SANBio Business Plan 2014–2018 SANBio

SANBio Business Plan 2014–2018 Business Plan 2013–2018

Contents

Contents 1 PAGE NOS TO Acronyms 3 BE UPDATED Executive Summary 4 Sumário Executivo 4

Chapter 1 SANBio Strategic Objectives 9 1.1 Background 9 1.1.1 Rationale for the Business Plan 9 1.1.2 SANBio has made significant progress 10 1.1.3 International Cooperation Partner support 12 1.1.4 Challenges remaining 12 1.1.5 Business Plan outline 12 1.2 Vision and Strategy 13 1.3 Mission, Core Functions and Expected Outputs 13

Chapter 2 Situational Analysis 15 2.1 Global Context 15 2.1.1 Over view 15 2.1.2 Global Biosciences industry 15 2.1.3 Global R&D spending 15 2.2 African Context 15 2.2.1 Overview 15 2.2.2 R&D investment in Africa 16 2.2.3 Human capacity development 16 2.2.4 Private-sector involvement 17 2.3 SADC Regional Context 15 2.3.1 Overview 16 2.3.2 R&D investment in SADC region 16 2.3.3 Innovation Systems in Southern Africa 16 2.3.4 Human capacity development 16 2.3.5 International Cooperation Partners 16 2.3.6 Collaberation 15 2.4 African Context 15 2.4.1 AU Nepad policies and priorities 20 2.4.2 SADC Policy Framework and priority areas 20 2.4.3 National development strategies 22 2.5 Themes Emerging from Situational Analysis 22

SANBIO BUSINESS PLAN 2013 – 2018 1 Chapter 3 Business Model 24 3.1 Guiding Principles 24 3.1.1 A transparent collaborative, regionally-focussed initiative 24 3.1.2 ‘Hub-Node’ Network Model 25 3.1.3 Committed to the active participation of key stakeholders 25 3.1.4 Demand-driven 25 3.1.5 Results-oriented 25 3.1.6 Member states need to benefit from as well as contribute to SANBio initiatives 26 3.1.7 Transparency of criteria 26 3.2 Key Stakeholders 26 3.3 Programmes, Objectives and Targets 28 3.3.1 Programme 1: Research, development and innovation 28 3.3.2 Programme 2: Strengthen human capacity development, infrastructure and policy support 30 3.3.3 Programme 3: Enabling environment and financial sustainability 32 3.4 Forging Partnerships 36 3.5 Critical Issues for Implementation 37 Chapter 4 Network Governance 38 4.1 Overview 38 4.2 SANBio Network – Roles and Responsibilities 39 4.2.1 Member States 39 4.2.2 NEPAD Agency 39 4.2.3 SADC Secretariat 39 4.2.4 SANBio Steering Committee 39 4.2.5 SANBio Secretariat 41 4.2.6 SANBio Hub (The CSIR) 42 4.2.7 SANBio Nodes 42 Chapter 5 Financial and Implementation Framework 44 5.1 Network Budget and Revenues 2005-2013 44 5.1.1 Network budget estimates 2013-2018 44 5.1.2 Network revenue requirements 2013-2018 45 5.2 Implementation Framework 46 5.3 Monitoring & Evaluation 46 APPENDIX 1 SANBio Organogram 47 APPENDIX 2 Implementation Framework 48 APPENDIX 3 Logical Framework 50

2 SANBIO BUSINESS PLAN 2013 – 2018 Acronyms

ABI African Biosciences Initiative GERD Gross Domestic Expenditures on Research & Development ABNE African Biosafety Network of Expertise (ABI) ICP International Cooperation Partners

AIDA Accelerated Industrial Development of Africa ILRI International Livestock Research Institute, Kenya AMCOST African Ministerial Council on Science & Technology NABNet North Africa Biosciences Network (ABI)

APR Annual Performance Reports NARS National Agricultural Research System

AWP Annual Work Plans NEPAD New Partnership for Africa’s Development AU African Union PMPA Pharmaceutical Manufacturing Plan for Africa BRIC Brazil, Russia, India and China R&D Research and Development BecANet Biosciences Eastern and REC An African Regional Economic Community Central Africa Network (ABI) RISDP Regional Indicative Strategic Development Plan BioFISA Finnish-Southern Africa Partnership Programme to Strengthen SANBio (SADC)

CIDA Canadian International Development Agency RMS Results Management System

COMESA Common Market for Eastern and SANBio Southern Africa Network for Biosciences (ABI) Southern Africa (an African REC) S&T Science and Technology CPA AMCOST’s Science and Technology SADC Southern African Development Community Consolidated Plan of Action (an African REC) CSIR Council for Scientific and Industrial Research, SAP South Africa Scientific Advisory Panel

CAADP Comprehensive Africa Agriculture SIDA Swedish International Development Development Programme Cooperation Agency

DFiD Department for International Development STI Science, Technology and Innovation

ECOWAS Economic Community of West African UNESCO United Nations Educational, Scientific and States (an African REC) Cultural Organisation

GDP Gross Domestic Product WABNet West Africa Biosciences Network (ABI)

SANBIO BUSINESS PLAN 2013 – 2018 3 4 SANBIO BUSINESS PLAN 2013 – 2018 Executive Summary

he Southern Africa Network for Biosciences 3 Pursue sustainable programme support SANBio (SANBio) provides a shared research, development T 4 Strengthen the network and networking and innovation platform for working collaboratively Vision to to address some of Southern Africa’s key biosciences 5 Demonstrate results and impacts. 2018: issues in health, nutrition and health-related intervention areas such as agriculture and environment. PROFILE To be a SANBio was established in 2005 under the New globally Partnership for Africa’s Development (NEPAD), as SANBio was established in 2005. Its Mission is: one of five networks established under the African recognised SANBio Mission Biosciences Initiative (ABI) to cover the SADC region. biosciences To facilitate innovation in support of the development This document is SANBio’s Business Plan for the of a knowledge economy in Southern Africa: network for 2013-2018 period. The Business Plan derives from, • supporting an effective and dynamic regional improved and is in accordance with, the ABI Strategic Plan. research network; It sets out a new Vision for SANBio, establishes livelihoods • enhancing human and infrastructure capacity; expected measurable results, updates the governance and in Southern arrangements, establishes the extent of resources • developing and commercialising innovation Africa. that will have to be mobilised for SANBio to be fully products in health and nutrition. successful, and is targeted at maintaining close ties with key stakeholders.

SANBio’s Mission is pursued through three VISION AND STRATEGIC INTENT core functions:

SANBio Vision to 2018 1 Research, development and innovation; To be a globally recognised biosciences Network 2 Increasing capacity (both of human resources and for improved livelihoods in Southern Africa. infrastructure); and

This vision has SANBio becoming self-sustaining while 3 Network development. delivering and demonstrating concrete and valuable SANBio operates with a multi-country, regional results. A five point Strategy has been adopted to approach, with all project efforts involving at least achieve the Vision: three countries since so many development problems transcend borders. It consists of a regional hub (the 1 Focus on practical, development-oriented research CSIR) and a number of nodes. Network operations 2 Boost Southern African biosciences research are facilitated by the SANBio Hub which hosts the capacity secretariat on behalf of all the stakeholders.

SANBIO BUSINESS PLAN 2013 – 2018 5 Unfortunately, THE FIRST SIX YEARS exotic fish species, waste discharge and land degradation in rivers was generated through During its first six years, SANBio has helped to the sum of all fish biodiversity studies on two rivers in Zambia address some of the fundamental needs of Southern and Malawi. The data is critical in beginning to SANBio efforts Africa in the area of biosciences. The achievements understand the behaviour of fish during flooding pale against include a range of positive research results, human caused by climate change; and the magnitude capacity enhancement, infrastructure upgrading, and continuing International Cooperation Partner v Mushroom capsules have been developed of the need. (ICP) support notably the Finnish-Southern Africa as a food supplement. Farmers have been trained in Swaziland, Malawi and Namibia on As the Partnership Programme (BioFISA) which has already invested approximately €3.9 million, among others. quality control in production of mushrooms and UNESCO The hub-node delivery model has proven to be both a technoparks have been established to support Science worthy and scalable approach for increasing Southern the communities. This is a critical food security African research and development (R&D). The level intervention considering the rampant malnutrition Report 2010 problem in Southern Africa. of progress was helped by the strong ABI brand observed, recognition as an African Initiative. The SANBio Network has also increased the capacity of several institutions and individual scientists in the even with There have also been a number of key lessons learnt: region to conduct biosciences-related research in the abundant • collaboration is possible; Africa and increased human capacity by training natural and • there are pockets of competency and excellence about 40 students at MSc and PhD level. More than throughout the region; 19 countries benefited from specialised skills courses human and vocational courses. SANBio has also upgraded • information exchange does not happen naturally; resources, research facilities in more than six countries. • governance needs more attention; Africa is at a • levels of awareness are still low among key CHALLENGES REMAINING comparative stakeholders; and Unfortunately, the sum of all SANBio efforts pale against the magnitude of the need. As the UNESCO disadvantage • stakeholder consultations plays an Science Report 2010 (p.280) observed, even with the important role. with regard to abundant natural and human resources, Africa is at a development A number of research and development initiatives have comparative disadvantage with regard to development been undertaken, some of which are nearing product because of low investment in science and technology. because of development stage. Most notable of low investment these are: While an understanding appears to be emerging among African governments that research and in science and i An anti-HIV traditional remedy is undergoing development is critical for economic development, phase 1 clinical trial study commissioned in technology. there is not yet sufficient support for such efforts. Zambia after successful preclinical studies. In Southern Africa, only South Africa is nearing the The Zambian government has localised the project continental target of a 1% GERD/GDP ratio, with and fully taken over the funding of the studies most other countries investing much below that level going forward; (ibid., p. 278). ii A farmer-driven stock remedy for controlling ticks Because of the of low levels of investment in R&D, in livestock has been integrated into the poor policy harmonisation among member countries tick management programme in Zambia; and negligible involvement of private sector in iii A plant-based, scalable production system for R&D, Southern Africa will continue to need external anti-HIV microbicides was developed in South support and stimulation in research capacity building. Africa, aimed at empowering women with However, the conditions for getting such support are effective, affordable methods that protect them continually being raised as International Cooperation against HIV infections; Partners want to see more commitment from Member iv Useful information on the impact of introducing States, transparent and accountable systems, and a focus on results.

6 SANBIO BUSINESS PLAN 2013 – 2018 Executive Summary

The current Business Plan was developed against this which SANBio operates and is involved in SANBio background. overall coordination, strategic direction, support resource mobilisation, results monitoring and needs to PROGRAMMES facilitates reporting of SANBio progress at relevant operate continental ministerial forums; The strategies are enacted through SANBio’s as a truly three programmes: • The SADC Secretariat brings a regional perspective cooperative to SANBio, identifies and coordinates key 1 Research, Development and Innovation – targeted collaborative activities, supports resource to achieving a minimum of $40 million research venture with mobilisation and facilitates reporting portfolio in the Network and at least two products regional input of SANBio progress at relevant regional ministerial reaching the end user; forums; as “part of 2 Increasing Capacity – targeted to having at least $5 million allocated to supporting people for • The SANBio Steering Committee is responsible for its DNA”. postgraduate degrees, enhancing skills in targeted ensuring that Member States are well represented support areas, and at least $25 million and appropriately direct Network development, as in infrastructure support; well as facilitate SANBio operations and resource mobilisation efforts. The Steering Committee 3 Management and Financial Sustainability – targeted consists of one representative from each of the to mobilising at least $80 million, with 20% from Member States, appointed by the appropriate Member States, ensuring quarterly reporting of Science Ministry, and one representative each from results, having the Secretariat, Hub and Nodes the NEPAD Agency, the SADC Secretariat and fully operational, and having an extensive the CSIR. Members are expected to be sufficiently collaboration within and outside senior in their organisations to make substantive the network. contributions and commitments, and in conjunction These programmes each have a series of intiative with the SANBio Secretariat, provide a mechanism for achieving their targets. for independent review of Network proposals and progress; MONITORING AND EVALUATION (M&E) • The SANBio Secretariat is headed by a Network A complete results management system has been Manager and is responsible for the effective and designed and adopted by ABI, and is available efficient management of the Network, the delivery for adaptation and adoption by SANBio, with the of its programmes and raising sufficient resources support of the NEPAD Agency. The System establishes to achieve SANBio’s Vision and, in conjunction a practical, consistent and systematic approach to with the SANBio Steering Committee, provides a collecting, analysing, utilising and reporting on the mechanism for independent review of Network performance of SANBio’s programmes and activities. proposals GOVERNANCE and progress. SANBio needs to operate as a truly cooperative • The SANBio Hub (the CSIR) hosts and provides venture with regional input as “part of its DNA”. financial management and operational support Accordingly, this Business Plan provides greater clarity to the Secretariat. The CSIR employs the Network regarding responsibilities and accountabilities in the Secretariat staff on the recommendation of governance and management of the network: the SANBio Steering Committee; serves as the contracting party with nodes, Secretariat staff and • The Member States own the Network, participate ICPs, and supports resource mobilisation efforts. in resource mobilisation and play a prominent role In consultation with the SANBio Secretariat and in facilitating the establishment of an enabling NEPAD, the Hub ensures that there are structures environment for Biosciences development in their and systems that supports transparent, independent countries and throughout Southern Africa; review of Network proposals and progress. • The NEPAD Agency provides the ‘brand’ under

