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The Technology Innovation Agency (TIA): Mobilising resources for technology innovation led growth and development


Mobilising resources for technology innovation led growth and development TIA Strategic Corporate Business Plan Presentation S & T Portfolio Committee – PowerPoint PPT presentation

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Title: The Technology Innovation Agency (TIA): Mobilising resources for technology innovation led growth and development

The Technology Innovation Agency (TIA)
Mobilising resources for technology innovation
led growth and development
TIA Strategic Corporate Business Plan
Presentation S T Portfolio Committee Cape
Town 24 March 2010 Presented by Dr Nhlanhla
Msomi TIA Interim CEO

  • Introduction and Context
  • Strategic Vision and Intent
  • Strategic Architecture
  • SWOT and Risk Analyses
  • Stakeholder/Customer Perspective
  • Financial Perspective
  • Consolidated Financials
  • Innovation, Learning and Growth Perspective
  • Business Processes
  • Consolidated Business Plans
  • Biotechnology
  • Tshumisano Technology Stations Program
  • Advanced Manufacturing Technology Strategy
  • Innovation Fund
  • Agency Management
  • Energy
  • Health Innovation
  • Strategic Investment Portfolio (SIP)
  • Operational Update

TIA Mandate Vision
  • The TIA Act No 26 of 2008
  • The object of the Agency is to support the State
    in stimulating and intensifying technological
    innovation in order to improve economic growth
    and the quality of life of all South Africans by
    supporting the development and exploit ation of
    technological innovations
  • The TIA Vision is to be
  • A world class innovation agency that supports
    and enables technological innovation to achieve
    socio-economic benefits for South Africa through
    leveraging strategic partnerships

Introduction and Context
  • The TIA Act frames the mandate and its context
    (Mission and Strategic Objectives)
  • Mission provides the four strategic pillars
  • Appropriately structured financial and
    non-financial interventions
  • Human capital development for innovation
  • In partnership with the NRF and HEIs
  • Developing a culture of innovation
  • Leveraging local and international partnerships
  • Strategic objectives recurrent theme is
  • Leverage capital inflows for technological
  • Support development of new products and services
  • Grow number of technology-based start-ups and
  • Support key industry sectors that are better able
    to utilize local and international technology
    innovation to enhance their global
  • Immediate challenge is to build an organisation
    that can deliver on these strategic imperatives

Context II Business Planning Process
  • Business Planning process framed by the Strategic
    context as provided by the Mission and Strategic
  • Three steps
  • Risk and SWOT analyses
  • Determine the challenges and major risks, and how
    to mitigate them
  • Identify the range of opportunities and threats
  • Determining the Strategic Vision and Intent
  • Realistic timelines and achievable milestones
  • Moderate the expectations to fit the resources
    and capabilities
  • Adopt a measurable Strategic Framework
  • Balanced Scorecard approach (Stakeholder,
    Financial, Innovation, Learning Growth, and
    Business Processes)
  • Consolidated Business Plan (business as usual)
    current portfolio
  • Addressing the challenge of the innovation
  • Analysis and consolidation of the current
    portfolio (gap analysis)
  • Determining TIAs positioning in the ecosystem
    (Investment Framework)
  • Market linkages (Strategic Investment Portfolio)

Strategic Vision Intent
Deliver the first products in the market from the
National Innovation Strategies. Target one high
impact product per Strategy
Restructure and Consolidate the investment
portfolio, focusing on new funding instruments
and support modalities Synergy and Leverage
Build the TIA organisation focusing on
governance, HR, Finance, technology innovation
management systems, tech SME dev, and branding
FY 2010 - 2011
FY 2012 - 2013
TIAs Strategic Intent A world class innovation
agency that supports and enables technological
innovation to achieve socio-economic benefits for
South Africa through leveraging strategic
  • Based on the comprehensive identification of the
    major risks associated with merging ten (10)
    organisations and programs with different
    cultures and histories
  • Allows for a distinction between migration into a
    stable environment and merging into an undefined
  • Provides a set of mitigating strategies to be
    coalesced into a realistic Business Plan
  • Sets out key operational priorities
  • Identified nine (9) Risk categories
  • Strategic
  • Funding (Misalignment between Budget and
    Strategic Intent)
  • Governance
  • Human Capital
  • Financial
  • Legal and Regulatory
  • Stakeholder and Communication
  • Marketing (mainly Branding)
  • Political
  • Information Technology and Operational Platform
  • Activity Matrix derived from the interface
    between the priority risks and the Strategic
    framework (Balanced Scorecard)

