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Business Plan for theHuman Sciences Research

Council: 2006/07

Business Plan for theHuman Sciences Research

Council: 2006/07Presentation to the Portfolio Committee on Science and Technology, 13 March 2006

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What we do: vision and mission

What we do: vision and mission The HSRC intends to become

a human and social sciences research council serving as a knowledge hub

where public policy and discourse on current and future challenges for South Africa and the African continent are independently researched, analysed and informed, and

where research-based solutions to human and social problems are developed

The HSRC is a non-partisan organisation that generates scientific knowledge through its

research and analytical work in the social and human sciences,

to provide critical and independent information to different role players, whether in policy development, media analysis, advocacy or in debates

so that they can make informed decisions

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The HSRC has engaged in critical self-evaluation in tandem with its restructuring initiatives and strategic planning, and as a backdrop to this business plan

The HSRC has engaged in critical self-evaluation in tandem with its restructuring initiatives and strategic planning, and as a backdrop to this business plan

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The following factors were identified which place the HSRC in a strong position to carry out

its mandate

The following factors were identified which place the HSRC in a strong position to carry out

its mandate It has a positive image as a credible, relevant, forward-looking and well- performing organisation among stakeholders, including funders

Its research areas are well aligned with national and international priorities relevant to socio-economic challenges on the African continent

It has a track record of high-quality research by well qualified staff in a well functioning organisation in terms of governance and delivery

It is endowed with excellent infrastructure, geographic location at multiple sites, a successful publishing house, and well-managed finances

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The organisation acknowledges its weaknesses, which it is

committed to address, such as

The organisation acknowledges its weaknesses, which it is

committed to address, such as Problems with staff retention,

particularly of black scientists Transformation challenges on the

demographic profile front Insufficiently developed staff

development and support programmes Insufficient buy-in in respect of

performance management systems Unstructured relationship with

universities and other research organisations

Inefficient IT system, an ageing plant and other Capex requirements

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However, there are huge opportunities for the

organisation to prosper, and include

However, there are huge opportunities for the

organisation to prosper, and include

Growing support by DST and government generally

Positive relationship with stakeholders, particularly elsewhere in Africa and abroad

Growing investment in R&D activities

The recent new initiatives in the restructured organisation, such as the PAU, with opportunities for real impact on ordinary people

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But then again, as for any other organisation, there are always threats to beware, usually of a financial nature, but also those events that may tend to undermine the public perception of the institution

But then again, as for any other organisation, there are always threats to beware, usually of a financial nature, but also those events that may tend to undermine the public perception of the institution

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Our public accountability compliance is exercised at

three levels

Our public accountability compliance is exercised at

three levels A shareholders’ compact which serves

as a contractual performance agreement between management and the Council (in compliance with a 2005 Cabinet decision)

Periodic institutional review, of which were the HSRC institutional review of 1997, the system-wide review of 1998 and the most recent institutional review of 2003

Planning, budgeting and reporting in accordance with the PMFA requirements

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The shareholders’ compact for 2006/07, to be reviewed annually,

encompasses the institutional objectives for

The shareholders’ compact for 2006/07, to be reviewed annually,

encompasses the institutional objectives for

Strategic planning, including how the HSRC intends to fulfill its mission and vision

Organizational development plans, including employment equity targets, staff development, procurement procedures and business partnerships

Operational planning including resource allocation, the budget, and organizational performance indicators

Corporate governance encompassing compliance with statutory requirements, risk management and strategic human resource management

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However, the 2003 Review Panel also identified new challenges that the HSRC must address in order to better serve the needs of the country and the region

However, the 2003 Review Panel also identified new challenges that the HSRC must address in order to better serve the needs of the country and the region

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These new challenges included

These new challenges included

Strengthening the admin support services and systems

Deepening organizational transformation with specific regard to gender and the demographic profile of the organization at senior levels

Developing research collaboration networks within the country and across the continent

Addressing the questions of intellectual property and the management of research data

Formulating the HSRC’s public purposes constituting ‘justification or warrant for receiving public funds’, for inclusion in a new HSRC Act

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The HSRC has acted on these recommendations by

The HSRC has acted on these recommendations by

Appointing task teams to follow up on each of the issues

Collaborating with the DST in the compilation of a draft Bill for a new HSRC Act submitted to Cabinet in 2005

