030 Development Agenda titled:
“Transforming our world: the 2030 Agenda for Sustainable Development”. This agenda has 92 paragraphs. Paragraph
51 outlines the 17 Sustainable Development Goals and 169 associated targets. Each goal has specific targets to be
achieved over the next 15 years. These include amongst others: ending poverty, protecting the planet, and ensuring
prosperity for all. The goals are aligned to the outcomes of the aspirations of the National Development Plan 2030 and
other government policies.
7.2 National Development Plan (NDP) 2030
The NDP notes that the development in Science, Technology and Innovation fundamentally alters the way people live,
communicate and transact with profound effects on socio-economic growth and development. The NDP highlights that STI
is key to equitable growth and underpins economic advances, improvement in health systems, education and infrastructure.
7.3 Medium-Term Strategic Framework (MTSF) 2014-2019
The NDP is the overarching government framework for the socio-economic transformation of South Africa. The NDP
has been divided into five-year implementation plans, the first of which has been the 2014-2019 Medium-Term Strategic
Framework (MTSF). The MTSF has 14 Outcomes of which TIA has aligned its initiatives and contributes to the following
four outcomes:
• Outcome 2: A long and healthy life for all South Africans
• Outcome 4: Decent employment through inclusive economic growth
• Outcome 5: A skilled and capable workforce to support an inclusive growth path
• Outcome 10: Protect and enhance our environmental assets and natural resources
In the execution of its mandate, TIA has aligned its strategic programmes to the key DST polices in a bid to strengthen the
National System of Innovation through coordinating and leading the development of country-level strategies and policies.
30
7.4 New Growth Path (NGP) 2020
The NGP advocates that, in order to drive economic growth, new jobs would need to be created through “seizing the
potential of new economies by growing the knowledge economy”.
In FY2018/19 the plan enters the second phase in which there should be intensive improvements in productivity wherein
there is innovation across the state, business and social sectors. The NGP notes that this would be achieved through
accelerating the transformation of the STI sector and enhancing efficiency in the economy through knowledge.
7.5 Government Nine Point Plan
During the 2015 State of the Nation Address (SONA), the President outlined a Nine Point Plan that comprises
simultaneous actions in key strategic areas at a scale large enough to constitute a “big push” to ignite economic growth.
TIA, in its strategic positioning, has structured all its programmes to address the identified priority areas in a bid to
propel innovation products as a key growth translator. The adoption of localised technologies in the implementation of
the plan would lead to improved productivity and an increase in core competitiveness directly leading to advances in
manufacturing processes.
7.6 Industrial Policy Action Plan (IPAP) 2017/18 – 2019/20
The Department of Trade and Industry’s (dti) IPAP, highlights the need to leverage STI for industrial growth and
development. The plan outlines targeted interventions that seek to: ensure that the foreseeable effects of the 4th
Industrial Revolution and emergent disruptive technologies are understood; and adapt SA’s productive and services
sectors to meet the challenges, including those relating to employment displacement. To this end, the plan notes that
a stronger inter-departmental effort is already under way to optimise technology transfer and diffusion (building on the
Technology Localisation Unit programme) and to commercialise ‘homegrown’ R&D in key sectors − these efforts will be
further broadened and stepped up.
7.7 Department of Science and Technology (DST) Priorities
7.7.1 National Research and Development Strategy (NRDS)
This policy aims to identify specific priority areas that need to be capacitated to enable economic growth to be underpinned
by Science, Technology and Innovation. This is to be achieved through targeted innovation skills development
interventions that empower innovators from HEIs and Science Councils to be entrepreneurial and knowledgeable on
how to protect and exploit their intellectual property.
7.7.2 Ten-Year Innovation Plan (TYIP) 2008-2018
The policy aims to help drive South Africa’s transformation towards a knowledge-based economy in which the production
and dissemination of knowledge leads to socio-economic benefits. The NSI holds immense potential to increase the rate
and pace of innovation, thereby accelerating the process of start-up creation, economic growth and contributing to job
creation. TIA is aligned to the DST Grand Challenges.
PART A
31
7.7.3 Bio-economy Strategy
The policy instrument seeks to position South Africa’s bio-economy to be a significant contributor to the country’s economy
by 2030 through the creation and growth of novel industries that generate and develop bio-based services, products and
innovations, with a corresponding increase in the new and existing companies that provide and utilise these solutions.
7.8 Contribution of STI to the reduction of poverty, inequality and unemployment
To achieve greater alignment to National Government imperatives focused on achieving cohesive socio-economic
impact, TIA has aligned its activities and Figure 6 below reflects the structure thereof:
32
NDP 2030
NGP
IPAP
Nine Point Plan
DST Policies
TIA Board
Strategic Inputs
Job Creation
Eradicate inequality
Poverty alleviation
Transformation
Socio-Economic Growth
Impact and Relevance
Progression of ideas within the National
System of Innovation
(Innovators, Entrepeneurs, Science Councils, HEIs, TEIs, Platforms,
Technology Stations, Industry, Related Public-Sector entities, etc.)
Figure 7 Flow Diagram − TIA’s Impact Areas
Activities
inputs
Outcomes
PART A
33
Tabl
e 2
Con
trib
utio
n of
STI
to th
e re
duct
ion
of p
over
ty, i
nequ
ality
and
une
mpl
oym
ent
Con
trib
utio
n of
STI
to th
e re
duct
ion
of p
over
ty, i
nequ
ality
and
une
mpl
oym
ent
STI
Con
trib
utio
n
Pove
rty
Ineq
ualit
y U
nem
ploy
men
t
Dire
ctIn
nova
tion
enab
led
loca
l eco
nom
ic d
evel
op-
men
t
The
nurtu
ring
and
supp
ortin
g of
ide
as o
f
inve
ntor
s,
espe
cial
ly
from
di
sadv
anta
ged
back
grou
nds,
w
ill co
ntrib
ute
tow
ards
th
e
brid
ging
of i
nequ
ality
.
Fund
ing
of p
roje
cts
to d
evel
op t
echn
olog
y
imm
edia
tely
res
ults
in th
e cr
eatio
n of
hig
h-
end
tech
nica
l job
s.
Out
puts
Supp
ort
the
deve
lopm
ent
of
indi
geno
us
know
ledg
e sy
stem
s (IK
S)
for
heal
thca
re
prod
ucts
. Th
e de
velo
ped
syst
ems
will
equi
p
indi
vidu
als
with
the
nec
essa
ry k
now
ledg
e
to b
e ab
le t
o st
art
thei
r ow
n su
stai
nabl
e
busi
ness
es, t
here
by g
ener
atin
g in
com
e.
Inno
vatio
n to
enh
ance
sta
ndar
ds o
f liv
ing.
Tech
nolo
gica
l in
nova
tions
fro
m p
revi
ousl
y
disa
dvan
tage
d H
EIs,
w
here
m
ajor
ity
of
rese
arch
ers
com
e fro
m
impo
veris
hed
back
grou
nds,
will
be ta
rget
ed a
nd su
ppor
ted.
Supp
ort y
outh
par
ticip
atio
n fo
r IC
T Te
chno
-
logy
dev
elop
men
t fo
r m
obile
app
licat
ions
.
This
will
assi
st th
e yo
uth
to b
e se
lf-em
ploy
ed
by s
tarti
ng t
heir
own
busi
ness
es a
nd p
os-
sibl
y cr
eatin
g jo
bs in
the
proc
ess.
Thi
s w
ill
be d
one
in p
artn
ersh
ip w
ith b
oth
priv
ate
and
publ
ic s
take
hold
ers
whe
re y
outh
may
be
plac
ed fo
r int
erns
hips
to le
arn
and
gain
ex-
perie
nce
whi
le re
ceiv
ing
an in
com
e.
34
Con
trib
utio
n of
STI
to th
e re
duct
ion
of p
over
ty, i
nequ
ality
and
une
mpl
oym
ent
STI
Con
trib
utio
n
Pove
rty
Ineq
ualit
y U
nem
ploy
men
t
Out
puts
Num
ber o
f IKS
tech
nolo
gies
sup
porte
d:
Four
IKS
proj
ects
sup
porte
d:
1. I
mpe
rium
Dyn
asty
Gro
up is
a c
ompa
ny
who
se fo
cus
is o
n th
e de
velo
pmen
t of h
air
form
ulat
ion.
Th
e co
mpa
ny
prod
ucts
ar
e
curre
ntly
on
the
loca
l m
arke
t bu
t re
quire
mor
e sc
ient
ific
data
to b
e ab
le to
pen
etra
te
inte
rnat
iona
l mar
kets
.
2. Z
uple
x is
cur
rent
ly p
rodu
cing
bot
anic
al
com
poun
ds
thro
ugh
extra
ctio
n fro
m
indi
geno
us
plan
t m
ater
ial.
The
com
pany
sour
ces
its ra
w m
ater
ial f
rom
a ru
ral b
ased
com
mun
ity tr
ust w
hich
als
o ha
s sha
reho
ldin
g
in th
e co
mm
erci
al e
ntity
.
Tech
nolo
gies
sup
porte
d fro
m P
DI’s
:
Six
ICT
proj
ects
fu
nded
th
roug
h M
LAB
colla
bora
tion.
Afro
bodi
es a
ims
to lo
cally
pro
duce
rec
om-
bina
nt a
ntib
odie
s fo
r re
sear
ch a
pplic
atio
n.
Cur
rent
ly th
ere
are
no lo
cal p
rodu
cers
and
sim
ilar b
iolo
gics
are
impo
rted.
Yout
h SM
ME’
s su
ppor
ted:
Seve
n IC
T pr
ojec
ts f
unde
d th
roug
h M
LAB
colla
bora
tion
PART A
35
Con
trib
utio
n of
STI
to th
e re
duct
ion
of p
over
ty, i
nequ
ality
and
une
mpl
oym
ent
STI
Con
trib
utio
n
Pove
rty
Ineq
ualit
y U
nem
ploy
men
t
3.
The
Hea
l yo
ur
Gut
pr
ojec
t us
es
ferm
enta
tion
tech
nolo
gy,
as
had
been
tradi
tiona
lly a
pplie
d in
rur
al c
omm
uniti
es,
to p
rodu
ce n
ew p
rodu
ct v
aria
nts
that
are
heal
thie
r an
d ca
n su
ppre
ss a
num
ber
of
pred
omin
ant
dise
ases
. Th
e te
chno
logy
is
curre
ntly
bei
ng in
vest
igat
ed fo
r de
ploy
men
t
in
vege
tabl
e an
d fru
it fe
rmen
tatio
n to
real
ise
and
enha
nce
pre-
an
d pr
obio
tic
char
acte
ristic
s of
fina
l pro
duct
.
Maj
estik
Cos
met
ics
curre
ntly
pro
duce
s fa
cial
cosm
etic
pro
duct
s at
a s
mal
l sca
le. D
ue to
mar
ket
dem
ands
, th
e co
mpa
ny is
req
uire
d
to s
cale
up
its o
pera
tions
. Thi
s w
ill im
prov
e
its s
usta
inab
ility
and
prop
ensi
ty t
o cr
eate
empl
oym
ent.
36
Con
trib
utio
n of
STI
to th
e re
duct
ion
of p
over
ty, i
nequ
ality
and
une
mpl
oym
ent
STI
Con
trib
utio
n
Pove
rty
Ineq
ualit
y U
nem
ploy
men
t
Smal
l-Sca
le F
arm
er a
nd A
rtisa
nal a
nd S
mal
l-
Scal
e M
inin
g Te
chno
logy
Diff
usio
n in
itiat
ive:
By im
plem
entin
g an
act
ive
driv
e to
pro
mot
e
soci
al o
r in
form
al in
nova
tion
amon
gst r
ural
com
mun
ities
in o
rder
to d
rive
serv
ice
deliv
ery
and
impr
oved
pro
duct
s w
ithin
the
cont
ext o
f
rura
l and
tow
nshi
p ec
onom
y pr
ogra
mm
es
Supp
ortin
g tra
nsfo
rmat
ion
in te
rms
of g
ende
r
and
race
in
fund
ing
of i
nnov
atio
n pr
ojec
ts
wou
ld to
lead
to th
e cr
eatio
n of
jobs
whi
ch
resu
lt in
th
e em
ploy
men
t of
pr
evio
usly
disa
dvan
tage
d in
divi
dual
s.
Supp
ort e
ntre
pren
eurs
by f
undi
ng te
chno
logy
deve
lopm
ent
that
lea
ds t
o th
e cr
eatio
n of
new
ind
ustri
es:
Bio-
fuel
s, g
as,
rene
wab
le
ener
gy a
nd e
nerg
y m
anag
emen
t.
SMM
E’s
supp
orte
d th
roug
h Te
chno
logy
Loca
lisat
ion
and
Tech
nolo
gy S
tatio
n pr
o-
gram
me
to e
nabl
e th
em t
o be
com
e m
ore
com
petit
ive.
Indi
rect
Supp
ortin
g th
e te
chno
logy
tra
nsfe
r
proc
ess
espe
cial
ly a
mon
g th
e pr
evio
usly
disa
dvan
tage
d un
iver
sitie
s ac
ross
So
uth
Afric
a.
Thes
e in
stitu
tions
ar
e pr
iorit
ised
in
term
s of
fin
anci
al
and
non-
finan
cial
reso
urce
s th
at a
re p
ut t
owar
ds c
oach
ing
them
, as
sist
ing
with
impl
emen
ting
syst
ems
and
proc
esse
s; a
nd g
ivin
g gu
idan
ce
Usi
ng te
chno
logy
to id
entif
y an
d te
st th
e us
e
of te
chno
logy
to im
prov
e se
rvic
e de
liver
y and
dem
onst
rate
bet
ter
stan
dard
s of
liv
ing
i.e.
Wat
er R
esou
rces
Man
agem
ent t
echn
olog
ies
Know
ledg
e tra
nsfe
r to
SM
MEs
th
roug
h
tech
nica
l sup
port
offe
red
by th
e Te
chno
logy
Plat
form
may
lead
to th
e cr
eatio
n of
sta
rt-up
s
that
cre
ate
empl
oym
ent o
ppor
tuni
ties.
PART A
37
Con
trib
utio
n of
STI
to th
e re
duct
ion
of p
over
ty, i
nequ
ality
and
une
mpl
oym
ent
STI
Con
trib
utio
n
Pove
rty
Ineq
ualit
y U
nem
ploy
men
t
Lice
nsin
g of
te
chno
logy
de
velo
ped
in S
outh
Afr
ica
to a
mul
ti-na
tiona
l or
com
pany
who
se b
usin
ess
activ
ities
are
larg
ely
base
d ov
erse
es w
ould
gen
erat
e
roya
lties
for
TIA
/Sou
th A
fric
a th
at w
ould
cont
ribut
e to
the
GD
P.
Pote
ntia
l pa
rtner
ship
w
ith
eThe
kwin
i
met
ropo
litan
on
supp
ortin
g pr
ojec
ts m
ostly
focu
sing
on
wat
er m
anag
emen
t.
Faci
litat
ing
the
deve
lopm
ent
and
impr
ovem
ent o
f agr
o-pr
oces
sing
, tec
hnol
ogy
inno
vatio
n an
d co
mm
erci
alis
atio
n of
agr
o-
food
pr
oduc
ts
by
star
t-ups
an
d ex
istin
g
SMM
Es in
the
Lim
popo
pro
vinc
e.
Out
puts
Mus
hroo
m
prod
uctio
n:
prod
uctio
n an
d
deve
lopm
ent
of
shita
ke
mus
hroo
ms
for
med
icin
al p
urpo
ses
38
8. SITUATIONAL ANALYSIS
8.1 TIA’s Performance Environment
8.1.1 Contribution to the realisation of the outcomes of the Medium-Term Strategic Framework 2014-2019
TIA, through its mandate and activities, contributes to most of these outcomes, as well as sub-outcomes defined under
the overall MTSF umbrella (see Table 1.2 below). The progress in the realisation of these is articulated therein.
PART A
39
Tabl
e 3
Con
trib
utio
n to
the
MTS
F co
mm
itmen
ts u
nder
take
n by
TIA
in th
e 20
14-2
019
MTS
F cy
cle
OU
TCO
ME
SUB
-OU
TCO
ME
AC
TIO
N/C
OM
MIT
TEM
ENT
PRO
GR
ESS
2017
/18
PLA
NS
2018
/19
Out
com
e 2:
A lo
ng a
nd
heal
thy
life
for a
ll So
uth
Afr
ican
s
Sub-
Out
com
e 8:
Red
uced
cos
ts
of h
ealth
car
e
Inve
stm
ent
into
the
dev
elop
men
t of
affo
rdab
le a
nd a
dapt
able
nov
el h
ealth
prod
ucts
, ex
ampl
es o
f re
leva
nt p
ro-
ject
s:
Hea
lth S
ub-P
rogr
amm
e Pr
ojec
ts A
c-
tions
:
CPT
Pha
rma
– To
tal
TIA
plan
ned/
actu
al
inve
stm
ent
of
R18
.3m
w
ith
co-in
vest
men
t by
the
ID
C (
Indu
stria
l
Dev
elop
men
t Cor
pora
tion)
;
Biod
ox
– To
tal
TIA
plan
ned/
actu
al
inve
stm
ent t
o da
te o
f R14
.3m
co-
in-
vest
men
t as
follo
w-o
n fu
ndin
g by
the
IDC
to c
omm
erci
alis
atio
n ac
tiviti
es;
MAR
TI –
Tot
al T
IA p
lann
ed/a
ctua
l in-
vest
men
t to
date
of R
14.3
m –
Co-
in-
vest
men
t with
the
Uni
vers
ity o
f Pre
to-
ria;
Enzy
me
Tech
nolo
gy –
Tot
al T
IA i
n-
vest
men
t of
R13
.3m
– U
nive
rsity
of
Pret
oria
pro
vide
d m
inim
al fu
ndin
g fo
r
anim
al tr
ials
.
Supp
ort e
arly
sta
ge re
sear
ch o
utpu
ts
thro
ugh
prov
idin
g fu
ndin
g an
d ac
cess
to s
ervi
ces,
to e
nabl
e in
nova
tors
, re-
sear
cher
s an
d SM
MEs
to
addr
ess
the
heal
th n
eeds
of S
outh
Afri
ca w
ith
fund
ing
and
prog
ram
mat
ic s
uppo
rt.
Col
labo
rate
with
oth
er N
SI s
take
hold
-
ers
and
role
play
ers
to e
nabl
e th
eir
pipe
lines
of t
echn
olog
ies
that
add
ress
the
heal
th o
f Sou
th A
frica
ns a
nd c
on-
tribu
te to
a lo
ng li
fe fo
r all.
The
Hea
lth s
ub-p
rogr
amm
e co
ntin
-
ues
sour
cing
, fun
ding
and
man
agin
g
bio-
inno
vatio
n he
alth
pro
ject
s w
ith a
pote
ntia
l for
hig
h im
pact
in t
erm
s of
final
pro
duct
cos
ts fo
r the
end
use
r:
CPT
Pha
rma
– Pl
anne
d in
vest
men
t of
R2.
1m
Biod
ox –
Pla
nned
inve
stm
ent o
f R2m
;
MAR
TI –
Pla
nned
inve
stm
ent o
f R6m
;
MAR
TI
– Pl
anne
d in
vest
men
t of
R2.
3m.
Enzy
me
Tech
nolo
gies
– N
o pl
anne
d
inve
stm
ent b
eyon
d FY
201
7/18
;
Seed
Fun
d Pr
ogra
mm
e is
to c
ontin
ue
prov
idin
g fu
ndin
g fo
r de
velo
pmen
t of
tech
nolo
gies
in
al
tern
ative
th
erap
ies
from
indi
geno
us p
lant
s an
d th
e en
viron
-
men
t fo
r in
fect
ious
and
non
-infe
ctio
us
dise
ases
that
pla
gue
the
Sout
h Af
rican
popu
latio
n in
cludi
ng D
iabe
tes,
HIV
Aid
s,
Canc
er, T
uber
culo
sis a
nd M
alar
ia.
Incr
ease
d co
llabo
ratio
n w
ith
Med
i-
cal
Res
earc
h C
ounc
il (M
RC
) un
der
the
Stra
tegi
c H
ealth
Inn
ovat
ion
Pro-
gram
me.
Prov
isio
n of
focu
sed
fund
ing
and
sup-
port
for
deve
lopm
ent o
f new
cap
abi-
litie
s.
CPT
Pha
rma
– Pl
anne
d in
vest
men
t of
R2.
9m
Biod
ox –
No
plan
ned
inve
stm
ent b
e-
yond
FY
2017
/18;
MAR
TI
– Pl
anne
d in
vest
men
t of
R8.
3m.
Mon
itorin
g an
d co
ntin
ued
deve
lop-
men
t of a
por
tfolio
of
proj
ects
tha
t ar
e re
ady
for
com
mer
-
cial
isat
ion
and
whi
ch a
re s
uppo
rted
by in
dust
ry p
artn
ers.
40
Tabl
e 3
Con
trib
utio
n to
the
MTS
F co
mm
itmen
ts u
nder
take
n by
TIA
in th
e 20
14-2
019
MTS
F cy
cle
OU
TCO
ME
SUB
-OU
TCO
ME
AC
TIO
N/C
OM
MIT
TEM
ENT
PRO
GR
ESS
2017
/18
PLA
NS
2018
/19
Out
com
e 2:
A lo
ng a
nd
heal
thy
life
for a
ll So
uth
Afr
ican
s
Sub-
Out
com
e 8:
Red
uced
cos
ts
of h
ealth
car
e
Inve
stm
ent
into
the
dev
elop
men
t of
affo
rdab
le a
nd a
dapt
able
nov
el h
ealth
prod
ucts
, ex
ampl
es o
f re
leva
nt p
ro-
ject
s:
Hea
lth S
ub-P
rogr
amm
e Pr
ojec
ts A
c-
tions
:
CPT
Pha
rma
– To
tal
TIA
plan
ned/
actu
al
inve
stm
ent
of
R18
.3m
w
ith
co-in
vest
men
t by
the
ID
C (
Indu
stria
l
Dev
elop
men
t Cor
pora
tion)
;
Biod
ox
– To
tal
TIA
plan
ned/
actu
al
inve
stm
ent t
o da
te o
f R14
.3m
co-
in-
vest
men
t as
follo
w-o
n fu
ndin
g by
the
IDC
to c
omm
erci
alis
atio
n ac
tiviti
es;
MAR
TI –
Tot
al T
IA p
lann
ed/a
ctua
l in-
vest
men
t to
date
of R
14.3
m –
Co-
in-
vest
men
t with
the
Uni
vers
ity o
f Pre
to-
ria;
Enzy
me
Tech
nolo
gy –
Tot
al T
IA i
n-
vest
men
t of
R13
.3m
– U
nive
rsity
of
Pret
oria
pro
vide
d m
inim
al fu
ndin
g fo
r
anim
al tr
ials
.
Supp
ort e
arly
sta
ge re
sear
ch o
utpu
ts
thro
ugh
prov
idin
g fu
ndin
g an
d ac
cess
to s
ervi
ces,
to e
nabl
e in
nova
tors
, re-
sear
cher
s an
d SM
MEs
to
addr
ess
the
heal
th n
eeds
of S
outh
Afri
ca w
ith
fund
ing
and
prog
ram
mat
ic s
uppo
rt.
Col
labo
rate
with
oth
er N
SI s
take
hold
-
ers
and
role
play
ers
to e
nabl
e th
eir
pipe
lines
of t
echn
olog
ies
that
add
ress
the
heal
th o
f Sou
th A
frica
ns a
nd c
on-
tribu
te to
a lo
ng li
fe fo
r all.
The
Hea
lth s
ub-p
rogr
amm
e co
ntin
-
ues
sour
cing
, fun
ding
and
man
agin
g
bio-
inno
vatio
n he
alth
pro
ject
s w
ith a
pote
ntia
l for
hig
h im
pact
in t
erm
s of
final
pro
duct
cos
ts fo
r the
end
use
r:
CPT
Pha
rma
– Pl
anne
d in
vest
men
t of
R2.
1m
Biod
ox –
Pla
nned
inve
stm
ent o
f R2m
;
MAR
TI –
Pla
nned
inve
stm
ent o
f R6m
;
MAR
TI
– Pl
anne
d in
vest
men
t of
R2.
3m.
Enzy
me
Tech
nolo
gies
– N
o pl
anne
d
inve
stm
ent b
eyon
d FY
201
7/18
;
Seed
Fun
d Pr
ogra
mm
e is
to c
ontin
ue
prov
idin
g fu
ndin
g fo
r de
velo
pmen
t of
tech
nolo
gies
in
al
tern
ative
th
erap
ies
from
indi
geno
us p
lant
s an
d th
e en
viron
-
men
t fo
r in
fect
ious
and
non
-infe
ctio
us
dise
ases
that
pla
gue
the
Sout
h Af
rican
popu
latio
n in
cludi
ng D
iabe
tes,
HIV
Aid
s,
Canc
er, T
uber
culo
sis a
nd M
alar
ia.
Incr
ease
d co
llabo
ratio
n w
ith
Med
i-
cal
Res
earc
h C
ounc
il (M
RC
) un
der
the
Stra
tegi
c H
ealth
Inn
ovat
ion
Pro-
gram
me.
Prov
isio
n of
focu
sed
fund
ing
and
sup-
port
for
deve
lopm
ent o
f new
cap
abi-
litie
s.
CPT
Pha
rma
– Pl
anne
d in
vest
men
t of
R2.
9m
Biod
ox –
No
plan
ned
inve
stm
ent b
e-
yond
FY
2017
/18;
MAR
TI
– Pl
anne
d in
vest
men
t of
R8.
3m.
Mon
itorin
g an
d co
ntin
ued
deve
lop-
men
t of a
por
tfolio
of
proj
ects
tha
t ar
e re
ady
for
com
mer
-
cial
isat
ion
and
whi
ch a
re s
uppo
rted
by in
dust
ry p
artn
ers.
PART A
41
OU
TCO
ME
SUB
-OU
TCO
ME
AC
TIO
N/C
OM
MIT
TEM
ENT
PRO
GR
ESS
2017
/18
PLA
NS
2018
/19
Out
com
e 4:
Dec
ent e
m-
ploy
men
t
thro
ugh
incl
usiv
e
econ
omic
grow
th
Sub-
Out
com
e
10: I
nves
tmen
t
in re
sear
ch,
deve
lopm
ent
and
inno
vatio
n
supp
orts
incl
usiv
e gr
owth
by e
nhan
cing
prod
uctiv
ity
of e
xist
ing
and
emer
ging
ente
rpris
es a
nd
supp
ortin
g th
e
deve
lopm
ent o
f
new
indu
strie
s.
Supp
ort n
ew e
nerg
y ge
nera
tion
tech
-
nolo
gies
, ex
ampl
es o
f re
leva
nt p
roj-
ects
:
Ener
gy:
Mic
ro-A
lgae
(C
oalg
ae)
–
TIA
has
inve
sted
R28
m i
n th
e de
-
velo
pmen
t of
the
Coa
lgae
pro
ject
.
The
proj
ect
has
reac
hed
tech
nolo
gy
dem
onst
ratio
n st
age
(with
a c
apab
il-
ity to
pro
duce
5 to
ns o
f Coa
lgae
) and
now
nee
ds to
sca
le u
p to
an
indu
stria
l
scal
e de
mon
stra
tor
that
is e
stim
ated
to re
quire
app
roxi
mat
ely
R10
0m.
Agric
ultu
re
Sm
all-S
cale
Far
mer
s
Tech
nolo
gy D
iffus
ion
Prog
ram
me
–
“The
com
mer
cial
isat
ion
of c
assa
va a
s
a lo
cal s
ourc
e in
dust
rial s
tarc
h” a
nd
“The
com
mer
cial
isat
ion
of s
ix n
ew,
PBR
-pro
tect
ed c
ultiv
ars
of in
dige
nous
flow
er b
ulbs
”
Cas
sava
Pro
ject
–
A pr
ojec
t to
dif-
fuse
TIA
fun
ded
tech
nolo
gy t
rans
fer
to s
mal
l sc
ale
farm
ers
– To
tal
TIA
plan
ned/
actu
al in
vest
men
t to
date
of
R9.
3m;
Indi
geno
us F
low
er B
ulbs
– T
he A
gri-
cultu
re R
esea
rch
Cou
ncil
(AR
C)
de-
velo
ped
six
new
var
ietie
s of
Lac
he-
nalia
, a
flow
er b
ulb
indi
geno
us t
o
Sout
h Af
rica.
Ong
oing
mon
itorin
g an
d ev
alua
tion
of
the
Biof
uels
Tec
hnol
ogy
Dem
onst
ra-
tion
Prog
ram
me
(BTD
P) n
otin
g an
y
inno
vativ
e te
chno
logy
de
velo
pmen
t
oppo
rtuni
ties.