SANBIO BUSINESS PLAN 2013 – 2018 7 The focus • The SANBio nodes are critical to Network success • advocating to Member States for increased by providing access to infrastructure and expertise, investment in biosciences R&D; of SANBio reporting to the Secretariat on Node activities and • aligning work programming with potential participating in regional research, development during the supporters; and and innovation activities. early stages of • coordinating with other NEPAD Agency and SADC this business EXPENDITURE/REVENUE TARGETS resource mobilisation efforts. planning To meet programme targets, the SANBio Network The likelihood of success in this endeavour, if properly (Hub and Nodes) forecasts a consolidated budget carried out, is high. Firstly, SANBio has already period will of $80 million – approximately $40 million for produced tangible outputs and has established be on research, Development and Innovation, $30 million visibility and some brand recognition. Secondly, for Infrastructure (human and physical) and $10 million SANBio has demonstrated (alone and as part of ABI) mounting a to support the achievement of Management and its relevance to the development agenda of the region. substantial Financial Sustainability. The revenue targets, Thirdly, the CSIR is a successful and highly credible by source, are 20% from Member States ($16 million), organisation. Finally, most International Cooperation effort to raise primarily as hosts (including in-kind contributions), Partners appreciate the crucial role of R&D in spurring resources for 35% Bilateral Support ($28 million), 30% from economic growth – without greater R&D effort Africa’s Multilateral Sources ($24 million) and 15% in development path will continue to be slow. sustaining revenues generated by hub and node co-funding programme and other revenue-generating activities ($12 million). IMPLEMENTATION implement- This Business Plan sets out directions and expected RESOURCE MOBILISATION ation. results for SANBio to 2018 and forms the basis for The focus of SANBio during the early stages of this ensuring consistency in communicating themes and business planning period will be on mounting a priorities. It helps to identify work packages that could substantial effort to raise resources for sustaining be supported by Member States and International programme implementation. This effort will Cooperation Partners. The Business Plan also provides be undertaken by the Secretariat and hub, in the common framework and rationale for mobilising collaboration with the Nodes, the Member States, resources. As a Business Plan, this document does SADC and NEPAD Agency. Resources are expected not contain implementation details. These details to be in place by late 2013 to initiate this effort – appear in SANBio’s Annual Work Plans (AWP) and core funding from the Government of South Africa Annual Performance Reports (APR). These two and the commencement of BioFISA Phase 2 which is reports are also critical elements of the Results expected to be targeted to supporting the SANBio’s Management System. sustainability efforts. CONCLUSION In order to raise sufficient levels of programme funding, this Business Plan sets out a set of eight key initiatives This Business Plan is based on the understanding for doing so, including: that the groundwork has been laid over the past eight years for a major lift-off and expansion – due • actively soliciting financial support from and to both the continuing need for this effort and the partnerships with key target groups; demonstrated capacities, capabilities and interest to • exploring new ways of raising revenues; do so. With successful pursuance of this approach, • exploring the feasibility of regular Member State SANBio will be well placed to become a strong force contributions; for biosciences R&D and economic development in Southern Africa. • seeking more strategic partnerships; • providing training to node personnel on key areas of resource mobilisation;

8 SANBIO BUSINESS PLAN 2013 – 2018 Plano de Negócios da SANBio

Rede para as Biociências da África Austral

Plano de Negócios 2013–2018

Novembro 2013

SANBIO BUSINESS PLAN 2013–2018 9 PERFIL Sumário Executivo A SANBio foi estabelicida em 2005 e a sua A Rede para as Biociências da África Austral Missão é: (SANBio) fornece uma plataforma de pesquisa, desenvolvimento e inovação compartilhada para Missão da SANBio trabalhar de forma colaborativa para resolver Facilitar a inovação para apoiar o algumas das questões principais da Biociências da desenvolvimento de uma economia de África Austral no ramo da saúde, nutrição e áreas conhecimento na África Austral: de intervenção relacionadas com a saúde tais como a agricultura e o meio ambiente. A SANBio • apoiar uma rede eficaz e dinâmica de pesquisa regional; foi criada em 2005 sob a Nova Parceria para o Desenvolvimento de África (NEPAD), como uma das • reforçar a capacidade de infra-estrutura humana; e cinco redes estabelecidas ao abrigo da Iniciativa de Biociências Africana (ABI) para cobrir a região da • desenvolver e comercializar produtos de inovação na saúde e nutrição. SADC.

Este documento é o Plano de Negócios da SANBio A missão da SANBio é feita através de três para o período 2013-2018. O Plano de Negócios funções básicas:

deriva, e está de acordo com o plano estratégico 1 Investigação, desenvolvimento e inovação; da ABI. O plano estabelece uma nova visão para 2 Aumento da capacidade (tanto de recursos a SANBio, estabelece resultados mensuráveis humanos como de infra-estrutura); e esperados, atualiza os arranjos de governo, 3 Desenvolvimento da rede. estabelece a extensão dos recursos que terão que A SANBio opera com um multi-país, com acesso ser mobilizados para a SANBio ser totalmente bem regional, com todos os esforços de projetos que sucedida, e é destinado a manter laços estreitos com envolvem pelo menos três países, uma vez que as principais partes interessadas. tantos problemas de desenvolvimento transcendem fronteiras. Ela consiste de um centro regional (a VISÃO E INTENÇÃO ESTRATÉGICA CSIR) e um número de nós. Operações de rede são Visão da SANBio até 2018 facilitadas pelo centro regional da SANBio que Para ser uma Rede de biociências globalmente abriga o secretariado em nome de todas as partes reconhecida para a melhoria de vida da interessadas. África Austral OS PRIMEIROS SEIS ANOS Esta visão tem a SANBio a tornar-se auto-sustentável Durante os primeiros seis anos, a SANBio ajudou a enquanto entrega e demonstra resultados concretos e resolver algumas das necessidades fundamentais da valiosos. Uma Estratégia de cinco pontos foi adotada África Austral na área de biociências. As realizações para alcançar a Visão: incluem uma série de resultados positivos na pesquisa, reforço da capacidade humana,, melhoria de infra- 1 Foca na pesquisa prática, orientada para o estrutura, e continuando com apoio dos Parceiros desenvolvimento de Cooperação Internacional (ICP) nomeadamente 2 Aumentar a capacidade de investigação de o Programa de Parceria Finlandês-África Austral biociências da África Austral (BioFISA) que já investiu cerca de € 3,9 milhões, entre outros. O modelo de prestação hub-nó provou ser 3 Buscar apoio sustentável para o programa uma aproximação digna e escalável para aumentar 4 Fortalecer a rede e networking a investigação e desenvolvimento (R&D) da África 5 Demonstrar resultados e impactos Austral. O nível de progresso foi ajudado pelo forte

10 SANBIO BUSINESS PLAN 2013 – 2018 Plano de Negócios da SANBio

reconhecimento da marca ABI como uma as comunidades. Esta é uma intervenção de Iniciativa Africana. segurança alimentar crítica considerando o problema galopante da desnutrição na África Também há um número de lições principais que foram Austral. aprendidas: A Rede da SANBio também aumentou a capacidade • colaboração é possível; de várias instituições e cientistas individuais na região • há nichos de competência e excelência; para realizar pesquisas relacionadas com biociências em África e aumentou a capacidade humana através • troca de informações não acontece naturalmente; da formação de cerca de 40 alunos de nível Mestrado • governo precisa de mais atenção; e Doutorado. Mais de 19 países beneficiaram de • níveis de consciência ainda são baixos entre os cursos de habilidades profissionais especializadas e principais interessados; e cursos de formação profissional. A SANBio também • consultas das partes interessadas tem um melhorou instalações de pesquisa em mais de seis papel importante. países. Uma série de iniciativas de investigação e desenvolvimento foram realizadas, algumas estando a DESAFIOS RESTANTES atingir a fase de desenvolvimento do produto. As mais Infelizmente, a soma de todos os esforços da notáveis são: SANBio são superficiais contra a magnitude da necessidade. Conforme a observação do Relatório i Um remédio tradicional anti-HIV foi submetido Ciêntífico da UNESCO 2010 (p.280) , mesmo com a á fase 1 de estudo de ensaio clínico, que foi abundância de recursos naturais e humanos, a África encomendado na Zâmbia depois de estudos está em desvantagem comparativa em relação ao pré-clínicos com sucesso. O governo Zambiano desenvolvimento por causa do baixo investimento em localizou o projeto e assumiu o financiamento total ciência e tecnologia. dos estudos daqui para frente; ii Uma solução orientada através de agricultores Ainda que uma compreensão parece estar a para o controle de carrapatos no gado foi emergir entre os governos Africanos que a pesquisa integrado no programa de manejo de carrapatos e desenvolvimento são fundamentais para o na Zâmbia; desenvolvimento económico, não há ainda um apoio suficiente para tais esforços. Na África Austral, só a iii Um sistema de produção escalável baseada África do Sul se está a aproximar do alvo continental em vegetais para microbicidas anti-HIV foi de um 1% da relação GERD/GDP, com a maioria desenvolvido na África do Sul , com vista a dos outros países investindo muito abaixo desse nível capacitar as mulheres com métodos eficazes, a (ibid., p. 278). preços acessíveis que as protegem contra infecções de HIV; Por causa dos níveis de investimento baixos em iv Informações úteis sobre o impacto da introdução R&D, pobre harmonização de políticas entre os de espécies exóticas de peixes, descarga de países membros e a participação insignificante do resíduos e degradação da terra em rios foi gerada setor privado em R&D, a África Austral continuará através de estudos de biodiversidade de peixes em a necessitar de apoio externo e estímulo na dois rios na Zâmbia e no Malawi. A informação construção da capacidade de investigação. No é fundamental para começar a entender o entanto, as condições para a obtenção de ajuda comportamento dos peixes durante as inundações estão continuamente a ser levantadas porque os causadas pelas mudanças climáticas; e Parceiros de Cooperação Internacional querem ver v Cápsulas de cogumelos foram desenvolvidas maior compromisso dos Estados Membros, sistemas como um suplemento alimentar. Agricultores foram transparentes e responsáveis, e com foco treinados na Suazilândia, Malawi e Namíbia no nos resultados. controle de qualidade na produção de cogumelos O plano de negócios atual foi desenvolvido e parques tecnológicos foram criados para apoiar neste contexto.

SANBIO BUSINESS PLAN 2013 – 2018 11 PROGRAMAS As estratégias são promulgadas através de três biológicas nos seus países e em toda a África programas da SANBio: Austral;

1 Pesquisa, Desenvolvimento e Inovação – • A agência NEPAD fornece a ‘marca’ nos termos direcionados para atingir um mínimo de 40 do qual a SANBio opera e está envolvida milhões US dólares na pasta de pesquisa da Rede na coordenação geral, direção estratégica, e, pelo menos, dois produtos a chegarem ao mobilização de recursos de apoio, monitoramento consumidor final; de resultados e facilita a comunicação dos progressos da SANBio em fóruns ministeriais 2 Aumentar a Capacidade – direcionados a ter, continentais relevantes; pelo menos, 5 milhões US dólares atríbuidos para apoio de pessoas para estudos pós-graduação, • O Secretariado da SADC traz uma perspectiva melhorar as habilidades profissionais em áreas de regional para a SANBio, identifica e coordena apoio específicos, e pelo menos 25 milhões de US as atividades colaborativas chave, apoia a dólares para apoio da infra-estrutura; mobilização de recursos e facilita a comunicação dos progressos da SANBio em fóruns ministeriais 3 Gestão e Sustentabilidade Financeira – dirigidos a regionais relevantes; mobilizar pelo menos 80 milhões US dólares, com 20% dos Estados Membros, garantindo relatório • O comitê de direção da SANBio é responsável trimestral de resultados, estando o Secretariado, por assegurar a boa representação dos Estados o Centro Regional e os Nós em pleno Membros e de dirigir o desenvolvimento da funcionamento, e a ter uma extensa colaboração rede de forma adequada, bem como facilitar dentro e fora da rede. as operações da SANBio e a mobilização de esforços de recursos. O Comité de Direcção é Estes programas têm uma série de iniciativas para composto por um representante de cada um dos atingir os seus objectivos. Estados Membros, nomeados pelo Ministério MONITORAMENTO E AVALIAÇÃO (M&A) da Ciência apropriada, e um representante da Agência da NEPAD, do Secretariado da SADC e Um sistema completo de manajeamento de resultados da CSIR. Os Membros devem ser suficientement foi concebido e adotado pela ABI, e está disponível sêniors nas suas organizações para fazerem para adaptação e adoção pela SANBio, com o contribuições substantivas e compromissos, e em apoio da Agência da NEPAD. O sistema estabelece conjunto com o Secretariado da SANBio, fornecer uma abordagem prática, consistente e sistemática de um mecanismo de revisão independente das coleta, análise, utilização e elaboração de relatórios propostas da Rede e do progresso. sobre o desempenho dos programas e actividades da • O Secretariado da SANBio é dirigida por um SANBio. Gerente da Rede e é responsável pela gestão GOVERNO eficaz e eficiente da Rede, da entrega dos seus programas e da captação de recursos suficientes A SANBio precisa de operar como um para alcançar a Visão da SANBio e, em conjunto empreendimento verdadeiramente cooperativo com com o Comitê de Direção da SANBio, fornecer a participação regional, como “parte de seu ADN”. um mecanismo para análise independente das Assim, este Plano de Negócios proporciona com propostas da Rede e maior clareza as responsabilidades e obrigações no do progresso. governo e gestão da rede: • O Centro da SANBio (a CSIR) abriga e fornece • Os Estados Membros são os proprietários da manajeamento financeiro e apoio operacional rede, participam na mobilização de recursos e ao Secretariado. A CSIR emprega a equipe desempenham um papel de destaque no sentido de Secretariado da Rede na recomendação de facilitar o estabelecimento de um ambiente da Comissão da Direcção da SANBio; serve propício para o desenvolvimento de ciências como a parte contratante com os nós, pessoal