SWOT Analysis
  • A SWOT analysis starts with a definition of the
    desired end state
  • ... stimulating and intensifying technological
    innovation in order to improve economic growth
    and the quality of life of all South Africans by
    developing and exploiting technological
  • The elements of the SWOT analysis are
  • Strengths attributes of the organisation that
    are helpful to achieving the objective.
  • Weaknesses attributes of the organisation that
    are harmful to achieving the objective.
  • Opportunities external conditions that are
    helpful to achieving the objective.
  • Threats external conditions which could do
    damage to the objective.
  • Likely to influence the Strategic Investment
    Portfolio design
  • Most weaknesses and threats being addressed as
    part of the Risk mitigation plans as they
  • Strengths and opportunities to be leveraged for
    building a performance focused organisation, able
    to provide a bridge over the innovation chasm
  • Exploitation of the insights will evolve over
    the year


Strengths Weaknesses
Mutually beneficial partnerships with other funding and development agencies such as the IDC and NEF. Well established capacity development programmes addressing various aspects of the skills and culture gap. Diverse group of and range of professional skills, expertise and experience in the technology innovation space. Available financial resources in the form of MTEF allocations of migrating entities. Broad portfolio of opportunities spanning the entire value chain. A shortage of industry/ firm-based innovation skills. Slow uptake of TIAs new operational model. Unclear PFMA exemptions regarding some of the investment instruments and modalities used by migrating entities. A limited budget in relation to the wide range of interventions required. Inadequate footprint of capabilities beyond Gauteng, KZN and Western Cape. A new brand that still has to get traction with stakeholders.
Opportunities Threats
Opportunity for inbound technology transfer as a lever for industrial development. Management of RD by recipients of public funding under the IPR from publicly financed RD Act, 2008 offers greater prospects. RD tax incentives and VC tax incentive potentially offers significant opportunities to develop strong portfolio and collaborate on VC funding. Various concessions provided in bilateral in bilateral and multilateral agreements executed by S.A. Engagement, partnerships and leverage with many local and provincial governments. Poor coordination, alignment and potential misunderstanding on TIAs strategic role. Perception of TIA as merely a continuum of the migrated entities. Low supply of scientists and entrepreneurs Inadequate funding for implementation of the full TIA structure unrealistic expectations. IP, technology and products dumping. Negative and ultra-defensive stance from government and IP export.
Strategic Perspective I Stakeholder Perspective
  • Drives the two pillars of the TIA Mission
  • Building a culture of innovation
  • Leveraging local and strategic partnerships
  • Identification of key stakeholders in the TIA
  • Shareholder grouping (civil society, parliament
    and DST)
  • Beneficiaries of the TIA offerings (NSI, SMEs,
    industry, and provincial and local government
    entities like IPAs, DFIs)
  • Internal stakeholders (Board, Employees)
  • Strategic partners (local and international)
  • Funders
  • Technology (developers, in-source)
  • Skills development, Systems and Processes
  • Define an appropriate RoI framework for the key
    stakeholder (shareholder)
  • Visible products of the public investments on
    technology innovation
  • Alignment with national priorities (addressing
    the national challenges)
  • Appropriate positioning and instruments to bridge
    the innovation chasm market alignment
  • Critical Tools to leverage support and
  • Communications
  • Strong positive branding

Strategic Architecture II Financial Perspective
  • Drives all four strategic objectives and the
  • Appropriately structured financial and
    non-financial interventions
  • Strategic Investment Portfolio will require
    additional funding
  • A new Budgeting Model (alignment between Strategy
    and Budget)
  • Spending patterns will not reflect the
    re-positioning vis a vis the innovation chasm
  • Optimal allocation of resources between regions
    and programs
  • Appropriate Return on Investment framework based
    on new KPIs
  • Investment Policy and Management Framework
  • Understanding the funding, business support and
    market ecosystem
  • Assessing performance of the TIA portfolio
  • A Treasury management capability to optimise cash
  • Increase leverage factor through appropriate
    financial instruments
  • Leveraged capital raising
  • Third party funds, co-funding and VC options
  • National Treasury
  • Exemptions (and Scheduling) issues
  • Revised Funding Model
  • Financial managements system (MSP, ERP, Audit)