Enga
gem
ent
with
st
akeh
olde
rs
to
colla
bora
te i
n jo
int
risk
fund
ing
of
proj
ects
e.g
. est
ablis
hmen
t of a
man
-
ufac
turin
g fa
cilit
y in
Mam
elod
i. In
par
t-
ners
hip
with
Mot
hong
Her
itage
Tru
st,
as w
ell a
s N
daba
kazi
Villa
ge in
the
East
ern
Cap
e.
Prov
isio
n of
pr
e-co
mm
erci
alis
atio
n
fund
ing
and
supp
ort
for
proj
ects
in
agro
-pro
cess
ing
and
heal
th s
uch
as
the
Coa
lgae
, C
assa
va a
nd I
ndig
e-
nous
Flo
wer
Bul
bs p
roje
cts.
Con
tinue
d en
gage
men
t w
ith D
epar
t-
men
t of E
nerg
y on
the
pend
ing
cabi
-
net d
ecis
ion
whi
ch w
ill al
so c
larif
y th
e
role
of
ince
ntiv
es i
n su
ppor
ting
the
biof
uels
indu
stry
, is
to b
e un
derta
ken
at th
e be
ginn
ing
of F
Y201
8/19
.
Exte
nded
co
llabo
ratio
n w
ith
mor
e
stak
ehol
ders
to
sc
ale
up
fund
ing
avai
labl
e to
sup
port
entre
pren
eurs
.
Enga
gem
ent
with
priv
ate
sect
or t
o
leve
rage
add
ition
al f
undi
ng r
esou
rc-
es fo
r pro
ject
s w
ith p
oten
tial t
o cr
eate
jobs
.
Ener
gy: M
icro
-Alg
ae (C
oalg
ae) –
TIA
will
cont
inue
mon
itor p
rogr
ess
on th
e
perfo
rman
ce o
f the
pro
ject
.
Agric
ultu
re
Sm
all-S
cale
Far
mer
s
Tech
nolo
gy D
iffus
ion
Prog
ram
me
–
TIA
will
cont
inue
mon
itor p
rogr
ess
on
the
perfo
rman
ce o
f the
pro
ject
.
“Cas
sava
Pro
ject
– T
IA w
ill co
ntin
ue
to m
onito
r pr
ogre
ss o
n th
e pe
rfor-
man
ce o
f the
pro
ject
.
Use
our
par
tner
ship
s w
ith s
cien
ce
coun
cils
, H
EIs
and
incu
bato
rs a
nd
deve
lopm
ent
agen
cies
to
prov
ide
fi-
nanc
ial a
nd n
on-fi
nanc
ial s
uppo
rt to
entre
pren
eurs
and
SM
MEs
; th
ereb
y
incr
easi
ng t
heir
chan
ces
of s
ucce
ss
and
crea
ting
gain
ful e
mpl
oym
ent.
Activ
ely
prom
ote
and
supp
ort
entre
-
pren
eurs
to re
ceiv
e fo
llow
-on
fund
ing
for c
omm
erci
alis
atio
n.
42
OU
TCO
ME
SUB
-OU
TCO
ME
AC
TIO
N/C
OM
MIT
TEM
ENT
PRO
GR
ESS
2017
/18
PLA
NS
2018
/19
Out
com
e 4:
Dec
ent e
m-
ploy
men
t
thro
ugh
incl
usiv
e
econ
omic
grow
th
Sub-
Out
com
e
10: I
nves
tmen
t
in re
sear
ch,
deve
lopm
ent
and
inno
vatio
n
supp
orts
incl
usiv
e gr
owth
by e
nhan
cing
prod
uctiv
ity
of e
xist
ing
and
emer
ging
ente
rpris
es a
nd
supp
ortin
g th
e
deve
lopm
ent o
f
new
indu
strie
s.
Supp
ort n
ew e
nerg
y ge
nera
tion
tech
-
nolo
gies
, ex
ampl
es o
f re
leva
nt p
roj-
ects
:
Ener
gy:
Mic
ro-A
lgae
(C
oalg
ae)
–
TIA
has
inve
sted
R28
m i
n th
e de
-
velo
pmen
t of
the
Coa
lgae
pro
ject
.
The
proj
ect
has
reac
hed
tech
nolo
gy
dem
onst
ratio
n st
age
(with
a c
apab
il-
ity to
pro
duce
5 to
ns o
f Coa
lgae
) and
now
nee
ds to
sca
le u
p to
an
indu
stria
l
scal
e de
mon
stra
tor
that
is e
stim
ated
to re
quire
app
roxi
mat
ely
R10
0m.
Agric
ultu
re
Sm
all-S
cale
Far
mer
s
Tech
nolo
gy D
iffus
ion
Prog
ram
me
–
“The
com
mer
cial
isat
ion
of c
assa
va a
s
a lo
cal s
ourc
e in
dust
rial s
tarc
h” a
nd
“The
com
mer
cial
isat
ion
of s
ix n
ew,
PBR
-pro
tect
ed c
ultiv
ars
of in
dige
nous
flow
er b
ulbs
”
Cas
sava
Pro
ject
–
A pr
ojec
t to
dif-
fuse
TIA
fun
ded
tech
nolo
gy t
rans
fer
to s
mal
l sc
ale
farm
ers
– To
tal
TIA
plan
ned/
actu
al in
vest
men
t to
date
of
R9.
3m;
Indi
geno
us F
low
er B
ulbs
– T
he A
gri-
cultu
re R
esea
rch
Cou
ncil
(AR
C)
de-
velo
ped
six
new
var
ietie
s of
Lac
he-
nalia
, a
flow
er b
ulb
indi
geno
us t
o
Sout
h Af
rica.
Ong
oing
mon
itorin
g an
d ev
alua
tion
of
the
Biof
uels
Tec
hnol
ogy
Dem
onst
ra-
tion
Prog
ram
me
(BTD
P) n
otin
g an
y
inno
vativ
e te
chno
logy
de
velo
pmen
t
oppo
rtuni
ties.
Enga
gem
ent
with
st
akeh
olde
rs
to
colla
bora
te i
n jo
int
risk
fund
ing
of
proj
ects
e.g
. est
ablis
hmen
t of a
man
-
ufac
turin
g fa
cilit
y in
Mam
elod
i. In
par
t-
ners
hip
with
Mot
hong
Her
itage
Tru
st,
as w
ell a
s N
daba
kazi
Villa
ge in
the
East
ern
Cap
e.
Prov
isio
n of
pr
e-co
mm
erci
alis
atio
n
fund
ing
and
supp
ort
for
proj
ects
in
agro
-pro
cess
ing
and
heal
th s
uch
as
the
Coa
lgae
, C
assa
va a
nd I
ndig
e-
nous
Flo
wer
Bul
bs p
roje
cts.
Con
tinue
d en
gage
men
t w
ith D
epar
t-
men
t of E
nerg
y on
the
pend
ing
cabi
-
net d
ecis
ion
whi
ch w
ill al
so c
larif
y th
e
role
of
ince
ntiv
es i
n su
ppor
ting
the
biof
uels
indu
stry
, is
to b
e un
derta
ken
at th
e be
ginn
ing
of F
Y201
8/19
.
Exte
nded
co
llabo
ratio
n w
ith
mor
e
stak
ehol
ders
to
sc
ale
up
fund
ing
avai
labl
e to
sup
port
entre
pren
eurs
.
Enga
gem
ent
with
priv
ate
sect
or t
o
leve
rage
add
ition
al f
undi
ng r
esou
rc-
es fo
r pro
ject
s w
ith p
oten
tial t
o cr
eate
jobs
.
Ener
gy: M
icro
-Alg
ae (C
oalg
ae) –
TIA
will
cont
inue
mon
itor p
rogr
ess
on th
e
perfo
rman
ce o
f the
pro
ject
.
Agric
ultu
re
Sm
all-S
cale
Far
mer
s
Tech
nolo
gy D
iffus
ion
Prog
ram
me
–
TIA
will
cont
inue
mon
itor p
rogr
ess
on
the
perfo
rman
ce o
f the
pro
ject
.
“Cas
sava
Pro
ject
– T
IA w
ill co
ntin
ue
to m
onito
r pr
ogre
ss o
n th
e pe
rfor-
man
ce o
f the
pro
ject
.
Use
our
par
tner
ship
s w
ith s
cien
ce
coun
cils
, H
EIs
and
incu
bato
rs a
nd
deve
lopm
ent
agen
cies
to
prov
ide
fi-
nanc
ial a
nd n
on-fi
nanc
ial s
uppo
rt to
entre
pren
eurs
and
SM
MEs
; th
ereb
y
incr
easi
ng t
heir
chan
ces
of s
ucce
ss
and
crea
ting
gain
ful e
mpl
oym
ent.
Activ
ely
prom
ote
and
supp
ort
entre
-
pren
eurs
to re
ceiv
e fo
llow
-on
fund
ing
for c
omm
erci
alis
atio
n.
PART A
43
OU
TCO
ME
SUB
-OU
TCO
ME
AC
TIO
N/C
OM
MIT
TEM
ENT
PRO
GR
ESS
2017
/18
PLA
NS
2018
/19
Out
com
e
5: A
ski
lled
and
capa
ble
wor
kfor
ce
to s
uppo
rt
an in
clus
ive
grow
th p
ath
Sub-
Out
com
e 2:
Incr
ease
acc
ess
and
succ
ess
in
prog
ram
mes
lead
-
ing
to in
term
edi-
ate
and
high
-leve
l
lear
ning
Cap
acita
ting
the
NSI
w
ith
criti
cal
thin
king
ski
lls.
Supp
ort t
he te
chno
logy
tran
sfer
pro
-
cess
and
the
NSI
par
tner
s th
roug
h fa
-
cilit
atin
g cr
itica
l thi
nkin
g sk
ill tra
inin
g
ther
eby
crea
ting
expe
rient
ial l
earn
ing
oppo
rtuni
ties
thro
ugh
com
mer
cial
isa-
tion
of th
eir o
ppor
tuni
ties
Cap
acita
ting
inno
vato
rs
and
TIA
stak
ehol
ders
with
tra
inin
g in
Crit
ical
Thin
king
Ski
lls L
evel
s 1-
4. F
or L
evel
1 –
2 00
0 tra
inee
s, L
evel
2 –
1 0
00
train
ees,
Lev
el 3
– 5
00 a
nd L
evel
4
– 10
0.
Out
com
e
10: P
ro-
tect
and
enha
nce
our e
nvi-
ronm
enta
l
asse
ts a
nd
natu
ral r
e-
sour
ces
Sub-
Out
com
e
3: A
n
envi
ronm
enta
lly
sust
aina
ble,
low
-
carb
on e
co no
my
resu
lting
from
a
wel
l-man
a ged
trans
ition
.
Prom
otin
g cl
ean
tech
nolo
gy i
nnov
a-
tion.
Exa
mpl
es o
f rel
evan
t pro
ject
s:
A W
aste
to E
nerg
y pr
ojec
t − N
elso
n
Man
dela
Uni
vers
ity M
icro
alga
e (N
MU
mic
roal
gae)
as
deta
iled
in
Out
com
e
4 ab
ove;
A r
enew
able
ene
rgy
proj
-
ect
– H
yPla
t –
(whi
ch i
nvol
ves
the
deve
lopm
ent o
f the
mem
bran
e el
ec-
trode
as
sem
bly
(MEA
) te
chno
logy
for t
he d
evel
opm
ent o
f hyd
roge
n fu
el
cells
for e
nerg
y pr
oduc
tion.
Tot
al T
IA
plan
ned/
actu
al in
vest
men
t of R
36.2
m
with
co
-inve
stm
ent
by
MIN
TEK
(Cou
ncil
for
Min
eral
Tec
hnol
ogy)
of
R3.
3m;
and
Uni
vers
ity o
f Cap
e To
wn
of R
3.6m
.
A G
reen
Bui
ldin
g Pr
ojec
t -
SAM
AC
Engi
neer
ing
Solu
tions
−
Tota
l TI
A
plan
ned/
actu
al in
vest
men
t of R
7.8m
;
Con
tinue
sou
rcin
g, fu
ndin
g an
d m
an-
agin
g in
nova
tion
proj
ects
in
Ener
gy
Effic
ienc
y, R
enew
able
Ene
rgy,
Was
te
to E
nerg
y, an
d W
ater
Effi
cien
cy a
nd
Gre
en
build
ings
. Sp
ecia
l co
nsid
er-
atio
n ha
s be
en m
ade
to m
ains
tream
gend
er a
nd y
outh
impe
rativ
es in
to th
e
prog
ram
me
by p
rom
otin
g w
omen
and
yout
h en
trepr
eneu
rshi
p:
Mic
roal
gae
(NM
U):
No
furth
er d
is-
burs
emen
t ant
icip
ated
as
tech
nolo
gy
obje
ctiv
e of
rea
ding
dem
onst
ratio
n
has
been
fulfi
lled.
HyP
lat
− Pl
anne
d in
vest
men
t of
R12
.7m
; and
A G
reen
Bui
ldin
g Pr
ojec
t -
SAM
AC
Engi
neer
ing
Solu
tions
−
Tota
l TI
A
plan
ned/
actu
al in
vest
men
t of R
2.9m
.
Addi
tiona
l new
pro
ject
s w
ill be
sup
-
porte
d in
201
8/19
in li
ne w
ith th
e pr
o-
mot
ion
of c
lean
ene
rgy
sour
ces
with
a st
rong
focu
s on
com
mer
cial
isat
ion.
HyP
lat
- Pl
anne
d in
vest
men
t of
R15
.5m
; and
A G
reen
Bui
ldin
g Pr
ojec
t -
SAM
AC
Engi
neer
ing
Solu
tions
-
Tota
l TI
A
plan
ned/
actu
al in
vest
men
t of R
1.1m
.
44
OU
TCO
ME
SUB
-OU
TCO
ME
AC
TIO
N/C
OM
MIT
TEM
ENT
PRO
GR
ESS
2017
/18
PLA
NS
2018
/19
Out
com
e
5: A
ski
lled
and
capa
ble
wor
kfor
ce
to s
uppo
rt
an in
clus
ive
grow
th p
ath
Sub-
Out
com
e 2:
Incr
ease
acc
ess
and
succ
ess
in
prog
ram
mes
lead
-
ing
to in
term
edi-
ate
and
high
-leve
l
lear
ning
Cap
acita
ting
the
NSI
w
ith
criti
cal
thin
king
ski
lls.
Supp
ort t
he te
chno
logy
tran
sfer
pro
-
cess
and
the
NSI
par
tner
s th
roug
h fa
-
cilit
atin
g cr
itica
l thi
nkin
g sk
ill tra
inin
g
ther
eby
crea
ting
expe
rient
ial l
earn
ing
oppo
rtuni
ties
thro
ugh
com
mer
cial
isa-
tion
of th
eir o
ppor
tuni
ties
Cap
acita
ting
inno
vato
rs
and
TIA
stak
ehol
ders
with
tra
inin
g in
Crit
ical
Thin
king
Ski
lls L
evel
s 1-
4. F
or L
evel
1 –
2 00
0 tra
inee
s, L
evel
2 –
1 0
00
train
ees,
Lev
el 3
– 5
00 a
nd L
evel
4
– 10
0.
Out
com
e
10: P
ro-
tect
and
enha
nce
our e
nvi-
ronm
enta
l
asse
ts a
nd
natu
ral r
e-
sour
ces
Sub-
Out
com
e
3: A
n
envi
ronm
enta
lly
sust
aina
ble,
low
-
carb
on e
co no
my
resu
lting
from
a
wel
l-man
a ged
trans
ition
.
Prom
otin
g cl
ean
tech
nolo
gy i
nnov
a-
tion.
Exa
mpl
es o
f rel
evan
t pro
ject
s:
A W
aste
to E
nerg
y pr
ojec
t − N
elso
n
Man
dela
Uni
vers
ity M
icro
alga
e (N
MU
mic
roal
gae)
as
deta
iled
in
Out
com
e
4 ab
ove;
A r
enew
able
ene
rgy
proj
-
ect
– H
yPla
t –
(whi
ch i
nvol
ves
the
deve
lopm
ent o
f the
mem
bran
e el
ec-
trode
as
sem
bly
(MEA
) te
chno
logy
for t
he d
evel
opm
ent o
f hyd
roge
n fu
el
cells
for e
nerg
y pr
oduc
tion.
Tot
al T
IA
plan
ned/
actu
al in
vest
men
t of R
36.2
m
with
co
-inve
stm
ent
by
MIN
TEK
(Cou
ncil
for
Min
eral
Tec
hnol
ogy)
of
R3.
3m;
and
Uni
vers
ity o
f Cap
e To
wn
of R
3.6m
.
A G
reen
Bui
ldin
g Pr
ojec
t -
SAM
AC
Engi
neer
ing
Solu
tions
−
Tota
l TI
A
plan
ned/
actu
al in
vest
men
t of R
7.8m
;
Con
tinue
sou
rcin
g, fu
ndin
g an
d m
an-
agin
g in
nova
tion
proj
ects
in
Ener
gy
Effic
ienc
y, R
enew
able
Ene
rgy,
Was
te
to E
nerg
y, an
d W
ater
Effi
cien
cy a
nd
Gre
en
build
ings
. Sp
ecia
l co
nsid
er-
atio
n ha
s be
en m
ade
to m
ains
tream
gend
er a
nd y
outh
impe
rativ
es in
to th
e
prog
ram
me
by p
rom
otin
g w
omen
and
yout
h en
trepr
eneu
rshi
p:
Mic
roal
gae
(NM
U):
No
furth
er d
is-
burs
emen
t ant
icip
ated
as
tech
nolo
gy
obje
ctiv
e of
rea
ding
dem
onst
ratio
n
has
been
fulfi
lled.
HyP
lat
− Pl
anne
d in
vest
men
t of
R12
.7m
; and
A G
reen
Bui
ldin
g Pr
ojec
t -
SAM
AC
Engi
neer
ing
Solu
tions
−
Tota
l TI
A
plan
ned/
actu
al in
vest
men
t of R
2.9m
.
Addi
tiona
l new
pro
ject
s w
ill be
sup
-
porte
d in
201
8/19
in li
ne w
ith th
e pr
o-
mot
ion
of c
lean
ene
rgy
sour
ces
with
a st
rong
focu
s on
com
mer
cial
isat
ion.
HyP
lat
- Pl
anne
d in
vest
men
t of
R15
.5m
; and
A G
reen
Bui
ldin
g Pr
ojec
t -
SAM
AC
Engi
neer
ing
Solu
tions
-
Tota
l TI
A
plan
ned/
actu
al in
vest
men
t of R
1.1m
.
8.1.2 Contribution to DST Proxy Indicators
In order to position STI within the framework of the NDP, the DST’s priorities, plans and deployment of funding will be directed
towards the five strategic outcome-oriented goals which all are measured against proxy indicators. Defined, proxy indicators
are an indirect sign or measure that can approximate or be representative of a planned outcome. As the Agency is funded
by the DST, there is a need for alignment of performance measures to assess the effectiveness of enacted DST strategic
policies. The table below reflects the Agency’s contribution to these:
PART A
45
Tabl
e 4
TIA’
s C
ontr
ibut
ion
to D
ST P
roxy
Indi
cato
rs
Tech
nolo
gy In
nova
tion
Age
ncy
(Est
imat
ed)
(Est
imat
ed)
Con
trib
utio
n to
the
DST
Str
ateg
ic O
utco
me-
Orie
nted
Goa
ls fo
r FY2
018/
19TI
A
Con
trib
utio
n
in F
Y201
7/18
TIA
Con
trib
utio
n
in F
Y201
8/19
DST
Stra
tegi
c ou
tcom
e-or
ient
ed
goal
1
Goa
l Sta
tem
ent:
Ove
r the
nex
t five
year
s, b
uild
on
prev
ious
gai
ns to
crea
te a
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Prox
y In
dica
tor 4
:By
201
9, a
300
% in
crea
se in
the
ran
d va
lue
of in
vest
men
t by
gov
ernm
ent
and
the
priv
ate
sect
or in
R&D
par
tner
ship
s as
com
pare
d to
201
3 ac
hiev
ed (M
TSF
Out
com
e 4,
sub-
outc
ome
10).
28%
66%
DST
Stra
tegi
c ou
tcom
e-or
ient
ed
goal
3
Goa
l Sta
tem
ent:
Ove
r the
nex
t five
year
s to
incr
ease
the
num
ber o
f hig
h-le
vel g
radu
ates
and
impr
ove
thei
r rep
rese
ntiv
ity
Prox
y In
dica
tor 2
:4
200
grad
uate
s and
stud
ents
pla
ced
in sc
ienc
e, e
ngin
eerin
g, te
chno
logy
and
inno
vatio
n
(SET
I) in
stitu
tions
by
Mar
ch 2
019.
100
100
Prox
y In
dica
tor 3
:5
521
160
peop
le re
ache
d th
roug
h sc
ienc
e en
gage
men
t act
iviti
es b
y 20
19.
15 0
0015
000
Prox
y In
dica
tor 4
:Th
ree
times
the
num
ber o
f Mas
ters
and
PhD
s in
are
as o
f prio
rity
iden
tified
in th
e N
RD
S
and
TYIP
by
2019
(mea
sure
d on
a 2
012
base
line)
.
8010
0
DST
Stra
tegi
c ou
tcom
e-or
ient
ed
goal
4
Goa
l Sta
tem
ent:
Ove
r the
nex
t five
yea
rs to
der
ive
a gr
eate
r sha
re o
f eco
nom
ic g
row
th
from
R&D
-bas
ed o
ppor
tuni
ties
and
partn
ersh
ips
Prox
y In
dica
tor 2
:By
201
9, a
dditi
onal
reve
nue
of R
500m
gen
erat
ed fr
om fi
rms
and
com
pani
es th
at a
re o
r
have
rece
ived
sup
port
from
DST
-fund
ed in
stru
men
ts s
ince
201
0.
R 2
,9bn
R 2
,9bn
Prox
y In
dica
tor 3
:By
201
9, p
erfo
rman
ce o
f 10
000
SM
Es im
prov
ed t
hrou
gh t
echn
olog
y in
terv
entio
ns/
supp
ort.
2 80
03
360
DST
Stra
tegi
c ou
tcom
e-or
ient
ed
goal
5
Goa
l Sta
tem
ent:
Ove
r the
nex
t five
yea
rs to
acc
eler
ate
incl
usiv
e de
velo
pmen
t thr
ough
scie
ntifi
c kn
owle
dge,
evi
denc
e an
d ap
prop
riate
tech
nolo
gy
Prox
y In
dica
tor 2
:Be
twee
n 201
4 and
2019
, con
tribu
tion o
f tech
nolo
gy-b
ased
oppo
rtuni
ties f
or lo
cal e
cono
mic
deve
lopm
ent i
ntro
duce
d or
stre
ngth
ened
in a
t lea
st fi
ve d
istre
ssed
mun
icipa
lities
.
11
46
8.1.3 TIA’s Strategic Outcome-Oriented Goals
TIA prepares its Annual Performance Plan in accordance with the National Treasury Strategic Planning Framework
and one of the requirements is the formulation of Strategic Outcome-Oriented Goals. Strategic outcome-oriented goals
identify areas of institutional performance that are critical to the achievement of the mission. They should stretch and
challenge the institution, but must be realistic and achievable. Strategic outcome-oriented goals focus on impacts and
outcomes, but in exceptional circumstances may deal with other aspects of performance. A strategic outcome-oriented
goal is a statement of intent that is specific, measurable, achievable, relevant and time-bound (SMART). TIA is currently
implementing its FY2015/20 Strategic Plan, which was tabled in Parliament in March 2015. In order to position the
activities of the Agency within the framework of the NDP and other DST priorities, the Strategic Plan is structured around
three strategic outcome-oriented goals that will drive the initiatives of the Agency over the next five years.
These goals are as follows:
• Goal 1: To support the commercialisation of technological innovations;
• Goal 2: To increase infrastructure access for technology development; and
• Goal 3: To stimulate an agile and responsive NSI.
For each of these goals, TIA has defined a number of proxy indicators to measure the progress over the period of the
Strategic Plan and the table below shows how these programme objectives are linked.
PART A
47
Tabl
e 5
DST
Str
ateg
ic O
utco
me-
orie
nted
Goa
ls li
nked
to T
IA S
trat
egic
Out
com
e-or
ient
ed G
oals
, Pro
xy In
dica
tors
, and
Pro
gram
me
Stra
tegi
c O
bjec
tives
.
DST
Str
ateg
ic O
utco
me-
orie
nted
Goa
l 4U
sing
kno
wle
dge
for e
cono
mic
dev
elop
men
t
Link
to T
IA S
trat
egic
Out
com
e O
rient
ed G
oal 1
: Su
ppor
t the
com
mer
cial
isat
ion
of te
chno
logi
cal i
nnov
atio
ns
Stra
tegi
c ou
tcom
e-
orie
nted
goa
l sta
tem
ent
Ove
r th
e ne
xt
five
year
s,
cont
inue
to
ac
cele
rate
th
e
deve
lopm
ent
and
depl
oym
ent
of t
echn
olog
ies
into
the
mar
ket
to i
n hi
gh i
mpa
ct a
reas
to
incr
ease
eco
nom
ic
com
petit
iven
ess
and
soci
o-ec
onom
ic tr
ansf
orm
atio
n.
PRO
GR
AM
ME
STR
ATEG
IC O
BJE
CTI
VES
SUPP
OR
TIN
G
STR
ATEG
IC O
UTC
OM
E-O
RIE
NTE
D G
OA
LS
To s
uppo
rt an
d fa
cilita
te th
e de
velo
pmen
t and
pro
gres
sion
towa
rds c
omm
ercia
lisat
ion o
f indu
stry
enha
ncin
g tec
hnol
ogie
s
in c
oope
ratio
n wi
th th
e br
oade
r NSI
sta
keho
lder
s to
ens
ure
seam
less
abs
orpt
ion
of te
chno
logi
es to
the
mar
ket.
Prox
y O
utco
me
indi
cato
rs•
Num
ber o
f ent
erpr
ises
est
ablis
hed
and
tradi
ng 3
yea
rs
post
com
mer
cial
isat
ion
• R
even
ue g
ener
ated
by
ente
rpris
es t
hat
have
rec
eive
d
TIA
fund
ing
• Am
ount
of a
dditi
onal
fund
ing
secu
red
to e
xpan
d bu
sine
ss
oper
atio
ns
• N
umbe
r of
jo
bs
crea
ted
post
co
mm
erci
alis
atio
n of
tech
nolo
gy
48
DST
Str
ateg
ic O
utco
me-
orie
nted
Goa
l 2 a
nd 3
Incr
ease
d kn
owle
dge
gene
ratio
n an
d hu
man
cap
acity
dev
elop
men
t.
Link
to T
IA S
trat
egic
Out
com
e-or
ient
ed G
oal 2
: In
crea
se a
cces
s fo
r tec
hnol
ogy
deve
lopm
ent
Stra
tegi
c ou
tcom
e-
orie
nted
goa
l sta
tem
ent
Ove
r th
e ne
xt fi
ve y
ears
, br
oade
n ac
cess
to
adva
nced
tech
nolo
gy in
frast
ruct
ure
that
wou
ld e
nabl
e kn
owle
dge
and
skills
tran
sfer
to s
uppo
rt in
nova
tion.
PRO
GR
AM
ME
STR
ATEG
IC O
BJE
CTI
VES
SUPP
OR
TIN
G
STR
ATEG
IC O
UTC
OM
E-O
RIE
NTE
D G
OA
LS
To l
ower
bar
riers
to t
echn
olog
y de
velo
pmen
t an
d tra
nsfe
r
with
in t
he N
SI b
y in
trodu
cing
inno
vatio
n-re
late
d sc
hem
es
targ
etin
g sp
ecifi
c gr
oupi
ngs,
an
d pr
ovis
ion
of
gene
ral
work
ing
spac
e su
ppor
t, sp
ecia
lised
equ
ipm
ent a
nd a
cces
s
to te
chni
cal e
xper
ts.
Prox
y O
utco
me
indi
cato
rs•
Num
ber o
f bla
ck-o
wne
d en
terp
rises
rece
ivin
g te
chno
logy
deve
lopm
ent s
uppo
rt
• R
educ
tion
in t
he o
pera
ting
cost
s fo
r su
ppor
ting
each
proj
ect
• Pe
rcen
tage
incr
ease
in re
venu
e ge
nera
ted
post
rece
ivin
g
tech
nolo
gy d
evel
opm
ent s
uppo
rt.
PART A
49
DST
Str
ateg
ic O
utco
me-
orie
nted
Goa
l 1A
resp
onsi
ve, c
oord
inat
ed a
nd e
ffici
ent N
SI
Link
to T
IA S
trat
egic
Out
com
e O
rient
ed G
oal 3
: St
imul
ate
an a
gile
and
resp
onsi
ve N
SI
Stra
tegi
c ou
tcom
e-
orie
nted
goa
l sta
tem
ent
Ove
r th
e ne
xt fi
ve y
ears
, enc
oura
ge s
yner
gist
ic lo
cal a
nd
inte
rnat
iona
l par
tner
ship
s th
at c
onne
ct id
eas,
reso
urce
s an
d
fund
ing
to in
divi
dual
s, in
dust
ries,
SM
MEs
and
kno
wle
dge
inst
itutio
ns.