12 SANBIO BUSINESS PLAN 2013 – 2018 Plano de Negócios da SANBio

do Secretariado e ICPs, e apoia os esforços de • ativamente solicitar apoio financeiro e parcerias mobilização de recursos. Em consulta com o com grupos-chave; Secretariado da NEPAD e da SANBio, o Centro • explorar novas formas de aumentar as receitas; garante que há estruturas e sistemas que suportam • explorar a viabilidade de contribuições dos a revisão transparente e independente das Estados Membros regulares; propostas de Rede e progresso. • procurar parcerias mais estratégicas; • Os nós da SANBio são fundamentais para o • fornecer treinamento para o nó de pessoal em sucesso da Rede, fornecendo acesso à infra- áreas-chave de mobilização de recursos; estrutura e experiência, relatando ao Secretariado • alegar aos Estados Membros para o aumento de as atividades dos Nós e participando em investimento em R&D de biociências; atividades de pesquisa, desenvolvimento e • alinhar a programação de trabalho com inovação regionais. potenciais apoiadores; e DESPESAS/ALVOS DE RECEITAS • coordenar com outra Agência da NEPAD e da SADC esforços de mobilização de recursos. Para cumprir as metas do programa, a Rede da SANBio (Centro e Nós) prevê um orçamento A probabilidade de sucesso nesta empreitada, se consolidado de 80 milhões US dólares – for realizada corretamente, é alta. Em primeiro aproximadamente 40 milhões para a pesquisa, lugar, a SANBio já produziu resultados tangíveis e estabeleceu visibilidade e reconhecimento da marca. desenvolvimento e inovação, 30 milhões para a infra- Em segundo lugar, a SANBio demonstrou (sozinha e estrutura (humana e física) e 10 milhões para apoiar a como parte da ABI) a sua relevância para a agenda realização da Gestão e Sustentabilidade Financeira. de desenvolvimento da região. Em terceiro lugar, A origem das metas de receita são, 20% dos Estados a CSIR é uma organização de sucesso e altamente Membros (16 milhões US dólares), principalmente acreditável. Finalmente, a maioria dos Parceiros de por darem abrigo (incluindo contribuições espécie Cooperação Internacional apreciam o papel crucial doação), 35% Apoio Bilateral (28 milhões US de R&D para estimular o crescimento económico – sem dólares), 30% de Fontes Multilaterais (24 milhões US maior esforço na R&D o caminho de desenvolvimento dólares) e 15% das receitas geradas pelo Centro e o da África vai continuar a ser lenta. Nó de co-financiamento e outras atividades geradoras de receita (12 milhões US dólares). IMPLEMENTAÇÃO Este Plano de Negócios define os rumos e os MOBILIZAÇÃO DE RECURSOS resultados esperados para a SANBio até 2018 O foco da SANBio durante as fases iniciais e constitui a base para garantir a coerência deste período de planeamento de negócios será na comunicação de temas e prioridades. É útil a montagem de um esforço substancial para identificar pacotes de trabalho que podem vir a ser levantar recursos para o sustento do programa de suportados pelos Estados-Membros e por Parceiros implementação. Este esforço será empreendido de Cooperação Internacional. O Plano de Negócios pelo Secretariado e pelo Centro, em colaboração também fornece o quadro comum e as razões para com os Nós, os Estados Membros, a SADC e a a mobilização de recursos. Como um Plano de Agência NEPAD. Espera-se que recursos estarão Negócios, este documento não contém detalhes de colocados até fins de 2013 para este trabalho entrar implementação. Estes detalhes aparecem nos Planos em vigor– financiamento de base do Governo da Anuais de Trabalho (PTA) da SANBio e nos Relatórios África do Sul e o início da Fase 2 da BioFISA que de Desempenho Anual (RDA). Estes dois relatórios são deverá ser direcionada para apoiar os esforços de também elementos críticos do Sistema de Gestão de sustentabilidade da SANBio. Resultados.

A fim de aumentar os níveis suficientes de CONCLUSÃO – Este Plano de Negócios é baseado financiamento do programa, este Plano de Negócios no entendimento de que a fundação base foi prevê um conjunto de oito iniciativas-chave para o colocada ao longo dos últimos oito anos para uma fazer, incluindo:

SANBIO BUSINESS PLAN 2013 – 2018 13 elevação e expansão – devido tanto à necessidade de continuar com este esforço como também demonstrar a capacidade, aptidão e o interesse para o fazer. De acordo com o successo desta abordagem, a SANBio estará bem posicionada para se tornar uma grande força para R&D de biociências e desenvolvimento económico da África Austral.

14 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 1 SANBio Strategic Objectives

SANBio Strategic Objectives

1.1 Background products and services in order to achieve economic In the period growth and reduce poverty in the region. The current 1.1.1 rationale for the Business Plan business plan therefore sets out a demand-driven 2013–2018, This document contains the second Southern Africa research agenda, updates the governance, institutional SANBio Network for Biosciences’ (SANBio) Business Plan, arrangements and is also targeted at maintaining close will focus covering the 2013-2018 period. This Business Plan ties with key stakeholders. updates the first one (2006-11), reviews the progress on bringing The Science and Technology Consolidated Plan made, considers the achievements and lessons learnt, of Action (CPA) endorsed by the African Union solutions assesses the external environment for planning, sets Summit of Heads of States and Governments in 2005, out a Vision, specifies expected measurable results to critical formed the basis for implementing NEPAD Science and and establishes a set of directions and programme Technology programmes. The CPA sought to strengthen biosciences initiatives to achieve them. existing capacity, Centres of Excellence at national, challenges in For the past six years, SANBio successfully nurtured regional and continental levels, and focusing on three human health an active network ecosystem that has contributed pillars: capacity building, knowledge production significantly to the vision of the African Biosciences and technology innovation. CPA programme and nutrition, Initiative (ABI). However, for SANBio to successfully implementation has rolled out five cluster R&D flagship through execute the new vision of NEPAD/ABI (2012–2016) programmes in the different pillars including (1) of demonstrating research results and development Biodiversity, Biotechnology and Indigenous Knowledge, agriculture, impacts, the network has to reconfigure its vision, (2) Energy, Water and Desertification, (3) Material environment mission, goal and objectives. The first direction of Sciences, Manufacturing, Laser Technologies and and industrial ABI strategy is to focus on practical, development- Post-harvest Technologies, (4) ICT and Space Sciences, oriented research. In this regard, emphasis is given and (5) Mathematical Sciences. technology to strengthening research and infrastructure capacity NEPAD’s African Biosciences Initiative (ABI) is a interventions. of the hubs and the nodes so that they can produce programme under Cluster 1 of the CPA and is directed marketable products. On strategic direction 4 of at facilitating the establishment of state-of-the-art R&D demonstrating results and impacts, the network has facilities that can enable institutions to pool resources to implement a results-based management system to address common biosciences challenges affecting that fosters accountability and demonstrates value for the people of Africa. The focus areas include human money to the stakeholders. This is a significant shift health, agriculture productivity, sustainable water from the activity-based management system in the resource use management, biodiversity management previous business plan. The progress on these two and sound environmental management. major directions of the ABI strategy will be supported by technology transfer and bio-entrepreneurship so ABI is an African continental initiative facilitated by that the products from the network reach the end user. the NEPAD Agency. ABI efforts are linked to other NEPAD Agency initiatives, particularly in the In the period 2013–2018, SANBio will focus on agriculture, health and environment sectors. ABI has bringing solutions to critical biosciences challenges six expected outcomes: in human health and nutrition, through agriculture, environment and industrial technology interventions. 1 Research and policy support results, products to The realisation of this new direction will require market and development impacts new partnerships and modes of collaboration with 2 Strengthened human capacity in biosciences the potential of amplifying the impact of delivering in Africa

SANBIO BUSINESS PLAN 2013 – 2018 15 3 Strengthened research facilities for biosciences capacity of several institutions and individual 4 Regional and continental research networks scientists to conduct biosciences-related research created and operating effectively in Africa and to develop and deliver new technologies including training about 40 students 5 Sustainable support from member states, private at MSc and PhD level and more than 19 countries sector and International Cooperation Partners. benefitted from specialised skills and vocational The CPA considered networking to be an essential courses. SANBio has upgraded research facilities ingredient for stimulating and expanding capacity and Since its in more than six countries. collaborative research efforts among organisations iii. There have been positive research results inception, and involved in biosciences in Africa. Accordingly, its throughout the first six years of implementation focused on creating A number of research and development initiatives networks, including SANBio which launched in 2005. have been undertaken, some of which have first Business SANBio covers 12 countries (Angola, Botswana, resulted in published papers. Others are nearing Plan period Malawi, Mauritius, Mozambique, Namibia, Lesotho, product development stage. Most notable are: (2006–2012), Swaziland, Seychelles, Republic of South Africa, a. The SANBio SF2000 project has identified Zambia and Zimbabwe) consisting of the Council and validated a traditional remedy which has SANBio for Scientific and Industrial Research (the CSIR; potential for combating the HIV-1 subtype C has been South Africa) as the hub and six nodes. virus. Preclinical studies have been completed and a Phase 1 clinical trial study has been successful in 1.1.2 SANBio has made significant progress commissioned in Zambia with the government establishing Since its inception, and throughout the first Business having localised the project and taken over the Plan period (2006–2012), SANBio has been successful funding of the studies going forward; itself as a in establishing itself as a credible programme and can b. A traditional remedy for controlling tick-borne credible claim some substantial achievements. Lessons have diseases in livestock was developed together programme been learnt that will help with moving forward. with farmers and has been integrated into the Some of the lessons are summarised below: tick management programme in Zambia; and can i. SANBio is established and operational c. A plant-based, scalable production system for claim some SANBio is established and known in the anti-HIV microbicides was developed in South substantial biosciences community in Southern Africa. Africa, aimed at empowering women with efficacious, affordable methods that protect achievements. As seen below, it has contributed to the enhancement of human capacity, supported some them against HIV infections; and infrastructure upgrading, generated some positive d. The fish biodiversity studies on two rivers in research results, attracted modest support from Zambia and Malawi have generated useful some Member States, and has shown that the information on the impact of introducing exotic hub-node, collaborative network model works. fish species, impact of waste discharge and There is also evidence of ‘network benefits’. land degradation in the two rivers. Some of the Nodes (e.g. Bunda College, Malawi) iv. There has been support from Member States are generating projects and funding beyond the SANBio has attracted support from Member SANBio contributions. In addition, there is some States in several forms, although the number of (anecdotal) evidence that scientists who have supporting countries has been increasing at a made connections through SANBio activities slow rate. The SANBio Network Secretariat is continue to be in contact after the conclusion of supported by the Government of South Africa. the activities. These are important effects. The Node offices are similarly supported by ii. Capacity has been enhanced their host governments. Many Node offices have In order to address the lack of expertise in science been renovated, refurbished and fully equipped, and technology in Southern Africa, SANBio mostly by the host organisations. In addition, established a programme in capacity building there is often support with electricity, water and and training. This programme has increased the security services. The Nodes are also enjoying

16 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 1 SANBio Strategic Objectives

duty and tax-waivers provided by some host SANBio has been instrumental in building linkages governments, which results in considerable savings between and among researchers in the region on the acquisition of research equipment and – linkages that will last far beyond the SANBio consumables. activity which established the relationship. These Notably, direct financial support has been continuing linkages are part of the ‘network effects’ received from South Africa which has contributed of SANBio, relationships that can prove productive up to R15 million to SANBio. Malawi, Namibia over many years. In addition, as researchers and Zambia have also provided some financial increase their collaborative efforts, collaboration SANBio support to network activities. Buy-in from member is also increased between regional and national has been states and from national institutions hosting agricultural research organisations and universities. instrumental SANBio programmes has also come as in-kind Strong relationships are developing between contributions (i.e. office space, salaries for the hub and nodes as well as among the nodes in building and the entire Network, research and academic principal investigators, electricity, water, transport linkages and staff time), amounting to R14 million over organisations and regional funding agencies. four years. This has been significant and is highly 1.1.3 International Cooperation Partner support between appreciated as project funding has been directed SANBio has also managed to leverage the resources and among at operational expenses. However, more needs to provided by Member States, primarily through the researchers be done to sustain the Network. Examples of direct Finnish-Southern Africa Partnership Programme or in-kind support from the Member States include: (BioFISA) which has invested approximately in the region SANBio hub providing space to the Secretariat, €3.9 million into SANBio. Other international – linkages the Government of Malawi for providing funding cooperation partners include NedBank-Namibia to the Fish Node at Bunda College of Agriculture financing some mushroom node activities in Namibia, that will last in Malawi; the Government of Zambia which has and the fish node in Malawi successfully mobilising far beyond provided funding to support the Clinical Trials additional funding from DfID. At this stage the SANBio on SF2000; the management of the University of (September 2013) negotiations are underway for Namibia and the National Institute for Scientific a second phase of BioFISA and other International activity which and Industrial Research (NISIR) in Zambia for Cooperation Partner interest has been expressed. providing funding to the Mushroom and Livestock established the Nodes respectively. 1.1.4 Challenges remaining relationship. v. The collaborative, Hub-Node Network model Unfortunately, the sum of all SANBio efforts pale has been effective against the magnitude of the need. As the UNESCO The selection of a highly competent hub Science Report 2010 (p.280) observed that even with organisation (the CSIR in South Africa) is critical to its abundant natural and human resources, Africa the support of the nodes. The hub has to provide is at a comparative disadvantage with regard to the credibility for the effort, which is the key reason development because of its low investment in science why there is so much willingness of organisations and technology. in the region to work together. These synergies While there appears to be an emerging understanding help organisations complement each other both among African governments that research and in terms of equipment/facilities and technical development is critical for economic development, backstopping and allow the combined teams to there are wide gaps in support for such efforts. In address problems that could not be addressed Southern Africa, only South Africa is nearing the by any one organisation on its own. In addition, continental target of a 1% GERD/GDP ratio, with it is argued, collaboration helps to break down most other countries investing much below that level the unnecessary negative competition for the (ibid., p. 278). The clear challenges that need to be common good of everyone. The Hub-Node model addressed in this next phase include: allows cooperating organisations to focus on their i Mobilising sufficient resources for programming strengths, rationalise equipment and facilities, lessen duplication and improve efficiency. ii Maintaining focus on the collaborative, Hub-Node Network model