The draft Bill emerged from a consultative process with input from Council, and from internal and external stakeholders

Later on in this address, I will comment briefly on what has been achieved in respect of the issues raised in the review

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I now turn to our organizational and management structure,

which consists of

I now turn to our organizational and management structure,

which consists of The HSRC Council, appointed by

the Minister to govern the organization

The CEO, appointed on a 5-year contract to manage the organization

The COO who oversees the Support Services

The Executive Directors who head research programmes and cross-cutting units

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The current Council

The current Council

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The following List of Research Areas provides an overview of the content of the HSRC Research Programmes

The following List of Research Areas provides an overview of the content of the HSRC Research Programmes

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HSRC Research AreasHSRC Research Areas Child, youth and

family development Research &

Development Democracy and human

rights Gender and

development Policy Analysis Society, Culture and

Identity Employment and

economic growth Skills Development Quality and Access of

Education Health Systems

Development

Urban change, city strategies & migration

Land, livelihoods & poverty reduction

Infrastructure & service delivery

Human development, environment & tourism

HIV/AIDS, TB and other public health priorities eg, Drinking and Driving, Suicide, Alcohol Misuse, Child maltreatment/neglect, and Mental Health

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Bridging the gap between Research and Policy : Policy

Analysis Unit

Bridging the gap between Research and Policy : Policy

Analysis Unit To produce Policy Briefs To produce State of the nation document To conduct impact assessment on policies and

programmes To coordinate the social transformation of the

human and social sciences programme of UNESCO (MOST)

To conduct high-level seminars, with national and international participation, on themes relating to the foremost challenges facing marginalized communities in Africa

To draw visiting scholars from universities in South Africa and elsewhere in Africa to look at specific problems and policies, with a view to developing what President Mbeki has called ‘African solutions to African problems’

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Turning now to institutional achievements to date, the HSRC has registered successes in some areas, and significant progress in others as detailed in the Business Plan

Turning now to institutional achievements to date, the HSRC has registered successes in some areas, and significant progress in others as detailed in the Business Plan

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With respect to institutional planning

With respect to institutional planning

The HSRC has finalized its new strategic vision and strategic organizational restructuring

It has articulated its public purposes in the draft Bill for a new Act now with Cabinet

It has identified the lot of marginalized communities as the overarching consideration in all its research endeavours, which includes such areas as HIV/AIDS, poverty, education and unemployment

It has placed Africa-wide collaboration at the centre of its research outreach and intellectual exchange

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With respect to the recommendations of the

2003 Review

With respect to the recommendations of the

2003 Review A Research Management System

(RMS) has been implemented to streamline admin systems, put in place a networked, integrated database, and facilitate HR and Finance procedures

In terms of a recent compact, Statistics SA will henceforth serve as the repository some of HSRC research data to ensure proper storage and enhanced accessibility

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Research Management System (RMS)

Research Management System (RMS)

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With regard to transformation, the HSRC has adopted a multi-

pronged strategy whereby, among other things

With regard to transformation, the HSRC has adopted a multi-

pronged strategy whereby, among other things

Gender awareness in research has been prioritized as a cross-cutting programme, and gender is a weighted criterion in staff appointments

The appointment, internal advancement, retention and career pathing of African and coloured staff to redress the HSRC demographic profile has been earmarked as a matter of high priority

A strategy has been put in place to ‘grow our own timber’ to create a pool of highly qualified African and coloured scientists as a resource for the HSRC and for the country as a whole

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On the question of the public purpose of the HSRC, the draft

Bill enumerates its components, among them:

On the question of the public purpose of the HSRC, the draft

Bill enumerates its components, among them:

To undertake fundamental and applied research, and to help build capacity and infrastructure for human science research in South Africa and beyond

To inform the effective making, implementation, monitoring and public debate of social policy

To support and foster research collaborations within South Africa and beyond

To focus on developmental needs of vulnerable and marginalized groups within society

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In response to the Review Panel recommendations, the HSRC conceived and implemented the ‘COUPE’ strategy

In response to the Review Panel recommendations, the HSRC conceived and implemented the ‘COUPE’ strategy

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The COUPE strategy is made up of the following elements The COUPE strategy is made up of the following elements

C for contracts and grants (to expand the HSRC’s funding base in a sustainable manner)