PRO
GR
AM
ME
STR
ATEG
IC O
BJE
CTI
VES
SUPP
OR
TIN
G
STR
ATEG
IC O
UTC
OM
E-O
RIE
NTE
D G
OA
LS
To s
uppo
rt th
e de
velo
pmen
t an
d pr
ogre
ssio
n of
indu
stry
enha
ncin
g te
chno
logi
es i
n co
oper
atio
n wi
th t
he b
road
er
NSI
st
akeh
olde
rs
to
ensu
re
seam
less
ab
sorp
tion
of
tech
nolo
gies
to th
e m
arke
t.
To p
rovi
de le
ader
ship
with
in th
e NSI
on te
chno
logy
inno
vatio
n
and
impr
oved
alig
nmen
t to
the
Agen
cy’s
man
date
.
Prox
y O
utco
me
indi
cato
rs•
Num
ber o
f pro
ject
s un
derta
ken
thro
ugh
partn
ersh
ips
• Am
ount
of
fu
ndin
g se
cure
d to
su
ppor
t te
chno
logy
deve
lopm
ent t
hrou
gh p
artn
ersh
ips
• N
umbe
r of
int
erve
ntio
ns m
ade
in i
nflue
ncin
g na
tiona
l
polic
ies
to e
nabl
e te
chno
logy
dev
elop
men
t.
50
8.1.4 Progress in achieving the Strategic Outcome-oriented Goals
The efforts of all the programmes in TIA are directed towards the realisation of the abovementioned strategic outcome-
oriented goals. To date, TIA has continued to perform towards realising these goals against a backdrop of a highly
fragmented NSI; a fluid technology landscape which is undermining the work done in managing the investment portfolio;
IP leakages caused by a bureaucratic regulatory environment; slow growth rate of the economy and the lack of a
private-public appetite for partnerships that can unlock risk funding for technology development and commercialisation.
The progress made in achieving the goals is detailed in the section below.
Goal 1 − Support commercialisation of technological innovations
The key objective of TIA is to support the development of ideas and research outputs from proof of concept through
to demonstration and pre-commercialisation. For this purpose, TIA invested more than R465m for various technology
development projects. 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. On the other
hand, TIA 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. This has led to the creation of new jobs
and the creation of companies producing products and services that are contributing to the economy.
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. The remaining MTEF period
(FY2018/19 to FY2019/20) will see much emphasis on improving the quality of the portfolio through strengthened
internal processes that support the progression of ideas.
Goal 2 − Increase infrastructure access for technology development
TIA provides infrastructure services for technology development through its network of 18 Technology Stations
and eight Technology Platforms. These facilities provide technical engineering and scientific support to innovators,
entrepreneurs, SMMEs and large industry companies that require research, analytical and testing services to either
validate or progress their technologies though the value chain. The financial year under review saw 64 technologies
and knowledge-innovation products such as prototypes, patents, technology demonstrators and technology transfer
packages supported from these facilities. The technology infrastructure that TIA manages, namely the Centre for
Proteomic and Genomic Research (CPGR), Biosafety Platform and Bioprocess facilities, contributed to most of the
performance achieved for the period under review. Each of these supported a range of projects to develop technology
demonstrators in various scientific and technological disciplines.
The Technology Station Programme (TSP) has continued to deliver effective technology support services to SMMEs,
particularly with regards to product and process improvements, prototype development and technology absorption
services. 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).
PART A
51
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.
Goal 3 − Stimulate an agile and responsive National System of Innovation
TIA made concerted efforts in the last financial year to align itself with key partners in the NSI. Much progress has been
made to date with respect to embedding its positioning and role within the NSI through multiple engagements with the
main and sub-actors within the ecosystem. Key among these is the knowledge-generating community of HEIs, Science
Councils and industry partners that support early-stage technology innovation activities. TIA has worked closely with the
National Intellectual Property Management Office (NIPMO), National Advisory Council for Innovation (NACI), Centre for
Public Sector Innovation (CPSI), Small Enterprise Development Agency (SEDA), in formulating initiatives that lead to
unlocking the organisation’s value proposition.
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. Over 56 strategic engagements were undertaken in comparison to 27 in the previous
financial year. This increase is attributed to the current macro-economic conditions and fluid nature of the technological
landscape which has necessitated increased engagements with key stakeholders in the public and private sector to
ensure that both are informed to make decisions to support TIA in its efforts.
8.1.5 TIA’s Contribution to the Bio-economy Strategy
The Bio-economy Strategy established by DST seeks to establish an additional economic instrument for the new
economy that will, in turn, provide a basis for future growth. “Bio-economy” refers to activities that make use of bio-
related innovations, based on biological sources, materials and processes to generate sustainable economic, social
and environmental development. In the bio-economy, the innovation system/network, which ranges from ideas,
research, development, productisation and manufacturing to commercialisation, aimed to be used to its full potential in
a coordinated manner.
The vision is for South Africa’s bio-economy to be a significant contributor to the country’s economy by 2030, in terms of
the GDP, through the creation and growth of novel industries that generate and develop bio-based services, products and
innovations, with a corresponding increase in the new and existing companies that provide and utilise these solutions.
As a national initiative, the Bio-economy would aim to exploit the existing concentration of skills, expertise, infrastructure
and companies across South Africa within the biotechnology environment. In response, TIA aims to stimulate and
intensify technology innovation, as well as create an enabling environment in support of increasing the competitiveness
of the industry. The transition from the National Biotechnology Strategy (2001) to the Bio-economy Strategy (2013)
required a change of focus from developing bio-technologies, to focusing on bio-technology-based applications or
solutions that address national priorities and thus have socio-economic impact.
Successful implementation of the Bio-economy Strategy advocates for the participation of various entities and is
52
dependent on multi-stakeholder collaboration across the innovation value chain and ecosystem by both public and
private partners. The Bio-economy contributes significantly to the objectives of the presidency’s Nine Point Plan,
the NDP, IPAP and a host of other government initiatives that seek to support radical transformation to improve the
quality of lives of all South Africans. Implementation of the Bio-economy Strategy aims to pave the way to a more
innovative, resource-efficient and competitive society that alleviates the burden of disease, ensures food security and
the sustainable use of renewable resources for industrial purposes while ensuring environmental protection. Active
national facilitation for the various Bio-economy focus areas, such as Health, Agriculture and Industrial Bio-technology
aim to inform research and innovation agendas, contribute to a more coherent policy environment, better interrelations
between national and global policies and a more engaged public dialogue.
With respect to the focus areas as articulated in the Bio-economy; TIA’s intent for implementation is as follows:
Health
TIA’s objective is to support and strengthen the country’s local research, development and innovation capabilities within
the Health Sector – in collaboration with the Medical Research Council (MRC). By drawing on these capabilities, TIA, in
partnership with the relevant government and non-government role-players intends to support the manufacture of active
pharmaceutical ingredients, vaccines, bio-pharmaceuticals, diagnostics and medical devices to address the burden of
disease, while ensuring a secure supply of essential therapeutics and prophylactics.
The development of new and improved therapeutics, diagnostics and medical devices is a key area of intervention as is the
need to strengthen and coordinate the informal herbal medicines market, to grow the African traditional medicines sector,
via a value-addition approach through cutting-edge biodiversity-based bioprospecting and product development research.
With this in mind, TIA will adopt the management of the Indigenous Knowledge-Based Bio-Innovation Programme. The
Programme will first be rolled out on a pilot scale with management of four projects selected by the DST’s Indigenous
Knowledge Systems(IKS) management. The future focus of the Programme is to serve as a central point of IKS funding
for better management of the national IK-based bio-prospecting pipeline.
The projects of the IK-Based Bio-Innovation Programme are part of the Bio-economy Strategy initiatives. The projects
were supported by funding from the Farmer to Pharma budget. These indicated the necessity for the development
of commercialisable products, job creation and wealth creation. Therefore, this creates a need to consolidate the
National Bio-prospecting Strategy to integrate all fragmented Bio-prospecting initiatives. Furthermore, a long-term
funding commitment needs to be earmarked for all Bio-prospecting projects under the Bio-economy Strategy. Thus,
the “BioPANZA” (Bio Products Advancement Network South Africa) has been established by the Department of
Environmental Affairs (DEA), in collaboration with DST, through the Bio-diversity Delivery Lab, to address these issues
in the National Bio-diversity Economy Strategy (NBES) for the bio-prospecting and wildlife sectors.
It is envisaged that BioPANZA will undertake the following tasks:
• Harness the existing bioprospecting initiatives and address the innovation chasm identified by the Bio-diversity
Delivery Lab;
PART A
53
• Play an important role in increasing the demand and local value addition of the country’s indigenous biological
resources, especially for the initially prioritised 25 indigenous plant species;
• Promote applied research, local processing, innovation and product development; and Promote the use and
awareness of the plant species in the domestic and international market.
BioPANZA is a co-chaired initiative between the DEA and DST; because TIA is earmarked as one of the organisations
that will play a leading role in the BioPANZA, the proposed TIA IKS Programme will be managed under the BioPANZA
initiative and will serve as a step towards the consolidation of the National Bio-prospecting Strategy.
Agriculture
The three main objectives for the Agriculture Bio-economy Programme are:
1. To develop and commercialise new crops/plants/animals/aquaculture species – particularly related to indigenous
knowledge or species – that offer a greater nutritional content and new market opportunities that will result in job
creation and local benefit;
2. To support the ongoing improvement of commercial varieties of plants and animals for sector competitiveness and
national food security; and
3. To provide bio-innovation-based knowledge, capacities/skills development, technologies and agricultural support
that will underpin the innovativeness, competitiveness and sustainability of the agriculture sector, as per the Agriculture
Policy Action Plan (APAP) and the National Development Plan (NDP). The intention is to cover the Agricultural value
chain for product development, with most of the activities currently residing in the research and early development
phases. As the DST’s role in the Bio-economy is for facilitation and coordination, it has become imperative for the
DST to appoint an appropriate institution to manage its strategic interventions, from upstream, early stage part to
downstream, late stage part of the value chains.
The TIA, by virtue of its mandate, supports Bio-economy interventions. Harmonising efforts between the DST and
TIA will support a pipeline of interventions across the value chain and gain more traction from pooling of efforts and a
synergistic approach to address gaps and challenges. Strategic intervention or priorities of the Agricultural bio-economy
are broadly categorised into crop improvement, animal improvement and cross cutting areas and commodities to be
supported under the Agriculture Bio-economy Programme as shown in the diagram below:
54
Agricultural Growth and employment potential7
Therefore, the intention is for TIA to manage the specific programmes on behalf of the DST and align all current and new
initiatives to maximise impact going forward.
Industrial Biotechnology (IB)
There is currently no consolidated focus on the area of Industrial Bio-technology within TIA. The intent in the next FY is
to develop, with DST, programmes in support if the Industry Bio-technology Sector. The majority of TIA’s current support
for IB is initiated by the Technology Platforms and the Seed Fund. A larger scale, more deliberate plan would need to be
crafted and integrated into the Bio-Economy Workplan.
8.2 External Environment
8.2.1 Global Trends
According to the National Advisory Council on Innovation (NACI) STI indicators for FY2016/17, there are expressions of
a World in Transition8 in terms of socio-technical change. Four main themes dominate the current discourse and these
are namely:
1. Mega trends are evidenced in the emergence of megacities, the effect of climate change on the environment,
unresolved geo-political tensions that are escalating the possibilities of new wars, amongst others;
2. Arising Grand Challenges that appear similar across the world with the need to address poverty, hunger, health and
well-being, quality education and gender equality, amongst others;
3. Transforming innovations that are constantly evolving leading to disruption in market systems and which are beginning
to impact on business models and supply chains; and lastly
7 Bureau for Agriculture Policy, 2011, in National Development Plan, 2011.8 National Advisory Council on Innovation (NACI) STI indicators for FY2016/17.
1
3
2
4
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4. Deep transitions in multiple socio-technical systems i.e. there are fundamental changes occurring in the social
structure of the world together with the techno-economic framework and the shifts occurring in both has become more
interconnected.
There are various indicators that the transition is gaining momentum, however the impact needs to be managed
proactively as this could affect the performance of global economies of which South Africa is very much an integral
player. As a funder and enabler of technology development, TIA must be agile in preparing for the transitions to enable
the country to position itself competitively in response to the changes in the market.
8.2.2 Fourth Industrial Revolution
The term “The Fourth Industrial Revolution” has become common phrase conveying the magnitude of the technological
changes underway. These changes have led to rise in the disruption of traditional value chains; shifts in government
policies and changes to societal interactions. Progression thereof requires new ways of thinking from all stakeholders,
including individuals, business executives, social influencers and policy-makers9. In particular, there is need for agility
in contending with the change, matching the nimbleness, fluidity, flexibility and adaptiveness of the technologies
themselves and the private-sector actors adopting them.
The Fourth Industrial Revolution is still in its early stages, and the potential of new technologies is far from fully
understood. There are dynamics at play that allude to the fact that further disruption will emanate from the periphery
of industries and organizations. There is need therefore to make concerted efforts to upskill the researchers and have
them to embrace an entrepreneurial mindset. 10
TIA is refining all its programmes to ensure that there are relevant and responsive to the evolving needs of the
stakeholders in a bid to ensure that they have an enhanced quality of life in a sustainable, inclusive, technologically-
driven future.
8.2.3 South African Innovation Landscape
The NACI STI indicators for FY2016/17 reveal that there is slower innovation activity occurring within the NSI landscape.
This is evidenced by a decline in the number of patents granted by the US Patent and Trademark Office, down from 151
in 2013 to 144 in 2016.11 Contributing factors to this decline may be attributed to a deficit in higher order skills in design,
engineering, entrepreneurship and innovation management. Furthermore, data from the South African National Survey
of Intellectual Property and Technology Transfer for Publicly Funded Research Institutions FY2010/11 to FY2014/15
reveals that the Offices of Technology Transfer (OTT), hosted at universities across the country, are under-resourced
financially and that 53,5% staff employed have under four years’12 experience for an activity that needs at least 10
years’ experience in mainly IP protection strategies and commercialisation. The OTT’s are expected to comply with all
statutory requirements of the IPR Act and make use of a manual system for filling disclosures which makes it difficult to
record and report on the activities undertaken.
9 The urgency of shaping the Fourth Industrial Revolution Klaus Schwab 18 Jan 201810 The urgency of shaping the Fourth Industrial Revolution Klaus Schwab 18 Jan 201811 Ibid.12 South African National Survey of Intellectual Property and Technology Transfer for Publicly Funded Research Institutions FY2010/11 to FY2014/15.
56
TIA has continued to accelerate its mandate by actively engaging with HEIs that continue to have a healthy appetite for
the Seed Fund instrument in developing early stage research. To date from FY2014/15, the HEI portfolio has 101 active
projects − with 50% on track and 48% contracted but not commenced. The delayed projects are approximately 2%
(this is significantly down from the previous year’s 15%). The reasons for the delays are largely attributed to the need
to comply with various institutions’ procurement policies. Through the glass project pipeline initiative, TIA will seek to
strengthen linkages and formulate more capacity enhancing initiatives with the HEIs and OTTs in a bid to increase the
throughput of research outputs that need support for further development.
8.2.4 Science Councils
Science Councils (SCs), such as the Medical Research Council (MRC), Agricultural Research Council (ARC) and Water
Research Council (WRC), have sector-specific mandates in health, agriculture and water respectively. Research councils
are strategically located between the business sector – which allocate an important share of the R&D expenditure to
experimental research – and the universities, for which basic research represents the most important activity.
The Annual Performance Plans for FY2017/18 for the above-mentioned Science Councils seem to denote that there
is generation of research outputs that may need to be supported for commercialisation. For example, the MRC is
working on the development of 30 new innovations in Natural Diseases, Devices, Vaccines and Therapeutics; the ARC
is working on 22 new technologies to support smallholding farmers and the WRC is working on developing 23 new
technologies for water management, 13 of which will be earmarked for commercialisation. TIA has begun to deepen
its engagements with the named SCs with a view to create a pipeline for further funding of the innovations developed.
8.2.5 Technology Innovation Enablers
i. Technology and Human Resources for Industry Programme (THRIP)
This is a dti-funded programme designed to enable South African industry to access skills, expertise and infrastructure
within the higher education sector to develop innovative solutions for industry-specific needs. The outputs realised
by the programme present an opportunity for TIA to collaborate with the THRIP programme by deploying its service
offerings to ensure that the products developed are commercialised and supported to reach the market. In the year
ahead, TIA will engage with the dti to better understand how the value proposition may serve in commercialising the
technologies developed.
ii. Support Programme for Industrial Innovation (SPII)
This dti-funded programme is designed to promote and assist technology development in local industries through the
provision of financial assistance for projects that develop innovative products and/or processes. IPAP FY2017/18-
FY2019/20 positions SPII as an enabling instrument to drive creation of new industries given the fact that the 4th
Industrial Revolution and disruptive technologies do constitute a clear and present threat to the competitiveness of
South African industries. Therefore, a more concerted approach is needed to optimise technology transfer and diffusion
to commercialise ‘homegrown’ research and development to bolster key sectors of the economy.
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In the year ahead, TIA would seek to leverage its technical expertise in collaboration with the dti SPII programme
to enhance the support offered to industry for technology development. Doing so will de-risk commercialisation of
innovations to attract higher levels of investment in the productive sectors of the economy directed at key sectors
where the country has globally competitive industrial capabilities – e.g. fuel cells; beneficiation and technology-intensive
commercialisation initiatives; mining capital equipment; liquid fuels and petrochemicals. Key to unlocking the economic
potential in these sectors would be the understanding of the technology gaps in various value chains of the prioritised
areas to align to the technologies TIA is developing. The improved coordination will build on existing efforts i.e. the
Technology Localisation Programme thus ensuring industries remain competitive and thereby create opportunities for
new and emerging black and female entrepreneurs to participate in the economy.
8.2.6 Economic Landscape
For the South African economy to advance along the trajectory set out in the NDP where it can address triple challenges,
it will require a strong, coherent and effective NSI, working in a coordinated manner to achieve national priorities.
Economic growth is expected to recover slowly, National Treasury is, however, confident that this will rebound over the
medium term with mining, manufacturing and agricultural sectors recovering from previous levels of activity.” 13 In the
2018 budget GDP growth is forecast to grow from 1.5 percent in 2018 to 2.1 percent by 2020.
TIA will continue to engage with the private sector in leveraging funding for projects that are ready for commercialisation.
This will be prioritised for sectors outlined in the Government Nine Point Plan and IPAP FY2018/19-FY2019/20; namely
Agriculture – agro-processing, Health – vaccines and Mining –beneficiation. This will support emerging SMMEs who are
developing innovations to create new industries to realise shared and inclusive growth, encompassing transformation
of ownership (equity); substantive management control; and an economic growth that focuses on value-addition and
labour-intensity across value chains.
8.2.7 Technology Innovation Funding Landscape
The various actors within the NSI continue to provide risk funding for technology development with the view to progress
projects across the innovation value chain. Due to fragmentation of the funding eco-system, however, there has been
no cohesive traction generated in the commercialisation of such projects as funding mandates limit the extent to which
the different actors may fund. The figure below shows the different funding instruments available in the technology
development funding system, this has largely remained unchanged during the last three years:
13 National Treasury Medium Term Budget Policy Statement dated 25 October 2017.
58
Figure 8 Technology Funding Landscape
According to the outcome of a workshop held in March 2017 and convened by Simodisa, Knife Capital and TIA, the
reasons for technology-based start-ups being unable to succeed in commercialising their technology are that:
• Each funder along the innovation value chain has different risk appetite thresholds and given the substantial risk of
technology-based projects, few projects are eligible for funding;
• Each funding institution is subject to red tape owing to the need to comply with the numerous regulations and policies
which results in lengthy times for investment approval;
• There is little or no collaboration amongst the different funders within the technology eco-system. This is despite the
progress made in the development of Venture Capital eco-systems to address the same. This is coupled with the
rise of angel investment for technology-based projects in which there should be scope for increased engagement for
developing cross institutional synergies. Moreover, Corporate Venturing14 is slowly entering the funding landscape.
However, any investment for this segment would need a superior product or service that is serving a large enough
market to attract their interest.
In most instances, the product/service is new and the market development process would not yet be fully mature to
meet the requirements for market size quantification made therein. Furthermore, there are far too few successes in the
country of tech based start-ups that have penetrated the market that would stimulate interest for technology diffusion.
This alone undermines the confidence accessing risk funding, a much stronger engagement is needed in consolidating
the funding ecosystem undergirded by an enabling funding framework that is geared towards inclusive growth and
capacitating the productive sectors of the economy.
14 Corporate Venturing is when established companies source new investment opportunities.
Ideation Start-up Early stage Accelerate Growth
IdeationBasic Research Value creation TRL 9
Full Commercial Roll-out
Private funds
Private equity
Angel Investors and Venture Capital Funds
Crowd funders
Technology Innovation Agency
Government and DFIs
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8.2.8 IDC Technology Venture Capital (TVC) Fund
The purpose of the Industrial Development Corporation’s (IDC) TVC Fund is to provide funding and business support
to small companies at early stages of commercialisation (not development) of innovative products, processes and
technologies across all sectors which have the potential to make a significant developmental impact on the South African
economy. The fund is administered by the New Industries unit which promotes the establishment of new or emerging
sectors in South Africa so as to ensure that the economy is ready to absorb work seekers in the future. The focus
industries are namely in additive manufacturing, renewable energy, medical devices, and nanotechnology. For the year
ended 31 March 2017, R227m was approved for new investments which represented a 52% increase from the previous
year, this included R31.4m for black industrialists and R108m for youth-owned enterprises. It is envisaged that R345m
would be approved for FY2018/1915. The commitment made by the IDC presents opportunities for commercialisation of
projects within TIA’s portfolio that have reached demonstration phase.
8.2.9 Entrepreneurs
According to the Q1 2017 report of the Small Enterprise Development Agency (SEDA), there has been a 11,2% growth in
the number of SMME’s in South Africa year on year from 2016Q1 to 2017Q1. Black-owned enterprises account for more
than 90% of the increase in the ownership over the past year16. Despite the growth, most of the enterprises established
are in the trade and accommodation, construction and financial services sector instead of technology sectors. TIA is
collaborating with SEDA to develop the Centres for Entrepreneurship (CFE) Rapid Incubator Model which is supported
by both the dti and Department of Small Business Development. The CFEs are intended to operationalise ideations at
Technical Vocational Education and Training (TVET) colleges & HEIs, which mostly host TIA’s Technology Stations and
Bio-Platforms nationally.
The CFEs have rolled out a visual incubation programme that entails 18 monthly lessons. The programme is intended
to upskill entrepreneurs, providing mentoring and accelerators through a pre-Seed Fund (approx. R10K-100K) as a
conditional grant before they graduate and progress to the SEDA Technology Incubators and regional SEDA offices.
Herein they will be provided with standard enterprise support valued at around R400K in a revolving loan instrument
to kick start and establish their enterprises. The CEF programme also provides SEDA Technology Incubators a non-
conventional operations fund and grants access to business evaluation tools (such as Growth Wheel, Canvas, Lean
start-up and Finfind). The TIA Seed Fund has three incubators on board: Smart Exchange, SAVANT and Invotech as
implementation partners that use the same tool towards Enterprise Development Interventions (EDI) to ensure that
there is cohesive support for technology entrepreneurs.
15 Industrial Development Corporation (IDC) Annual Report 31 March 2017.16 The Small, Medium and Micro Enterprise Sector of South Africa Quarterly Report 2017 |No1.
60
8.3 Internal Environment
8.3.1 Socio Economic Impact Assessment
TIA commissioned Urban-Econ Development Economists to conduct an Economic Impact Assessment (EIA) for
FY2016/17. The overall purpose of the study was to determine the extent to which the Agency is realising its mandate
and to assess the economic impact of the strategic programmes and operations 17. The methodology used to assess the
impact conducted was premised on the Social Accounting Matrix (SAM) which is used in the public sector as a reliable
model for evaluating socio-economic performance for government programmes.
1. Programme 1: Administration;
2. Programme 2: Innovation Funding and Pre-Commercialisation and Support (IFPCS); and
3. Programme 3: Innovation Enabling & Support (IES).
The overall Agency multiplier, i.e. the multiplying effect of the IFPCS, IES and Administration programmes, is provided next.
Table 6 TIA Multipliers FY2016/17
Direct Indirect Induced Total
Production 1.00 1.66 0.72 3.38 / R1.00
GDP 0.30 0.54 0.29 1.16/ R1.00
Employment 0.56 2.16 1.08 3.98/ R1m
Income 0.15 0.24 0.13 0.57/ R1.00
Tax 0.15 0.02 0.01 0.17/ R1.00
Source: Urban-Econ Calculations, 2017.
During FY2016/17, a R1.00 spend by the Agency, either through its operations or investment, had a total multiplying
effect on the national economy of R3.38. Most of the sub-programmes have a lower multiplying effect than the Agency
ranging from 2.5 to 3.60 with an average of 3.40. The weighted average multiplying effect of all sectors in the national
economy is 3.60, which means that the Agency is just below the average national norm. In the year ahead TIA would
provide increased support for technologies within the Biotechnology sector as this is high growth industry with potential
for contribution to the national economy. The current total production multiplier is compared to the previous years in the
following figure.
17 Technological Innovation Agency Economic Impact Assessment FY2016/17.
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Figure 9 TIA Multipliers Comparison FY 2010/11- 2016/17
Source: Urban-Econ Calculations, 2017.
Overall, TIA’s impact on the economy has been relatively constant from 2013/14 and has improved in the latest year.
The trend in TIA’s impact is seen to be higher in the latest year, which is likely due to the more accurate approach in the
SAM modelling, based on the latest national SAM engagements with sub-programme managers, as well as more detailed
financial data. Additionally, there may be a significant difference in the expenditure structure (i.e. spending proportion by
sector) for the latest year. This is evidenced by the fact that in FY2016/17, the main sectors that TIA expenditure went to
included Business Services; Transport and Communication; Trade and Accommodation; and Finance. These sectors have
a greater multiplier effect than the core economic sectors and this may have caused a considerable change in the overall
multiplier achieved by TIA.
The results revealed the following; overall it can be concluded that the Agency is well into achieving its mandated
goals, where it stimulates economic development through its activities that enhance products, services and processes,
in addition to increasing production and income, and creating job opportunities. Not only does the Agency provide
funding support to innovations, but it also offers significant non-monetary support services in addition to the services
related to its strategic roles. These services include validation and advisory services; skills development (particularly
entrepreneurial); rural/peri-urban area development; and operational support. Its main goal of enhancing the quality
of life in South Africa is also being realised through the growth in available incomes and through the technologies
developed that directly influence living standards (e.g. health improvement projects).
8.3.2 Stakeholder Analysis
The last two financial years have seen tremendous shifts in Research, Development and Innovation (RDI) activity,
the policy environment, technology entrepreneurship, the innovation funding landscape and the increasing role of the
private sector in unleashing the potential of innovation to stimulate productivity and competitiveness. As a middle-income
country, South Africa is witnessing dynamic innovation activity, yet it is characterised by paradoxes and contradictions
typical of a dual economy.