SANBIO BUSINESS PLAN 2013 – 2018 17 iii Demonstrating value for money to funders The report also contains three appendices. The first and results to all one is a draft Work Breakdown Structure for SANBio. The second is a brief summary of how results will iv Generating buy-in and resources from be monitored and managed, and then the logical Member States framework model. v Improving the gender balance

vi Involving the private sector. 1.2 Vision and Strategy

1.1.5 Business Plan outline SANBio’s Vision sets out a picture of the future in which SANBio continues to improve its effectiveness This report contains five chapters: and becomes self-sustaining while delivering and Chapter 1 SANBio Strategic Objectives – demonstrating concrete and valuable results. outlining the rationale for the business Accordingly, the emphasis in this Business Plan is plan, the background of SANBio, to strengthen the network and its institutions in the outline of the progress SANBio has translation of research outputs into products that can made under its first Business Plan and change people’s lives. challenges that remain, and setting out SANBio’s vision, mission, core SANBio Vision to 2018 functions, and strategy; To be a globally recognised biosciences Network for improved livelihoods in Southern Africa. Chapter 2 Situational Analysis – describing the current state of biosciences R&D in Southern Africa, expressing the SANBio will align with the five-point Strategy as challenges that SANBio needs to developed by ABI, but contextualised for the Southern address and identifying the alignment African needs namely: and research themes needed to deal 1 Focus on practical, development-oriented research – with the situation; SANBio will be a development-oriented, demand- driven programme with a focus on strengthening Chapter 3 Business Model – listing SANBio’s biosciences R&D to achieve economic growth guiding principles, presenting an and reduce poverty in the region. In this regard, overview Stakeholder Analysis, emphasis will be given to strengthening the describing the structure of SANBio’s research and infrastructure capacity of the hub and work and its three programmes, the nodes so that they can produce marketable profiling its results management products. system and their expected results and Boost Southern African biosciences research identifying the key linkages; 2 capacity – SANBio efforts in capacity development Chapter 4 Network Governance – describing will put emphasis in strengthening the research and SANBio’s governance arrangements; infrastructure capacity of the hub and the nodes so and that they can produce marketable products. 3 Pursue sustainable programme support – focus will Chapter 5 Financial and Implementation be on raising resources for the Hub and Nodes to Framework – elaborating on the be sustainable through core funding, translating expenditure and revenue requirements member states buy-in into financial commitment for SANBio success to supporting biosciences research and attracting and the extensive resource mobilisation funding from diverse sources to support effort needed, and describing how programmes. Business Plan implementation will be 4 Strengthen the network and networking – having through a series of Annual Work Plans demonstrated that the Hub and spoke model and Annual Performance Reports.

18 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 1: SANBio Strategic Objectives Chapter 1 SANBio Strategic Objectives

works, the focus now will be on inter- and intra- University of Namibia, Bunda College of Agriculture The SANBio network activities. An indirect impact of this (Malawi), University of Zambia and National Institute effort will be the establishment of longer-term for Scientific and Industrial Research, and the SADC network covers relationships among scientists who live and Plant Genetic Resources Centre (Zambia). The Network 12 countries: work in different countries. is responsive to a Southern Africa biosciences agenda, Angola, 5 Demonstrate results and impacts – implements a as articulated by its key stakeholders – the member results-based management and accountability states, SADC and the NEPAD agency. Botswana, system so that it can demonstrate value for money As part of ABI, SANBio carries ABI’s mission for the Malawi, to stakeholders. This is a significant shift from the Southern Africa region: activity-based management and reporting system Mauritius, in the past six years. SANBio Mission Mozambique,

1.3 Mission, Core Functions and To facilitate innovation in support of the Namibia, Expected Outputs development of a knowledge economy in Lesotho, Southern Africa: The SANBio network covers 12 countries – Angola, Swaziland, Botswana, Malawi, Mauritius, Mozambique, • supporting an effective and dynamic regional Namibia, Lesotho, Swaziland, Seychelles, Republic research network; Seychelles, of South Africa, Zambia and Zimbabwe. Network • enhancing human and infrastructure capacity; Republic of and operations are facilitated by a Secretariat, located South Africa, at and supported by the Hub (the CSIR) on behalf of • developing and commercialising innovation all the stakeholders. There are six nodes – University products in health and nutrition. Zambia and of Mauritius, North West University (South Africa), Zimbabwe.

SANBio’s Mission is pursued through three core functions which produce six outputs:

SANBio Core Functions and Outputs Core Functions Expected Outputs

Marketable products

Research, Development & Innovation Generation of knowledge

Policy advice dealt with by clients

Increasing Capacity (both of human Enhanced skills of individuals resources and infrastructure) Stronger institutions

Strengthen the Network Increased collaboration

The multi-country, regional approach acknowledges that many development problems transcend borders and interventions need to be designed accordingly. As such, SANBio requires that all projects should involve at least three countries.

SANBIO BUSINESS PLAN 2013 – 2018 19 20 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 2 Situational Analysis

Situational Analysis

2.1 Global Context quality of crops by making them insect resistant, Africa faces a enhance crop herbicide tolerance and facilitate the use 2.1.1 Overview of better farming practices. Biosciences also help feed double burden The global population was 2.8 billion in 1955 and is the world by yielding crops with enhanced nutrition of infectious now 7 billion, translating to an increase of nearly profiles that prevent vitamin and nutrient deficiencies; and chronic 80 million people a year and predicted to reach improved animal health and food production. 8 billion by the year 2025. The number of people diseases. aged over 65 will rise to 800 million by 2025 − 2.1.3 Global R&D spending While reaching 10% of the total population. Average life Global R&D spending is forecast to grow by 3.7%, expectancy at birth in 1955 was just 48 years, and or $53.7 billion in 2013 to $1.496 trillion, according infectious in 2025 it will reach 73 years. By 2025 infectious to research by analysts at Battelle, Columbus, Ohio, diseases still diseases are predicted to be the leading cause of and R&D Magazine, Rockaway, N.J. The largest share account for death in developing countries. As the economies of of this increase, $22.9 billion, is expected to come these countries grow, non-communicable diseases from China, which continues its decade-long annual at least 69% will become more prevalent. This will be due largely double digit increases in R&D investments. to the adoption of ‘western’ lifestyles and their of deaths on accompanying risk factors − smoking, high-fat diet, the continent, 2.2 African Context obesity and lack of exercise. In developed countries, age-specific non-communicable diseases will remain dominant. 2.2.1 Overview Africa faces a double burden of infectious and chronic mortality rates 2.1.2 Global Biosciences industry diseases. While infectious diseases still account for from chronic Globally the bioscience industry is one of the leading at least 69% of deaths on the continent, age-specific diseases as drivers of health care. In the United States, this industry mortality rates from chronic diseases as a whole are accounts for over 1.6 million jobs and an additional actually higher in sub-Saharan Africa than in virtually a whole are 5 million jobs due to the economic multiplier effect. all other regions of the world, in both men and actually higher There are more than 250 Biotech healthcare products women. Over the next ten years, it is predicted that and vaccines for diseases that were previously cardiovascular diseases, cancer, respiratory diseases in sub-Saharan untreatable and more than 13.3 million farmers use and diabetes, will be the major causes of death on Africa than agricultural-biotechnology products to increase yields the continent. African health systems are weak and and preserve crops against harmful pests and insects. in virtually all national investments in healthcare training and service Biotechnology addresses major global challenges delivery continue to prioritise infectious and parasitic other regions in healing the world by using nature’s own toolbox diseases. There is a strong consensus that Africa faces and using our own genetic makeup to provide health of the world, significant challenges in chronic disease research, solutions and reducing rates of infectious diseases, practice and policy. in both men minimise health risks, using more accurate diagnostic tools, and combating chronic illnesses and threats. In Eastern and Southern Africa, under-nutrition is a and women. Biotechnology also uses biological processes such major underlying cause of the persistently high child as fermentation and bio-catalysts such as enzymes, mortality, contributing to more than a third of all yeasts and other microbes to become microscopic deaths among children younger than five years of age. manufacturing plants and improve the efficiency The figures are startling: 9.3 million children under of manufacturing processes as well as reducing five, or 15 percent of all children in that age group are greenhouse gas emissions. Furthermore, globally underweight, while 24 million, or 39 percent suffer biosciences innovations improve and enhance the from stunted growth. Throughout Eastern and Southern

SANBIO BUSINESS PLAN 2013 – 2018 21 Efforts to Africa, children living in rural areas or in the poorest The only country in the top 40 of global R&D households are more susceptible to malnutrition. expenditure is South Africa at number 30. Africa’s protect and Recent advances in medicine, biotechnology, systems share of scientific publications was 2% in 2008 – conserve biology, as well as information and communication made up of 0.5% in South Africa, 0.6 % in the other technologies, have made it feasible to address human Africa’s Sub-Saharan countries, 0.4% in Egypt and 0.5 % in development challenges such as excessive disease the other Arab states of Africa – while the continent’s biodiversity are burdens (e.g. HIV/AIDS, TB and Malaria), malnutrition share of world patents is virtually nil. The commitment constrained and environmental degradation. However, Africa’s of African governments to the Maputo declaration ability to exploit the opportunities is hampered by the regarding investing 1% of their GDP on science and by a lack of weak national systems of innovation characterised by technology has not been fulfilled. According to the research into low production, skills shortages and weak industry- Science Report 2010 only two countries are either at R&D institution linkages. (Tunisia) or near (South Africa) the target level. the continent’s Africa has rich and varied biological resources biodiversity. 2.2.3 Human capacity development forming the region’s natural wealth on which its social There are a number of strong organisations across the This is and economic systems are based. These resources continent (for example, all ABI hub organisations – in also have global importance, for the world’s climate especially Egypt, Senegal, Kenya, and the CSIR in South Africa), and for the development of agriculture or industrial where cutting-edge research is being carried out, true regarding activities. Biological resources are the backbone of the problems are being addressed and African capability, African economy as well as the life-support system for indigenous pride and confidence has taken root. However, the most of Africa’s people. A variety of resources, both continent is not keeping up with the pace of research knowledge of plant and animal, are used for food, construction of growth in other parts of the globe and there is a houses, carts and boats, household utensils, clothing, the properties continuing ‘brain drain’ of talented researchers. and as raw materials for manufactured goods. In According to the Science Report 2010 (p. 22), at least of selected addition, many species with medicinal properties are one-third of all African researchers were living and species and harvested by local communities and pharmaceutical working abroad in 2009. In addition, there is the rising multinationals alike. Other species provide the genetic their traditional cost of undertaking high-level research, the relatively resources for improved agricultural products such low pay for science and science-related employment, uses and as disease- or drought-resistant crops. The richness the shortage of qualified personnel and the concern and diversity of ecosystems in Africa also provide of natural that certain areas of science (e.g. agricultural science) opportunities for tourism which many African countries do not appeal to young researchers. resources. have successfully exploited.