Budget Forecast Notes BUDGET BUDGET BUDGET
  FY2010/2011 FY2011/2012 FY2012/2013
Income 1 587,700,000 652,730,000 705,353,800
Operations 2 45,946,737 48,703,541 51,625,754
Human Resources 3 89,835,277 86,429,566 92,411,605
Human Capital Development 4 16,399,802 21,644,990 22,943,690
Capital Expenditure 5 26,264,150 3,459,999 3,667,599
Investments 6 470,264,322 326,416,092 346,001,058
Marketing Communications 7 15,000,000 5,350,000 5,724,500
Total Expenditure 663,710,288 492,004,189 522,374,205
Net Suplus/Deficit (76,010,288) 160,725,811 182,979,595
Strategic Architecture III Innovation, Learning
and Growth
  • Based on the perspective that TIA is a knowledge
  • People and knowledge are its key assets
  • Provides template for organisational architecture
    including its design
  • Drives the key strategic pillars
  • Appropriate financial and non-financial
  • Human capital development for innovation
  • Addresses the challenge of building a new,
    performance focused TIA
  • A Knowledge Management framework using a shared
    language for both strategic coherence and
    internal operational integrity
  • Human Capital development (both internally and
  • Addressing the Innovation Chasm
  • Business Advisory Services for technology
    projects and start-ups
  • Centres of Competence
  • Appropriate in-bound technology modalities
  • Technology development infrastructure such as

Strategic Architecture IV Business Processes
  • Drives the Strategic Intent of building a world
    class innovation agency
  • Policy environment including procedures that are
    compliant with legislation
  • TIA Act
  • PFMA
  • Employment Equity Act
  • PAIA AND other relevant legislation
  • Performance Management framework, in line with
    the ME
  • Risk Management function
  • Internal and financial eliminate Audit failure
  • Master Systems Plan
  • Enterprise Resource Planning (ERP) system
  • Corporate Organogram (new paradigm defining
  • Structured Investment management (corporate
    finance, fund management)
  • Economist portfolio, with market sector focus
  • New business processes
  • Business process mapping
  • Drives efficiencies and better performance
  • Change management driver


TIA Functional overview
Assessment Recommendations
Corporate Services
Strategic Partnerships Enabling Services
Fund Management
Technology Development Innovation
Technology Commercialisation
Advocacy Capacity Development
Centres of Competence (CoCs)
Technology Nursery
Seed/Grant ------- Soft / Convertible Loans /
Equity ------- Venture Capital (PPPS)
Expert Services
Advisory Support services
International Resources
Receive, Assign, Assess
Biotech Health
Strategic Relationships
Commercial Business Expertise
Knowledge Management
Minerals Processing
Portfolio Management, Monitoring Evaluation
Special Purpose Vehicles (SPVs)
In-bound Tech Transfer
Marketing Communication
Risk Management
Infrastructure Management
Innovation for Social Impact (ISI)
Internal Audit

Technology Business Support and Advisory Services
(aka Nurseries)
In-bound Technology Transfer - Strengthening the
RD base and reducing the development risk -
In-bound Technology Transfer based on assessed
Mapping local assessed needs to (i) technologies
available offshore and (ii) local technology and
manufacturing capabilities
Increased RD and IP base
Improved manufacturing capabilities
Fast-tracked product development
Bridging the Innovation Chasm
Value added local technology Products services
Local IP and RD base
Research Development
  • Biotechnology Portfolio
  • Consolidated into one National Business Plan from
    the four merging entities
  • Initial Portfolio analysis performed underpins
    the consolidated Business Plan
  • Sector consolidation driven from a market
    definition e.g. health, agri, industrial
  • The investments/projects grouped into these
    definable market sectors
  • Each market sector strategy divided into
    sub-groups defining actual products, e.g. under
    health there are diagnostics, drugs and vaccines
  • The main market sector groupings have developed
  • Strategies for accelerated market entry, with a
    high level analysis of the global and South
    African markets
  • A pathway for consolidating investments/start-ups
    into critical mass initiatives
  • Framework for identifying a number of High
    impact projects for the Strategic Investment
  • To be managed on a multi-dimensional basis
    technological innovation vs. market/industry
  • Increased In-bound technology transfer and
    Technology Business Support and Advisory inputs
  • Increased funding/optimal capitalisation