2011/122010/11 2012/13 2013/14 2014/15 2015/16 2016/17
0
0,5
1
1,5
2
2,5
3
3,5
4
2,87 2,942,73 2,8 2,83 2,82
3,38
62
In executing its mandate, TIA remains alert to these realities. Hence, its stakeholder engagement approach aims to navigate these, identifying opportunities to design interventions and leverage resources to accelerate activity where strong capabilities are evident and focus on capacity building in those areas where deliberate intervention is required. In this regard, a number of key developments that inform TIA’s approach to stakeholder engagement are worth highlighting:
a. The RDI activities in the higher education sector, Science Councils and Research Institutes have increased significantly as these entities are placing greater emphasis on driving their research output to market. The increasing drive to establish and strengthen Technology Transfer capacity at these institutions imply that TIA will increasingly position itself as the first partner of choice in technology commercialisation, yet driving a focused transformation agenda that aims to increase the participation of Previously Disadvantaged Individuals in innovation, innovation management and commercialisation management. TIA will thus continue to work closely with the Vice-Chancellors of RDI at the various institutions, strengthen partnerships with Science Councils, explore ways to increase the impact of the Seed Fund, implement the various Memoranda of Understanding with the South African Technology Network and Southern African Research and Innovation Management Association (SARIMA)
b. Government has embraced science, technology and innovation as an important instrument in South Africa’s economic policy mix towards economic growth, diversification and competitiveness. A range of government departments and institutions, both at national and provincial level, have identified innovation as a key policy instrument to accelerate service delivery and execution of strategic national projects. TIA will thus be engaging with these stakeholders, identifying opportunities to establish effective innovation programmes and supporting the various provincial governments to develop innovation strategies and implementing those that already exist.
c. DST has initiated a number of strategic Institutional Reviews, including the NSI Review, of its entities, such as TIA. It has also launched the development of a new Decadal Plan and prepared the White Paper on Science, Technology and Innovation. Indications from these processes are that, at the centre of this discourse, is the need to strengthen the productivity of the ecosystem, with a focus on innovation that embraces inclusive development. The role of TIA will be in leading the development of a productive NSI, intensifying the innovation activity. TIA will thus continue to play a key role in these initiatives, providing consistent input, informed by its understanding of innovation activity and key technology trends.
d. The DST has also launched a range of technology innovation programmes where TIA will work to integrate itself more meaningfully, identifying opportunities for technology innovation that are closely connected to its mandate. A few examples in this regard include, the Fluorochemicals Expansion Initiative; the Hydrogen Fuel Cells Technologies RDI Programme; Titanium Metal Powder; the Indigenous Knowledge-based Community Development projects and various sector-specific RDI Road-Map initiatives.
e. DST, through its Strategic Plan 2015-2020, has set a goal to strengthen collaboration with the private sector to increase Gross Domestic Expenditure on Research and Development (GERD) from the current 0.8% to 1.5% of GDP by 2020. The various studies on STI-Indicators undertaken by NACI show that the contribution of the business sector to GERD over the last few years has been on the decline, from 58.9% in the FY2008/2009 to 45.9% in the
FY2013/1418. Over the last few years, the Department has implemented several initiatives to encourage business
18 South African Science & Technology Indicators (NACI) Reports 2013 and 2015.
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sector investment in R&D. These include, inter alia, implementing the R&D Tax Incentive Scheme; establishing the
Sector Innovation Fund (SIF); and partnering with selected big local corporates and multinational companies to
promote industry-led innovation initiatives.
f. Partnerships with the private sector, therefore, hold immense potential for TIA as key sources of knowledge,
innovations, funding and potential customers and platforms for driving a successful commercialisation agenda. In
partnering with industry, closer coordination with the DST and the dti will be critical, particularly as the latter is more
closely connected to industry, including industry associations, and manages a wide range of incentive schemes
to support competitiveness and the revival of ailing industries. TIA will implement a focused “Industry Partnership
Programme” that will serve as a blue-print from which to conceptualise and drive targeted initiatives to raise funds;
establish industry/sector-specific innovation programmes; create channels for commercialisation of technologies;
support innovation skills development and general enterprise development.
g. Agenda 2063 is a strategic framework for the socio-economic transformation of the continent over the next 50 years.
It builds on, and seeks to accelerate the implementation of past and existing continental initiatives for growth and
sustainable development. Agenda 2063 has the following aspirations: an integrated continent, politically united
and based on the ideals of Pan-Africanism and the vision of Africa’s Renaissance; an Africa of good governance,
democracy, respect for human rights, justice and the rule of law; a peaceful and secure Africa; an Africa with a
strong cultural identity, common heritage, shared values and ethics; an Africa whose development is people-driven,
relying on the potential of African people, especially its women and youth, and caring for children; and Africa as a
strong, united and influential global player and partner. These aspirations have priority areas which are aligned to the
Sustainable Development Goals.
h. Lastly, the Venture Capital industry remains one of the most difficult and intractable funding asset classes for
technology innovation in South Africa. It is small; operates with limited mandates; remains largely in consolidation
mode to drive investments from previous years; its interest is limited to post-revenue, cash-flow generating start-ups
and displays little appetite towards early-stage innovations with no proven market traction record. VC around the
world is known to bring much-needed market traction for good technologies, strong business acumen and mentorship
capacity to the companies they invest in. TIA will keep on focusing on building working relationships with the VC
community to support TIA’s Business Readiness and Market Readiness Level interventions. In the medium- to long-
term, TIA will work to develop a working model with the VC community that acknowledges and locates its investment
decisions squarely in the context of a developmental state and a possible joint-funding model that will incentivise
greater VC participation in TIA’s portfolio. DST has initiated a process to establish a Sovereign Innovation Fund that
will serve to crowd-in private sector investment, including VC as a mechanism to accelerate the commercialisation
of promising South African technologies, including their international deployment. The imperative for this approach
arises out of the necessity to intervene in an ecosystem characterised by high rates of attrition and start-up failure; a
very small local venture and angel capital market; a risk-averse institutional investment environment and; the evident
predatory behaviour of the international venture capital community that has identified South Africa as an incubator for
promising high tech-start-up companies for recruitment to their home countries.
64
8.4 Organisational Environment
TIA will focus on developing the organisation as an employer of choice by creating and nurturing a culture of quality and
high-performance through the development and growth of the Human Resource capacity; identifying and developing IT
platforms that will enhance communication and effectiveness of every employee; analysing the business effectiveness
and efficiency and defining business improvement plans across the organisation; managing information and knowledge;
and providing a healthy, safe and secure office environment.
Transforming the culture of TIA towards a high-performance culture has been a very slow process due to a legacy
system that was flouted with uncertainty, unfairness and inconsistency related to process execution, system utilisation
and specifically the performance management system. The performance management system of TIA focused on the
completion of the process rather than on empowering employees to achieve the expected results of the organisation.
A transformational leadership void, poor integrated processes, silo execution and a lack of integrated information for
decision-making have been the biggest challenges in transforming the culture of the organisation.
According to the World Economic Forum (WEF) report on “The Future of Jobs” (Jan 2016), on average more than a
third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to
the job today. This will require a transformational approach to the management of Human Capital by building flexible,
broad and proactive systems for job profiling, performance management and career development, moving away from
the more transactional approach of hierarchical silo organisational structures to more collaborative and integrated team
oriented structures, where job profiles are flexible enough to support an agile response to environmental customer
and stakeholder needs and requirements. The performance management system must focus more on empowering
employees to achieve the expected results and manage the associated risks, developing career paths that can respond
to the new skills and competency required for technology and enterprise development. A more outward planning
approach is becoming more important to address the demands of inventors, innovators and entrepreneurs.
The various business units in TIA’s Corporate Services will focus on how to redesign itself and implement a service
delivery approach aligned to becoming a partner to the business, understanding the needs of the organisation as well
as the demands from customers and stakeholders in the NSI and the transformation required by TIA. Therefore, the
orientation of HR, IT, Facilities and Management Services is one of responsiveness to both immediate and long-term
business needs, providing both operational excellence and strategic insight. The focus for FY2018/19 will be on:
a. Developing a more flexible and agile workforce that will be responsive to the continuous change required by a
modernising organisation and an increasingly challenging NSI eco-system.
b. Optimising the organisational structure and associated job profiles by enhancing the integration between IFPCS and
IES through the development of a value chain and process management measurement approach.
c. Entrenching a high-performance culture within the organisation though the transformation of the performance
management system, and the implementation of TIA Competency Framework used in all elements of talent
management from talent attraction and talent retention to performance management;
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d. Continuous business process improvement by adopting the ISO 9001 Quality Management System with a focus on
customer satisfaction;
e. Implement and maintain a healthy, safe and secure office environment that will support and nurture the development
of an innovative, creative and high-performing workforce;
f. Full implementation of Integrated Business intelligence – to develop a single performance management and decision-
making dashboard, extracting and collating information from functional systems.
g. Optimisation of the technology and information architecture to enhance and/or automate Strategic Planning, Monitoring
& Evaluation (M&E) and Stakeholder Management.
TIA seeks to inculcate a high-performance culture by redesigning the organisational processes and create a lean
organisational structure. The lean organisational design will require a mind-set shift and collaborative approach in the
execution of TIA mandate. Therefore, a three-year transformation plan will be developed to identify the relevant organisational
cultural values and behavioural norms required to support implementation of a fluid and lean organisational structure.
In addition, job analysis and evaluation will be conducted to ensure that the job profiles and performance objectives
are aligned to the redesigned organisational process. This will include a change management strategy that will facilitate
transition from the current to the desired organisation. The competency framework will be redesigned to encapsulate the
emerging organisational capabilities and competencies. Ultimately, TIA will develop a Resource Plan that will capacitate
the fluid, lean and agile organisational structure.
8.5 Description of Strategic Planning Process
TIA started its planning process for FY2018/19 in July 2017. The process was managed by the Planning, Risk, Intelligence,
Monitoring and Evaluation (PRIME) unit which reviewed the international and domestic political, technological, economic
and social landscape and formulated scenarios to inform the strategic planning context.
The first engagement was from 17-19 July 2017 with the Board and TIA Executives in which critical consideration was
given to the operating environment: voice of the shareholder; voice of the stakeholder; key programme outcomes and
performance management. During October and November 201, a weeklong operational planning session was held
with each program and sub-program to inform the strategic outputs for the following financial period. The outputs were
consolidated in the preparation of this Annual Performance Plan.
A meeting was held on 8 November 2017 in which the TIA executive management team engaged with the DST officials
to reflect on the first draft of the Annual Performance Plan and to refine the inputs into the second draft based on the
comments received on the first draft. The DST’s comments on the second draft were incorporated into the final draft and
submitted in January 2018 for consideration by the Minister of Science of Technology.
66
9. PLANNED STRATEGIC INITIATIVES
In executing its strategy therefore, TIA’s approach for the financial year will continue to be framed within the three
high performance drivers of “Teamwork”, “Impact” and “Accountability”, pursuing specific programmes to anchor TIA’s
mandate deliberately with government programmes, increasing industry participation, increasing greater coordination
and collaboration amongst NSI players and stimulating a culture of innovation within the NSI. In so doing, the Agency
will pay particular attention to several key principles underpinning its strategy:
a. A transformation agenda that seeks to increase the participation of previously disadvantaged individuals in the NSI;
b. An inclusive innovation agenda that leads to impact on rural communities, the township economies and improvements
in service delivery all of which should help TIA to respond to respond to the needs of the poor (the Inclusive Innovation
Development (IID) programme); and
c. The full deployment of the TIA mandate that extends TIA’s reach to all sectors beyond the traditional biotech and
industrial sectors.
The tables below articulate how each strategic programme will contribute to this: 19
19 The planned initiatives are currently being formulated and would be finalised by January 2018.
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67
Tabl
e 7
Prog
ram
me
1 A
dmin
istr
atio
n FY
2018
/19
Plan
ned
Stra
tegi
c In
itiat
ives
Nam
e of
Prog
ram
me
Prog
ram
me
Obj
ectiv
es
TIA
Perf
orm
ance
Driv
erTr
ansf
orm
ativ
e In
itiat
ives
Tran
sact
iona
l
Initi
ativ
es
Adm
inis
trat
ion
− C
orpo
rate
Serv
ices
Dev
elop
a
wor
king
envi
ronm
ent t
hat
is c
ondu
cive
to c
ontin
uous
chan
ge.
Team
wor
k
Rol
e cl
arifi
catio
n an
d al
ign-
men
t of
job
pro
files
to
the
over
all s
trate
gic
obje
ctiv
e of
the
orga
nisa
tion.
Build
ing
a se
rvic
e or
ient
ated
par
tner
ship
mod
el w
ith b
usin
ess
and
empl
oyee
s.
Esta
blis
h cr
oss-
prog
ram
me
obje
ctiv
es.
Cre
ate
job
profi
les
that
are
mor
e br
oad
and
flexi
ble.
Lead
ersh
ip d
evel
opm
ent a
cros
s the
who
le o
r-
gani
satio
n (L
eadi
ng o
nese
lf, le
adin
g ot
hers
,
lead
ing
the
orga
nisa
tion
thro
ugh
chan
ge).
Impa
ct
Impl
emen
t im
pact
out
com
es
into
the
Per
form
ance
Ma-
nage
men
t Sys
tem
.
Impl
emen
t ch
ange
ini
tiativ
es t
hat
will
en-
sure
buy
-in t
owar
ds t
he d
evel
opm
ent
of a
high
-per
form
ance
cul
ture
tha
t w
ill ha
ve a
trans
form
atio
nal i
mpa
ct o
n th
e N
SI.
Build
bus
ines
s in
tellig
ence
and
mar
ket i
ntel
-
ligen
ce c
apac
ity.
Impl
emen
t the
cur
rent
defi
ned
Tale
nt S
trat-
egy
Initi
ativ
es e
.g. s
ucce
ssio
n pl
anni
ng a
nd
men
tors
hip
prog
ram
me.
Impl
emen
tatio
n of
Bu
sine
ss
Inte
lligen
ce
tool
tha
t w
ill pr
ovid
e on
-tim
e an
d on
-line
man
agem
ent i
nfor
mat
ion
for i
mpr
oved
dec
i-
sion
-mak
ing.
Acc
ount
abili
ty
Dev
elop
an
impr
oved
Per
-
form
ance
Man
agem
ent
Syst
em.
Dev
elop
a s
ervi
ce-o
rient
ated
Per
form
ance
Man
agem
ent S
yste
m th
at w
ill m
easu
re p
er-
form
ance
on-
time
base
d on
the
impa
ct o
f
the
serv
ice
on th
e re
cipi
ent o
f the
ser
vice
s
thro
ugh
360
mea
sure
men
t too
ls.
Cal
ibra
te in
divi
dual
per
form
ance
indi
cato
rs
to A
nnua
l Per
form
ance
Pla
n in
dica
tors
.
Repla
ce a
nnua
l per
form
ance
scor
ing to
bi-q
uar-
terly
per
form
ance
ass
essm
ent a
nd sc
oring
.
68
Tabl
e 8
Prog
ram
me
2 In
nova
tion
Fund
ing
and
Pre-
Com
mer
cial
isat
ion
FY20
18/1
9 Pl
anne
d St
rate
gic
Initi
ativ
es
Nam
e of
Prog
ram
me
Prog
ram
me
Obj
ectiv
es
TIA
Perf
orm
ance
Driv
erTr
ansf
orm
ativ
e In
itiat
ives
Tran
sact
iona
l Ini
tiativ
es
Inno
vatio
n Fu
ndin
g an
d Pr
e-C
omm
erci
alis
atio
n Su
ppor
t (IF
PCS)
To fu
nd a
nd
supp
ort t
he d
e-ve
lopm
ent o
f te
chno
logy
-bas
ed
prod
ucts
and
se
rvic
es a
nd th
eir
com
mer
cial
isat
ion
in a
n ef
fect
ive
and
effic
ient
man
-ne
r.
Team
wor
k
Enga
gem
ent
with
fol
low
-on
fund
ers.
In
tegr
ate
and
have
all f
undi
ng in
stru
men
ts
in o
ne p
rogr
amm
e.
Inco
rpor
ate
the
fund
ing
requ
irem
ents
of
the
Inno
vatio
n Fu
ndin
g an
d Pr
e-C
om-
mer
cial
isat
ion
Supp
ort
(IFPC
S) f
undi
ng
inst
rum
ents
into
the
crit
eria
of
upst
ream
fu
nder
s.
TIA
pro-
activ
ely
enga
ges
with
Dev
elop
-m
ent
Fina
nce
Inst
itutio
ns (
DFI
s) a
nd
partn
ers
with
the
m i
n co
-inve
stm
ent
in
tech
nolo
gy d
evel
opm
ent
and
pre-
com
-m
erci
alis
atio
n ac
tiviti
es.
Impl
emen
t the
“Tra
nsiti
on o
f Pro
ject
s fro
m
Inve
stm
ent
Enab
ling
& Su
ppor
t (IE
S) t
o IF
PCS”
mod
el.
Hol
d a
year
ly c
onfe
renc
e/w
orks
hop
to d
e-te
rmin
e w
hich
pro
ject
s fro
m th
e R
&D c
on-
duct
ing
inst
itutio
ns I
FPC
S ca
n co
nsid
er
for f
undi
ng.
TIA
proa
ctiv
ely
iden
tifies
whi
ch I
nter
na-
tiona
l D
evel
opm
ent
Fina
nce
Inst
itu-
tions
(ID
FIs)
to
partn
er w
ith a
nd w
hen
and
dete
rmin
es th
e te
rms
of s
uch
partn
er-
ship
.
TIA
cont
inue
s to
be
resp
onsi
ve to
invi
ta-
tions
by
IDFI
s to
co-
inve
st a
nd/o
r co
-im-
plem
ent p
rogr
amm
es s
uch
as th
e G
loba
l C
lean
Inno
vatio
n Pr
ogra
mm
e (G
CIP
).
TIA
cont
inue
s to
hav
e an
inc
iden
tal
re-
latio
nshi
p w
ith V
entu
re C
apita
l in
Sout
h Af
rica.
Opt
imis
e th
e ou
tput
s an
d ou
tcom
es fr
om
tech
nolo
gy
deve
lopm
ent
and
pre-
com
mer
cial
isat
ion
activ
ities
.
Acc
ount
abili
ty
As s
uch,
any
law,
legi
slat
ion
and
regu
latio
ns t
hat
have
th
e po
tent
ial t
o im
pact
neg
a-tiv
ely
on i
nnov
atio
n w
ould
im
pact
TIA
the
mos
t.
TIA
need
s to
build
capa
city
to re
sear
ch a
nd
dete
rmin
e po
ints
of c
hang
e in
legi
slat
ion,
N
atio
nal
Polic
ies
and
Reg
ulat
ions
tha
t ne
gativ
ely
impa
ct o
n its
man
date
.
Parti
cipa
te in
any
cha
nge
of le
gisl
atio
n,
Nat
iona
l Po
licie
s an
d R
egul
atio
ns t
hat
affe
ct T
IA
as
invi
ted
by
the
initi
atin
g go
vern
men
t dep
artm
ent o
r ins
titut
ion.
PART A
69
Tabl
e 9
Prog
ram
me
3 In
nova
tion
Enab
ling
and
Supp
ort F
Y201
8/19
Pla
nned
Str
ateg
ic In
itiat
ives
Nam
e of
Prog
ram
me
Prog
ram
me
Obj
ectiv
es
TIA
Perf
orm
ance
Driv
erTr
ansf
orm
ativ
e In
itiat
ives
Tran
sact
iona
l Ini
tiativ
es
Inno
vatio
n
Enab
ling
Supp
ort
Prog
ram
mes
(IES
)
The
IES
Prog
ram
me’
s
purp
ose
is to
ena
ble
and
stim
ulat
e a
cultu
re o
f inn
ovat
ion
in th
e N
SI w
ith
an a
im to
bui
ld a
vibr
ant a
nd e
nabl
ed
ecos
yste
m.
Team
wor
kW
orki
ng in
tera
ctiv
ely
on a
com
bi-
natio
n of
fina
ncia
l and
non
-fina
n-
cial
pr
ogra
mm
atic
in
terv
entio
ns
desi
gned
w
ith
stak
ehol
der
en-
gage
men
t and
val
idat
ion.
Impa
ct
Cre
ate
lead
ing
geno
me-
scal
e
Nex
t G
ener
atio
n Se
quen
cing
of-
ferin
g in
Afri
ca.
Build
pre
mie
re P
recis
ion
Med
icine
proc
ess-
solu
tion
and
valu
e pr
op-
ositio
n fo
r re
sear
ch,
trans
latio
nal
and
diag
nost
ics m
arke
ts in
Afri
ca.
Boos
t Gen
omic
s ca
paci
ty in
Afri
ca
thro
ugh
qual
ity s
ervi
ces
and
col-
labo
rativ
e pr
ojec
ts.
The
impa
ct
of
impr
oved
m
eat
qual
ity o
n th
e SA
eco
nom
ic in
di-
cato
rs i
s fa
vour
able
in
term
s of
trade
for
exp
ort
with
a p
rem
ium
clas
sific
atio
n of
live
stoc
k as
a re
-
sult
of b
reed
ing
by g
ene
sele
ctio
n.
Posi
tion
TIA
as t
he S
EDA-
en-
dors
ed G
CIP
acc
eler
ator
mod
el
natio
nally
for
acc
eler
atio
n ro
llout
for a
ll SE
DA
incu
bato
rs.
Acc
ount
abili
ty
Build
cap
acity
in lo
cal i
nstit
utio
ns
to im
prov
e th
e in
vest
or re
adin
ess
of te
ch in
nova
tion
star
t-ups
.
Iden
tify
the
indi
vidu
al c
apac
ity to
be d
evel
oped
in e
ach
incu
bato
r
Con
tract
GC
IP i
nter
natio
nal
and
loca
l tra
iner
s to
de
velo
p an
d
faci
litat
e tra
inin
g of
sta
ff in
the
met
hodo
logy
.
70
9.1
Stra
tegi
c St
akeh
olde
r Eng
agem
ent I
nitia
tives
The
tabl
e be
low
out
lines
the
plan
ned
enga
gem
ents
for F
Y201
8/19
Tabl
e 10
Pla
nned
Str
ateg
ic S
take
hold
er in
itiat
ives
FY2
018/
19
Focu
s A
rea
Act
iviti
esIn
dica
tor
Rep
ortin
g
Tim
elin
es
Hub
& S
poke
Mod
el
Stak
ehol
der
cons
ulta
tions
with
var
ious
nat
iona
l D
epar
tmen
ts a
nd a
ffect
ed
stak
ehol
ders
for e
stab
lishm
ent o
f tar
gete
d in
nova
tion
prog
ram
mes
6 pa
rtner
ship
s es
tabl
ishe
d Q
uarte
rly
Leve
rage
pa
rtner
ship
s w
ith
SOE’
s to
im
plem
ent
tech
nolo
gy
inno
vatio
n
prog
ram
mes
Partn
ersh
ips
esta
blis
hed
with
3
SOEs
. Q
uarte
rly
Esta
blis
h pa
rtner
ship
s w
ith s
elec
ted
indu
stry
ass
ocia
tions
to
impl
emen
t
targ
eted
indu
stry
-spe
cific
inno
vatio
n pr
ogra
mm
es
2
indu
stry
-spe
cific
par
tner
ship
sQ
uarte
rly
Gla
ss P
ipel
ine
Mod
el
Impl
emen
t bac
kwar
d in
tegr
atio
n pa
rtner
ship
s pr
ogra
mm
e w
ith H
EIs,
Sci
ence
Cou
ncils
and
sel
ecte
d in
dust
ry p
artn
ers
80 te
chno
logi
es s
uppo
rted
Qua
rterly
Esta
blis
h fo
rwar
d In
tegr
atio
n pa
rtner
ship
s to
leve
rage
third
par
ty fu
ndin
g w
ith
key
inst
itutio
nal a
nd p
rivat
e se
ctor
fund
ers
R50
m
rais
ed
in
Third
Pa
rty
Fund
ing
Q
uarte
rly
Inte
rnat
iona
l
Partn
ersh
ips
Prom
ote
the
inte
rnat
iona
lisat
ion
and
mar
ket a
cces
s fo
r TIA
sup
porte
d pr
ojec
ts
30 p
roje
cts
prom
oted
Qua
rterly
Leve
rage
res
ourc
es i
nves
tmen
t in
to S
TI t
hrou
gh c
halle
nge-
led
inno
vatio
n
prog
ram
mes
3
partn
ersh
ips
esta
blis
hed
Qua
rterly
Impl
emen
t ini
tiativ
es to
pro
mot
e in
nova
tion
in th
e Af
rican
con
tinen
t 5
Q
uarte
rly
PART A
71
Focu
s A
rea
Act
iviti
esIn
dica
tor
Rep
ortin
g
Tim
elin
es
Inte
rnat
iona
l
Partn
ersh
ips
Faci
litat
e TI
A’s
mem
bers
hip
of k
ey in
tern
atio
nal n
etw
orki
ng p
latfo
rms
M
embe
rshi
p se
cure
dAn
nual
ly
Thou
ght
Lead
ersh
ip
Laun
ch T
IA N
etw
ork
Frid
ays
prog
ram
me
as a
mon
thly
eve
nt t
o pr
omot
e
colla
bora
tion
in th
e N
SI
8 ev
ents
Q
uarte
rly
Org
anis
e an
d ho
st o
ne S
igna
ture
Con
fere
nce
(e.g
. In
nova
tion
Brid
ge)
to
prom
ote
mat
ch-m
akin
g am
ongs
t NSI
pla
yers
1
Annu
ally
Esta
blis
h su
bjec
t spe
cific
The
mat
ic N
etw
orks
on
sele
cted
key t
echn
olog
y are
as
4M
onth
ly
Und
erta
ke ro
adsh
ows
in ru
ral c
omm
uniti
es a
nd to
wns
hips
to s
how
case
TIA
’s
capa
bilit
ies
and
prom
ote
a cu
lture
of i
nnov
atio
n
20 c
omm
uniti
es re
ache
d Q
uarte
rly
Mar
ketin
g &
Com
mun
icat
ions
Laun
ch p
rom
otio
nal c
ampa
ign
to in
crea
se a
war
enes
s ab
out T
IA’s
offe
rings
to
key
stak
ehol
ders
1
m c
usto
mer
s re
ache
d Q
uarte
rly
Laun
ch a
cam
paig
n to
com
mun
icat
e TI
A’s
succ
ess
stor
ies
thro
ugh
elec
troni
c
and
prin
t med
ia
50 s
torie
s Q
uarte
rly
Show
case
TIA
’s su
cces
s th
roug
h th
e Pa
rliam
ent C
onne
ct P
rogr
amm
e
3 in
itiat
ives
Q
uarte
rly
72
10. OVERVIEW OF THE FY2018/19 BUDGET AND MTEF ESTIMATES
TIA has made significant adjustments over the last couple of years to accommodate the reduction in MTEF allocations.
The Agency has restructured and realigned the staff structure to accommodate the financial challenges, and is
constantly making a bigger impact as demonstrated by the result of the independent economic impact assessment. The
aspirational strategic objectives and the challenges set by the new Board does, however, impose certain pressure on
the budget and the capacity within the entity. These challenges are captured in more detail below:
10.1 Administration costs
The total administration and employee costs reduced from R211m in FY2013/14 to R189.7m in FY2018/19, decreasing
the efficiency ratio20, from 36% to 35% in the same period. The efficiency ratio was introduced to control budget allocations
for administration and project disbursements. The approved ratio of 70/30 (ie 70% of the total budget received is to be
allocated for developing innovations, and 30% is to be used for administration costs), was readjusted to 65/35 to allow
for additional staff resources to enable the Agency to reach the growth targets in the following three years.
Administration costs reduced by 24% from R94m in FY2013/14 to R71m in FY2018/19 due to cost reductions and
savings in consultancy fees, rental costs, utilities and IT-related costs. Employee costs will slightly increase from R117m
in FY2013/14 to R118m in FY2018/19. To enhance efficiency, TIA is currently embarking with a Work Study process to
evaluate the productivity, to recommend improvements in processes and structure and to indicate the ideal number of
staff required for each business unit.
10.2 Investment funding
The plan is to disburse R102m towards Innovation Funding and Pre-Commercialisation towards technology development.
This will be paid to technology development agreements committed in previous financial years which when agrigated
will utilise around 60% and the remaining 40% will be allocated to new projects that will be assessed through the
application and due diligence process.
An amount of R136m is allocated for the Innovation Enabling Funding where TIA will continue to support the strategic
programmes and sub-programmes. The Innovation Enabling programmes are funded through the Bio-economy
allocation from the DST amounting to R91m and TSP allocation amounting to R38m. The balance of the amount will be
sourced through contract specific income and other income.
A further amount of R108m will be allocated to specific contracts with R21m allocated towards IFPCS and R86m towards
IES.
The Bio-economy allocation received is R165m and will be distributed according with the Bio-economy work plan. The
Agency will fund a further R37m through funding derived from other income.
20 The definition of efficiency ratio is administration costs as a percentage of total expenditure.
PART A
73
10.3 Other income
The entity will continue to focus on obtaining other sources of income to support all strategic programmes. This will be
done through specific contracted funds from the DST and other government institutions and through partnerships with
the private sector. A new business unit, namely Corporate Relations and Strategic Engagements, which will be fully
operational in 2018/19, was created to focus on levereging partnerships which would lead to additional income streams
for the agency.