Efforts to protect and conserve Africa’s biodiversity are 2.2.4 Private-sector involvement constrained by a lack of research into the continent’s There has been considerable lip service regarding biodiversity. This is especially true regarding getting more private-sector involvement and nurturing indigenous knowledge of the properties of selected public-private partnerships (PPPs). However, little has species and their traditional uses and of natural been done and there is little evidence of success. Given resources. The relatively low level of knowledge in the nature of the economies of most African states, with the science of biodiversity has resulted from a lack a preponderance of small, service and trading firms, it of investment in research and development. Further is not surprising that there is a relatively lower degree research and application of research findings is of private-sector support of R&D. required to strengthen in-situ and ex-situ conservation systems, particularly those involving local and 2.3 SADC Regional Context indigenous innovations and interventions. Capacity building and awareness programmes are critical 2.3.1 Overview components for each activity and at each level. There is a broad recognition throughout the SADC region that STI has the potential to accelerate 2.2.2 R&D investment in Africa development in Southern Africa. Indeed, there are According to UNESCO’s Science Report 2010, Africa’s national science or R&D policies for all countries in share of world spending on R&D is less than 1.5%. Southern Africa as well as significant efforts by SADC

22 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 2 Situational Analysis

through its Regional Indicative Strategic Development Southern Africa’s background of climate variability, Plan (RISDP) 2005–2020 and its Science & food insecurity and water stress makes it one of the Technology Protocol. All of these efforts express great most vulnerable areas to climate change. The sub- ...the sobering hopes for STI stimulated growth and region is expected to experience a temperature rise promise supportive enabling legislation and policies. and increased rainfall variability and insecurity. The reality is that expected impacts of these changes include reductions More attention is now focused on improving the health life expectancy in the extent of grasslands and expansion of thorn of the population of Sub-Saharan Africa than at any savannas and dry forest, together with a general has decreased previous time. Numerous reports have been issued increase in the extent of desertification across the by almost by national governments, development agencies subregion. Crop yields are also expected to vary, and researchers addressing the health status of five years for dropping by as much as 10–20 per cent in some parts African populations and proposing strategies to more of the subregion. It is also predicted that the malaria- the continent effectively combat poor health with improved delivery carrying Anopheles female mosquito will spread to of health services to prevent and cure diseases. as a whole parts of Namibia and South Africa where it has not Increased funding for health from governments, been found before. and by much multilateral and bilateral donors, as well as new public-private partnerships and foundations has Southern Africa has rich biological resources in a more in some become available for assisting African countries to variety of ecosystems which range from moist tropical countries. deliver more effective forests in Angola and Zambia to savannahs, coastal health interventions. forests and mangroves, deserts and semi-deserts, and to the extraordinary diversity of plants of the Cape Yet, the sobering reality is that life expectancy has Floral Region, in South Africa. The sub-region boasts ...children decreased by almost five years for the continent as a an average of 57 mammalian species and whole and by much more in some countries. As the 136 breeding bird species per 10 000 km2. South under five chapters in this volume document, children under five Africa ranks as the third most biologically diverse are dying at are dying at unacceptably high rates from causes for country in the world, mainly because of the richness unacceptably which effective interventions exist and adult mortality of its plant life — over 18 000 species of vascular from infectious diseases such as HIV/AIDS has risen plants of which over 80 per cent are endemic. high rates from to extraordinary levels especially in Southern Africa. As in other sub-regions of Africa, natural habitats in causes for Malaria mortality of children increased during the Southern Africa are coming under increasing pressure 1990s, and TB has re-emerged as a leading cause from expansion of agriculture and plantation forestry, which effective of death for adults, largely due to the spread of HIV/ human settlements, mining activities, and other interventions AIDS. Not surprisingly, at this time Sub-Saharan Africa commercial or subsistence activities. is not on track to reach any of the health Millennium exist and adult Development Goals. 2.3.2 R&D investment in SADC region mortality from In Southern Africa alone, more than three million Current investment in biosciences research in Southern infectious people are faced with shortages of basic food Africa (South Africa excepted) is very low. The major and supplies of daily necessities. Young vulnerable funders include the European Union, Rockefeller diseases such children and women are often the most affected by Foundation, JICA, Wellcome Trust, UN agencies, as HIV/AIDS USAID, the Royal Society and government bilateral the shortages. Rising food prices, poor economic has risen to conditions, poverty, HIV/AIDS and drought contribute projects. Funds given by these organisations are to this growing issue. Countries in the Southern project-related funds that typically cease at the end extraordinary of the projects and do not provide long-term support. Africa region have a high dependency on rain-fed levels agriculture which has become the main catalyst for Bigger investments from which Africa has started benefiting are from the Canadian government and eradicating hunger and malnutrition. Chronic poverty especially also from the Bill and Melinda Gates Foundation. in combination with illnesses, low employment rates, in Southern diminishing support to farmers and the decrease in the The last decade has seen a new approach to funding Africa. number of farmers, limited land resources, diseases research based on co-founding and joint advancement in livestock and crops as well as unstable weather all of technology readiness levels between European contribute to higher than normal hunger levels. and African countries. A typical example is funding

SANBIO BUSINESS PLAN 2013 – 2018 23 Without a firm to implement the NEPAD flagship R&D programmes growth is created. Unfortunately, it appears that a in SANBio to build capacity of African scientists, major obstacle to the development of technological commitment strengthening infrastructure and making efforts to enterprises in Sub-Saharan Africa is isolation − the by the majority mainstream gender. Initial funding support was lack of innovation-producing linkages between provided by the Canadian International Development of African enterprises, communities and R&D institutions. Agency (CIDA) − to develop the SANBio business governments plan − and funding of specific flagship projects by the South Africa has, by far, the largest and most extensive research capacity and output in Southern Africa. to raising the South African government. Subsequent efforts attracted additional investments from the governments of South It has the greatest level of government support for level of R&D Africa and Finland (BioFISA), the Bill and Melinda R&D (nearing 1% of GDP), the largest contingent of universities, the broadest research base, the largest funding from Gates Foundation, Technical Centre for Agricultural and Rural Cooperation (CTA), European Union and amount of research and produces a large majority its current level the Australian and Dutch governments. Other partners of the published research and innovation. In virtually of less than that have funded biosciences research in Africa all areas, South Africa produces several times the include the Syngenta and Doyle Foundation who have research output of all the other SADC countries 0.3% of GDP provided support to the BecA-ILRI Hub, through its combined. As a result, South Africa has a more to at least 1%, host, the International Livestock Research Institute (ILRI). diversified research system and a greater capacity in those fields that are associated with technological no science More recently, the Swedish International Development Agency (SIDA) provided a $10.6 million grant to the innovation − physics, chemistry, mathematics and policy will BioInnovate Program, which supports the ABI agenda. engineering. Some of these international cooperating partners be effective While a number of countries in the region appear to have shown an interest to expand their work into the intend to continue supporting research, the growth in in generating Southern African region to build African biosciences regional biosciences research funding will be slow capacity and leadership with special emphasis on and sustaining without external support. This reality is unfortunate agricultural constraints in food production, nutrition since so many of the problems and challenges that endogenous and animal health. research. can be addressed by increased research are specific Although, domestic resources have been raised to to Africa and the research needs to be conducted on address specific challenges in Southern Africa, donor the continent. Some key ingredients appear to be in funds have provided the major share of investment. place (organisations and researchers); however too However, this situation does not produce a sustained many are under-funded and under-staffed, working in and positive R&D trajectory, which can only happen inadequate facilities with poor or outdated equipment. when Southern African governments invest more of their own resources and increase their policy-making 2.3.4 Human capacity development and implementation capacities. Without a firm UNESCO’s Science Report 2010 shows the share commitment by the majority of African governments of female researchers in sub-Saharan Africa varying to raising the level of R&D funding from its current somewhat, with many countries in the 10–25% level of less than 0.3% of GDP to at least 1%, no range. This result is not surprising given that the science policy will be effective in generating and female student ratio for tertiary education in sub- sustaining endogenous research. (UNESCO Saharan Africa is 15–30% in most countries. Science Report 2010, p. 281). There is thus a continuing gender imbalance in research in sub-Saharan Africa. 2.3.3 Innovation systems in Southern Africa

The degree of development of Innovation Systems 2.3.5 International Cooperation Partners − the agglomeration of research infrastructure, International Cooperation Partners are cognisant of the researchers, funding, support services, education, importance of food security, disease management and and commercialisation support – has a direct effect eventual eradication. However, the level of support is on sustaining R&D and spurring economic growth. uncertain as a result of the global financial situation The more dense and connected the Innovation System, and of concerns about the effectiveness of previous the more stimulus and opportunities for economic interventions.

24 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 2 Situational Analysis

2.3.6 Collaboration • Infectious diseases at the animal-human-ecosystem While interface According to UNESCO’s Science Report 2010, the recognition main areas of scientific research in the Anglophone • Conservation and utilisation of genetic resources. regarding the members of the SADC region are in the fields of clinical This is complemented with support to technology medicine, biology and biomedical research (p.285). transfer and commercialisation. effectiveness These are the areas of greatest strength in Southern and economic Africa. This is not surprising, as in the majority of In summary, harmonisation of policy frameworks is these countries scientific research followed the need needed for the REC and national policies – in trade, benefits of currency, customs duties and support for research. This to address the often harsh realities, including disease, situation has had a strong negative effect on research such research pandemics, food security issues and drought. productivity and has created significant boundary is growing, Information flow is not consistent or open in the region. issues – limiting movement of people, material, and concerted Duplication still occurs. A concerted effort will continue equipment – and thereby slowing collaborative efforts, to be needed to keep stakeholders informed. Success decreasing synergy, increasing duplication and driving change in the region will depend on full and fast flow of up costs. is not yet information and knowledge around the network. The level of awareness of biosciences in particular, and STI 2.4.2 SADC Policy Framework and priority areas happening. in general, among the key stakeholders is low. While SADC has issued the Regional Indicative Strategic There is a recognition regarding the effectiveness and economic Development Plan (RSIDP) and the Science & continuing benefits of such research is growing, concerted change Technology Protocol which states that the overall is not yet happening. There is a continuing need for aim of the development and application of science need for advocacy to increase awareness and engagement and technology in the region is to develop and advocacy throughout the region. strengthen national systems of innovation that drive sustained socio-economic development and rapid to increase 2.4 Policy Environment achievement of the goals of the SADC Common awareness Agenda (SADC website, August 30, 2013). Most of 2.4.1 aU NEPAD policies and priorities the challenges facing regional integration as identified and The development policy of NEPAD is to eradicate in the Regional Indicative Strategic Development Plan engagement poverty and place African countries on a path of (2003) such as food security, energy, water, transport, throughout the sustainable growth and development, build the communications infrastructure and human resources capacity of Africa to participate actively in the development will require scientific and technological region. world economy and body politic, and accelerate the solutions. Science and technology as a cross-cutting empowerment of women. SANBio derives its vision theme in the region can be used to develop and from NEPAD African Bioscience Initiative (ABI) to focus strengthen national systems of innovation in order to on bioscience research in the Southern African region drive sustained socio-economic development and the using a network approach. ABI’s Mission is pursued rapid achievement of the goals of the SADC common through three core functions − Research and Policy agenda, including poverty reduction and eradication. Support, Increasing Capacity (both human resources A Protocol on Science, Technology and Innovation was and infrastructure) and Network Development. It signed by SADC Heads of State and Government operates with a multicountry approach since so many in Johannesburg, South Africa, in August 2008. It is development problems transcend borders. a blueprint document that outlines the framework of The ABI outlines the following five priority areas to cooperation between Member States within the SADC support biosciences research and policy: region. It came about through extensive deliberations between Member States and covers scientific and • Staple crops and value-added products technological matters of interest within the region. • Improved livestock and fish Some of the aims and objectives of the Protocol in the • Environment-friendly materials for removing region are to: pollutants • strengthen regional cooperation and coordination;

SANBIO BUSINESS PLAN 2013 – 2018 25 • promote the development and harmonisation • increase access to the teaching and learning of of policies; basic science and mathematics; and • share experiences and pool resources; • promote gender equity and equality in the • promote public understanding, awareness and teaching and learning at all levels of education. participation; In the effort to provide strategic direction to achieving a common future, the following SADC priority themes Ultimately, • promote the value of Indigenous Knowledge can be addressed with biosciences innovations: size matters – Systems and technologies; larger science • attract, motivate and retain scientists; 1 Agriculture and food security. The aim is to ensure sustainable access to safe and adequate food • strengthen institutional capacity and facilitate systems have at all times with interventions in animal disease institutional cooperation and networks; the capacity control and fisheries; • enhance and strengthen the protection of 2 Health. The SADC Health Policy Framework has put for more intellectual property rights; forward the following priority areas for research, diversity • increase access to the teaching and learning of among others: basic science and mathematics; and and more • health information systems and ICT; • promote gender equity and equality in the • HIV/AIDS, Malaria and TB and sexually coverage teaching and learning at all levels of education. transmitted diseases; of the full The means of developing and strengthen national • non-communicable diseases (heart disease, systems of innovation involve four key efforts: scope of the diabetes and cancers); • Developing an enabling environment; sciences; small • nutrition and food safety; • Leveraging strengths to increase size and • pharmaceuticals (sustainable availability systems, by capabilities; and access to affordable, quality, safe and definition, are • Maintaining extensive stakeholder involvement; efficacious essential medicines including limited in their and traditional medicines); and • Focusing on key research themes. ability to invest 3 Environment and sustainable development. in specific Developing an enabling environment (Green technologies, waste management and water conservation, genetic resource A considerable amount of the effort in all these scientific management). initiatives relates to encouraging and facilitating the domains development of an enabling environment. SADC Leveraging strengths to increase size identifies three focus areas where science and and capabilities technology are aligned with the overall aims of SADC: In addition to facilitating of collaboration, cooperation • Strengthening of regional cooperation; and harmonisation of policies plus improving research • Development and harmonisation of policies; and infrastructure, there still remains one significant limitation – the small size of the Member States and • Intra- and inter-regional cooperation. their research capacities. Ultimately, size matters – Several other enabling focus areas are also identified: larger science systems have the capacity for more • promote public understanding, awareness and diversity and more coverage of the full scope of the participation; sciences; small systems, by definition, are limited in • promote the value of Indigenous Knowledge their ability to invest in specific scientific domains Systems and technologies; (NEPAD African Innovation Outlook 2010, p.95ff). • attract, motivate and retain scientists; In Southern Africa, no country (perhaps with the • strengthen institutional capacity and facilitate exclusion of South Africa) has the size, resources institutional cooperation and networks; or financial capacity to develop a vigorous R&D capacity on its own. Collective efforts are essential • enhance and strengthen the protection of to developing Innovation Systems that are sufficiently intellectual property rights; robust to sustainably stimulate growth.