O for outreach (to improve external collaboration, thereby benefiting research capacity, quality and impact)

U for user needs (to ensure that our research remains relevant)

P for performance (focusing on improved organisational performance in terms of both equity and efficiency)

E for excellence in research

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The HSRC has performed well in all of the COUPE categories, as acknowledged in the 2003 Institutional Review Report in which it is observed that that ‘the HSRC is a different and better organization than it was in 1997’

The HSRC has performed well in all of the COUPE categories, as acknowledged in the 2003 Institutional Review Report in which it is observed that that ‘the HSRC is a different and better organization than it was in 1997’

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Performance 2000/01 to 2005/06

Performance 2000/01 to 2005/06

0

10

20

30

40

50

60

70

Contracts Outreach Users Performance –Equity

Performance –Efficiency

2000/01 base-line 2001/02 achievement 2002/03 achievement2003/04 achievement 2004/05 achievement 2005/06 achievement to date

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Contracts and grantsContracts and grants

0

50000

100000

150000

200000

250000

19

96

/97

19

97

/98

19

98

/99

19

99

/00

20

00

/01

20

01

/02

20

02

/03

20

03

/04

20

04

/05

20

05

/06

20

06

/07

20

07

/08

20

08

/09

Years

R'0

00 Parliamentary Grants

External Earnings

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Performance equityPerformance equity

0

10

20

30

40

50

60

% Black researchstaff

% African % Coloured % Indian

2004/5 achievement 2005/6 achievement to date

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Reports of Original Research

Reports of Original Research

HSRC’s Research Outputs • 100 peer-Reviewed Journal articles

published in 2004/5• 118 Books and chapters in books

published in 2004/5• 100 Reports (government & other

sources)• 32 Newsletter articles:• Review• 105 Conference proceedings and

abstracts• Bibliographic databases

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Examples of Research that informs Policy

Examples of Research that informs Policy

Kraak, A (2005) ‘The Challenge of the ‘Second Economy’ in South Africa: the contribution of skills development’, Journal of Vocational Education and Training, 57 (3).

Kahn, M.J. and Blankley, W. (2005) ‘The changing face of South Africa’s national system of innovation, 1991–2001' Industry and Higher Education April 2005 pp 121-130

Shisana, et al: (2005) ‘South African HIV Prevalence, HIV incidence and Behaviour and Communication Survey, ‘ HSRC press.

Potgieter CA, Pillay R, Van Niekerk T & Rama S (2005) Women, Development & Transport in Rural Eastern Cape, South Africa, Human Sciences Research Council Press (in press) Pretoria: South Africa

State of the Nation Richter, L., Panday, S., Emmett, T., Makiwane, M., du Toit, R.,

Brookes, H., Potgieter, C., Altman, M, and Makhura, M. 2005. The status of the youth report 2003. Commissioned by the Umsobomvu Youth Fund.

Poverty Pockets in Gauteng: How Migration Impacts Poverty, Report tothe Gauteng Intersectoral Development Unit, Urban Rural and EconomicDevelopment (URED), Human Sciences Research Council (HSRC), Pretoria,August 2005.

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Centre for Science, Technology and Innovation Indicators

Centre for Science, Technology and Innovation Indicators

• CeSTII – established on DST ring-fenced grant• Mandate - conduct S&T surveys, build and maintain

capacity; support a network of excellence in S&T policy

• Activities: R&D Surveys (Official Statistics); 1st official Innovation Survey; S&T policy analysis

• Impacts: • Generate indicators and evidence-based policy briefs that

inform S&T planning for DST and other Departments• Seminal work on mobility of R&D personnel• Development of S&T policy with AU/NEPAD• Recognition of SA S&T Indicators by OECD• Promote international standing of SA

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HIV/AIDS ResearchHIV/AIDS Research

Nelson Mandela/HSRC Study of HIV/AIDSSouth African National HIV Prevalence,Behavioural Risks and Mass MediaHousehold Survey 2002

HIV PREVALENCE, INCIDENCE, BEHAVIOUR AND COMMUNICATION SURVEY 2005

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4.06.4

14.210.3

17.523.323.3

12.1

6.0

3.23.2 3.73.0

7.58.7

12.4

19.3

26.0

33.3

23.9

9.4

3.5

0

5

10

15

20

25

30

35

40

45

2 - 14 15 – 19 20 – 24 25 – 29 30 – 34 35 – 39 40 – 44 45 – 49 50 – 54 55 – 59 60 andabove