74
Tabl
e 11
TIA
MTE
F B
udge
t FY2
018/
19 to
FY2
019/
20 a
s pe
r Allo
catio
n Le
tter
201
8/19
2
019/
20
202
0/21
B
asel
ine
Bio
-ec
onom
y T
SP
Bas
elin
e B
io-
econ
omy
TSP
B
asel
ine
Bio
-ec
onom
y T
SP
R'0
00
R'0
00
R'0
00
R'0
00
R'0
00
R'0
00
R'0
00
R'0
00
R'0
00
Fund
ing:
Allo
catio
n le
tter
216
305
1
65 6
78
38
339
217
858
1
85 5
16
40
486
229
840
1
95 7
19
42
713
Oth
er In
com
e 7
9 47
0 3
6 81
3 -
112
069
4
0 93
1 -
144
855
6
3 14
4 -
295
775
2
02 4
91
38
339
329
927
2
26 4
47
40
486
374
695
2
58 8
63
42
713
Util
isat
ion
295
775
2
02 4
91
38
339
329
927
2
26 4
47
40
486
374
695
2
58 8
63
42
713
Adm
inis
trat
ion
1
77 5
90
12
104
- 1
88 1
97
12
879
- 1
98 7
04
13
686
-
Supp
ort a
nd in
frast
ruct
ure
cost
6
9 84
0 1
210
-
73
982
1 3
31
- 7
7 63
6 1
446
-
Hum
an R
esou
rces
1
07 7
50
10
894
- 1
14 2
16
11
547
- 1
21 0
68
12
240
-
IFPC
S 4
4 21
5 5
7 80
4 -
38
125
70
008
- 4
3 67
4 7
4 95
5 -
IES
9 0
00
89
270
38
339
16
605
85
560
40
486
18
317
94
222
42
713
Te
chno
logy
Pla
tform
s -
55
270
- -
57
465
- -
62
000
-
Te
chno
logy
Sta
tion
Prog
ram
me
- -
38
339
- -
40
486
- -
42
713
ISD
- 5
000
-
- 5
000
-
- 6
000
-
YTIP
- 3
000
-
- 3
000
-
1 0
00
3 0
00
-
TIC
P 6
500
1
0 00
0 -
9 6
05
7 3
95
- 9
311
8
688
-
Seed
fund
- 1
4 00
0 -
6 0
00
9 0
00
- 6
000
1
0 00
0 -
GC
IP 1
500
2
000
-
- 3
700
-
1 4
66
2 5
34
Thou
ght l
eade
rshi
p 1
000
-
- 1
000
-
- 5
40
2 0
00
-
Con
sorti
um b
ased
/Spe
cific
fund
ing
64
970
43
313
- 8
7 00
0 5
8 00
0 -
114
000
7
6 00
0 -
Surp
lus/
(Defi
cit)
--
--
--
--
-
PART A
75
Table 12 Overview of 2017/28 Budget and MTEF Estimates and Expenditure Trends
R'000 Audited outcome Estimate MTEF Estimates
Programme 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Administrative 130 470 134 275 154 351 189 694 201 076 212 390
IFPCS 126 333 113 448 97 769 102 019 108 133 118 629
IES 252 424 351 692 196 581 136 609 142 651 155 253
Spesific contracted: IFPCS - - 10 156 21 657 29 000 38 000
Spesific contracted: IES - - 40 626 86 626 116 000 152 000
Total 509 227 599 415 499 483 536 605 596 860 676 272
Goods and services 46 913 45 601 54 452 71 050 75 313 79 082
Compensation of employees 83 557 88 674 99 899 118 644 125 763 133 308
Tansfers 378 757 465 140 345 132 346 911 395 784 463 882
Total 509 227 599 415 499 483 536 605 596 860 676 272
The expenditure trends of TIA are given below (extract of the Estimates of National Expenditure)
Table 13 Vote expenditure trends by Programme and economic classification
R'000
Ann
ual b
udge
t
Aud
ited
outc
ome
Ann
ual b
udge
t
Aud
ited
outc
ome
Ann
ual b
udge
t
Estim
ate
Out
com
e/A
nnua
l
budg
et a
vera
ge
(%)
Programme 2015/16 2016/17 2017/18 2014/15 - 2017/18
Administrative 141 659 130 470 159 675 134 275 154 351 154 351 91%
IFPCS 183 606 126 333 148 942 113 448 97 769 97 769 91%
IES 168 045 252 424 207 791 351 692 196 581 196 581 174%
Spesific contracted: IFPCS - - - - - 10 156
Spesific contracted: IES - - - - - 40 626
Total 493 310 509 227 516 408 599 415 448 701 499 483
*The Administrative costs were managed below budget due to cost savings mainly in travel, consultant, depreciation and IT costs. Staff costs further contributed to the saving due to TIA appointing fewer employees when compared to the approved structure caused by challenges in finding the right people at the right cost for the Agency. Further challenges were experienced with an outdated structure that did not support the ambitions of the Agency. These savings, together with the IFPCS disbursing less that what was planned for, was allocated to the IES division to stimulate future technology innovation.
76
Tabl
e 14
Ent
ity B
udge
t
Effi
cien
cy ra
tio
Aud
it ou
tcom
e 20
16/1
7R
’ 000
Aud
it ou
tcom
e20
15/2
016
R’ 0
00
Estim
ate
2017
/18
R’ 0
00
Bud
get
2018
/19
R’ 0
00
Bud
get
2019
/20
R’ 0
00
Bud
get
2020
/21
R’ 0
00
Adm
inis
tratio
n
130
470
1
34 2
75
154
351
1
89 6
94
201
076
2
12 3
90
Sup
port
and
infra
stru
ctur
e co
st
46
913
45
601
54
452
71
050
75
313
79
082
Hum
an R
esou
rces
8
3 55
7 8
8 67
4 9
9 89
9 1
18 6
44
125
763
1
33 3
08
Inve
stm
ents
3
78 7
57
465
140
3
45 1
32
346
911
3
95 7
84
463
882
Inno
vatio
n Fu
ndin
g an
d Pr
e C
omm
erci
alis
atio
n an
d su
ppor
t 1
26 3
33
113
448
9
7 76
9 1
02 0
19
108
133
1
18 6
29
Inno
vatio
n En
ablin
g an
d su
ppor
t 2
52 4
24
351
692
1
96 5
81
136
609
1
42 6
51
155
253
New
initi
ativ
es/S
peci
fic c
ontra
cts
- -
50
782
108
283
1
45 0
00
190
000
- IF
PCS
- -
10
156
21
657
29
000
38
000
- IE
S -
- 4
0 62
6 8
6 62
6 1
16 0
00
152
000
Tot
al e
xpen
ditu
re
509
227
5
99 4
15
499
483
5
36 6
05
596
860
6
76 2
72
Tot
al fu
ndin
g 4
62 9
29
492
455
4
99 4
83
536
605
5
96 8
60
676
272
Allo
catio
n fro
m D
ST
385
188
3
82 3
64
396
732
4
20 3
22
443
860
4
68 2
72
Add
ition
al in
com
e ta
rget
6
0 38
5 9
4 50
0 9
2 75
1 1
08 2
83
145
000
1
90 0
00
Inte
rest
inco
me
17
356
15
591
10
000
8 0
00
8 0
00
18
000
Sur
plus
/Defi
cit
-46
298
-106
960
-
- -
-
Cap
ex a
lloca
tion:
7
000
7
000
7
000
7
000
7
000
PART A
77
10.4 Budget Allocation per Programme
Table 15 Budget outlined per Programme 1 Administration
R'000 Audited outcome Estimate MTEF Estimates
Programme 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Administrative 130 470 134 275 154 351 189 694 201 076 212 390
Goods and services 46 913 45 601 54 452 71 050 75 313 79 082
Compensation of employees 83 557 88 674 99 899 118 644 125 763 133 308
189 694 201 076 212 390
Table 16 Budget outlined per Programme 2 Innovation Funding and Pre-Commercialisation
R'000 Audited outcome Estimate MTEF Estimates
Programme 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
IFPCS 126 333 113 448 97 769 102 019 108 133 118 629
Spesific contracted - - - 21 657 29 000 38 000
Respresented by Tansfers 126 333 113 448 97 769 123 676 137 133 156 629
Table 17 Budget outlined per Programme 3 Innovation Enabling and Support
R'000 Audited outcome Estimate MTEF Estimates
Programme 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Technology Platforms 67 118 76 485 56 112 55 270 57 465 62 000
Technology Station Programme 83 433 123 740 81 969 38 339 40 486 42 713
Innovation Skills Development 21 154 16 458 5 000 5 000 5 000 6 000
Youth Technology Innovation 5 249 15 871 5 000 3 000 3 000 4 000
Technology Innovation Programmes 4 344 40 110 16 500 16 500 17 000 18 000
Seed Fund 70 297 71 958 29 000 14 000 15 000 16 000
GCIP 1 000 3 500 3 700 4 000
Thought Leadership 829 7 070 2 000 1 000 1 000 2 540
Spesific contracted initiatives - - 40 626 86 626 116 000 152 000
Total 252 424 351 692 237 207 223 235 258 651 307 253
Respresented by Tansfers 252 424 351 692 237 207 223 235 258 651 307 253
78
PART B: PROGRAMME AND SUB-PROGRAMME PLANS
11. PROGRAMME 1: ADMINISTRATION
11.1 Strategic Overview
The Corporate Services Division is an internal support function with the employee as its primary customer. The purpose
of the Division is to create an enabling environment for the development of a high-performance culture by nurturing
and growing the Human Resource capacity; identifying and developing an IT platform that will enhance communication
and the effectiveness of every employee; building TIA knowledge management architecture for preservation and
management of TIA’s intellectual assets: knowledge and information; and providing a healthy, safe and secure office
environment.
The Corporate Service Division, therefore, contributes directly to the Strategic Objective (SO) 3: To develop an effective
and efficient internal environment to successfully execute the strategy and has defined the following objectives:
i. To build and capacitate an organisational structure that will provide the appropriate capability and capacity aligned to
execute TIA strategy.
ii. To develop a high-performance culture by providing integrated HR services that will attract, develop and retain
motivated, committed and competent staff.
iii. To establish a secure and cost-effective Information Technology environment that will enable access and availability
of relevant data, records and information to all.
iv. To establish a facilities management and physical security management capability that will ensure compliance to all
health, safety and environmental legislation and policies.
v. To identify and recommend areas of business improvement through the provisioning of business analysis services
including business process re-engineering, knowledge management and implementation of a Quality Management
System.
PART B
79
11.2
Pro
gram
me
1 −
Adm
inis
trat
ion
Ris
k M
anag
emen
t and
Miti
gatin
g A
ctio
ns
Prog
ram
me
Obj
ectiv
e R
isk
Des
crip
tion
Miti
gatio
n A
ctio
n
To b
uild
and
capa
cita
te a
n or
gani
satio
nal s
truct
ure
that
will
prov
ide
the
appr
opria
te c
apab
ility
and
capa
city
alig
ned
to e
xecu
te T
IA s
trate
gy.
Inab
ility
to a
ttrac
t and
reta
in k
ey s
taff
Rev
iew
Em
ploy
ee V
alue
pro
posi
tion
Opt
imis
e Ta
lent
revi
ew p
roce
ss b
y:
• Im
plem
entin
g du
al c
aree
r pat
h de
velo
pmen
t
• Im
plem
entin
g su
cces
sion
pla
nnin
g
• O
ptim
isin
g th
e tra
inee
pro
gram
me
To
deve
lop
a hi
gh-p
erfo
rman
ce
cultu
re
by
prov
idin
g in
tegr
ated
HR
ser
vice
s th
at w
ill at
tract
,
deve
lop
and
reta
in a
mot
ivat
ed, c
omm
itted
and
com
pete
nt w
orkf
orce
.
Failu
re t
o im
plem
ent
adeq
uate
and
app
ropr
iate
HR
ser
vice
s/in
itiat
ives
that
will
cont
ribut
e to
the
deve
lopm
ent o
f a h
igh-
perfo
rman
ce c
ultu
re
Con
duct
an
nual
re
mun
erat
ion
benc
hmar
k to
ensu
re T
IA m
aint
ain
a co
mpe
titiv
e an
d m
arke
t-
rela
ted
rem
uner
atio
n an
d re
war
d fra
mew
ork
Con
duct
ann
ual t
alen
t rev
iew
Impl
emen
tatio
n of
the
com
pete
ncy
fram
ewor
k fo
r
recr
uitm
ent,
train
ing
and
deve
lopm
ent a
nd c
aree
r
plan
ning
To e
stab
lish
a se
cure
, co
st-e
ffect
ive
and
wel
l-
run
IT o
pera
tion
that
is
reco
gnis
ed f
or i
ts r
e-
spon
sive
ness
, flex
ibilit
y, an
d ef
fect
iven
ess.
Lac
k of
acc
ess
to a
nd a
vaila
bilit
y of
tech
nolo
gy
infra
stru
ctur
e an
d in
form
atio
n to
en
able
th
e
busi
ness
of T
IA
Man
age
and
optim
ise
the
appl
icat
ion
portf
olio
to
supp
ort
the
busi
ness
ope
ratio
ns r
equi
rem
ents
and
busi
ness
info
rmat
ion
need
s e.
g. C
RM
, M&E
syst
em a
nd D
ocum
ent M
anag
emen
t sol
utio
ns
80
To e
stab
lish
a fa
cilit
ies
and
secu
rity
man
agem
ent
capa
bilit
y tha
t will
ensu
re co
mpl
ianc
e to
all h
ealth
,
safe
ty a
nd e
nviro
nmen
tal le
gisl
atio
n an
d po
licie
s.
Lack
of p
rovi
ding
hea
lthy,
secu
re a
nd s
afe
offic
e
spac
e
Ensu
re fu
ll co
mpl
ianc
e to
the
OH
S Ac
t
Impl
emen
tatio
n of
phy
sical
sec
urity
ser
vices
and
acce
ss c
ontro
l in a
ccor
danc
e wi
th M
ISS
and
MPS
S
To i
dent
ify a
nd r
ecom
men
d ar
eas
of b
usin
ess
impr
ovem
ent
thro
ugh
the
prov
isio
n of
bus
ines
s
anal
ysis
ser
vice
s in
clud
ing
busi
ness
pro
cess
re-
engi
neer
ing,
wor
k-st
udy
and
the
impl
emen
tatio
n
of q
ualit
y m
anag
emen
t ini
tiativ
es.
Poor
av
aila
bilit
y of
in
form
atio
n,
reco
rds
and
docu
men
tatio
n
Impl
emen
tatio
n of
the
wor
k-st
udy
reco
mm
en-
datio
ns
Mai
nten
ance
and
upd
ate
of t
he I
SO 9
001
cer-
tifica
tion
Impl
emen
tatio
n an
d op
timis
atio
n of
the
inte
grat
ed
Busi
ness
Inte
lligen
ce S
olut
ion
PART B
81
11.3
Pro
gram
me
1 –
Adm
inis
trat
ion
MTE
F Pe
rfor
man
ce In
dica
tors
and
Tar
gets
for F
Y201
8/19
STR
ATEG
IC O
BJE
CTI
VE 3
: To
deve
lop
an e
ffect
ive
and
effic
ient
inte
rnal
env
ironm
ent t
o su
cces
sful
ly e
xecu
te th
e st
rate
gy 1
DST
Stra
tegi
c O
utco
me
Out
puts
Perfo
rman
ce In
dica
tor
Stra
tegi
c Ta
rget
2015
-202
0
Aud
ited/
Act
ual
Perf
orm
ance
2016
/17
Estim
ated
pe
rfor
man
ce
2017
/18
Med
ium
-Ter
m T
arge
tsFo
reca
st
2018
/19
2019
/20
2020
/21
Stra
tegi
c fo
cus
area
1: T
o op
timis
e its
fina
ncia
l res
ourc
es a
nd im
plem
ent i
nitia
tives
for b
usin
ess
and
inve
stm
ent p
roce
ss im
prov
emen
t
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 1: A
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Effic
ient
and
effe
ctiv
e
inve
stm
ent
man
agem
ent
proc
esse
s
3.1
Inve
stm
ent a
ppro
val
turn
arou
nd ti
me
14 W
eeks
12 W
eeks
and
2 da
ys
16 W
eeks
15 W
eeks
14 W
eeks
14 W
eeks
3.2
Amou
nt o
f fun
ds
utilis
ed fo
r pro
ject
s
and
prog
ram
mes
as
a
perc
enta
ge o
f the
tota
l
actu
al e
xpen
ditu
re
70%
77%
68%
65%
67%
69%
82
11.4
Pro
gram
me
1 –
Adm
inis
trat
ion
Qua
rter
ly P
erfo
rman
ce In
dica
tors
and
Tar
gets
for F
Y201
8/19
STR
ATEG
IC O
BJE
CTI
VE 3
: To
deve
lop
an e
ffect
ive
and
effic
ient
inte
rnal
env
ironm
ent t
o su
cces
sful
ly e
xecu
te th
e st
rate
gy.
Perf
orm
ance
Indi
cato
rsR
epor
ting
perio
d
Annu
al
targ
etQ
uarte
rly ta
rget
s
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
Stra
tegi
c fo
cus
area
1: T
o op
timis
e its
fina
ncia
l res
ourc
es a
nd im
plem
ent i
nitia
tives
for b
usin
ess
and
inve
stm
ent p
roce
ss im
prov
emen
t
3.1
Inve
stm
ent a
ppro
val t
urna
roun
d tim
eQ
uarte
rly15
Wee
ks15
Wee
ks15
Wee
ks15
Wee
ks15
Wee
ks
3.2
Amou
nt o
f fun
ds u
tilis
ed fo
r pr
ojec
ts a
nd p
ro-
gram
mes
as
a pe
rcen
tage
of
the
tota
l act
ual
expe
nditu
re
Qua
rterly
65%
5%15
%22
%23
%
PART B
83
12. PROGRAMME 2: INNOVATION FUNDING AND PRE-COMMERCIALISATION AND SUPPORT
12.1 Strategic Overview
The Innovation Funding and Pre-Commercialisation Support Programme will continue to provide both financial and non-
financial support to projects that have the dual objective of developing, new, improved, novel or/and innovative products
(includes products, services and processes) with the intention to have them commercialised.
In order to do that efficiently, the programme will intensify the review of its processes to ensure that it achieves its
objectives within a customer-friendly amount of time while providing the appropriate amount of rigour in the processing
of projects.
The IFPCS programme seeks to drive the following initiatives in a bid to strengthen the division’s offering:
12.1.1 Co-Investment with DFIs in most projects/programmes
As part of the continuing drive to optimise downstream integration, the programme will seek to ensure that most projects
in the TIA portfolio are co-invested with other DFIs (Development Finance Institutions), such as the IDC, NEF, Venture
Capital, etc. This will facilitate the downstream integration between TIA and the DFIs’ funding instruments.
12.1.2 Transition of Projects from IES to IFPCS Innovation Funding and Pre-Commercialisation Support –
Internal Upstream Integration
In the outgoing year, 2017/18, an emphasis was placed on the integration of TIA technology development and pre-
commercialisation activities with those of institutions that fund and conduct activities upstream and downstream of the
TIA mandate. Several meetings were held with such institutions and a working model has been put in place, where
annually, discussions will be held to review the effectiveness of the integration efforts. These institutions include the
CSIR (Council for Scientific and Industrial Research), MINTEK (Council for Mineral Technology), NECSA (Nuclear
Energy Corporation of South Africa), the ARC (Agriculture Research Council), and the WRC (Water Research Council).
These efforts will continue into the future with the intention to institutionalise them.
A model for the integration which provides the modalities has been developed. Within the present organisational structure,
TIA will put in place and implement a process and a procedure to deliberately facilitate and manage the transition of
projects from the upstream funding instruments such as the Seed Fund to the downstream funding instruments such
as the TDF and the PCSF.
12.1.3 Rapid Innovation/Finance Fund
This financial instrument, which has been set up in the previous year, will be consolidated and when opportune ramped
up. It is envisaged lessons learnt from implementation that will provide insight on how the fund can be continually
improved for optimum impact.
84
12.1.4 Focused Investment: Chosen Industries and Value Chain
TIA investments in projects fall within various parts of the value chain in a particular technology area of choice. Going
forward, TIA will strive towards absolute alignment of all funding instruments and programmes such that they reinforce
one another by funding projects in the selected/chosen industry sectors (clusters) technological areas, and value chains.
12.1.5 Focused and dedicated management of investments in the Commercialisation Phase
TIA mandate, from the perspective of the IFPCS, is only primarily fulfilled when the projects being funded culminate in the
successful commercialisation of the product developed. Hence projects that have reached their investment objectives
and are in their post-investment phase, must be managed through an adequately resources and capable team. In this
regard, a review of the management of such projects will be conducted to inform how dedicated resources can be put
in place to ensure optimum management and extraction and protection of TIA return on investments in projects in this
phase.
PART B
85
12.2
Pro
gram
me
2 - I
nnov
atio
n Fu
ndin
g an
d Pr
e-C
omm
erci
alis
atio
n R
isk
Man
agem
ent
Dep
artm
ent S
trat
egic
Obj
ectiv
e
Ris
k D
escr
iptio
nM
itiga
tion
Act
ion
To
fund
an
d su
ppor
t th
e de
-
velo
pmen
t of
tec
hnol
ogy-
base
d
prod
ucts
and
ser
vice
s an
d th
eir
com
mer
cial
isat
ion
in a
n ef
fect
ive
and
effic
ient
man
ner.
Proj
ect
Failu
res:
Gen
eric
inve
stm
ent
risks
on
all p
roje
cts.
Adeq
uate
res
ourc
es r
equi
red
for
bette
r, de
dica
ted
Proj
ect
Mon
itorin
g an
d
post
-inve
stm
ent.
Inad
equa
te C
apac
ity o
f Dea
l Tea
ms:
Inad
equa
te n
umbe
r of i
nter
nal e
xper
ts
on te
chno
logy
, com
mer
cial
isat
ion,
le-
gal a
nd I
P is
sues
rel
atin
g to
inve
st-
men
ts u
nder
con
side
ratio
n.
Focu
s al
l act
iviti
es o
f cur
rent
Dea
l Tea
ms
sole
ly o
n th
is a
ctiv
ity a
nd u
rgen
tly
fill v
acan
cies
in b
ottle
neck
are
as s
uch
as IP
and
Leg
al.
Obt
ain
exte
rnal
and
tem
pora
ry a
dditi
onal
reso
urce
s fo
r due
dilig
ence
.
Sepa
rate
Cor
pora
te a
nd In
vest
men
t leg
al re
sour
ces
such
that
ther
e ca
n be
dedi
cate
d le
gal r
esou
rces
for i
nves
tmen
ts.
Inad
equa
te P
roje
ct P
ipel
ine.
Activ
e po
rtfol
io m
inin
g of
pro
ject
s fro
m s
cien
ce c
ounc
ils,
HEI
Tec
hnol
ogy
Tran
sfer
Offi
ces
(TTO
s) e
tc.
To f
oste
r ve
rtica
l in
tegr
atio
n of
TIA’
s ac
tiviti
es in
the
inno
vatio
n
ecos
yste
m (N
SI).
Ups
tream
in
tegr
atio
n:
Proj
ects
in
upst
ream
inst
itutio
ns a
re n
ot re
ady
or
do n
ot fi
t TIA
’s re
quire
men
ts.
Pro-
activ
ely
clar
ify t
he c
riter
ia T
IA u
ses
to e
valu
ate
proj
ects
’ elig
ibilit
y fo
r
fund
ing
and
com
mun
icat
e th
is i
nter
activ
ely
with
the
ins
titut
ions
bef
ore
appl
icat
ions
are
lodg
ed w
ith T
IA.
Rev
iew
Sta
ndar
d O
pera
ting
Proc
edur
es fo
r pro
cess
ing
proj
ects
and
ens
ure
that
they
are
fit-f
or-p
urpo
se a
nd g
ive
TIA
the
desi
red
resu
lts.
Hav
e br
iefin
g se
ssio
ns t
o ex
plai
n TI
A pr
oces
ses
and
crite
ria f
or p
roje
ct
sele
ctio
n.
Influ
ence
pe
rform
ance
in
dica
tors
fo
r un
iver
sitie
s to
m
ove
tow
ards
or
inco
rpor
ate
inno
vatio
n ou
tcom
es.
86
Dow
nstre
am i
nteg
ratio
n: T
IA f
unde
d
proj
ects
are
not
sui
tabl
e or
rea
dy fo
r
fund
ing
by d
owns
tream
inst
itutio
ns.
Ensu
re th
at th
e cr
iteria
for t
he u
p-ta
ke a
nd fu
ndin
g of
the
com
mer
cial
isat
ion
of p
roje
cts
from
TIA
by
dow
nstre
am D
FIs
are
com
mun
icat
ed, c
larifi
ed a
nd
agre
ed to
with
the
DFI
s pr
o-ac
tivel
y.
Opt
imis
e th
e ou
tput
s an
d ou
t-
com
es fr
om te
chno
logy
dev
elop
-
men
t an
d pr
e-co
mm
erci
alis
atio
n
activ
ities
w
hils
t op
timis
ing
the
fund
ing
proc
ess
and
the
spen
-
ding
of a
vaila
ble
fund
s.
Und
er-d
isbu
rsem
ent
of
allo
cate
d
fund
s: N
ot a
ble
to d
isbu
rse
fund
s as
plan
ned
due
to a
wea
k pi
pelin
e or
proj
ects
not
mee
ting
mile
ston
es p
ut
as c
ondi
tions
for d
isbu
rsem
ents
.
Build
a v
ery
stro
ng p
ipel
ine
of e
ligib
le p
roje
cts
from
var
ious
sou
rces
.
Obt
ain
exte
rnal
and
tem
pora
ry a
dditi
onal
reso
urce
s fo
r due
dilig
ence
.
Mas
ter
the
attri
tion
rate
of
proj
ects
and
pla
n ac
cord
ingl
y fo
r an
ade
quat
e
pipe
line.
Proj
ects
fund
ed y
ield
dev
elop
ed te
ch-
nolo
gies
tha
t ar
e no
t co
mm
erci
ali-
sabl
e.
Ensu
re a
n ef
fect
ive
com
mer
cial
due
dilig
ence
pro
cess
and
eva
luat
ion
syst
em;
and
Dev
elop
a s
uppo
rt sy
stem
for t
he p
roje
cts
fund
ed.
To
form
co
llabo
rativ
e re
latio
n-
ship
s fo
r co
-inve
stm
ent
with
in-
tere
sted
par
ties
in th
e N
SI.
Lim
ited
co-in
vest
men
t by
othe
r inv
es-
tors
in T
IA p
roje
cts.
TIA
abso
rbin
g 10
0% r
isk
in i
nves
t-
men
ts.
Pro-
activ
ely l
obby
and
solic
it co-
inve
stm
ent in
TIA
pro
ject
s by p
oten
tial p
rivat
e
and
publ
ic in
vest
ors.
Put i
n pl
ace
a pr
oces
s/sy
stem
for t
he s
peci
fic m
anag
emen
t and
mon
itorin
g
of th
is a
ctiv
ity.
Co-
inve
stm
ent
mak
es T
IA-fu
nded
pro
ject
s m
ore
attra
ctiv
e to
inve
stor
s fo
r
follo
w-o
n fu
ndin
g.
Opt
imis
e th
e ou
tput
s an
d ou
t-
com
es fr
om te
chno
logy
dev
elop
-
men
t an
d pr
e-co
mm
erci
alis
atio
n
activ
ities
.
Inve
stm
ent
appr
oval
tur
naro
und
time
is lo
nger
than
the
allo
wed
max
imum
.
Alw
ays
look
for w
ays
of s
horte
ning
the
appr
oval
turn
arou
nd ti
me.
Pro
-act
ivel
y
enga
ge p
oten
tial
appl
ican
ts a
nd w
orks
hop,
whe
re p
ract
ical
, to
ens
ure
unde
rsta
ndin
g of
the
requ
irem
ents
; and
Obt
ain
exte
rnal
reso
urce
s w
here
nec
essa
ry to
am
elio
rate
inte
rnal
reso
urce
cons
train
ts.
PART B
87
Key
staf
f re
sign
ing
from
the
Dep
art-
men
t.
Slow
pac
e of
recr
uitm
ent p
roce
sses
.
Wor
k w
ith H
R to
ens
ure
the
spee
ding
up
of th
e re
crui
tmen
t pro
cess
eve
n fo
r
tem
pora
ry o
r sta
ff se
cond
ed to
TIA
.
Lack
of a
ttrac
tiven
ess
of T
IA’s
offe
r to
pote
ntia
l rec
ruits
.
TIA
HR
to e
nsur
e th
at th
e re
crui
tmen
t pro
cess
is e
ffici
ent a
nd re
mun
erat
ion
is m
arke
t-rel
ated
. HR
to re
ly o
n ap
prop
riate
and
sec
tor-r
elev
ant b
ench
mar
ks.
Dev
elop
and
cre
ate
robu
st p
ro-
cess
es t
o en
sure
rig
our
in t
he
proc
essi
ng o
f pro
ject
s re
ques
ting
fund
ing
from
TIA
.
The
need
for r
igou
r may
resu
lt in
pro
-
long
ing
appr
oval
turn
arou
nd ti
mes
.
Ensu
re th
at th
ere
is a
bal
ance
bet
wee
n rig
our a
nd s
peed
in d
ecis
ion-
mak
ing.
Dev
elop
pro
cess
es s
tratifi
ed in
acc
orda
nce
with
the
risk
of e
xpos
ure
for T
IA.
Del
egat
ion
of a
utho
rity
may
not
allo
w
expe
dite
d pr
oces
ses
for
the
spee
dy
appr
oval
of p
roje
cts.
Rev
iew
the
DoA
to e
nsur
e th
at it
ena
bles
any
end
eavo
ur to
exp
edite
the
proc
essi
ng o
f pro
ject
s.