26 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 2 Situational Analysis

2.4.3 National development strategies strategies to increasingly recognise that bioscience The Science and Technology policies and strategies innovations could contribute to new agro-processing of many Southern African countries are informed by opportunities, value chains and diversified small-holder Science Technology and Innovation (STI) policies. production creating an increased demand for local According to UN/AU statistics, the continent has crops, thereby improving rural livelihoods. This strategy forms the core of the SANBio Network Business Plan. secured progress in key areas such as net primary The use of enrolment, gender parity in primary education, Some of the specific opportunities for biosciences political empowerment of women, access to safe modern intervention in Southern Africa include applications drinking water and stemming the spread of HIV/AIDS. of modern biotechnology tools to provide human and biosciences However, the onset of the food and fuel crisis has animal health solutions, diagnostics and developing made the health and food security primary focus for is contributing IKS-related pharmaceutical applications. Capacities to most countries in the region. Moreover, the adverse adapt and use modern biosciences in various sectors to a transition impacts of climate change pose a further threat to are emerging in Southern Africa. However, they are the sustainability of the region. The region also faces towards still scarce and scattered, with few strong regional huge energy needs to power its development and initiatives. knowledge- industrialisation. based On a different note, modern biosciences is providing 2.5 Themes Emerging from Situational bioeconomy an increasingly powerful innovation engine at a Analysis global scale for sustainable agricultural production, transforming The emerging themes are: waste treatment, energy production and development biological of a diverse range of novel bio-products. The use • Need for investment in research, development & of modern biosciences is contributing to a transition innovation. Key focus area is health and nutrition, resources towards knowledge-based bioeconomy transforming including health-oriented interventions from into new, agriculture and the environment biological resources into new, sustainable, eco-efficient sustainable, and value-added products. The development of a • Strengthen human capacity development, knowledge-based bio-economy is important for many infrastructure and policy support eco-efficient reasons, including: (i) development of resource-efficient • Need for enabling environment and financial and value- and productive agricultural systems able to adapt to sustainability climate change, (ii) decreased dependence of fossil added These themes are supported by needs-driven capacity energy thereby decreasing emission of greenhouse products. gases, (iii) the possibility to revitalise rural communities, building (project management, grant management, increasing the production base and the opportunities innovation management and bioentrepreneurship) and for local value addition and (iv) increased possibilities cross-cutting themes including bioinformatics, genetic to recycle energy and material flows for mitigation resources, indigenous knowledge, climate change and of environmental degradation. Considering all these biosafety. advantages, Southern-African countries have adopted

SANBIO BUSINESS PLAN 2013 – 2018 27 28 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 3 Business Model

Business model

3.1 Guiding Principles the possibility of becoming involved with SANBio programmes and activities. This issue is addressed as There are nine fundamental principles that guide the a Programme initiative later in this Business Plan. SANBio Network programmes, activities, approach and structure: The collaborative and regional nature of SANBio 1 A transparent, collaborative, regionally-focused is seen in a wide variety of measures º in SANBio’s initiative; governance, through the hub and node model, through these guiding principles, and through participation 2 A hub-node network model; in SANBio activities and projects. As noted in the SANBio is, 3 Committed to the active participation of key 2006 Business Plan (p. 20), the nature of SANBio by its structure stakeholders; means that the programmes and activities take place and nature, a 4 Demand-driven; in locations throughout Southern Africa. They are focused on solving Southern Africa’s priority problems, regional effort. 5 Results-oriented; and provide many opportunities for partnership 6 Member States need to benefit from, as well as links nationally and internationally. Potential It has contribute to SANBio initiatives; partners include universities, national, regional and components international research institutions, the private sector, 7 Transparent criteria, processes and procedures throughout the of selecting nodes and projects; and the international scientific and development communities. There is a high degree of interest from region and it 8 R&D activities that create public and social value; international partners working on priority African and offers a shared problems, who would benefit from conducting further 9 Engaging in equal and mutually beneficial research in an African environment. research partnerships. At the same time, it should be accepted that it will be platform The success and sustainability of SANBio depends on impossible for all twelve countries to participate in the primacy and fulfillment of these guiding principles. for working all projects because of (1) the relevance of a project to that country and (2) the expertise, experience collaboratively. 3.1.1 a transparent collaborative, regionally-focussed and infrastructure available. However, projects will initiative always be consortium driven and this will maximise the Regional cooperation can take various forms, including potential for wider input. joint research and commercialisation projects, sharing of information, conferences, building joint or common 3.1.2 ‘Hub-Node’ Network Model laboratories, setting common standards for R&D, and As noted earlier (1.2), the AU’s Science and exchanges of expertise. Technology Consolidated Plan of Action (CPA) in SANBio is, by its structure and nature, a regional 2005 considered networking to be an essential effort. It has components throughout the region and ingredient for stimulating and expanding capacity it offers a shared research platform for working and collaborative research efforts in Africa and ABI collaboratively. In fact, SANBio focuses its efforts on is implemented through a continent-wide, regional cross-border problems by requiring that all supported networking approach. In ABI’s model, each network project efforts involve at least is composed of a regional Hub and country Nodes three countries. spread throughout the region. This Hub-Node model allows the various collaborators to use their strengths – SANBio is intended to be as inclusive as possible, the Hubs with their more advanced organisational and with additional nodes as well as researchers having

SANBIO BUSINESS PLAN 2013 – 2018 29 technical capabilities and the Nodes with their more 3.1.5 Results-oriented specialised and targeted competencies. Accordingly, The well-founded and increasing pressure for improved It is important equipment and facilities can be rationalised, lessening accountability systems – from strategic planning, that SANBio duplication and improving efficiency. SANBio’s implementation of modern business methods and hub is the CSIR, a well-positioned and well-suited the accounting for and demonstration of results – is undertake organisation. acknowledged by SANBio. Completing a well-crafted initiatives for results management system, in collaboration with the 3.1.3 Committed to the active participation of key NEPAD Agency, will be one of the priorities under this which there stakeholders Business Plan. is a regional By its very nature, SANBio needs active stakeholder participation. It cannot be effective without continually Member States need to benefit from, as well as need or contribute to, SANBio initiatives. Member State canvassing its stakeholders regarding progress and commitments to increasing support of biosciences R&D, demand. needs. Given the direction being set in this Business which is critical to the success of this Business Plan, Plan, there will be a high level of communication will depend on the extent to which SANBio efforts can among Network participants in order to continue its benefit their R&D capacities and result, ultimately, in efforts and undertake new ones. Indeed, extensive new products and services. consultation has been employed in all SANBio efforts since its inception. In addition, more attention will 3.1.6 Member states need to benefit from as well as need to be paid to improving information sharing and contribute to SANBio initiatives consultation with the private sector. The SANBio network will be expanded to include all 3.1.4 Demand-driven SADC countries and an active effort will be made in 2014 to recruit those members that are either not It is important that SANBio undertake initiatives currently represented or which do not participate fully for which there is a regional need or demand. in the activities of SANBio (e.g. Democratic Republic Accordingly, the SANBio strategy strives to align with of Congo, Seychelles, Madagascar). It is important National and Regional (as well as African) priorities that a geographical representation of the SANBio in health, agriculture and environmental S&T and network include all SADC member states. The value capacity development. proposition of SANBio needs to be clearly articulated However, as discovered in the research conducted to member states and the benefits highlighted. A for development of the BecA-ILRI Hub Business Plan detailed summary of all SANBio’s past successes 2013–2018 (March 2013), will be documented in a publication to be sent to all relevant stakeholders in SADC member states followed “…there is no single set of priorities for biosciences in by continued personal engagements by Steering Africa. Rather, there are a number of priority themes Committee members and individuals appointed as emerging from the various Pan African and regional focal points in member states. organisations and national governments and demand side analysis. These themes (inter alia) are: Advocating for public and social value is the primary principle (social entrepreneurship) for SANBio – the • Food and nutritional safety and security support of business and private sector is a further • Income generation for small scale producers added value.

• Climate change adaptation The principle that all member states also need to • Environmental sustainability, including the contribute to SANBio initiatives is well understood conservation and utilisation of biodiversity although there is also an understanding that member states cannot necessarily contribute to the same extent. • Increasing regional and international trade.” (p. 9) A principle of funding to member states is that SANBio Nevertheless, SANBio will communicate with and must be sustainable and therefore each participating monitor the plans and analyse a wide range of local, country in the region must contribute financially to the regional and continental organisations to ensure that it functions of the hub and/or nodes. The new SADC is current with the latest trends.

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Desk official will be used to leverage the support of by the Steering Committee on an ad hoc basis and the SADC Secretariat in garnering the commitment of in accordance with the required expertise in each member states. In this instance the benefit of SANBio thematic area. While will once again need to be demonstrated to member The criteria include selection of projects in order to get SANBio states. It is crucial that SANBio needs to be recognised within SADC to solicit the buy-in of member states. a fair geographical balance/spread across the SADC has a wide The success of the network will be determined by region and consideration will be given to member range of key a range of factors such as the quality of the Hub, states capacity and positioning within the RD&I value Nodes, infrastructure as well as ownership by member chain when projects are selected. stakeholders, states through participation in the various nodes and most important collaboration between member states. 3.2 Key Stakeholders are the While SANBio has a wide range of key stakeholders, 3.1.7 transparency of criteria people of most important are the people of Southern Africa who The criteria process and procedures of selecting nodes have so much to gain – in terms of better health and Southern and projects was developed in the previous business livelihoods – from SANBio’s successful implementation. plan. This will be updated and communicated to all Africa who The following page contains a table identifying the stakeholders. Projects will be selected after a due other key stakeholders, their roles in SANBio and have so much diligence peer review process in order to maintain noting some of the benefits to be realised through a high quality of the RD&I programmes. This is done to gain – in vigorous participation. by a Scientific Advisory Panel (SAP) to be nominated terms of better health and livelihoods – SANBio Stakeholder Roles and Benefits from SANBio’s Role Benefit AU/NEPAD • Bringing the continental focus • Contribution to fulfillment of successful • Providing the ‘NEPAD’ Brand continental development goals implement- • Supporting the policy development • Contribution to continental ation. and advocacy efforts of SANBio biosciences and STI development • Coordinating with other Networks • Increasing number of best-practice examples • Participating in SANBio governance • Report to AMCOST and other relevant ministerial structures on activities of SANBio • Resource mobilisation • Monitoring and assessing SANBio efforts

SANBIO BUSINESS PLAN 2013 – 2018 31 SANBio Stakeholder Roles and Benefits Role Benefit Member States • Fulfillment of national development • Bringing the national focus goals • Hosting Nodes • Increasing domestic • Co-funding R&D projects R&D capability • Contributing financially to SANBio • Products to market efforts • Positive economic impacts • Increasing its Biosciences efforts of projects • Participating in SANBio • Biosciences policy development governance support Hub (the CSIR) • Operating and managing • A brand/identity in the Hub Southern Africa • Providing core facilities • Enhanced competency and expertise • Expanded international linkages • Participating in STI • Opportunities for • Participating in SANBio increased R&D resource mobilisation and governance Nodes • Operating and managing • Enhanced competency the Node and capacity • Executing and co-funding • Regional and international of R&D networking • Resource mobilisation • Opportunities for • Reaching out to other universities increased R&D and research institutions in the region Private sector • Access to new knowledge for • Co-funding of R&D projects product and service development • Potential users of project outputs • Support for R&D and • Potential commercialisation clients commercialisation • Knowledge and entrepreneurism • Access to hub/node skills and competencies Regional Funders and • Collaborating and co-funding • Extended R&D efforts Policy Makers • Providing information regarding • A more responsive SANBio work regional STI needs in Biosciences plan • Willingness to work • Contributions to the achievement of collaboratively their development goals International Cooperation • Development of African capabilities Partners • Greater linkages among scientists locally, regionally and globally • Planning support • A more stable Africa • Co-funding • Potential for increasing collaborative efforts and trade with African countries Public, Communities and • Beneficiaries of innovations • Improved livelihoods other beneficiaries from the Network and drivers of thematic investment areas within network

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3.3 Programmes, Objectives and Targets

It is proposed that the themes set out in Chapter 2, above, are delivered in three programmes, as follows:

Programme Strategic Objectives

1. Research, Development & 1. Focus on practical, Innovation development-oriented research

2. Increasing capacity (HCD and 2. Boost Southern African Infrastructure) biosciences research capacity

3. Pursue sustainable programme support

3. Enabling Environment and Financial 4. Strengthen the network and Sustainability networking

5. Demonstrate results and impacts

This approach provides the framework for results Budget. This first programme, targets a $40 million management and combined with programme targets research portfolio. It is important to ‘aim high’ allows for the kind of measurement needed to properly because SANBio is building on previous gains in measure and assess results. domains where there is comparative advantage to add significant value. SANBio (as part of ABI) has Accordingly, the programmes with objectives, targets hosted numerous stakeholder consultations attended by and major associated activties are set out below, with farmers, traditional leaders, researchers, extension the first page being a representation of the Business workers, NGO representatives, academics and private Plan for the 2013–2018 period. industries. The consultations were aimed at developing 3.3.1 prOGRAMME 1: Research, development and a demand-driven research agenda and creating innovation stakeholder ownership. The consultations concluded biosciences R&D support should be guided by the Programme focus. This programme is aimed at following principles: supporting research and development efforts in biosciences with emphasis on human health and i. Programmes should be those that organisations nutrition, using interventions from agriculture, participating on the ABI networks have a environment and industrial technologies. The comparative advantage in adding value. programme also focuses on accelerating technology ii. Programmes should build on prior progress in transfer and commercialisation to create impact in the terms of available human and physical capacity. region and make a difference to people’s lives. For instance, in all the consultations stakeholders were pleased to learn about the existence of state- Strategic intent: Promote and undertake research that of-the-art laboratories available in the participating has marketable potential and address real regional organisations. needs. In particular it will be supported to enable efficient dissemination of research findings, technology iii. Programmes should be demand-driven and should transfer and commercialisation. This programme reach and attract participation of will also be linked with other NEPAD initiatives in end users. the agricultural (CAADP, The Comprehensive Africa iv. Stakeholder participation and partnerships should Agricultural Development Programme), health and be enhanced in order to ensure sustainability and environment areas. ownership of the programmes.