  • Technology Stations Program
  • Focus is on SMEs, using the Universities of
    Technology as the base
  • Closest to the intentions of the Industrial
    Policy Action Plan
  • Provides engineering capabilities, required for
    industrialising the other high technology
    innovation portfolios
  • Key industrial clusters include
  • Agro-processing and Chemicals
  • Primary and Secondary Manufacturing
  • Tooling and Metal Casting
  • Human capital development for engineering and
    technical skills a key focus
  • Will provide a critical platform for
  • Strategic Investment portfolio, through the
    manufacturing capability
  • In-bound technology by increasing absorptive
    capacity of SMEs
  • Synergies with Biotechnology (starch and
    biofuels) and AMTS on production platforms
  • National coverage
  • Increase Technology Stations to underserved
    provinces and institutions
  • TIAs entry points into new regions

Expanding National Footprint
  • Forthcoming Initiatives (building on work done
    by the migrating entities)
  • Mpumalanga (Technology Station in
  • Northern Cape (Integrated Manufacturing Sector
    for Agro-food and Mining Industry)
  • North West negotiations with Royal Bafokeng
    Holdings will continue to establish a
    manufacturing advisory Center for SMEs supplying
    the mining industry and other sectors

  • Advanced Manufacturing Technology Strategy
  • Development of technology platforms that increase
    SAs competitive advantages in the following
  • Advanced Light Materials and Electronics
  • Advanced production Technologies
  • Predominant focus is applied research at Science
    Councils and HEIs
  • Funding modality is mainly research grants
  • Strong focus on human capital development
  • Partnership with industry (students for industry
  • Technology Transfer Vehicles
  • Technology diffusion vehicles such as FAB labs
    (culture of innovation)
  • Opportunity to link with the former Tshumisano
    programs for an integrated TIA Manufacturing
    Strategy (with both upstream and downstream
  • Innovation Fund capabilities will assist in
    providing strategic leadership

  • Oldest funding instrument in the TIA family
  • Predominantly seed funding a funder of last
    resort for technology start-ups
  • Provides a bridge to the Venture Capital industry
    by reducing the investment risk
  • No definite technology innovation sector focus,
    but recent focus on
  • Metals and Materials
  • Manufacturing
  • Renewable Energy technologies
  • Funding programs
  • Technology Advancement Program (TAP), developing
  • Missions in Technology (MiTech), generating new
    technology ideas
  • Patent Support Fund (PST)
  • Seed Fund, taking prototypes into the market
  • NIC, NICLE and SA Bio Plan, catalysing a culture
    of innovation
  • Strong IP and Commercialisation capabilities
  • Will provide an anchor for the TIA in these key
    operational requirements
  • Some highly visible investments (e.g. Joule)
  • Anchor for future TIA brand development

  • Programs defined in the TIA business case and
    migrating into TIA but
  • No clear mandate for the TIA around its future
    strategic inputs into these progams
  • Separate governance structures, possibly
    reporting directly to the DST principals
  • TIA to provide only operational function, with no
    control over performance issues from a value for
    money perspective
  • Fund management
  • HR management
  • Temporary arrangement until the Migration issues
    are resolved with the Shareholder (DST)
  • Health Innovation
  • Opportunity to integrate some elements into the
    Biotechnology Portfolio
  • Projects could migrate over time into either TIA
    or other Science Councils depending on
    development stage
  • Energy
  • Hydrogen SA, the business opportunity could be
    managed from the Innovation Fund
  • TIA needs to build internal capacity to
    understand the portfolio for optimal future
  • Grand Challenge, several components lend
    themselves to some TIA competencies
  • Planning for full migration should commence in
  • Market ready opportunities could be transferred
    sooner (Altergy)

Sector-driven strategies
  • Limited socio-economic impact of technology
    driven focus
  • For optimal socio-economic impact, TIAs
    interventions will be sector driven
  • Technology as a tool to impact on the sector and
    societal needs

Sector-driven strategiese.g. Health
  • 3 critical Sub-Saharan Africa heath-care issues
    HIV/AIDS, Tuberculosis and Malaria
  • TIA inheriting small, under-resourced health
    related technology projects
  • Consolidate and align activities into two
    operational companies (diagnostics and
  • Strategic relationships with pharmaceutical
    majors stimulate local pharmaceutical and
    diagnostics capabilities