88
12.3
Pro
gram
me
2 - I
nnov
atio
n Fu
ndin
g an
d Pr
e-C
omm
erci
alis
atio
n M
TEF
Perf
orm
ance
Indi
cato
rs a
nd T
arge
ts fo
r FY2
018/
19
STR
ATEG
IC O
BJE
CTI
VE 1
: To
prov
ide
tech
nolo
gy d
evel
opm
ent f
undi
ng a
nd s
uppo
rt in
str
ateg
ic, h
igh-
impa
ct a
reas
.
DST
St
rate
gic
Out
com
e
Out
puts
Perfo
rman
ce In
dica
tor
Stra
tegi
c Ta
rget
2015
-202
0
Aud
ited/
Act
ual
Estim
ated
M
ediu
m-T
erm
Tar
gets
Fore
cast
2018
/19
2019
/20
2020
/21
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 4:
Usi
ng k
now
ledg
e
for e
cono
mic
deve
lopm
ent
Prog
ress
in th
e de
ve lo
p-
men
t of t
echn
olog
y
1.1
Num
ber o
f
tech
nolo
gies
,
proc
esse
s or
ser
vice
s
adva
ncin
g by
one
2 or
mor
e TR
L le
vels3
5111
1314
1515
Prod
ucts
, Pro
cess
es,
Serv
ices
and
Sta
rt-up
Com
pani
es;
Posi
tive
tech
nolo
gy-
bala
nce
of p
aym
ent;
Econ
omic
gro
wth
;
Impr
oved
qua
lity
of li
fe
1.2
Num
ber o
f inn
ovat
ion
proj
ect o
utpu
ts ta
ken
up in
the
mar
ket
439
1074
89
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l
5: K
now
ledg
e
utilis
atio
n
for i
nclu
sive
deve
lopm
ent
Incr
easi
ng
co-in
vest
-
men
t and
leve
ragi
ng o
f
TIA
fund
s
1.3
Amou
nt
of
addi
tiona
l
fund
ing
attra
cted
int
o
TIA’
s po
rtfol
io 5
R32
7mR
97.6
mR
66m
R94
mR
100m
R11
0m
Prod
ucts
, Pro
cess
es,
Serv
ices
and
Sta
rt-up
Com
pani
es
1.46
Amou
nt
of
inco
me
reco
gnise
d7
n/a8
n/a
n/a
R24
mR
30m
R36
m
PART B
89
STR
ATEG
IC O
BJE
CTI
VE 2
: To
prov
ide
thou
ght l
eade
rshi
p an
d an
ena
blin
g en
viro
nmen
t for
Tec
hnol
ogy
Inno
vatio
n in
col
labo
ratio
n w
ith o
ther
role
-
play
ers.
DST
Str
ateg
ic
Out
com
eO
utpu
tsPe
rform
ance
Indi
cato
rSt
rate
gic
Targ
et20
15-2
020
Audi
ted/
Actu
al
Estim
ated
pe
rform
ance
20
17/1
8
Med
ium
-Ter
m T
arge
tsFo
reca
st
2019
/20
2020
/21
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l
1: A
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Cre
atio
n of
empl
oym
ent
and
empl
oym
ent
oppo
rtuni
ties
Inno
vatio
n sk
ills
deve
lopm
ent
Inno
vativ
e pr
oduc
t,
proc
esse
s an
d
serv
ices
sup
porti
ng
econ
omic
gro
wth
2.19
Num
ber o
f kno
wle
dge
inno
vatio
n pr
oduc
ts
prod
uced
as
a re
sult
of T
IA fu
ndin
g an
d
supp
ort p
rogr
amm
es,
cons
istin
g of
:
810n/
an/
a4
44
2.1b
Inte
llectu
al Pr
oper
tyn/
an/
an/
a4
44
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 4: U
sing
know
ledg
e
for e
cono
mic
deve
lopm
ent
2.5
Num
ber o
f Tec
hnol
ogy
Inno
vatio
n in
itiat
ives
un de
rtake
n by
TI
A,
cons
istin
g of
:
n/a
n/a
n/a
59
13
2.5a
Conf
eren
ce p
aper
sn/
an/
an/
a0
01
2.5b
Pres
enta
tions
n/
an/
an/
a2
22
2.5c
Polic
y
reco
mm
enda
tions
n/a
n/a
n/a
01
1
2.5d
Pane
l dis
cuss
ions
n/a
n/a
n/a
33
5
2.5e
Posi
tion
pape
rsn/
an/
an/
a0
11
2.5f
Publ
icat
ions
n/a
n/a
n/a
00
1
2.5g
Thin
k ta
nks
n/a
n/a
n/a
01
1
2.5h
Keyn
ote
addr
esse
s
(spe
eche
s)
n/a
n/a
n/a
01
1
90
12.4
Pro
gram
me
2 - I
nnov
atio
n Fu
ndin
g an
d Pr
e-C
omm
erci
alis
atio
n Q
uart
erly
Per
form
ance
Indi
cato
rs a
nd T
arge
ts fo
r FY2
018/
19
STR
ATEG
IC O
BJE
CTI
VE 1
: To
prov
ide
tech
nolo
gy d
evel
opm
ent f
undi
ng a
nd s
uppo
rt in
str
ateg
ic, h
igh-
impa
ct a
reas
.
No
Perfo
rman
ce In
dica
tors
Repo
rting
pe
riod
Annu
al
targ
etQ
uarte
rly ta
rget
s
Qua
rter
1
Qua
rter
2
Qua
rter
3
Qua
rter
4
1.1
Num
ber
of te
chno
logi
es, p
roce
sses
or
serv
ices
adva
ncin
g by
one
or m
ore
TRL
leve
ls
Qua
rterly
141
35
5
1.2
Num
ber
of in
nova
tion
proj
ect o
utpu
ts ta
ken
up
in th
e m
arke
t
Qua
rterly
71
12
3
1.3
Amou
nt o
f add
ition
al fu
ndin
g at
tract
ed in
to T
IA’s
portf
olio
Qua
rterly
R94m
R19
mR
21m
R24
.5m
R29
.5m
1.4
Amou
nt o
f inc
ome
reco
gnis
edQ
uarte
rlyR2
4mR
2mR
4mR
6mR
12m
PART B
91
STR
ATEG
IC O
BJE
CTI
VE 2
: To
prov
ide
thou
ght l
eade
rshi
p an
d an
ena
blin
g en
viro
nmen
t for
Tec
hnol
ogy
Inno
vatio
n in
col
labo
ratio
n w
ith o
ther
role
-
play
ers.
No
Perf
orm
ance
Indi
cato
rsR
epor
ting
perio
d
Ann
ual
targ
et
Qua
rterly
targ
ets
Qua
rter
1
Qua
rter
2
Qua
rter
3
Qua
rter
4
2.1
Num
ber
of
know
ledg
e in
nova
tion
prod
ucts
prod
uced
bec
ause
of
TIA
fund
ing
and
supp
ort
prog
ram
mes
, con
sist
ing
of:
Qua
rterly
41
11
1
2.1b
Inte
llect
ual P
rope
rtyQ
uarte
rly4
11
11
2.5
Num
ber
of
Tech
nolo
gy
Inno
vatio
n in
itiat
ives
unde
rtake
n by
TIA
, con
sist
ing
of:
Qua
rterly
51
11
2
2.5a
Con
fere
nce
pape
rsQ
uarte
rly0
00
00
2.5b
Pres
enta
tions
Q
uarte
rly2
01
01
2.5c
Polic
y re
com
men
datio
nsQ
uarte
rly0
00
00
2.5d
Pane
l dis
cuss
ions
Qua
rterly
31
01
1
2.5e
Posi
tion
pape
rsQ
uarte
rly0
00
00
2.5f
Publ
icat
ions
Qua
rterly
00
00
0
2.5g
Thin
k ta
nks
Qua
rterly
00
00
0
2.5h
Keyn
ote
addr
esse
s (s
peec
hes)
Qua
rterly
00
00
0
92
12.5
Pro
gram
me
2 - I
nnov
atio
n Fu
ndin
g an
d Pr
e-Co
mm
erci
alis
atio
n M
TEF
Perfo
rman
ce In
dica
tors
, Ann
ual a
nd Q
uarte
rly T
arge
ts fo
r FY2
018/
19 p
er
indi
cato
r per
uni
t
Perf
orm
ance
Indi
cato
rQ
uart
erly
targ
ets
2018
/19
Med
ium
-Ter
m T
arge
tsFo
reca
st
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
2018
/19
2019
/20
2020
/21
1.1
Num
ber
of t
echn
olog
ies,
pro
cess
es
or s
ervi
ces
adva
ncin
g by
one
or m
ore
TRL
leve
ls
13
55
1415
15
Ener
gy0
01
12
21
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
11
02
22
Adva
nced
Man
ufac
turin
g0
01
12
22
Nat
ural
Res
ourc
es0
11
13
36
Agric
ultu
re1
10
13
34
Hea
lth0
01
12
30
1.2
Num
ber
of i
nnov
atio
n pr
ojec
t ou
tput
s
take
n up
in th
e m
arke
t
11
23
78
9
Ener
gy1
00
01
22
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
11
12
Adva
nced
Man
ufac
turin
g0
11
02
22
Nat
ural
Res
ourc
es0
01
01
11
Agric
ultu
re0
00
11
11
Hea
lth0
00
11
11
PART B
93
1.3
Amou
nt o
f add
ition
al fu
ndin
g at
tract
ed
into
TIA
’s po
rtfol
io
R19
mR
21m
R24
.5m
R29
.5m
R94
mR
100m
R11
0m
Ener
gyR
2mR
2.5m
R4m
R5.
5mR
14m
R16
mR
18m
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gyR
2mR
2.5m
R3m
R4.
5mR
12m
R12
mR
14m
Adva
nced
Man
ufac
turin
gR
2mR
3mR
2.5m
R2.
5mR
10m
R9m
R11
m
Nat
ural
Res
ourc
esR
3mR
3mR
4mR
5mR
15m
R16
mR
18m
Agric
ultu
reR
6mR
6mR
6mR
7mR
25m
R26
mR
27m
Hea
lthR
4mR
4mR
5mR
5mR
18m
R21
mR
22m
1.4
Amou
nt o
f inc
ome
reco
gnise
dR
2mR
4mR
6mR
12m
R24
mR
30m
R36
m
Ener
gyR
0mR
1mR
2mR
0mR
3mR
4mR
6m
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gyR
0mR
2mR
0mR
2mR
4mR
4mR
6m
Adva
nced
Man
ufac
turin
gR
0mR
0mR
2mR
2mR
4mR
4mR
6m
Nat
ural
Res
ourc
esR
2mR
1mR
1mR
2mR
6mR
6mR
6m
Agric
ultu
reR
0mR
0mR
1mR
2mR
3mR
6mR
6m
Hea
lthR
0mR
0mR
0mR
4mR
4mR
6mR
6m
2.1
N
umbe
r of k
now
ledg
e in
nova
tion
prod
ucts
pro
duce
d as
a re
sult
of T
IA fu
ndin
g an
d su
ppor
t pro
gram
mes
, con
sist
ing
of:
2.1b
Inte
llect
ual P
rope
rty1
11
14
4
Ener
gy0
10
12
1
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
1
Adva
nced
Man
ufac
turin
g0
01
01
0
94
Nat
ural
Res
ourc
es0
00
00
1
Agric
ultu
re1
00
01
0
Hea
lth0
00
00
1
2.5
N
umbe
r of T
echn
olog
y In
nova
tion
initi
ativ
es u
nder
take
n by
TIA
, con
sist
ing
of:
2.5a
Con
fere
nce
pape
rs0
00
00
0
Ener
gy0
00
00
0
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
0
Adva
nced
Man
ufac
turin
g0
00
00
0
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
0
Hea
lth0
00
00
0
2.5b
Pres
enta
tions
01
01
22
Ener
gy0
10
12
2
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
0
Adva
nced
Man
ufac
turin
g0
00
00
0
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
0
Hea
lth0
00
00
0
2.5c
Polic
y re
com
men
datio
ns0
00
00
1
Ener
gy0
00
00
1
PART B
95
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
0
Adva
nced
Man
ufac
turin
g0
00
00
0
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
0
Hea
lth0
00
00
0
2.5d
Pane
l dis
cuss
ions
10
11
33
Ener
gy0
00
11
1
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy1
00
01
1
Adva
nced
Man
ufac
turin
g0
01
01
1
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
0
Hea
lth0
00
00
0
2.5e
Posi
tion
pape
rs0
00
00
1
Ener
gy0
00
00
1
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
0
Adva
nced
Man
ufac
turin
g0
00
00
0
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
0
Hea
lth0
00
00
0
2.5f
Publ
icat
ions
00
00
00
96
Ener
gy0
00
00
0
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
0
Adva
nced
Man
ufac
turin
g0
00
00
0
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
0
Hea
lth0
00
00
0
2.5g
Thin
k Ta
nks
00
00
01
Ener
gy0
00
00
0
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
0
Adva
nced
Man
ufac
turin
g0
00
00
0
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
0
Hea
lth0
00
00
1
2.5h
Keyn
ote
addr
esse
s (s
peec
hes)
00
00
01
Ener
gy0
00
00
0
Info
rmat
ion
Com
mun
icat
ion
Tech
nolo
gy0
00
00
0
Adva
nced
Man
ufac
turin
g0
00
00
0
Nat
ural
Res
ourc
es0
00
00
0
Agric
ultu
re0
00
00
1
Hea
lth0
00
00
0
PART B
97
13. PROGRAMME 3: INNOVATION ENABLING AND SUPPORT
13.1 Department Strategic Overview
TIA Innovation, Enabling and Support (IES) provided a cluster and collaborations-based approach ideally needed for
better interpretation on principles and practices that balance:
a incubation team compositions with
b mass customisation; and
c pre-industrialisation manufacturing (MRL),
d technology and/or products (TRL) and
e business models (BRL) for our beneficiaries to be successful in innovation to markets.
Thought Leadership Interventions for enabling an ecosystem
Systematic interventions for an enabling environment: Skills profile for the future and capacity development; National
platforms coordination; Consortia, Clustering and PPPs; Advocacy, policy guidance and enabling publications; Marketing
and Exposure; and Governance and Regulation for Certifications.
Beyond the funding Gaps:
Today, there is widespread recognition of the need to extend the approach in ways that will further improve knowledge
exchange and the impact of public research capacities. Innovators and tech- based enterprises face specific issues and
concerns, which differ from those of larger companies with funding opportunities and a network with well-established
professional support systems. It has been observed that in South Africa there is a poor culture of collaborative research
that requires improvement of flexibility to adopt innovative business models to develop and grow and thereby enhance
SMMEs contribution to the economy.
The potential for effective partnering between knowledge-based institutions and government agencies (including TIA
and SMMEs) will depend on the following factors:
• Visibility of the SET expertise: it is extraordinarily difficult to identify skills and talent;
• Excellence: in Science and Technology (as key motivator) and in interdisciplinary skills;
• Proximity: being within reach creates a dynamic ecosystem, development infrastructure and service provision;
• Strategic engagement between organisations: other strategic thought leadership engagements that will enhance the
facilitator, connector and enabler roles.
98
The basic aim and desired output of the proposed IES Operationalisation approach in FY2018/19 is to enhance the
ability of the all TIA programmes to boost the SMME’s innovativeness, growth and competitiveness through access
to high-end technology and equipment, infrastructure and relevant skills, expertise and technological support in a
clustering concept.
Enterprise Development Support for NSI
The IES has a revised focus on Enterprise Development Support (EDS) initiatives strengthening critical thinking
capabilities within the NSI to enable the progression of technologies from proof of concept stage through to pre-
commercialisation (from TRL level 3-8). It also wishes to build commercialisation capabilities for the Technology Transfer
and Commercialisation activities within TIA, its Investees, Technology Transfer Offices and the wider NSI. This initiative
has the direct intention of developing scientists and engineers through a mentored specialised internship that comprises
experiential learning, formal training and dedicated mentoring support for each candidate. The programme is tailored to
fast track candidate development in a two-year timeframe.
PART B
99
IES
Div
isio
n R
isk
fund
s an
d
prog
ram
mes
cont
ribut
ed to
Act
iviti
es a
nd C
omm
itmen
ts o
f TIA
INN
OVA
TIO
N F
undi
ng
Supp
ort:
Seed
Fun
d (S
F)
Dire
ct in
vest
men
t in
tech
nolo
gy s
pin-
off c
ompa
nies
to b
e in
cuba
ted
in n
ew In
dust
rial C
lust
ers
with
coor
dina
tion,
col
labo
ratio
ns a
nd n
etw
orki
ng s
treng
th. F
acilit
atin
g th
e lo
calis
atio
n an
d ex
port
(GC
IP
2.0)
of l
inka
ge m
ento
rs a
nd p
oten
tial b
usin
ess
partn
ers
for t
ake-
off a
gree
men
ts.
Busi
ness
EN
ABLI
NG
Serv
ices
:
Ente
rpris
e D
evel
opm
ent
Supp
ort (
EDS)
ISD
, GC
IP ,
YTIP
and
Thou
ght
Lead
ersh
ip
Tech
nolo
gy E
ntre
pren
eurs
hip,
Mar
kets
Eva
luat
ions
, Acc
eler
atio
n, a
ssis
ting
in th
e id
entifi
catio
n/ea
rly-
stag
e in
nova
tive
loca
l tec
hnol
ogie
s fo
r nur
turin
g, o
fferin
g cr
itica
l thi
nkin
g sk
ills.
The
Inte
rnsh
ip P
rogr
amm
e is
imbe
dded
for
IP a
nd In
nova
tion
man
agem
ent,
busi
ness
(Te
chno
logy
Entre
pren
eurs
hip)
and
tech
nica
l ski
lls (S
ETIIP
)
Tech
nolo
gy S
UPP
ORT
Serv
ices
:
Tech
nolo
gy
Plat
form
s an
d
TSP
The
Tech
nolo
gy S
tatio
n an
d Bi
otec
h Pl
atfo
rm n
atio
nally
pro
vide
s de
velo
pmen
t inf
rast
ruct
ure
and
SET
expe
rtise
to H
IEs
for I
dea
to P
roto
type
s an
d Pr
oduc
t Dev
elop
men
t, M
inim
um V
iabl
e Pr
oduc
ts (M
VP),
Tech
nolo
gy D
emon
stra
tors
and
Pilo
ting
to e
valu
ate
tech
no-e
cono
mic
s fo
r sca
le-u
p an
d m
arke
t ent
ry
stra
tegi
es.
100
13.2
Pro
gram
me
3: In
nova
tion
Enab
ling
and
Supp
ort M
TEF
Perf
orm
ance
Indi
cato
rs a
nd T
arge
ts fo
r FY2
018/
19
STR
ATEG
IC O
BJE
CTI
VE 1
: To
prov
ide
tech
nolo
gy d
evel
opm
ent f
undi
ng a
nd s
uppo
rt in
str
ateg
ic, h
igh-
impa
ct a
reas
.
DST
Stra
tegi
c
Out
com
e
Out
puts
Perfo
rman
ce In
dica
tor
Stra
tegi
c
Targ
et
2015
-202
0
Aud
ited/
Act
ual
Perf
orm
ance
2016
/17
Estim
ated
perf
orm
ance
2017
/18
Med
ium
-Ter
m T
arge
tsFo
reca
st
2018
/19
2019
/20
2020
/21
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 4:
Usi
ng
know
ledg
e
for e
cono
mic
deve
lopm
ent
Prog
ress
in th
e
deve
lopm
ent
of
tech
nolo
gy
1.1
Num
ber
of t
echn
olo-
gies
, pr
oces
ses
or
ser v
ices
ad
vanc
ing
by o
ne o
r m
ore
TRL
leve
ls
5120
1314
1516
Prod
ucts
,
Proc
esse
s,
Serv
ices
and
Star
t-up
Com
pani
es;
Posi
tive
tech
nolo
gy-
bala
nce
of
paym
ent;
Econ
omic
grow
th;
Impr
oved
qual
ity o
f life
1.2
Num
ber o
f inn
ovat
ion
proj
ect o
utpu
ts ta
ken
up in
the
mar
ket
811n/
an/
a4
44
PART B
101
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 5:
Know
ledg
e
utilis
atio
n
for i
nclu
sive
deve
lopm
ent
Incr
easi
ng
co-
inve
stm
ent
and
leve
ragi
ng o
f
TIA
fund
s
1.3
Amou
nt o
f ad
ditio
nal
fund
ing
attra
cted
into
TIA’
s po
rtfol
io
R22
4mR
84.6
mR
47m
R53
mR
57m
R72
m
Prod
ucts
,
Proc
esse
s,
Serv
ices
and
Star
t-up
Com
pani
es
1.4
Amou
nt
of
inco
me
reco
gnis
ed
n/a
n/a
n/a
R84
.3m
R11
5mR
154m
102
STR
ATEG
IC O
BJE
CTI
VE 2
: To
prov
ide
thou
ght l
eade
rshi
p an
d an
ena
blin
g en
viro
nmen
t for
Tec
hnol
ogy
Inno
vatio
n in
col
labo
ratio
n w
ith o
ther
role
-pl
ayer
s.
DST
St
rate
gic
Out
com
e
Out
puts
Perfo
rman
ce In
dica
tor
Stra
tegi
c
Targ
et20
15-2
020
Aud
ited/
A
ctua
l Pe
rfor
man
ce20
16/1
7
Estim
ated
pe
rform
ance
20
17/1
8
Med
ium
-Ter
m T
arge
tsFo
reca
st
2018
/19
2019
/20
2020
/21
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 1: A
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Cre
atio
n of
empl
oym
ent
and
empl
oym
ent
oppo
rtuni
ties
Inno
vatio
n sk
ills
deve
lopm
ent
Inno
vativ
e
prod
uct,
proc
esse
s
and
serv
ices
supp
ortin
g
econ
omic
grow
th
2.1
Num
ber o
f kno
wle
dge
inno
vatio
n pr
oduc
ts
prod
uced
as
a re
sult
of T
IA fu
ndin
g an
d
supp
ort p
rogr
amm
es,
cons
istin
g of
:
342
6483
8796
113
2.1a
Prot
otyp
es D
evel
oped
n/a
2542
4649
57
2.1b
Inte
llect
ual P
rope
rtyn/
a10
96
810
2.1c
Tech
nolo
gy
dem
onst
rato
rs
deve
lope
d
n/a
1730
3336
40
2.1d
Tech
nolo
gy tr
ansf
er
pack
ages
n/a
122
23
6
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 3:
Hum
an c
apita
l
deve
lopm
ent
2.2
Num
ber o
f kno
wle
dge
inno
vatio
n pr
oduc
ts
prod
uced
by
TIA
supp
orte
d pr
ogra
mm
es
rece
ivin
g ad
ditio
nal
fund
ing12
122
2527
3033
36
PART B
103
2.3
Num
ber o
f Sm
all,
Med
ium
, and
Micr
o
Ente
rpris
es re
ceivi
ng
tech
nolo
gy s
uppo
rt13
14 2
002
261
2 80
03
360
3 84
04
000
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 4: U
sing
know
ledg
e
for e
cono
mic
deve
lopm
ent
2.4
Num
ber o
f PD
I ow
ned
SMM
Es a
ssis
ted
as
a pe
rcen
tage
of t
otal
SMM
Es s
uppo
rted,
rece
ivin
g fu
ndin
g,
and
supp
ort a
nd/o
r
tech
nolo
gy s
ervi
ces
from
TIA
.14
69%
64.4
%65
%67
%69
%75
%
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 4: U
sing
know
ledg
e
for e
cono
mic
deve
lopm
ent
Cre
atio
n of
empl
oym
ent
and
empl
oym
ent
oppo
rtuni
ties
Inno
vatio
n sk
ills
deve
lopm
ent
Inno
vativ
e
prod
uct,
proc
esse
s
and
serv
ices
supp
ortin
g
econ
omic
grow
th
2.5
Num
ber o
f Tec
hnol
ogy
Inno
vatio
n in
itiat
ives
unde
rtake
n by
TIA
,
cons
istin
g of
:
9756
3132
3441
2.5a
Con
fere
nce
pape
rs2
01
11
1
2.5b
Pres
enta
tions
40
2110
1012
14
2.5c
Polic
y
reco
mm
enda
tions
22
11
01
2.5d
Pane
l dis
cuss
ions
168
76
76
2.5e
Posi
tion
pape
rs1
01
10
1
2.5f
Publ
icat
ions
45
11
11
2.5g
Thin
k ta
nks
3119
911
1316
2.5h
Keyn
ote
addr
esse
s
(spe
eche
s)
11
11
01
104
13.3
Pro
gram
me
3 In
nova
tion
Enab
ling
and
Supp
ort P
erfo
rman
ce In
dica
tors
and
Tar
gets
for F
Y201
7/18
STR
ATEG
IC O
BJE
CTI
VE 1
: To
prov
ide
tech
nolo
gy d
evel
opm
ent f
undi
ng a
nd s
uppo
rt in
str
ateg
ic, h
igh-
impa
ct a
reas
.
No
Perf
orm
ance
Indi
cato
rsR
epor
ting
perio
d
Ann
ual
targ
et
Qua
rterly
targ
ets
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
1.1
Num
ber o
f tec
hnol
ogie
s, p
roce
sses
or s
ervi
ces
adva
ncin
g
by o
ne o
r mor
e TR
L le
vels
Qua
rterly
142
33
6
1.2
Num
ber
of i
nnov
atio
n pr
ojec
t ou
tput
s ta
ken
up i
n th
e
mar
ket
Qua
rterly
41
11
1
1.3
Amou
nt o
f add
ition
al fu
ndin
g at
tract
ed in
to T
IA’s
portf
olio
Q
uarte
rlyR
53m
R1.
5mR
14.5
mR
16m
R21
m
1.4
Amou
nt o
f inc
ome
reco
gnis
edQ
uarte
rlyR
84.3
mR
10m
R10
mR
20m
R44
.3m
STR
ATEG
IC O
BJE
CTI
VE 2
: To
prov
ide
thou
ght l
eade
rshi
p an
d an
ena
blin
g en
viro
nmen
t for
Tec
hnol
ogy
Inno
vatio
n in
col
labo
ratio
n w
ith o
ther
role
-
play
ers.
Perf
orm
ance
Indi
cato
rsR
epor
ting
perio
d
Ann
ual
targ
et
Qua
rter
ly ta
rget
s
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
Num
ber o
f kno
wle
dge
inno
vatio
n pr
oduc
ts p
rodu
ced
as a
resu
lt of
TIA
fund
ing
and
supp
ort p
rogr
amm
es, c
onsi
stin
g of
:
Qua
rterly
879
2024
34
Prot
otyp
es d
evel
oped
Qua
rterly
467
1113
15
Inte
llect
ual P
rope
rtyQ
uarte
rly6
00
15
Tech
nolo
gy d
emon
stra
tors
dev
elop
ed
Qua
rterly
332
910
12
Tech
nolo
gy tr
ansf
er p
acka
ges
Year
-end
20
00
2
Num
ber
of
know
ledg
e in
nova
tion
prod
ucts
pr
oduc
ed
by T
IA
supp
orte
d pr
ogra
mm
es re
ceiv
ing
addi
tiona
l fun
ding
Qua
rterly
303
510
12
PART B
105
13.4
Pro
gram
me
3: In
nova
tion
Enab
ling
and
Supp
ort M
TEF
Perfo
rman
ce In
dica
tors
and
Ann
ual a
nd Q
uarte
rly T
arge
ts fo
r FY2
018/
19 p
er in
dica
tor p
er u
nit
Perf
orm
ance
Indi
cato
rQ
uart
erly
targ
ets
2018
/19
Med
ium
-Ter
m T
arge
tsFo
reca
st
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
2018
/19
2019
/20
2020
/21
1.1
Num
ber
of te
chno
logi
es, p
roce
s-
ses
or s
ervi
ces
adva
ncin
g by
one
or m
ore
TRL
leve
ls
23
36
1415
16
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
04
4
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
01
11
2
Seed
Fun
d Pr
ogra
mm
e0
11
24
55
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e2
22
39
55
1.2
Num
ber
of
inno
vatio
n pr
ojec
t
outp
uts
take
n up
in th
e m
arke
t
11
11
44
4
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
00
00
0
Seed
Fun
d Pr
ogra
mm
e1
11
14
44
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
1.3
Amou
nt
of
addi
tiona
l fu
ndin
g
attra
cted
into
TIA
’s po
rtfol
io
R1.
5mR
14.5
mR
16m
R21
mR
53m
R57
mR
72m
106
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
eR
0mR
0mR
0mR
0mR
0mR
0mR
2m
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
R0.