SANBIO BUSINESS PLAN 2013 – 2018 33 Investment priorities. In all cases, SANBio will identify – Aquaculture (fish farming technologies in investment priorities on the basis of a demand-driven communities and schools). and responsive approach, and will continually host iii. Health and the Environment forums with key stakeholders to identify regional needs. From the previous needs analysis a number of – Climate Change regional investment priorities were identified namely: – Green Technologies

– Industrial Biologics (water and waste 1 RD&I programmes management, water quality) The main focus of SANBio is to improve livelihoods in Southern Africa with a particular focus on human – Genetic Resource Management. health, but also considering factors impacting on this A Scientific Advisory Panel will be constituted per such as nutrition, food security agriculture and the thematic area on an ad hoc basis to peer review environment. The main thematic areas with focal areas project proposals and recommend proposals for are detailed below: funding to the SANBio Steering Committee. The SAP Human Health will consist of 4 to 5 members appointed on an ad hoc basis based on their expertise and they will be • Bioprospecting for remedies nominated by the SANBio secretariat. • Diagnostics, e.g. point-of-care or surveillance

• Food drug interactions 2 Accelerate technology transfer and • Food allergies commercialisation • Genomics, e.g. host-pathogen interactions The second priority is new for SANBio. This new initiative signifies SANBio’s desire to have reasonably i. Nutrition rapid development results and impact from its efforts and the recognition that technology transfer will not – Alternative sources of proteins, micronutrients happen without a concerted effort. The CSIR has & carbohydrates, e.g. promotion of nutrient- strong technology transfer and commercialisation rich foods targeting women and children capabilities; indeed it is embarking (2013) on an – Food processing, e.g. improved handling expanded programme in these areas. and storage, technologies to ensure availability throughout the year Key to this initiative is for SANBio to clearly define and assess the unmet needs of the region and through its – Value addition of indigenous foods and RD&I programme investments, develop solutions tailor neglected foods – nutritional value of made to address these needs. Successful technology indigenous & neglected foods e.g. vegetables transfer and in particular adoption of technologies integrated into food by end-users is accelerated if outputs clearly address – Indigenous coping strategies to natural and unmet needs. End-user led innovation will be a man-made disasters – climate change, key driver for SANBio’s technology development HIV/AIDS and commercialisation efforts. This needs analysis will be refined on an ongoing basis and potential – Nutrition education. RD&I interventions tested with end-users to ensure applicability as part of a clearly defined stage gate iii. Health-related Agriculture issues process, built into all RD&I programmes. – Animal Production (indigenous breeds, genetics) 3.3.2 PROGRAMME 2: Strengthen human capacity development, infrastructure and policy support – Animal Health (therapeutics, vaccines and diagnostics) Programme focus. In addition to supporting research and product development efforts, there is considerable – Agricultural Products (biocontrol, biosafety and need in the region to increase the human capacity, fertilisers)

34 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 3 Business Model

organisational capabilities and uplift infrastructure to the R&D, human capital and infrastructure needs provide an enabling environment for conducting and of Southern Africa, SANBio will undertake a large supporting R&D. training and education effort.

Strategic intent. Strengthen institutional systems • Training will be provided through a wide range of infrastructure and develop human capacity to enable short-term training courses, workshops, exchange an efficient network that is conducive to collaborative visits and tours, on an as-needed by the various RD&I. nodes and the hub basis. Training will include new tools and techniques for programme management Budget. This programme aims to mobilise resources to to facilitate first-class invest at least $25 million to strengthen infrastructure proposal development and research management. and institutional systems and $5 million to support MSc and PhD studies in critical biosciences areas. • Education will target at producing a cohort of These studies will be integrated with the priority postgraduate students at the Master’s and PhD RD&I programmes on Programme 1 and will not be levels who will champion biosciences R&D. The standalone. feasibility of introducing a Regional Accelerated Postgraduate Training Platform approach will Investment priorities. Six investment priorities have been be explored. identified: • Most importantly, SANBio will conduct a skills 1. Strengthen the institutional systems and research audit in the region and based on the regional infrastructure of the nodes needs analysis, put in place suitable skills development, vocational training, exchange 2. Training and education for biosciences programmes, as well as sponsor-relevant MSc and 3. Strengthen linkages with continental and global PhD scholarships to strengthen relevant human scientific communities capacity in the region to deliver 4. Boost inter-network collaboration relevant innovations. 5. Support policy efforts in biosciences Over the life of this Business Plan we expect 6. Actively address gender mainstreaming. 48 Masters and 24 Ph.D students to be trained through the Network, as well as 200 undergraduate 1 Strengthen the institutional systems and research studentships supported. These students, who will infrastructure of the nodes be offered fellowships to study within and outside the This involves providing advisory services as well as continent, will be bonded to their local organisations new and upgraded physical infrastructure to nodes to ensure that they return to their home countries upon as needed. Not all Nodes have the requisite systems completion of their studies. (This is the same approach and infrastructure to participate properly and SANBio used successfully by SANBio in the past.) can help with some judicious investments in this Affirmative action will be taken to ensure that at least regard. As an example, the state-of-the-art Regional 50% of recipients of these fellowships will be female Bioinformatics Laboratory, established at the University and preference will be given to candidates from post of Mauritius, has been active in providing short- and conflict countries. long-term training as well as Master’s level university education. Key efforts under this initiative will include Specific education and training initiatives will be the elevation of lab practices, consideration of ISO developed after further training needs assessments and other possible standards, and logistics as well as which need to be undertaken early in this Business infrastructure audits. Planning period.

2 Training and education for biosciences (including 3 Strengthen linkages with continental and technical applications as well as commercialisation) global scientific communities This is an important priority and given the relative This will have two foci, specifically connecting with success of previous efforts and the magnitude of scientific communities across the continent as well as

SANBIO BUSINESS PLAN 2013 – 2018 35 Levels of connecting African scientific communities to those programmes. We will be seeking to identify other elsewhere. In the first instance there are already initiatives as well. female examples of different networks tackling similar In support of these efforts we will implement special participation problems and researchers not knowing of these efforts. data collection efforts, though the results management SANBio is well positioned to make connections where in biosciences system to monitor and report on progress in this area. common research is being undertaken and also research and make connections where complementary skills are 3.3.3 Programme 3: Enabling environment and available. Furthermore, SANBio can play a role in related support financial sustainability connecting African scientists living off the continent, Programme focus. Establish an enabling environment activities are to current efforts at home. Finally, with the emergence for efficient operation of the network, strengthening low and of high-quality researchers and research conducted in management and operational systems, establish a Southern Africa, SANBio can play a role in connecting results management framework and put mechanisms in positive action researchers in the region to researchers on the African place to support the network’s financial sustainability. is needed. continent and elsewhere – to encourage more South- South collaboration as well as more North-South Strategic intent. Design and create an enabling collaboration. environment and promote the network to mobilise resources to support the network activities. 4 Boost inter-network collaboration Budget. A budget of $10 million is planned, with This will be facilitated by the other ABI Networks and member states providing 20% of the needed resources involves ensuring that cross Network issues, ideas and on the activities they are participating in. opportunities are exploited. This is important as there have already been instances of unexploited overlap Investment priorities. This programme is involved with and duplication as well as potential opportunities not acquiring and employing critical support. There are addressed. five key initiatives:

5 Support policy efforts in biosciences 1 Actively solicit financial support from and partnerships with: This will include a consultative support on the initiation and development of policies which facilitate • Member State governments biosciences within a country and which support • RECs regional biosciences efforts, particularly in the area • Private sector of policy harmonisation, the lack of which is a major barrier to all forms of STI efforts. This initiative could • International Cooperation Partners become a major effort if Member States request • Private foundations support in this area. • Multi-donor trust funds

6 Actively address gender equity 2 Increase awareness of the role of biosciences This is another big priority. As noted above, gender 3 Promote PPPs equity is a much greater issue in sub-Saharan Africa 4 Strengthen management systems for the network than in Northern Africa. Levels of female participation 5 Establish a results management system (with strong in biosciences research and related support activities M&E) are low and positive action is needed. SANBio will address this issue in a number of ways – giving 1 Actively solicit financial support from and preference to female PIs in research applications, partnerships with the key target group giving incentives to women to attend important This is a critical priority for SANBio and consists of an workshops and training sessions, establishing a active and concerted resource mobilisation effort and mentorship and training exchange programme will consume much of the SANBio Network Manager’s between Northern and Southern African organisations efforts in the early stages of implementing this Business and giving preference to females in educational Plan. The focus of SANBio during the early stages

36 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 3 Business Model

of this business planning period will be on mounting ii. Explore new ways of raising revenues a substantial effort to raise resources for continuing There are a number of ways that Network and sustained programme implementation. This effort members could raise revenues – percentage will be undertaken by the Secretariat and hub, in allocations for administration, charges to collaboration with the Nodes, the Member States, participants, greater client contributions to co- SADC and the NEPAD Agency. funded projects. Charges could be made for use of Hub and Node facilities, full costing of overheads Resources are expected to be in place by late 2013 to needs to be accounted for, and co- funding, on initiate this effort – core funding from the government a sliding scale is feasible as efforts near market of South Africa and the commencement of BioFISA readiness. Phase 2 which is expected to be targeted to supporting the SANBio’s sustainability efforts. However, SANBio will be sensitive to the financial capabilities of its participants and move cautiously A set of eight key initiatives will be undertaken, with but determinedly into this area. The target for the first being the most potentially fruitful and therefore Network-generated revenues, as set out above, is There are a the one that the Network Manager will set as a 15% of SANBio’s budget requirements. priority: number of iii. Explore the feasibility of regular Member State i. Actively solicit financial support from, and contributions ways that partnerships with, the key target groups As SANBio becomes more successful, it will Network This initiative consists of an active and concerted become increasingly feasible for Member States to members resource mobilisation effort. Key undertakings are: consider a regular contribution to SANBio’s core operations. The success of this effort will depend could raise First, using this Business Plan as the foundation on the clear, complete and credible reporting of document for consistently communicating directions revenues... results which demonstrate substantial Member and setting priorities; State benefits. However, Second, identifying work packages from this iv. Seek more strategic partnerships document that could be supported by key SANBio will target groups; Many more partnerships will be needed to strengthen the human, infrastructure and be sensitive to Third, approaching the key target groups institutional capacity of organisations in Southern regarding interest and possible support; the financial Africa. SANBio’s Secretariat will look to identify capabilities of Fourth, becoming amenable to a wide variety of several key potential partnerships, like the one support modalities as different organisations within currently operating between ABNE and the its participants the key target group will have differing directions Michigan State University, where an African and move and will favour different approaches; and, organisation can get support, when needed, Fifth, actively pursuing opportunities through from a competent and credible international cautiously but developing concept notes and project proposals organisation. In addition, there is potential to determinedly and following up by maintaining consistent contact. increase a wide range of other inter-institutional into this area. This initiative will be directed to Southern African, arrangements such as the twinning of research Pan-African and non-African sources. As noted institutions for research cooperation. earlier, the possibilities of being successful in v. Train node personnel on key areas of resource raising support for SANBio will be somewhat mobilisation dependent on the participation of Member States, One of the key constraints in biosciences resource providing voluntary contributions either directly mobilisation in Southern Africa is a lack of or in kind. The clear evidence is that their support information about, and capacity to go after, the is instrumental in receiving support from offshore many potential sources of funding. The SANBio International Collaborating Partners. Secretariat will provide such information widely Therefore, a strong effort will be made to throughout the Network and equip the Nodes with approach Member States and SADC concerning skills in proposal preparation, negotiations and their participation in this important effort.