Age group (years)

HIV

Pos

itive

(%)

Males Females

HIV prevalence by sex and age: 2005HIV prevalence by sex and age: 2005

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GOVERNMENT STATEMENT ON THE NELSON MANDELA/HSRC

STUDY ON HIV AND AIDS30 November 2005

GOVERNMENT STATEMENT ON THE NELSON MANDELA/HSRC

STUDY ON HIV AND AIDS30 November 2005

“Government notes the results of the survey by the HSRC and Nelson Mandela Foundation released earlier today. The results give both a cause for hope as well as a reason to intensify action to combat HIV and AIDS through implementation of our Comprehensive Plan for Management, Care and Treatment of HIV and AIDS. “

“As part of our activities to mark 2006 as “the year of accelerated HIV and AIDS prevention”, government will intensify its interventions targeted at particular risk groups highlighted by the report including people between ages of 25-29 years and those older than 50. “

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Infrastructure and Service Delivery

Infrastructure and Service Delivery

Service delivery is crucial to alleviating poverty and lessening inequality, but is poorly measured;

This project measures service delivery against the objectives and targets set out in the State of the Nation address;

Objective and verifiable measurements of delivery in water, sanitation, electricity, etc, are made from national surveys, backlogs computed, and projections made on the basis of the existing trends in delivery and household projections;

The method involved projections which uncovered important anomalies in the weighting of households in national surveys which have to be resolved to derive accurate statistics;

The study has had a high level impact: StatsSA is working on weighting national surveys to reflect consistent trends in household growth;

The work has highlighted the need for additional resources to meet national targets and the MDG in South Africa.

Putting numbers to the scorecard: presidential targets and the state of delivery. Chapter 1 in State of the Nation, South Africa 2005-2006. 2006. (ed) Sakhela Buhlungu, John Daniel, Roger Southall, and Jessica Lutchman, pp11-45, (with Michael O’Donovan).

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STUDY OF LAND DEMAND AND ATTITUDE TOWARDS LAND REFORM

STUDY OF LAND DEMAND AND ATTITUDE TOWARDS LAND REFORM

• Survey in three provinces, covering rural and urban dwellers.

• Covering household heads and non household heads, women and men, youth to elderly.

• Selected findings:

• total land demanded in three provinces exceeds commercial farmland by factor of three;• however, approximately 10% of respondents account for 80% of land demanded;• major reason for wanting land is ‘to grow food’.

• Policy Impact

• DLA moving to adopt study, because no other rigorous statistics on land demand;• provide evidence in support of emerging policy on production corridors.

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Employment and Economic GrowthEmployment and Economic Growth

Macro-economic scenarios, in respect of fiscal balance, external balance, exchange rates, wages, inflation, etc

The Industrial path currently and potentially, with consideration to the balance between agriculture, mining, manufacturing and services, and the respective role of international trade versus domestic circulation.

The informal economy and low wage economy The labour market, in respect of demographics,

HIV/AIDS, skills supply, wages, mobility, etc Commercial infrastructure – in respect of critical

minimum price and quality of transport, telecommunications and energy in particular.

Social infrastructure delivery – relying on a range of sources including recently commissioned studies by DPLG assessing backlogs, indigent policy, and the impact of free basic services.

Poverty and income profiling, pushing forward the HSRC’s work on the social wage.

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Collaborating with Tertiary Education

Institution

Collaborating with Tertiary Education

Institution sabbaticals, joint lecturing, joint appointments, post-doctoral fellowships, post-graduate research training, joint research collaborations, and building research and human

resource capacity in the common pursuit to address economic, cultural, and social innovation and development.