Strategic Investment PortfolioHigh Impact
  • Clearly defined domestic market, pref. with a
    strong public sector pull (AMC)
  • Particularly national priorities such as health,
    education, rural development
  • Technology must be mature and IP possibly out of
  • Manufacturing bias
  • Ability of the in-house TIA
  • Commercialisation IP unit to negotiate
    technology transfer
  • Technology project managers to source, evaluate
    utility, and facilitate transfer from technology
    sources to SMEs
  • Availability of an appropriate local private
    sector company (preferably SME)
  • Focus will be on current investment/projects
    portfolio, with the In-Bound strategy filling the
    gaps in the IP to move through the chasm
  • Engineering capabilities required for product
    manufacturing provided by internal platforms such
    as Tshumisano and AMTS
  • Intensive mining of the inherited investment
  • TIA will develop and execute an Implementation
    Plan by Q4, FY2010/11
  • Will require additional funding

High Impact Projects I
  • Biotechnology Portfolio
  • Human Health (anti-infectives)
  • Opportunity to consolidate investments into IP
    families with a higher probability of market
  • Have identified iThemba Pharmaceuticals as an
    ideal vehicle to develop HIV and TB drugs
  • Recently concluded an agreement with GSK to
    license TB library
  • Discussion to license, at no upfront cost,
    several HIV drugs in late stage clinical
  • Developing a strategy to license several, already
    approved compounds with an intention to develop,
    long acting combination therapy
  • Very short lead times because the drugs are
    already approved
  • Leverage the medicinal chemistry capabilities of
    Emory University (Prof Denis Liotta)
  • The final piece of the Strategy is to utilise
    in-house TIA capabilities or in-bound technology
    to rapidly upscale manufacturing capability
  • Opportunity to utilise R D Tax incentives
  • Will require an industry partner with already
    existing marketing /sales channels and logistics
    infratsructure (main target is State business)

High Impact Projects II
  • Biotechnology
  • Human Health (Diagnostics)
  • Opportunity to consolidate existing
    projects/start ups into one company with critical
  • Existence of some manufacturing capacity within
    one of the investments
  • Leverage partnership with Foundation for
    Innovative New Diagnostics (FIND) to rapidly
    build a product portfolio of cost effective,
    modern diagnostics for infectious diseases
  • Address the most burdensome diseases like TB and
  • Improved outcomes
  • Cost effective
  • Better models and access
  • Expected lead time is less than 18 months
  • Requires DTi and DoH partnerships

High Impact Projects III
  • Biotechnology (Agri)
  • Production of industrial starch from cassava.
  • Location Makhathini Flats (Northen KZN)
  • Components of the project
  • Farming cassava
  • Factory for production of industrial starch
    (production of higher value modified starch could
    be considered at a later stage)
  • RD activities and partners involved
  • Plant breeding of improved cassava varieties for
    the production of industrial starch (ARC and
  • Plant material multiplication of selected
    varieties to generate enough material for
    approximately 10,000 ha.
  • One important aspect is the production of disease
    free initiation material using tissue culture)
    (PGBI consultants and PlantBio tissue culture
  • Business development
  • Feasibility study finalized (PGBI consultants).
    Shows financial viability under quite
    conservative assumptions with modest RoI (12)
  • Factory technology and expertise provided by
    NIVOBA (Netherlands)
  • Funding
  • RD funded 50 by PlantBio-TIA and IDC
  • Commercial project funded by IDC (equity and
  • NIVOBA as technical partner and option available
    for TIA to invest in any form.
  • Toongat-Hewlett has expressed interest in
    participating in the project (funding RD and
    investing in factory)

High Impact Projects IV
  • Biotechnology (Agri)
  • Bioethanol production from sugar cane
  • Location Makhathini Flats (Northern KZN)
  • Components of the project
  • Farming sugar cane commercially with contribution
    of small scale farming component
  • Factory for production of ethanol as biofuel
  • RD activities and partners involved
  • Plant breeding of improved sugar cane varieties
    for the production of ethanol (SASRI)
  • Plant breeding of sweet stem sorghum varieties
    (UKZN, ARC)
  • Plant material multiplication of selected
    varieties to generate enough material for several
    thousand ha.
  • Business development
  • Tongaat Hulett
  • Funding
  • Some RD aspects funded by PlantBio, SASRI, IDC,
  • Commercial project funded by IDC and
  • Rural development component
  • More than 10,000 ha of small scale farming
  • Direct industrial jobs in the order hundreds
  • Indirect job and business opportunities creation
    not defined but significant