5mR
0.5m
R1m
R1m
R3m
R0m
R0m
Tech
nolo
gy P
latfo
rms
Prog
ram
me
R1m
R14
mR
15m
R20
mR
50m
R57
mR
60m
Seed
Fun
d Pr
ogra
mm
eR
0mR
0mR
0mR
0mR
0mR
0mR
0m
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
eR
0mR
0mR
0mR
0mR
0mR
0mR
0m
Tech
nolo
gy S
tatio
ns P
rogr
amm
eR
0mR
0mR
0mR
0mR
0mR
0mR
10m
1.4
Amou
nt o
f inc
ome
reco
gnis
edR
10m
R10
mR
20m
R44
.3m
R84
.3m
R11
5mR
154m
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
eR
0mR
0mR
0mR
1mR
1mR
1mR
2m
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
R0m
R0m
R1m
R1m
R2m
R2m
R3m
Tech
nolo
gy P
latfo
rms
Prog
ram
me
R0m
R0m
R1m
R1m
R2m
R2m
R3m
Seed
Fun
d Pr
ogra
mm
eR
0mR
0mR
4mR
6mR
10m
R10
mR
15m
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
eR
0mR
0mR
1mR
1mR
2mR
2mR
3m
Tech
nolo
gy S
tatio
ns P
rogr
amm
eR
0mR
0mR
13m
R20
mR
33m
R33
mR
34m
The
Stra
tegi
c En
gage
men
ts a
nd C
orpo
rate
Rel
atio
ns
Uni
t15
R10
mR
10m
R0m
R14
.3m
R34
.3m
R65
mR
94m
2.1
N
umbe
r of k
now
ledg
e in
nova
tion
prod
ucts
pro
duce
d as
a re
sult
of T
IA fu
ndin
g an
d su
ppor
t pro
gram
mes
, con
sist
ing
of:
2.1a
Prot
otyp
es D
evel
oped
711
1315
4649
57
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e2
32
310
1113
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
12
33
911
14
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
PART B
107
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e4
68
927
2730
2.1b
Inte
llect
ual P
rope
rty0
01
56
810
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
22
34
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
01
12
3
Seed
Fun
d Pr
ogra
mm
e0
01
23
33
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
2.1c
Tech
nolo
gy
dem
onst
rato
rs
deve
lope
d
29
1012
3336
40
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
03
33
99
10
Tech
nolo
gy P
latfo
rms
Prog
ram
me
23
46
1518
19
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
33
39
911
2.1d
Tech
nolo
gy tr
ansf
er p
acka
ges
00
02
23
6
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
01
12
3
108
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
01
11
2
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
01
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
2.2
Num
ber
of k
nowl
edge
inno
vatio
n
prod
ucts
pro
duce
d by
TIA
sup
por-
ted
prog
ram
mes
rece
iving
add
i tio-
nal f
undi
ng
35
1012
3033
36
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
56
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
01
22
56
6
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
11
28
8
Seed
Fun
d Pr
ogra
mm
e1
12
26
67
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e2
35
717
89
2.3
Num
ber
of S
mal
l, M
ediu
m,
and
Mi cr
o En
terp
rises
rec
eivin
g te
ch-
nolo
gy s
uppo
rt
840
840
840
840
3 36
03
840
4 00
0
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
00
00
0
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
PART B
109
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e84
084
084
084
03
360
3 84
04
000
2.4
Num
ber
of P
DI
owne
d SM
MEs
assi
sted
as
perc
enta
ge o
f to
tal
SMM
Es s
up po
rted,
rece
ivin
g fu
n-
ding
, an
d su
ppor
t an
d/or
tec
h-
nolo
gy s
ervi
ces
from
TIA
.
10%
17%
20%
20%
67%
69%
75%
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0%
0%0%
0%0%
0%0%
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
0%0%
0%0%
0%0%
0%
Tech
nolo
gy P
latfo
rms
Prog
ram
me
0%0%
0%0%
0%0%
0%
Seed
Fun
d Pr
ogra
mm
e0%
0%0%
0%0%
0%0%
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0%
0%0%
0%0%
0%0%
Tech
nolo
gy S
tatio
ns P
rogr
amm
e10
%17
%20
%20
%67
%69
%75
%
2.5
N
umbe
r of T
echn
olog
y In
nova
tion
initi
ativ
es u
nder
take
n by
TIA
, con
sist
ing
of:
2.5a
Con
fere
nce
pape
rs0
00
11
11
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
01
11
1
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
110
2.5b
Pres
enta
tions
0
04
610
1214
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
02
24
56
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
12
33
4
Seed
Fun
d Pr
ogra
mm
e0
01
23
44
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
2.5c
Polic
y re
com
men
datio
ns0
00
11
01
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
mes
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
00
00
0
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
11
01
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
2.5d
Pane
l dis
cuss
ions
10
05
67
6
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
03
34
5
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
PART B
111
Tech
nolo
gy S
tatio
ns P
rogr
amm
e1
00
23
31
2.5e
Posi
tion
pape
rs0
00
11
01
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
11
01
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
00
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
00
00
0
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
2.5f
Publ
icat
ions
00
01
11
1
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
01
0
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
01
10
1
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
2.5g
Thin
k ta
nks
02
45
1113
16
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
00
012
13
Tech
nolo
gy P
latfo
rms
Prog
ram
me
02
45
111
3
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
112
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
2.5h
Keyn
ote
addr
esse
s (s
peec
hes)
00
01
10
1
Yout
h Te
chno
logy
Inno
vatio
n Pr
ogra
mm
e0
00
00
00
Tech
nolo
gy In
nova
tion
Clu
ster
Pro
gram
me
00
01
10
1
Tech
nolo
gy P
latfo
rms
Prog
ram
me
00
00
00
0
Seed
Fun
d Pr
ogra
mm
e0
00
00
00
Inno
vatio
n Sk
ills D
evel
opm
ent P
rogr
amm
e0
00
00
00
Tech
nolo
gy S
tatio
ns P
rogr
amm
e0
00
00
00
PART B
113
14.
STR
ATEG
IC O
UTC
OM
ES L
INKE
D T
O K
EY P
ERFO
MAN
CE
IND
ICAT
OR
S
Stra
tegi
c O
bjec
tive
1To
pro
vide
tech
nolo
gy d
evel
opm
ent f
undi
ng a
nd s
uppo
rt in
hig
h im
pact
are
as
Rat
iona
le fo
r obj
ectiv
e1.
1 To
sup
port
and
fac
ilita
te t
he d
evel
opm
ent
and
prog
ress
ion
tow
ards
com
mer
cial
isat
ion
of in
dust
ry-
enha
ncin
g te
chno
logi
es in
coo
pera
tion
with
the
broa
der N
SI s
take
hold
ers
to e
nsur
e se
amle
ss a
bsor
ptio
n of
tech
nolo
gies
to th
e m
arke
t
Impa
ctG
over
nmen
t
Out
com
e
DST
Str
ateg
ic
Out
com
e
TIA
Stra
tegi
c
Out
com
e
Out
puts
Perf
orm
ance
Indi
cato
rs
Empl
oym
ent
GD
P
Prod
uctio
n
Mul
tiplie
r
Estim
ated
Leve
rage
d
Fund
s
Succ
essf
ul
Inve
stm
ent
Rev
enue
Inco
me
Out
com
es 4
:
Dece
nt e
mpl
oym
ent
thro
ugh
inclu
sive
econ
omic
grow
th
Out
com
e 5:
A
skille
d an
d ca
pabl
e
wor
kfor
ce to
supp
ort a
n in
clus
ive
grow
th p
ath
Out
com
e 6:
An e
ffici
ent,
com
petit
ive
and
resp
onsi
ve
infra
stru
ctur
e
netw
ork
Stra
tegi
c
Out
com
e-
orie
nted
Goa
l 4:
Usi
ng k
now
ledg
e
for e
cono
mic
deve
lopm
ent
Stra
tegi
c
Out
com
e-or
ient
ed
Goa
l 5: K
now
ledg
e
utilis
atio
n
for i
nclu
sive
deve
lopm
ent
Stra
tegi
c
Out
com
e-
orie
nted
Goa
l
1: S
uppo
rt th
e
com
mer
cial
isat
ion
of te
chno
logi
cal
inno
vatio
ns
Prod
ucts
, Pr
o-
cess
es,
Serv
ices
and
Star
t-up
Com
pani
es
Prog
ress
in
th
e
deve
lopm
ent
of
tech
nolo
gy
Posi
tive
tech
nolo
-
gy b
alan
ce o
f pay
-
men
t; Ec
onom
ic
grow
th;
Impr
oved
qual
ity o
f life
.
Incr
easi
ng
co-in
-
vest
men
t an
d le
-
vera
ging
of
TI
A
fund
s
Num
ber
of te
chno
logi
es, p
roce
sses
or
serv
ices
ad-
vanc
ing
by o
ne o
r mor
e TR
L le
vels
Num
ber o
f inn
ovat
ion
proj
ect o
utpu
ts ta
ken
up in
the
mar
ket
Amou
nt o
f add
ition
al fu
ndin
g at
tract
ed in
to T
IA’s
port-
folio
Amou
nt o
f inc
ome
reco
gnise
d
114
Stra
tegi
c O
bjec
tive
2To
pro
vide
thou
ght l
eade
rshi
p an
d an
ena
blin
g en
viro
nmen
t for
tech
nolo
gy in
nova
tion
in c
olla
bora
tion
with
othe
r rol
e-pl
ayer
s
Rat
iona
le fo
r obj
ectiv
e2.
1 To
pro
vide
lead
ersh
ip w
ithin
the
NSI
on
tech
nolo
gy in
nova
tion
and
impr
oved
alig
nmen
t to
the
Age
ncy’
s
man
date
2.2
To l
ower
bar
riers
to t
echn
olog
y de
velo
pmen
t an
d tr
ansf
er w
ithin
the
NSI b
y in
trodu
cing
inno
vatio
n-
rela
ted
sche
mes
targ
etin
g sp
ecifi
c gr
oupi
ngs,
and
pro
visi
on o
f gen
eral
wor
king
spa
ce s
uppo
rt, s
peci
alis
ed
equi
pmen
t
Impa
ctG
over
nmen
t
Out
com
e
DST
Str
ateg
ic
Out
com
e
TIA
Stra
tegi
c
Out
com
e
Out
puts
Perf
orm
ance
Indi
cato
rs
Empl
oym
ent
Prod
uctio
n
Mul
tiplie
r
Estim
ated
Leve
rage
d
Fund
s
Bene
ficia
ries
Out
com
es 4
: Dec
ent
empl
oym
ent t
hrou
gh
inclu
sive
econ
omic
grow
th
Out
com
e 5:
A
skille
d an
d ca
pabl
e
wor
kfor
ce to
sup
port
an in
clus
ive
grow
th
path
Out
com
e 6:
An
effic
ient
, com
petit
ive
and
resp
onsi
ve
infra
stru
ctur
e
netw
ork
Stra
tegi
c O
utco
me-
orie
nted
Goa
l
1: A
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Stra
tegi
c O
utco
me-
orie
nted
Goa
l 3: H
uman
capi
tal d
evel
opm
ent
Stra
tegi
c O
utco
me-
orie
nted
Goa
l 4: U
sing
know
ledg
e
for e
cono
mic
deve
lopm
ent
Stra
tegi
c
Out
com
e-
orie
nted
Goa
l 2:
Incr
ease
acc
ess
to te
chno
logy
infra
stru
ctur
e
Cre
atio
n of
empl
oym
ent a
nd
empl
oym
ent
oppo
rtuni
ties
Inno
vativ
e
prod
ucts
,
proc
esse
s an
d
serv
ices
sup
porti
ng
econ
omic
gro
wth
Sust
aini
ng
of s
trugg
ling
sect
ors
thro
ugh
intro
duct
ion
of n
ew
tech
nolo
gies
Num
ber
of k
now
ledg
e in
nova
tion
prod
ucts
pro
duce
d
(pro
toty
pes
deve
lope
d, I
ntel
lect
ual P
rope
rty,
tech
no-
logy
dem
onst
rato
rs a
nd te
chno
logy
tran
sfer
pac
kage
s)
as a
resu
lt of
TIA
fund
ing
and
supp
ort
Num
ber
of k
now
ledg
e in
nova
tion
prod
ucts
pro
duce
d
by T
IA-s
uppo
rted
prog
ram
mes
rec
eivi
ng a
dditi
onal
fund
ing
Num
ber o
f Sm
all,
Med
ium
, and
Mic
ro E
nter
pris
es re
-
ceiv
ing
tech
nolo
gy s
uppo
rt
Num
ber o
f PD
I-ow
ned
SMM
Es a
ssis
ted
as a
per
cen-
tage
of t
otal
SM
MEs
sup
porte
d re
ceiv
ing
fund
ing,
and
supp
ort a
nd/o
r tec
hnol
ogy
serv
ices
from
TIA
Num
ber o
f Tec
hnol
ogy
Inno
vatio
n in
itiat
ives
(e.g
. con
-
fere
nce
pape
rs, p
rese
ntat
ions
and
pos
ters
; pol
icy
re-
com
men
datio
ns a
nd p
anel
dis
cuss
ions
)
PART B
115
Stra
tegi
c O
bjec
tive
3To
dev
elop
an
effe
ctiv
e an
d ef
ficie
nt in
tern
al e
nviro
nmen
t to
succ
essf
ully
exe
cute
the
stra
tegy
Rat
iona
le fo
r obj
ectiv
e3.
1 To
opt
imis
e its
fina
ncia
l res
ourc
es a
nd im
plem
ent i
nitia
tives
for b
usin
ess
and
inve
stm
ent p
roce
ss
impr
ovem
ent
3.2
To d
evel
op a
cul
ture
of h
igh
perf
orm
ance
and
inno
vatio
n am
ongs
t em
ploy
ees
Impa
ctG
over
nmen
t
Out
com
e
DST
Out
com
eTI
A O
utco
me
Out
puts
Perf
orm
ance
Indi
cato
rs
Empl
oym
ent
Out
com
es 4
:
Dece
nt e
mpl
oym
ent
thro
ugh
inclu
sive
econ
omic
grow
th
Out
com
e 5:
A
skille
d an
d ca
pabl
e
wor
kfor
ce to
supp
ort a
n in
clus
ive
grow
th p
ath
Stra
tegi
c
Out
com
e-
orie
nted
Goa
l
1: A
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Stra
tegi
c
Out
com
e-
orie
nted
Goa
l
3: T
o st
imul
ate
an a
gile
and
resp
onsi
ve N
SI
Effic
ient
and
effe
ctiv
e
inve
stm
ent
man
agem
ent
proc
esse
s
Hig
hly
mot
ivate
d,
com
mitt
ed a
nd
com
pete
nt T
IA
staf
f
A hi
gh-
perfo
rman
ce
cust
omer
cen
tric
cultu
re
Inve
stm
ent a
ppro
val t
urna
roun
d tim
e
Amou
nt o
f fun
ds u
tilis
ed fo
r pro
ject
s and
pro
gram
mes
as a
per
cent
age
of th
e to
tal a
ctua
l exp
endi
ture
116
15.
MED
IUM
-TER
M T
ARG
ETS
STR
ATEG
IC O
BJE
CTI
VE 1
: To
prov
ide
tech
nolo
gy d
evel
opm
ent f
undi
ng a
nd s
uppo
rt in
str
ateg
ic, h
igh-
impa
ct a
reas
.
DST
Stra
tegi
c
Out
com
e
Out
puts
Perf
orm
ance
Indi
cato
rSt
rate
gic
Targ
et
2015
-202
016
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
per-
form
ance
2017
/18
Med
ium
-Ter
m
Targ
ets
Fore
cast
2014
/15
2015
/16
2016
/17
2018
/19
2019
/20
2020
/21
Stra
tegi
c
Out
com
e-
orie
nted
Goa
l
4: U
sing
know
ledg
e
for e
cono
mic
deve
lopm
ent
Prod
ucts
,
Proc
esse
s,
Serv
ices
and
Star
t-up
Com
pani
es
1.1
Num
ber o
f
tech
nolo
gies
,
proc
esse
s
or s
ervi
ces
adva
ncin
g by
one
or m
ore
TRL
leve
ls17
10218
827
3126
2830
31
1.2
Num
ber o
f
inno
vatio
n pr
ojec
t
outp
uts
take
n up
in th
e m
arke
t19
516
921
1011
1213
Stra
tegi
c
Out
com
e-
orie
nted
Goa
l
5: K
now
ledg
e
utilis
atio
n
for i
nclu
sive
deve
lopm
ent
1.3
Amou
nt o
f
addi
tiona
l fun
ding
attra
cted
into
TIA’
s po
rtfol
io 2
0
R55
1mR
201m
R97
.9m
R18
2.2m
R11
3mR
147m
R15
7mR
182m
1.4
Amou
nt
of in
com
e
reco
gnis
ed21
R66
5.3m
22R
76.0
mR
153.
8mR
110.
9mR
141.
8mR
108.
3m23
R15
4mR
190m
PART B
117
STR
ATEG
IC O
BJE
CTI
VE 2
: To
prov
ide
thou
ght l
eade
rshi
p an
d an
ena
blin
g en
viro
nmen
t for
Tec
hnol
ogy
Inno
vatio
n in
col
labo
ratio
n w
ith o
ther
role
-pla
yers
.
DST
Stra
tegi
c
Out
com
e
Out
puts
Perf
orm
ance
Indi
cato
rSt
rate
gic
Targ
et
2015
-202
0
Aud
ited/
Act
ual P
erfo
rman
ceEs
timat
ed
per-
form
ance
2017
/18
Med
ium
-Ter
m
Targ
ets
Fore
cast
2018
/19
2019
/20
2020
/21
2014
/15
2015
/16
2016
/17
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 1: A
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Cre
atio
n of
empl
oym
ent
and
empl
oym
ent
oppo
rtuni
ties
Inno
vatio
n
skills
deve
lopm
ent
Inno
vativ
e
prod
ucts
,
proc
esse
s
and
serv
ices
supp
ortin
g
econ
omic
grow
th
2.1
Num
ber o
f
know
ledg
e
inno
vatio
n pr
oduc
ts
prod
uced
as
a re
sult
of T
IA
fund
ing
and
supp
ort
prog
ram
mes
,
cons
istin
g of
:
350
3876
6483
9110
011
7
2.1a
Prot
otyp
es
deve
lope
d
n/a24
n/a
3825
4246
4957
2.1b
Inte
llect
ual P
rope
rtyn/
an/
a9
109
1012
14
2.1c
Tech
nolo
gy
dem
onst
rato
rs
deve
lope
d
n/a
n/a
2717
3033
3640
2.1d
Tech
nolo
gy tr
ansf
er
pack
ages
n/a
n/a
212
22
36
118
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 3:
Hum
an
capi
tal
deve
lopm
ent
Cre
atio
n of
empl
oym
ent
and
empl
oym
ent
oppo
rtuni
ties
2.2
Num
ber o
f
know
ledg
e
inno
vatio
n pr
oduc
ts
prod
uced
by
TIA
supp
orte
d
prog
ram
mes
rece
ivin
g ad
ditio
nal
fund
ing25
122
88
2527
3033
36
Inno
vatio
n
skills
deve
lopm
ent
2.3
Num
ber o
f Sm
all,
Med
ium
, and
Mic
ro E
nter
pris
es
rece
ivin
g te
chno
logy
supp
ort26
14 2
002
188
2 19
72
261
2 80
03
360
3 84
04
000
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 4:
Usi
ng
know
ledg
e
for e
cono
mic
deve
lopm
ent
Inno
vativ
e
prod
ucts
,
proc
esse
s
and
serv
ices
supp
ortin
g
econ
omic
grow
th
2.4
Num
ber o
f PD
I
owne
d SM
MEs
assi
sted
as
a
perc
enta
ge o
f tot
al
SMM
Es s
uppo
rted,
rece
ivin
g fu
ndin
g,
and
supp
ort a
nd/o
r
tech
nolo
gy s
ervi
ces
from
TIA
.27
69%
0M
easu
re
defin
ed
and
targ
ets
set
64.4
%65
%67
%69
%75
%
2.5
Num
ber o
f
Tech
nolo
gy
Inno
vatio
n in
itiat
ives
unde
rtake
n by
TIA
,
cons
istin
g of
:
124
027
5631
3743
54
PART B
119
2.5a
Con
fere
nce
pape
rsn/
a28n/
a0
01
11
2
2.5b
Pres
enta
tions
n/a
n/a
1021
1012
1416
2.5c
Polic
y
reco
mm
enda
tions
n/a
n/a
02
11
12
2.5d
Pane
l dis
cuss
ions
n/a
n/a
78
79
1011
2.5e
Posi
tion
pape
rsn/
an/
a0
01
11
2
2.5f
Publ
icat
ions
n/a
n/a
15
11
12
2.5g
Thin
k ta
nks
n/a
n/a
919
911
1417
2.5h
Keyn
ote
addr
esse
s
(spe
eche
s)
n/a
n/a
01
11
12
120
STR
ATEG
IC O
BJE
CTI
VE 3
: To
deve
lop
an e
ffect
ive
and
effic
ient
inte
rnal
env
ironm
ent t
o su
cces
sful
ly e
xecu
te th
e st
rate
gy.
DST
Stra
tegi
c
Out
com
e
Out
puts
Perfo
rman
ce
Indi
cato
r
Stra
tegi
c
Targ
et
2015
-
2020
Audi
ted/
Actu
al P
erfo
rman
ceEs
timat
ed
per-
form
ance
2017
/18
Med
ium
-Ter
m T
arge
tsFo
reca
st
2014
/15
2015
/16
2016
/17
2018
/19
2019
/20
2020
/21
Stra
tegi
c fo
cus
area
1: T
o op
timis
e its
fina
ncia
l res
ourc
es a
nd im
plem
ent i
nitia
tives
for b
usin
ess
and
inve
stm
ent p
roce
ss im
prov
emen
t
Stra
tegi
c
Out
com
e-
Orie
nted
Goa
l 1: A
resp
onsi
ve,
coor
dina
ted
and
effic
ient
NSI
Effic
ient
and
effe
ctiv
e
inve
stm
ent
man
agem
ent
proc
esse
s
3.1
Inve
stm
ent
appr
oval
turn
arou
nd
time
14 W
eeks
011
Wee
ks
and
3
days
12 W
eeks
and
2
days
16 W
eeks
15 W
eeks
14 W
eeks
14 W
eeks
3.2
Amou
nt
of fu
nds
utilis
ed fo
r
proj
ects
and
prog
ram
mes
as a
perc
enta
ge
of th
e to
tal
actu
al
expe
nditu
re
70%
70%
72%
77%
68%
65%
67%
69%
PART B
121
16.
QU
ARTE
RLY
TAR
GET
S
STR
ATEG
IC O
BJE
CTI
VE 1
: To
prov
ide
tech
nolo
gy d
evel
opm
ent f
undi
ng a
nd s
uppo
rt in
str
ateg
ic, h
igh-
impa
ct a
reas
.
No
Perfo
rman
ce In
dica
tors
Repo
rting
perio
d
Annu
al
targ
et
Qua
rterly
targ
ets
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
1.1
Num
ber
of t
echn
olog
ies,
pro
cess
es o
r se
rvic
es a
dvan
cing
by
one
or m
ore
TRL
leve
ls
Qua
rterly
283
68
11
1.2
Num
ber o
f inn
ovat
ion
proj
ect o
utpu
ts ta
ken
up in
the
mar
ket
Qua
rterly
112
23
4
1.3
Amou
nt o
f add
ition
al fu
ndin
g at
tract
ed in
to T
IA’s
portf
olio
Q
uarte
rlyR1
47m
R20
.5m
R35
.5m
R40
.5m
R50
.5m
1.4
Amou
nt o
f inc
ome
reco
gnis
edQ
uarte
rlyR1
08.3
mR
12m
R14
mR
26m
R56
.3m
STR
ATEG
IC O
BJE
CTI
VE 2
: To
prov
ide
thou
ght l
eade
rshi
p an
d an
ena
blin
g en
viro
nmen
t for
Tec
hnol
ogy
Inno
vatio
n in
col
labo
ratio
n w
ith o
ther
role
-pla
yers
.
No
Perf
orm
ance
Indi
cato
rsR
epor
ting
perio
d
Ann
ual
targ
et
Qua
rterly
targ
ets
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
2.1
Num
ber o
f kno
wle
dge
inno
vatio
n pr
oduc
ts p
rodu
ced
as a
resu
lt
of T
IA fu
ndin
g an
d su
ppor
t pro
gram
mes
, con
sist
ing
of:
Qua
rterly
9110
2125
35
2.1a
Prot
otyp
es d
evel
oped
Qua
rterly
467
1113
15
2.1b
Inte
llect
ual P
rope
rtyQ
uarte
rly10
11
26
2.1c
Tech
nolo
gy d
emon
stra
tors
dev
elop
ed
Qua
rterly
332
910
12
2.1d
Tech
nolo
gy tr
ansf
er p
acka
ges
Year
-end
20
00
2
2.2
Num
ber
of k
now
ledg
e in
nova
tion
prod
ucts
pro
duce
d by
TIA
-
supp
orte
d pr
ogra
mm
es re
ceiv
ing
addi
tiona
l fun
ding
Qua
rterly
303
510
12
2.3
Num
ber
of S
mal
l, M
ediu
m,
and
Mic
ro E
nter
pris
es r
ecei
ving
tech
nolo
gy s
uppo
rt
Qua
rterly
3 36
084
084
084
084
0
122
2.4
Num
ber
of P
DI
owne
d SM
MEs
ass
iste
d as
a p
erce
ntag
e of
tota
l SM
MEs
sup
porte
d, re
ceiv
ing
fund
ing,
and
sup
port
and/
or
tech
nolo
gy s
ervi
ces
from
TIA
Qua
rterly
67%
10%
17%
20%
20%
2.5
Num
ber o
f Tec
hnol
ogy
Inno
vatio
n in
itiat
ives
und
erta
ken
by T
IA,
cons
istin
g of
:
Qua
rterly
372
39
23
2.5a
Con
fere
nce
pape
rsYe
ar-e
nd1
00
01
2.5b
Pres
enta
tions
Q
uarte
rly12
01
47
2.5c
Polic
y re
com
men
datio
nsYe
ar-e
nd1
00
01
2.5d
Pane
l dis
cuss
ions
Qua
rterly
92
01
6
2.5e
Posi
tion
pape
rsYe
ar-e
nd1
00
01
2.5f
Publ
icat
ions
Year
-end
10
00
1
2.5g
Thin
k ta
nks
Qua
rterly
110
24
5
2.5h
Keyn
ote
addr
esse
s (s
peec
hes)
Year
-end
10
00
1
STR
ATEG
IC O
BJE
CTI
VE 3
: To
deve
lop
an e
ffect
ive
and
effic
ient
inte
rnal
env
ironm
ent t
o su
cces
sful
ly e
xecu
te th
e st
rate
gy.
No
Perf
orm
ance
Indi
cato
rsRe
porti
ng
perio
d
Annu
al
targ
et
Qua
rterly
targ
ets
Qua
rter
1Q
uart
er 2
Qua
rter
3Q
uart
er 4
3.1
Inve
stm
ent a
ppro
val t
urna
roun
d tim
eQ
uarte
rly15
Wee
ks
15 W
eeks
15 W
eeks
15 W
eeks
15 W
eeks
3.2
Amou
nt o
f fun
ds u
tilis
ed fo
r pro
ject
s an
d
prog
ram
mes
as
a pe
rcen
tage
of t
he to
tal
actu
al e
xpen
ditu
re
Qua
rterly
65%
5%15
%22
%23
%
PART B
123
ANN
EXU
RES
TO
TH
E AN
NU
AL P
ERFO
RM
ANC
E PL
AN 2
018/
19
A1:
TEC
HN
OLO
GY
REA
DIN
ESS
LEVE
L (T
RL)
TA
BLE
S
A2:
LIS
T O
F A
CR
ON
YMS
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
Rel
ativ
e
Tech
nolo
gy
Dev
elop
men
t
leve
l
TRL
Leve
l
Defi
nitio
n
Des
crip
tion
(Bio
med
ical
& E
ngin
eerin
g
Proj
ects
29)
Key
Que
stio
n fo
r St
age
Pass
TIA
App
roac
h
Basi
c
tech
nolo
gy
rese
arch
1Ba
sic
rese
arch
(Bas
ic
prin
cipl
es)
Basi
c sc
ienc
e re
sear
ch.
Hav
e ba
sic
prin
cipl
es b
een
ob se
rved
an
d re
porte
d/
publ
ishe
d?
Cou
ld b
e co
nsid
ered
for
fund
ing
by T
IA i
n du
e
cour
se.
Not
focu
sed
on a
spe
cific
app
licat
ion
Prin
cipl
es o
bser
ved
and
repo
rted
(pub
lishe
d pa
pers
)
to c
hara
cter
ise
new
tech
nolo
gies
.
2C
once
pt
form
ulat
ion
(Tec
hnol
ogy
conc
ept)
Som
e pr
actic
al a
pplic
atio
ns id
entifi
ed.
Has
a c
once
pt a
pplic
atio
n
been
form
ulat
ed?