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Recent examples of collaboration between HSRC and Universities

Recent examples of collaboration between HSRC and Universities Student Retention and Graduate Destinations

study, undertaken with permission obtained via HESA and

Department of Education, in collaboration with CHE, Association for Black

Empowerment in Higher Education (ABEHE) with experts from HEIs on advisory panel

University-led projects, HSRC subcontracted (e.g. HSRC subcontracted by UKZN)

HSRC-led projects, universities or units subcontracted (e.g. SATPOR with various collaborating science councils and universities)

Joint projects forming part of larger research programme (e.g. projects on Teacher Education)

Joint appointments and collaboration to support internship training

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Collaboration with the rest of Africa and the world is a high

priority public purpose. To this end, the HSRC seeks

Collaboration with the rest of Africa and the world is a high

priority public purpose. To this end, the HSRC seeks

To establish an International Liaison Unit in the office of the CEO

To strengthen its existing international links, such as SAHARA and CODESRIA to address the Millennium Development Goals

To undertake joint projects and produce joint publications with individual researchers and institutions in Africa (SADC in particular)

To work on projects funded by the UN, UNDP, WHO and UNICEF

To collaborate with Africa on the basis of equal partnership and mutual respect

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In order to execute these broad mandates, the HSRC will need

to ensure its financial sustainability, through the

following initiatives

In order to execute these broad mandates, the HSRC will need

to ensure its financial sustainability, through the

following initiatives Seeking increased levels of

Parliamentary funding, and dedicated funding from government departments

Securing multi-year research grants Putting in place a new and effective

marketing strategy built on careful management of stakeholder relations

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With regard to its major goals for the next 5 years, the HSRC

has set itself quantifiable targets set out in detail in the Business Plan. These will be monitored in the context of

With regard to its major goals for the next 5 years, the HSRC

has set itself quantifiable targets set out in detail in the Business Plan. These will be monitored in the context of

The provisions of the Shareholders’ Compact

The Council-approved KPIs and targets, in accordance with the ‘Balanced Scorecard’ reporting set by DST and NACI

Data developed from the RMS Various for where the budget is discussed

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Turning now to some highlights from the Budget for 2006/07 Financial Year Turning now to some highlights from the Budget for 2006/07 Financial Year

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The HSRC Parliamentary grant’s allocation was

informed by

The HSRC Parliamentary grant’s allocation was

informed by In-depth discussions of performance-

based funding targets with EDs and heads of departments and cross-cutters

Strategic organizational priorities and business objectives

A new financing model aimed at reducing overhead costs for research activities in 2006/07

Acknowledgement that this model would result in slowing down of the rate of growth of overall turnover

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Parliamentary Grant 2006/07

Parliamentary Grant 2006/07

HSRC Parliamentary grant allocation 2006/07 R’000

2007/08 R’000

2008/09 R’000

Baseline 97 038 101 889 107 391 R&D Indicators (ring-fenced) 5 500 5 725 6 980 DST Policy Analysis Unit (ring-fenced) 5 000 10 000 10 000 Total PG allocation 107 538 117 614 124 371 14% VAT on total PG 15 055 16 466 17 412 Current VAT adjustment 12 335 12 335 12 335 VAT shortfall 2 720 4 131 5 077

The budget presented with this business plan assumes that the VAT shortfall of R2,7 million will be adjusted

The HSRC will invest R69,3 million (64% of its total Parliamentary grant allocation of R107,5 million) in new and continuing research activities

The remaining portion of parliamentary allocation is invested in Council-specific activities and Capex

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2004/05 2005/06 2005/06 2006/07 2007/08 2008/09Full year December Est. Full year Budget Budget Budget

R’000 R’000 R’000 R’000 R’000 R’000 REVENUEResearch revenue 136 607 86 939 136 686 152 086 159 234 166 718 Parliamentary grant 79 198 63 344 84 458 97 038 101 889 107 391 Parliamentary grant ring fenced 4 000 3 375 4 500 10 500 15 725 16 980 Other income 17 603 9 738 12 984 13 594 14 233 14 902 Total Revenue 237 408 163 395 238 628 273 218 291 081 305 991

EXPENDITURE Research cost (63 314) (43 124) (55 121) (63 373) (67 517) (70 975) Administrative expenses (60 676) (42 042) (56 374) (64 814) (69 051) (72 588) Staff costs (89 721) (74 652) (104 965) (120 679) (128 569) (135 155) Other operating expenses (12 720) (8 407) (15 939) (18 325) (19 524) (20 524) Depreciation (6 183) (3 932) (5 242) (6 027) (6 421) (6 750) Total Expenditure (232 614) (172 157) (237 643) (273 218) (291 081) (305 991)