High Impact Projects V
  • Biotechnology (Agri)
  • Bioethanol production from sugarbeet and another
    rotational crop
  • Location Cradock (Eastern Cape)
  • Components of the project
  • Commercial farming of sugar beet and
    complementary crop for rotation (candidates sweet
    stem sorghum, triticale grain) with contribution
    of small scale farming component
  • Factory for production of ethanol as biofuel from
    sweet crop biomass and grain
  • RD activities and partners involved
  • Plant breeding of improved triticale varieties
    adapted to SA conditions (U Stellenbosch)
  • Plant breeding of sweet stem sorghum varieties
    (UKZN, ARC)
  • PGBI, IDC, Sugarbeet SA. Prefeasibility study and
    bankable business plan finalized. Funding
  • Some RD aspects funded by PlantBio, IDC,
    Sugarbeet SA
  • Commercial project funded by IDC, CEF and
    Sugarbeet SA. PlantBio-TIA could negotiate option
    to invest
  • Rural development component
  • More than 10,000 ha of farming including small
    scale farmers
  • Direct industrial jobs in the order hundreds

High Impact Projects VI
  • Education (ICT)
  • Partner with KZN DoE and Ethekwini Municipality
    for pilot
  • Based on Ethekwinis connectivity (broadband
    network available in the townships)
  • Umlazi chosen as a location to connect the
    primary schools
  • Data Warehouse at the SmartExchange ICT Incubator
  • Robust, Netbooks (150) for educational content
    built for purpose
  • Content provided by DoE
  • Opportunity to develop other media like animation
  • Technology licensed from ITRI (Taiwan)
  • Local assembly opportunity (private sector
    partners identified)
  • Expected lead times 6-12 months

(No Transcript)
High Impact Projects Conclusions
  • Ring fenced budget
  • Ownership by the Board as a Strategic Programme
  • Managed by a Senior Manager
  • Continue to evaluate Portfolio for other
  • e.g. Fab Labs (for massification of technology
    and building culture of innovation)
  • Clear Board mandate on the target sectors
  • Formalised partnerships with relevant delivery
    departments like education
  • Provides entry point for setting up programs in
    the Regions (e.g. Free State
  • A Business Plan for this portfolio to be
    presented to the Board at its next meeting
  • Provides inputs for TIAs contribution to the
    mid-year Lekgotla

Operationalising TIA
  • Integration of 7 existing institutions
  • Board inaugurated in July 2009
  • CEO position advertised in August/September 2009
  • Interim CEO appointed October 2009
  • Comprehensive suite of operational policies (HR
    and Finance) finalised and approved in December
  • TIA Corporate Organogram approved by the Board
    December 2009
  • Migration Plans for three entities approved
    December 2009
  • Innovation Fund and Tshumisano Trust migrate to
    TIA in Jan 2010
  • NRF management contract for HR and Finance
  • AMTS migrates into TIA February 2010
  • Biotechnology Instruments (BRICs) to migrate 01
    April 2010

Recruitment Update
  • Search Partners International appointed to head
    hunt for the CEO
  • Process to be concluded by 1st Quarter FY2010
  • CFO and Enterprise Risk Manager appointed
  • Chief Economist, Chief Technology Innovation
    Officer, Chief People and Culture Officer, and
    Group Executives
  • Short-listed (interviews 23-25 March 2010)
  • Finance and People Culture portfolios posted
    internal recruitment commenced in February 2010
  • All placement to be concluded by 31 March 2010
  • Technology Innovation, Investment and Economist
    portfolios to be posted on Monday/Tuesday
  • All placements to be concluded by 30 April 2010
  • All appointments for the Central and three
    Provincial nodes will be concluded by 30 April

Operational Update
  • National office
  • Innovation Hub, Pretoria (consolidated space of
    BioPAD, Tshumisano)
  • Occupation 01 May 2010
  • Provincial offices
  • Gauteng, Centurion (IF)
  • KwaZulu-Natal, Durban (LIFElab)
  • Western Cape (CBT)
  • Negotiations underway with partners in
  • Free State (MoU)
  • Limpopo
  • Eastern Cape
  • Plans for NW, NC and Mpumalanga will be developed
    in FY2010/11
  • Other Issues
  • Finalise Operational Model (Q1)
  • Monitoring and Evaluation (ongoing)
  • Enterprise Performance Management (Q2)


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