Anal
ytic
al m
odel
s or
sim
u-
latio
ns d
evel
oped
?
Cou
ld b
e co
nsid
ered
for
fund
ing
by T
IA i
n du
e
cour
se.
Mat
eria
ls o
r pro
cess
es re
quire
d co
nfirm
ed.
Tech
nolo
gy c
once
pt/h
ypot
hesi
s fo
rmul
ated
.
Res
earc
h pl
ans
and
prot
ocol
s ar
e de
velo
ped,
pee
r
revi
ewed
and
app
rove
d.
124
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
Feas
ibilit
y
rese
arch
3C
ritic
al fu
nctio
n
or p
roof
of
conc
ept
esta
blis
hed
(Initi
al p
roof
of
conc
ept)
Labo
rato
ry m
easu
rem
ents
val
idat
e an
alyt
ical
pre
dic-
tions
of s
epar
ate
tech
nolo
gy e
lem
ents
.
Has
ana
lytic
al a
nd e
xper
i-
men
tal a
nd/o
r ch
arac
teris
-
tic p
roof
of
conc
ept
been
prov
ided
?
Hav
e Bi
olog
ical
s / va
ccin
es
/ dru
g co
nstru
ct c
andi
date
s
been
de
mon
stra
ted
in
limite
d in
vitr
o an
d in
viv
o
rese
arch
mod
els
(pro
duct
deve
lopm
ent c
ompo
nent
)?
All
activ
ities
with
in t
his
leve
l are
elig
ible
for f
und-
ing.
Hyp
othe
sis
test
ed,
alte
rnat
ive
conc
epts
ex
plor
ed
and
criti
cal t
echn
olog
ies
and
com
pone
nts
supp
ortin
g
biol
ogic
al/
vacc
ines
/d
rug
cand
idat
e co
nstru
cts
have
bee
n id
entifi
ed a
nd e
valu
ated
for
eve
ntua
l
deve
lopm
ent o
f can
dida
te c
ount
erm
easu
re.
Agen
t ch
alle
nge
stud
ies
are
cond
ucte
d to
sup
port
mod
els
base
d on
pre
sum
ed d
isea
se c
ondi
tions
.
Res
earc
h sc
ale
proc
ess
initi
ated
an
d ev
alua
ted
unde
r lim
ited
stud
ies
to id
entif
y si
tes
and
mec
hani
sm
of a
ctio
n.
Pote
ntia
l cor
rela
tes
of p
rote
ctio
n fo
r vac
ci ne
s ha
ve
been
iden
tified
and
initi
al p
hysi
cal/c
hem
ical
cha
rac-
teris
atio
n of
con
stru
cts.
Init i
al d
rug
cand
idat
es h
ave
been
cha
ract
eris
ed in
pre
-clin
ical
stu
dies
.
125
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
Tech
nolo
gy
deve
lopm
ent
4Va
lidat
ion
in
the
labo
rato
ry
envi
ronm
ent
(Inte
grat
ed
com
pone
nts
valid
atio
n in
a la
bora
tory
envi
ronm
ent).
Des
ign
and
deve
lopm
ent o
f lab
orat
ory
com
pone
nts.
Has
a “b
read
boar
d un
it”
or “t
est t
ube
mod
el” o
r
“des
ign”
or “
mod
el” b
een
dem
onst
rate
d in
a la
bo-
ra to
ry e
nviro
nmen
t/ co
n-
trolle
d co
nditi
ons?
Hav
e no
n-G
LP
form
ulat
ion,
dos
e,
phar
mac
okin
etic
, saf
ety
and
effic
acy
stud
ies
been
dem
onst
rate
d in
defi
ned
labo
rato
ry/ a
nim
al m
odel
(pro
duct
dev
elop
men
t
com
pone
nt)?
All
activ
ities
with
in t
his
leve
l are
elig
ible
for
fun-
ding
.
Test
re
sults
co
nfirm
de
sign
an
d m
eet
tech
nica
l
perfo
rman
ce c
riter
ia.
Hyp
othe
sis
refin
ed u
nder
non
-GLP
form
ulat
ion
usin
g
rigor
ous
expe
rimen
tal d
esig
n.
Expl
orat
ory
stud
y of
crit
ical
tech
nolo
gies
per
form
ed
to in
tegr
ate
into
can
dida
te b
iolo
gic/
vacc
ine
cons
truct
s
such
as
en
viron
men
tal
milie
u,
rout
e/m
etho
ds
of
adm
inist
ratio
n,
prop
osed
pr
oduc
tion/
pu
rifica
tion
met
hods
, fu
rther
phy
sical
/ ch
emica
l cha
ract
erisa
tion.
Cand
idat
e bi
olog
ic/va
ccin
e co
nstru
cts
are
eval
uate
d
in a
nim
al m
odel
(s)
to id
entif
y an
d as
sess
saf
ety
and
toxic
ity,
biol
ogica
l ef
fect
s, a
dver
se e
ffect
s an
d sid
e
effe
cts.
As
says
, su
rroga
te m
arke
rs,
and
endp
oint
s
to b
e us
ed d
urin
g no
n-cli
nica
l an
d cli
nica
l st
udie
s
are
iden
tified
to e
valu
ate
and
char
acte
rise
cand
idat
e
biol
ogic
/ vac
cine
cons
truct
s.
126
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
5La
bora
tory
scal
e,
valid
atio
n
in re
leva
nt
envi
ronm
ent.
(Inte
grat
ed
com
pone
nts
valid
atio
n in
a re
leva
nt
envi
ronm
ent)
Valid
atio
n un
der r
elev
ant o
pera
tiona
l con
ditio
ns, m
i-
mic
ked
in th
e la
bora
tory
(non
-clin
ical
).
Has
a
“bre
adbo
ard
unit”
or
“test
tu
be
mod
el”
or
“des
ign”
or “
mod
el” p
erfo
r-
man
ce b
een
dem
onst
rate
d
in a
rel
evan
t en
viro
nmen
t
or c
onte
xt?
Hav
e ca
ndid
ate
vacc
ine/
biol
ogic
al
batc
hes
been
prod
uced
und
er c
GLP
con
-
ditio
ns?
(cG
LP c
ondi
tions
mus
t be
ach
ieve
d by
de-
velo
ping
the
pro
cess
and
prod
uct
behi
nd
the
pro-
cess
.)
Hav
e re
sear
ch r
esul
ts o
f
pilo
t lot
s co
nvey
ed a
dra
ft
tech
nica
l da
ta p
ack
con-
firm
ed b
y re
view
ers?
Is t
here
suf
ficie
nt d
ata
on
cand
idat
e dr
ug,
biol
ogic
,
vacc
ine
to c
ompi
le a
n IN
D
appl
icat
ion?
All
activ
ities
with
in t
his
leve
l are
elig
ible
for
fun-
ding
.
127
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
Non
-clin
ical
and
pre
clin
ical
rese
arch
stud
ies i
nvol
ving
wel
l-defi
ned
data
colle
ctio
n an
d an
alys
is sy
stem
s with
pilo
t lo
ts o
f ca
ndid
ate
biol
ogic
s/va
ccin
es p
rodu
ced
unde
r cG
LP c
ondi
tions
.
Res
earc
h re
sults
with
pilo
t lo
ts p
rovi
de a
bas
is t
o
prop
ose
a po
tenc
y as
say,
deve
lop
a m
anuf
actu
ring
proc
ess
amen
able
to
cG
MP-
com
plia
nt
pilo
t lo
t
prod
uctio
n, i
dent
ifyin
g an
d de
mon
stra
ting
proo
f of
conc
ept f
or a
sur
roga
te e
ffica
cy m
arke
r in
an a
nim
al
mod
el(s
) app
licab
le to
pre
dict
ing
prot
ectiv
e im
mun
ity
in h
uman
s, a
nd d
emon
stra
ting
prel
imin
ary
safe
ty a
nd
effic
acy
agai
nst
an a
eros
ol c
halle
nge
in a
rel
evan
t
anim
al m
odel
. C
ondu
ct c
GLP
saf
ety
and
toxi
city
stud
ies
in a
nim
al m
odel
sys
tem
s. I
dent
ify e
ndpo
ints
of c
linic
al e
ffica
cy o
r its
sur
roga
te in
ani
mal
mod
els
that
m
ay
be
appl
icab
le
to
pred
ictin
g pr
otec
tive
imm
unity
in h
uman
s.
Con
duct
stu
dies
to
eval
uate
imm
unog
enic
ity,
as w
ell
as p
harm
acok
inet
ics
and
phar
mac
odyn
amic
s w
hen
appr
opria
te
stab
ility
stud
ies a
re in
itiat
ed. T
he re
sulta
nt d
raft
data
pac
kage
will
form
the
basi
s of
an
FDA
IND
app
licat
ion.
Res
ulta
nt d
ocum
enta
tion
in th
e dr
aft t
echn
ical
dat
a
pack
age
cont
ains
dat
a fro
m a
nim
al p
harm
acol
ogy
and
toxi
colo
gy
stud
ies,
pr
opos
ed
man
ufac
turin
g
info
rmat
ion,
and
clin
ical
pro
toco
ls s
uita
ble
for P
hase
1 cl
inic
al te
stin
g.
128
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
Tech
nolo
gy
dem
onst
ratio
n
6In
tegr
ated
prot
otyp
e
syst
em v
erifi
ed
in o
pera
tiona
l
envi
ronm
ent
(Sys
tem
/
subs
yste
m
mod
el o
r
prot
otyp
e
dem
onst
ratio
n
in a
rele
vant
envi
ronm
ent)
Prot
otyp
e de
mon
stra
tion
in a
n op
erat
iona
l env
iron-
men
t.
Has
a
prot
otyp
e be
en
dem
onst
rate
d in
a re
leva
nt
envi
ronm
ent o
r con
text
?
Is th
e Ph
ase
1 da
ta c
om-
plia
nt w
ith s
afet
y re
quire
-
men
ts to
pro
ceed
to P
hase
2 cl
inic
al s
tudi
es?
Do
conc
lusi
ons
thus
fa
r
show
an
y re
quire
men
ts
for
furth
er p
rodu
ct d
eve-
lopm
ent?
Ar
e th
ere
any
requ
irem
ents
fo
r fu
rther
proc
ess
deve
lopm
ent?
All
activ
ities
with
in t
his
leve
l are
elig
ible
for
fun-
ding
.
cGM
P pi
lot l
ot b
atch
es m
ust b
e pr
oduc
ed fo
r Pha
se
1 cl
inic
al te
stin
g. T
he p
roce
ss a
nd p
rodu
ct m
ust b
e
robu
st a
nd re
peat
able
.
Phas
e 1
clin
ical
tria
ls a
re c
ondu
cted
to d
emon
stra
te
safe
ty o
f ca
ndid
ates
in
a sm
all
num
ber
of h
uman
subj
ects
und
er c
aref
ully
con
trolle
d an
d in
tens
ely
mon
itore
d cl
inic
al c
ondi
tions
. E
valu
atio
n of
im m
u-
no ge
nici
ty a
nd/o
r ph
arm
acok
inet
ics
and
Phar
ma-
cody
nam
ics d
ata
to su
ppor
t des
ign
of P
hase
2 cl
inic
al
trial
s. S
urro
gate
effi
cacy
mod
els
are
valid
ated
.
129
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
Syst
em
com
mis
sion
ing
7In
tegr
ated
pilo
t sys
tem
dem
onst
rate
d
in o
pera
tiona
l
envi
ronm
ent
(Sys
tem
prot
otyp
e
dem
onst
ratio
n
in a
n
oper
atio
nal
envi
ronm
ent)
Inte
grat
ed fu
ll-sc
ale
pilo
t sys
tem
dem
onst
rate
d in
an
oper
atio
nal e
nviro
nmen
t or s
ite.
Has
a
prot
otyp
e un
it
been
dem
onst
rate
d in
the
oper
atio
nal
envi
ronm
ent?
Is th
ere
an a
ppro
ved
Phas
e
3 cl
inic
al s
tudy
pla
n?
All
activ
ities
with
in th
is
leve
l are
elig
ible
for
fund
ing.
Fun
ding
leve
l
for c
linic
al tr
ials
will
be s
ubje
ct to
lim
its p
er
proj
ect.
Phas
e 2
safe
ty
and
imm
unog
enic
ity
trial
s ar
e
cond
ucte
d.
Prod
uct i
mm
unog
enic
ity a
nd b
iolo
gica
l
activ
ity
(e.g
. pr
elim
inar
y ev
iden
ce
of
effic
acy)
are
dete
rmin
ed.
Pro
duct
fina
l do
se,
dose
ran
ge,
sche
dule
, and
rout
e of
adm
inis
tratio
n ar
e es
tabl
ishe
d
from
vac
cine
im
mun
ogen
icity
and
bio
logi
c ac
tivity
and,
whe
n ne
cess
ary,
from
clin
ical
pha
rmac
okin
etic
s
and
phar
mac
odyn
amic
s da
ta.
Phas
e 2
clin
ical
tria
ls c
ompl
eted
. Dat
a ar
e co
llect
ed,
pres
ente
d, a
nd d
iscu
ssed
with
app
ropr
iate
regu
lato
ry
body
at
pr
e-Ph
ase
3 in
su
ppor
t of
co
ntin
ued
deve
lopm
ent
of t
he b
iolo
gics
/ v
acci
nes.
C
linic
al
endp
oint
s an
d/or
sur
roga
te e
ffica
cy m
arke
rs a
nd te
st
plan
s ag
reed
on.
8Sy
stem
inco
r-
pora
ted
in c
om-
mer
cial d
esig
n
(Act
ual s
yste
m
com
plet
ed
and
qual
ified
thro
ugh
test
and
dem
onst
ra-
tion)
Actu
al
prod
uct
com
plet
ed
and
qual
ified
th
roug
h
certi
ficat
ions
, te
sts
and
dem
onst
ratio
ns
(pre
-
com
mer
cial
dem
onst
ratio
n).
Has
an
id
entic
al
syst
em
been
dem
onst
rate
d on
an
oper
atio
nal e
nviro
nmen
t in
a di
ffere
nt c
onfig
urat
ion?
Has
clin
ical
saf
ety
and
effi-
cacy
bee
n de
mon
stra
ted?
All
activ
ities
with
in th
is
leve
l are
elig
ible
for
fund
ing.
Fun
ding
leve
l for
clin
ical
tria
ls w
ill be
sub
ject
to li
mits
per
pro
ject
.
Impl
emen
tatio
n of
exp
ande
d Ph
ase
3 cl
inic
al t
rials
or s
urro
gate
tes
ts t
o ga
ther
inf
orm
atio
n re
lativ
e
to t
he s
afet
y an
d ef
fect
iven
ess
of t
he c
andi
date
biol
ogic
/ vac
cine
. Tr
ials
are
con
duct
ed to
eva
luat
e
the
over
all r
isk-
bene
fit o
f adm
inis
terin
g th
e ca
ndid
ate
prod
uct a
nd to
pro
vide
an
adeq
uate
bas
is fo
r pro
duct
labe
lling.
130
AN
NEX
UR
E A
1: T
ECH
NO
LOG
Y R
EAD
INES
S LE
VELS
(TR
L)
Proc
ess
valid
atio
n is
com
plet
ed a
nd fo
llow
ed b
y lo
t
cons
iste
ncy/
repr
oduc
ibilit
y stu
dies
. Clin
ical
tria
l feed
-
back
use
d to
valid
ate
man
ufac
turin
g pr
oduc
t pro
cess
.
Pre-
BLA
(Bio
logi
cs L
icen
se A
pplic
atio
n) m
eetin
g w
ith
resp
ectiv
e re
gula
tory
bod
y fo
r BL
A pr
epar
atio
n an
d
subm
issi
on.
Hav
e m
anuf
actu
ring/
pro-
duct
ion
proc
esse
s be
en
valid
ated
? (R
eite
ratio
ns o
n
the
prod
uct
and
proc
ess
deve
lopm
ent
com
pone
nts
are
revi
site
d.)
Has
the
BLA
been
sub
mit-
ted
and
rece
ived
regu
lato
-
ry b
ody
appr
oval
?
Syst
em
oper
atio
ns
9Pr
oven
sys
tem
and
read
y fo
r
full
com
mer
cial
depl
oym
ent
(Act
ual s
yste
m
prov
en th
roug
h
succ
essf
ul
oper
atio
ns)
Prod
uct p
rove
n re
ady
thro
ugh
succ
essf
ul o
pera
tions
in o
pera
ting
envi
ronm
ent a
nd re
ady
for f
ull c
omm
er-
cial
dep
loym
ent.
Actu
al s
yste
m o
pera
ted
over
the
full
rang
e of
exp
ec-
ted
cond
ition
s.
Has
an
iden
tical
uni
t bee
n
succ
essf
ul o
n an
ope
ra-
tiona
l en
viro
nmen
t in
an
iden
tical
co
nfigu
ratio
n?
Has
un
it be
en
com
ple-
ted
and
qual
ified
thr
ough
test
an
d de
mon
stra
tion?
Has
the
pos
t m
arke
t su
r-
veilla
nce
com
men
ced
ac-
cord
ing
to r
egul
ator
y bo
dy
requ
irem
ents
?
Cou
ld b
e co
nsid
ered
for
fund
ing
by T
IA in
due
cour
se
The
phar
mac
eutic
al (
i.e.
biol
ogic
or
vacc
ine)
or
med
ical
dev
ice
can
be d
istri
bute
d/m
arke
ted.
Po
st-
mar
ketin
g st
udie
s (n
on-c
linic
al o
r cl
inic
al)
may
be
requ
ired
and
are
desi
gned
afte
r ag
reem
ent
with
the
appr
opria
te r
egul
ator
y bo
dy a
nd p
ost-m
arke
ting
surv
eilla
nce
com
men
ces.
131
ANNEXURE A2: LIST OF ACRONYMS
ACRO African Clinical Research Organisation
AMTS Advanced Manufacturing Technology Strategy
ARC Agriculture Research Council
AVG Automated Guided Vehicle
ATS - CPUT Agri-foods Technology Station – Cape Peninsula University of Technology
ASSAf Academy of Science of South Africa
BAKM Business Analysis & Knowledge Management
BFS Bankable Feasibility Study
BIDC Bio-manufacturing Industry Development Centre
BiODX Biological Chemical Technologies (Pty) Ltd
CAD Computer-Aided Design
CCDI Cape Craft and Design Institute
CEO Chief Executive Officer
CEIP Centre for Engineering Innovation and Production
CHIETA The Chemical Industries Education and Training Authority
C.O.J.E.D.I City of Joburg Educating Digital Intern Programme
CPGR Centre for Proteomic and Genomic Research
CPSI Centre for Public Service Innovation
CPT Pharma Chemical Process Technologies
CPUT Cape Peninsula University of Technology
CSFE Continuous Supercritical Fluid Extraction
CSIR Council for Scientific and Industrial Research
CRO Chief Risk Officer
CUBIC Cape University Body Imaging Centre
CUT Central University of Technology
DCTS-NMMU Downstream Chemicals Technology Station – Nelson Mandela Metropolitan University
DD Due Diligence
DIY Do It Yourself
DPSS Diode Pumped Solid State
DRDLR The Department of Rural Development and Land Reform
DSBD Department of Small Business Development
DST Department of Science and Technology
DUT Durban University of Technology
ECDC Eastern Cape Development Corporation
EIA Economic Impact Assessment
EWSETA Energy and Water Sector Education and Training Authority
132
ESN Enterprise Social Network
EXCO Executive Committee
FEED Department of Economy and Enterprise Development
FMS Fund Management Systems
FY Financial Year
GAP Gauteng Accelerator Programme
GMO Genetically Modified Organisms Act
GMS General Management System
CPGR Centre for Proteomic & Genomic Research
GCIP Global Cleantech Innovation Programme
GEF Global Environment Facility
GFIA Global Forum for Innovation in Agriculture
GIT Green Iron Technology
GPT Geo Pollution Technologies
GRAP Generally Recognised Accounting Practice
H3D Drug Discovery and Development Centre
HEI Higher Education Institution
HIV Human Immunodeficiency Virus
HR Human Resources
HySA Hydrogen South Africa
iBATECH Indigenous Botanical Adjuvant Technology
IAC Internal Assessment Committee
IAT-SU Institute for Advanced Tooling – Stellenbosch University
IAT-TUT Institute for Advanced Tooling – Tshwane University of Technology
IAT-WSU Institute for Advanced Tooling – Walter Sisulu University
ICT Information and Communications Technology
IDC Industrial Development Corporation
IDF Identity Development Fund
IE&S Innovation Enabling and Support
IFC Investment Framework Committee
IFPCS Innovation Funding and Pre-Commercialisation and Support
IIA Internal and Investment Audit
Invo Tech Innovation Technology Business Incubator
IP Intellectual Property
IPAP Industrial Policy Action Plan
IPT Integrated Pricing-label Technology
IRBA Independent Regulatory Board of Auditors
133
ISD Innovation Skills Development
ISO International Organisation of Standardisation
IT Information Technology
IWWT Institute of Water and Wastewater Technology
JICA Japan International Cooperation Agency
JS Jonker Sailplanes
KPI Key Performance Indicator
KZN KwaZulu-Natal
LATS-UL Limpopo Agro-food Technology Station – University of Limpopo
LEDET Limpopo Economic Development, Environment and Tourism
LMNO Lithium Manganese Nickel Oxide
LPG Leak Proof Green
m Million
MADCap Men of African Descent and Cancer of the Prostate
M&E Monitoring and Evaluation
MCTS-UJ Metal Casting Technology Station – University of Johannesburg
MMV Medicines for Malaria Venture
MoU Memorandum of Understanding
MP Member of Parliament
MRI Magnetic Resonance Imaging
MTEF Medium-Term Expenditure Framework
MTSF Medium Term Strategic Framework
MUT Mangosuthu University of Technology
NACI National Advisory Council for Innovation
NASAC Network of African Science Academies
NCRST National Commission on Research, Science and Technology
NCSA Natural Carotenoids South Africa (Pty) Ltd
NDP National Development Plan
NECSA South African Nuclear Energy Corporation SOC Limited
NH1-MSap Neo & Hollo’s 1st Monitoring Solar Submersible pump
NIPMO National Intellectual Property Management Office
NMMU Nelson Mandela Metropolitan University
NMR Nuclear Magnetic Resonance
NRF National Research Foundation
NSI National System of Innovation
NT National Treasury
NWGA National Wool Growers Association
134
NWU North West University
NYDA National Youth Development Agency
OVI Onderstepoort Veterinary Institute
PDI Previously Disadvantaged Individuals
PDTS-CUT Product Development Technology Station – Central University of Technology
PEETS-UJ Process, Energy and Environmental Engineering Technology Station – University of Johannesburg
PFMA Public Finance Management Office
PRIME Planning, Risks, Intelligence, Monitoring & Evaluation
PPP Public Private Partnership
PSF People Systems and Facilities
R&D Research and Development
RCIPS Research Contracts & Intellectual Property Services
RDA Regional Development Agencies
RDP Reconstruction and Development Programme
RSDTS-VUT Rural & Sustainable Development Technology Station – Vaal University of Technology
RSDTS-VUT Rural & Sustainable Development Technology Station – Vaal University of Technology
SA South Africa
SABS South African Bureau of Standards
SAICA South African Institute of Chartered Accountants
SAENSE Screening Applications and Exploring Novelty in Specialised Environments
SANEDI South African National Energy Development Institute
SARIMA South African Research & Innovation Management Association
SASRI South African Sugar Research Institute
SATN South African Technology Network
SBD Settle Bed Detector
SC Science Centre
SF The Seed Fund Programme
SEDA Small Enterprise Development Agency
SETIIP Science Engineering and Science Engineering and Technology Industry Internship Proposals
SHIP Strategic Health Innovation Partnerships
Sliek Sliek Vitamin Supplements (Pty) Ltd
SMART Specific, Measurable, Attainable, Relevant and Time-bound
SME Small Medium Enterprise
SMME Small Medium & Micro Enterprises
Solar PACES Solar Power and Chemical Energy Systems
SO Strategic Objective
SOEs State Owned Enterprises
135
SSRC Strategic Stakeholder Relations and Communication
STA Strategic Technology Area
STI Science, Technology and Innovation
STIAS Stellenbosch Institute for Advanced Study
SU Stellenbosch University
SWET Stellenbosch Wind Energy Technologies
TB Tuberculosis
TDS Titsetso Development Solutions
TIA Technology Innovation Agency
TIHMC The Innovation Hub Management Company
TIP Technology Innovation Programme
TCIPS Technology Cluster Innovation Programmes
TPP Technology Platforms Programme
TRL Technology Readiness Level
TS Technology Station
TSC-MUT Technology Station in Chemicals & Chemistry – Mangosuthu University of Technology
TSC-TUT Technology Station in Chemicals – Tshwane University of Technology
TSCT-CPUT Technology Station in Clothing and Textiles – Cape Peninsula University of Technology
TSE-TUT Technology Station in Electronics – Tshwane University of Technology
TSMPT-VUT Technology Station in Material and Processing Technologies – Vaal University of Technology
TSP Technology Stations Programme
TUK Technology University of Kenya
TUT Tshwane University of Technology
TTO Technology Transfer Office
UCT University of Cape Town
UFS University of Free State
UK United Kingdom
UNIDO United Nations Industrial Development Organisation
UWC University of Western Cape
VUT Vaal University of Technology
WHC Wits Health Consortium
Wits University of the Witwatersrand – Johannesburg
Xsit X Sterile Insect Technique (Pty) Ltd
YTD Year to date
YTIP Youth Technology Innovation Programme
136
(Footnotes)
1 Three of the KPIs have been changed from corporate indictors to management indicators for SO3.
2 Indicator changed for FY2018/19 to be one or more TRL movement and not two.
3 This may include innovation projects that have reached demonstration stage (TRL 7).
4 Indicator contribution will be from Programme 2 and Programme 3 for FY2018/19.
5 This includes funding from the shareholder, co-funding, from a third party and any additional funding leveraged for completion of the innovation project.
6 This indicator has been divided between Programme 2 and Programme 3 and will no longer be reported under Programme 1.
7 This is to be interpreted as a measure for the income received for return on investments from any of TIA funding instruments i.e. loan, royalty grants and/or equity sale. Wording changed from received to recognised as per GRAP standard.
8 This Performance Indicator breakdown had only been implemented in FY2018/19 and no longer reported only under Programme 1.
9 This indicator has been divided between Programme 2 and Programme 3 and will no longer just be reported under Programme 3 from FY2018/19.
10 The Performance Indicators in this table for Strategic Objective 2, had only been divided between Programme 2 and Programme 3 from FY2018/19.
11 This indicator will be reported under Programme 2 and Programme 3 and no longer just under Programme 2 from FY2018/19.
12 TIA funded programmes that, as a result of their execution, give rise to third party funding, co-funding and/or co-development.
13 Technology support is defined as technical oriented services to SMMEs/Businesses to be competitive in related sectors of manufacturing to accelerate the exploitation of technology.
14 This may include individuals who have received assistance to enable them to operate as SMMEs.
15 New unit in TIA which will only contribute to KPI 1.4.
16 This figure originates from the Amended Strategic Plan. The Strategic Plan contains targets only which when added gives u the R671.2m. The APP has to show alignment with the Strategic Plan hence the fact that a calculation of the APP figures will differ
17 This may include innovation projects that have reached demonstration stage (TRL 7).
18 Reasons are provided in the “Amendment to TIA Strategic Plan” for the increase of the targets throughout all three strategic objectives.
19 Innovation project outputs are defined as the technologies or processes or services that have attracted commercial or industrial application interest from external parties. This Performance Indicator’s focus is on commercialisation
20 This includes funding from the shareholder, co-funding, from a third party and any additional funding leveraged for completion of the innovation project.
21 This is to be interpreted to be a measure for the income received for return on investments from any of TIA funding instruments i.e. loan, royalty grants and/or equity sale.
22 Target for FY2018/19 has decreased, therefore 2015/2020 Strategic Target has decreased.
23 From FY2018/19 this indicator will come from Programme 2 and Programme 3 and no longer from Programme 1.
24 This Performance Indicator breakdown had only been implemented in FY2015/16.
25 TIA funded programmes that, as a result of their execution, give rise to third party funding, co-funding and/or co-development.
26 Technology support is defined as technical oriented services to SMMEs/Businesses to be competitive in related sectors of manufacturing to accelerate the exploitation of technology.
27 This may include individuals who have received assistance to enable them to operate as SMMEs.
28 This Performance Indicator breakdown had only been implemented in FY2015/16.
29 All the level definitions in brackets are the definitions used in the STA “progress report template”
137
138
139
Central Office
Switchboard: +27 (0) 12 472 2700
Postal Address: P.O. Box 172, Menlyn, Pretoria, 0063
Physical Address: TIA House, 83 Lois Avenue, Menlyn, Pretoria, 0181
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Switchboard: +27 (0) 31 271 4500
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