Surplus/(deficit) for the year 4 794 (8 762) 985 - - -

INCOME STATEMENT HSRC BUDGET 2006/07

The external research earnings target for 2006/07 is R152 million As a percentage of total research earnings of R259 million (external earnings,

ring-fenced earnings and baseline Parliamentary grant allocation), the R97 million received under the rubric of “baseline Parliamentary grant” represents just over 37% of total research earnings

If ring-fenced funding is added to the baseline allocation, the target of 40% set in earlier strategic planning documents is met

The total budget for 2006/07 is R273 million, an increase of 16% in relation to the R236 million for 2005/06

This increase can be explained if one considers that new initiatives in the form of cross-cutting units will also have to earn external funds to enable them to deliver on their intended objectives

The new fundraising strategy of the HSRC intends to support initiatives that will enable institutional approaches to potential funders, particularly those that would consider longer-term funding for specific research or cross-cutting initiatives

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Key programme activities for which DST support is sought are

detailed in annexure B to the Business Plan, and can be

recapped as follows

Key programme activities for which DST support is sought are

detailed in annexure B to the Business Plan, and can be

recapped as follows Free education in South Africa (Dr Anil Kanjee) in

response to request by Minister of Education: R1 779 000

Centre for Science, Technology and Innovation Indicators (CESTII) for Science (Professor Michael Khan) commissioned by DST: R2 000 000

Assessing the impact of HIV/AIDS prevention and care programmes (Dr Thomas Rehle) R2 054 000

Assessing the impact of gender policies and interventions in South Africa (Professor Cheryl Potgieter) R1 500 000

Impact assessment: Millennium Development Goals 1-7: R 600 000

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Expense Budget 2006/07 Expense Budget 2006/07

The cost structure of the HSRC will grow at the same rate as the income target

Research and administration costs make up R128,1 million or 47% of the total cost budget

Other operating cost and depreciation add up to R24,3 million or 9% of the total cost budge

The staff costs of the HSRC are for the 2006/07 financial year and exceed the total baseline grant and ring-fenced allocations for the year

Permanent staff costs (total staff 286) are projected at R120 million, representing 44% of the total cost budget for the year

Additional skills required in the course of the year will be contracted in on short-term, project-based assignments

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Balance Sheet 2006/07Balance Sheet 2006/07

2004/05 2005/06 2005/06 2006/07Full year December Est. Full year Budget

R’000 R’000 R’000 R’000 ASSETS

Non-current assets Property, plant and equipment 49 494 48 990 48 319 51 294

49 494 48 990 48 319 51 294 Current assetsInventory 1 474 1 474 1 474 1 474 Trade and other receivables 33 603 8 095 25 328 22 647 Prepayments and advances 128 - - - Cash and cash equivalents 30 375 39 729 8 929 4 868

65 580 49 299 35 730 28 989 TOTAL ASSETS 115 074 98 289 84 050 80 283

EQUITY AND LIABILITIES

Capital and reserves Capital and income funds 46 994 23 180 45 259 45 259 Deferred income 5 003 5 003 6 957 5 865

51 997 28 184 52 216 51 124

LIABILITIESNon-current liabilitiesProvisions 7 472 11 153 14 870 15 569

7 472 11 153 14 870 15 569

Current liabilitiesTrade and other payables 9 899 24 757 9 903 11 111 Income received in advance 45 706 34 195 7 060 2 478

55 605 58 952 16 963 13 589 Total equity and liabilities 115 074 98 289 84 049 80 283

Balance Sheet HSRC BUDGET 2006/07

Non Current Assets grow after estimated investment of R4 million

Inventory is Publication stock

Cash and cash equivalents are retained on behalf of donors –Cash received in advance

Capital and Reserves represent the Current account, Capital investment in the building and Deferred Income

Provisions are salary related and increase because of salary increase

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In summary, the HSRC objectives and thrusts for the next five years can be summed up in the acronym ‘PAITECS’

standing for

In summary, the HSRC objectives and thrusts for the next five years can be summed up in the acronym ‘PAITECS’

standing for P = Public Purpose (includes mandate and

accountability) A = Africa Outreach and collaboration I = Implementation Networks T = Transformation (includes equity;

representativeness; poverty alleviation) E = Excellence (as evidenced by publications,

peer review) C = Capacity Building S = Sustainability (includes contracts and donor

funding recruitment)

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Thank you very muchThank you very much