SANBIO BUSINESS PLAN 2013 – 2018 37 funding procedures so that they themselves can SANBio efforts will take cognisance of and, where become more active in these efforts. In fact, Bunda most efficacious, work with the NEPAD and SADC One of the College in Malawi has used its experience as a secretariats, the other hubs and regional participants key constraints SANBio node to win more than US$ 600,000 in to ensure there is no conflict in approaches to funding project support. providers. in biosciences vi. Advocate to Member States for increased resource 2 Increase awareness of the role of bioscience investment in Biosciences R&D This will be directed at key stakeholders, particularly mobilisation As noted earlier, there is an emerging interest Member State governments who are the key target in Southern by African governments in S&T (over 40 have Ministries responsible for S&T) and SADC is of this effort. A strong advocacy effort for increasing Africa is a lack pursuing S&T policies and initiatives. However, support to biosciences research is a critical of information the level of investment is still much lower than the ingredient in meeting the 20% target for Member State contribution to SANBio. SANBio will also about, and commitments all governments made several years ago. SANBio will mount an active campaign in implement an awareness programme to sensitise capacity to Member States, with the appropriate nodes, for policy makers on biosciences matters. This will include parliamentarians, Chambers of Commerce and go after, the increased support to biosciences through their R&D institutions. As well SANBio will support Industry, Finance and Planning Ministries, Development many potential and advocate for special incentives, such as tax Committees, economic and trade missions, etc. sources of rebates, to be given to organisations supporting SANBio will also improve brand visibility through R&D institutions in biosciences. strategies such as placing advertisements in local funding. languages and multimedia. This will be clearly outlined vii. Seek to establish a SANBio Investment Fund in the Communication Plan that will be developed as (SANFUND) part of the operational plan. To ensure the long-term financial sustainability of the network, SANBio will seek to establish 3 Promote PPPs a SANBio fund (SANFUND), both through This signals the intent to begin the process of contributions of Member States as well as promoting PPPs. While the private sector in Southern contributions from regional funders and Africa is dominated by small firms with little ability to international cooperation partners. The SANBio actively participate in R&D, several key organisations fund will be applied to co-invest in flagship will be approached to begin building the partnership RD&I programmes as well as to accelerate relationship, including the African Agricultural commercialisation and technology transfer of Technology Foundation which facilitates and promotes technology solutions developed within the network. public/private partnerships for the access and delivery It will also be used to strengthen the needs of appropriate proprietary agricultural technologies assessment and commercialisation capacity at the for use by resource-poor smallholder farmers in Africa. various nodes within This effort will also involve approaching university the network. technology transfer offices as well as government viii. Align work programming with potential supporters research and development organisations. Modest SANBio will make every effort to link its work success and significant learning for further future programmes to Member State budgeting efforts is expected during this Business Plan period. processes, International Collaborating Partner directions and requirements, as well as the 4 Strengthen management systems for the network directions of SADC and NEPAD. This will facilitate This involves the Secretariat establishing the necessary the development of key relationships for continuing mechanisms for the Network along with facilitative support. management systems to support the hub and the nodes. This approach is in place, more or less, ix. Coordinate with other NEPAD Agency and with some work having to be done to improve the SADC resource mobilisation efforts

38 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 3 Business Model

connections with various parts of the CSIR (the hub). • Other ABI networks and AU/NEPAD policy The Secretariat will also explore the feasibility of frameworks; and SANBio expansion. There are several requests for • Private sector organisations. SANBio’s other organisations to join the Network and a method efforts are to determine whether and how to take on additional SANBio’s efforts are designed to be complementary to nodes is needed. The more the Network can reach all and collaborative with the directions and designed to be scientists and potential entrepreneurs in bioscience, the efforts of the other ABI networks and with several complementary better it will be. What may have to be considered is a other key AU/NEPAD policy frameworks. new category of membership to deal with non-nodal Four such frameworks are candidates for to and institutions and individuals. significant interaction: collaborative • CAADP which focuses on research in staple crops with the 5 Establish a results management system for SANBio and value added products; livestock and fish; directions and This has two components: infectious diseases at the animal-human-ecosystem interface; and conservation and utilisation of efforts of the • the implementation of a results management genetic resources; system, which will include a full life cycle approach other ABI • African Health Strategy and Pharmaceutical for describing what SANBio’s efforts are designed networks and to do, what they are doing, how they are Manufacturing Plan for Africa (PMPA) targeting progressing, their expected outputs and measures research in traditional medicines for their potential with several of potential impact; and contribution to health systems; R&D for promoting other key local production of drugs, vaccines, diagnostics • the design and implementation of analytical and and other health commodities; and research in AU/NEPAD reporting tools for assessing the viability and infectious diseases at the animal-human-ecosystem impact of SANBio projects and for reporting policy interface; on them. • Action Plan for the Environment conducting frameworks. More information on this approach is contained in research for conservation and sustainable use of Appendix 3. marine, coastal and freshwater resources; cross- border conservation or management of natural 3.4 Forging Partnerships resources; and development and transfer of Members of the SANBio Network are in constant environmentally sound technologies; contact with each other and with a wide range of • Accelerated Industrial Development of Africa people and institutions within and outside the region. (AIDA) creating systems for generating innovation To make the best use of these interactions, the SANBio and know-how for industrial development and Secretariat will maintain a close watch on what are supports the strengthening of regional industrial the key linkages and will develop an approach to innovation system in Africa. managing them appropriately. The immediate priority will be on establishing and maintaining contact with SANBio will also aim to forge and maintain strategic potential local, regional and International Cooperation alliances between individuals, institutions and Partners and investors. organisations in the science research communities internationally. Bioscience is a rapidly evolving These linkages will be at many levels: field and establishing linkages with individuals and institutions working at the cutting edge is critical. • The key stakeholders noted above; For example, the CSIR has cooperation agreements • A wide range of academic and research with major overseas R&D organisations and institutions in Member States; companies and is currently working with 18 African • International Cooperation Partners and other countries. Through such international partnerships, potential investors; infrastructure at research organisations outside Africa • Regional funders and policy makers; can be employed to accelerate regional capacity development.

SANBIO BUSINESS PLAN 2013 – 2018 39 xxxxxx 3.5 Critical Issues for Implementation

Mobilising sufficient resources for programming Generating buy-in and resources from Member States

It is likely that most programming support, for the next To have a credible case for International Cooperation several years, will have to come from International Partner support, SANBio will have to show that it is Cooperation Partners. Indeed, the level of support from receiving support from Member States, since it is only Member States reflects their stages of development by showing such tangible support that buy-in will and the priority they set on biosciences R&D. be concretely demonstrated. As noted earlier, South Accordingly, access to International Cooperation Africa’s willingness to contribute to the development of Partners is a critical challenge and success factor for SANBio was instrumental to Finland’s participation in SANBio. the BioFISA project.

Maintaining focus on the collaborative, Hub-Node Improving the gender balance Network model The low level of female researchers and administrators The Hub-Node Network model has been successful. in sub-Saharan Africa needs to be addressed, both It is also scalable and can be greatly expanded. in Africa’s interest and because funder interest will be SANBio has been successful in establishing this model diminished if this issue is not tackled head-on. There and focusing it on organisations that are committed to might be a positive role for the female-rich network participate. That continued focus is critical to further organisations to play in helping to address this success. challenge.

Demonstrating value for money to funders and Involving the private sector results to all It has proven very difficult to engage private sector SANBio has to demonstrate a strong, operational individuals and companies in Network activities. One accountability framework in dealing with the resource reason is the low level of private sector interest and mobilisation challenge, particularly in approaching investment in biosciences and biosciences products International Cooperation Partners and other funders and services. Another reason is the lack of contact to show how they are getting value for money. Timely with and knowledge of the private sector by early and objective results measures are needed. Further, stage research endeavours. This challenge will need to SANBio will need to show that it is focused on be addressed for commercialisation to ‘development results’ and that its research is targeted be successful. to NEPAD’s goals. It will also have to communicate

regularly to its stakeholders about the progress and achievement of results.

40 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 4 Network Governance

Network Governance

4.1 Overview

This Business Plan proposes changes to the governance continental (NEPAD Agency) biosciences interests. and management arrangements for SANBio. The intent These constituencies need to participate in, and be is to give greater clarity to the responsibilities and satisfied that, the new governance and management accountabilities of the various parties involved. This arrangements enable SANBio to operate efficiently clarity will enable SANBio to meet the expectations and effectively as a driver for biosciences expansion in of its various constituencies within Africa and Southern Africa. internationally, as it moves into its next growth stage. SANBio serves several constituencies − the Southern There are seven bodies directly involved in the African biosciences and development communities, governance of SANBio. The following diagram the Member States, and the regional (SADC) and illustrates the arrangements; the roles and responsibilities are described overleaf. SANBio Governance Model

Strategic Oversight Management & Partner & & Governance Operational Support Funders

Member States CSIR

NEPAD International SADC Collaborating Partners SANBio (ICPs) Steering Committee

SANBio SANBio Secretariat Hub

Other Funders

Node 1 Node 2 Node 3 Node n

SANBIO BUSINESS PLAN 2013 – 2018 41 4.2 SANBio Network – Roles and 4.2.3 SADC Secretariat Responsibilities The SADC Secretariat brings a regional focus to SANBio. It is a supporter of and participant in 4.2.1 Member States furthering biosciences efforts in the region. It: The SANBio Network belongs to the Member States of Southern Africa. As such, they appoint the Network • supports the policy development and advocacy governors (i.e., the Steering Committee Members) and efforts of SANBio; individuals that act as national • provides planning advice; focal points. • helps with establishing strategic partnerships and Member States have a prominent role to play alliances; in facilitating the establishment of an enabling • facilitates the process of policy harmonisation and environment for biosciences development in their trade barrier removal in Southern Africa; countries and in resource mobilisation for the Network. • assists with resource mobilisation; They are also responsible to: • facilitates coordination with other programmes in • provide funding and domestic resources for Southern Africa; and biosciences development; • appoints a senior individual to the SANBio • institutionally and financially support the SANBio Steering Committee. nodes in their countries; 4.2.4 SANBio Steering Committee • institutionally and financially support SANBio The SANBio Steering Committee will be initiatives; re-constituted in 2013. It will consist of one • provide political support, as necessary; representative from each Member State (appointed by • influence the regional and continental policy the appropriate Science Ministry and mandated to act agenda regarding biosciences development; and on behalf of member states) and one representative • appoint a senior individual to the SANBio Steering from each NEPAD Agency, SADC and the CSIR (the Committee. hub). Members are expected to be sufficiently senior in their organisations to make substantive contributions 4.2.2 NEPAD Agency and commitments. Criteria for nomination include: The NEPAD Agency is the founder and initiator of SANBio and other networks across the continent. It i. SC members must be able to influence budgets in provides the ‘brand’ under which SANBio operates the Member States; and is involved in the overall coordination and ii. SC members must have influence and be respected strategic direction for the network. Finally, it ensures by the science ministries in that network directions and activities are in compliance their countries; with key pan-African criteria. In addition, the NEPAD iii. Countries must commit to carry the travel costs for Agency: SC members to SC meetings;

• supports the policy development and advocacy iv. The term of office will be two years; efforts of SANBio; v. C members must attend at least two SC meetings • provides planning advice; per annum; and • monitors and assesses SANBio efforts; vi. There will at least be two SC meetings per annum. • helps with establishing strategic partnerships and alliances; Furthermore, Member States must nominate an individual to act as a focal point in each country. The • assists with resource mobilisation; role of the focal point is to act as an ambassador • facilitates linkages with other networks regionally, for SANBio in Member State and to facilitate continentally and internationally; and communication between SANBio and RD&I institutes • appoints a senior individual to the SANBio in Member States, support SANBio’s communication Steering Committee.

42 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 4 Network Governance

strategy, facilitate calls for proposals and act as the • helps strengthen SANBio linkages with other primary contact point for the Secretariat and the regional and continental African organisations Nodes. such as SAMCOST and AMCOST;

The Chair is elected from the Board membership for a • Steering Committee Chair to attend and report at period of two years renewable once, to a maximum SAMCOST meeting; of four years. The SANBio Network Manager will • Steering Committee members need to serve as Steering Committee Secretary. Meetings will co-ordinate and be responsible for country be held in different Member States on a rotational resource mobilisation; and basis. Member States that host the SC meeting will • Steering Committee members will be part of be responsible for covering the cost of hosting such delegations when visiting donor organisations. meeting as well as accommodation cost for SC members. The Steering Committee will meet at least twice per year. One meeting will be held early in the calendar The Steering Committee year to review the Secretariat’s progress and comment • ensures that Member States are well represented on Annual Work Plan proposals, as well as discuss and have a strong voice in Network directions and developments throughout the Network. The second development; meeting, in the second half of the year, will include • endorses the strategic directions and Annual Work a review of Secretariat and Node progress, the Plans of the Secretariat, as expressed through this identification of emerging needs and priorities, and Business Plan; discussion of technical and scientific issues. • provides Network oversight and is responsible for the effective operation of the Secretariat; 4.2.5 SANBio Secretariat • is responsible for the recruitment of the The SANBio Secretariat manages the Network with Network Manager; oversight from the SANBio Steering Committee. It is • approves the deliverables, indicators and measures hosted by the CSIR, which also provides operational of success derived from the implementation of the assistance in terms of financial management, Business Plan; procurement and legal assistance. The Secretariat: • advises on the potential economic impact of the • implements SANBio’s Business Plan; research supported by SANBio, and how the delivery of promising innovations can • directs all the scientific and administrative be accelerated; activities, • consults with various constituencies regarding • prepares and submits SANBio Annual Work Plans regional issues needing biosciences R&D; and budgets, as well as quarterly and yearly • identifies R&D opportunities, new partnerships and performance reports; resource mobilisation opportunities; • maintains proper reporting and effective • advocates the value of Biosciences R&D with relationships with partner organisations as well as stakeholders locally and internationally, and stakeholders; with potential new investors, including African • with the support of the Hub, the SANBio governments; Secretariat ensures that there is transparent, • solicits feedback on the visibility and credibility of independent review of Network proposals and SANBio efforts and initiatives; progress; • monitors the application of the • identifies new research opportunities; Guiding Principles; • maintains excellent relationships with the NEPAD • is available to participate in Secretariat matters Agency, SADC officers and Member State such as review of proposals, sitting on review representatives, the CSIR, as well as all other key committees, sitting on hiring committees, etc.; stakeholders; • promotes exchange of information at the national, • actively pursues advocacy and awareness efforts regional and continental levels; and throughout Southern Africa;

SANBIO BUSINESS PLAN 2013 – 2018 43 • operates SANBio’s results management system; collected so that the analyses can be carried out and • provides Secretariat services to the Steering making sure that the economic and impact analysis Committee; and components of SANBio reports are of high quality. • supervises, advises and provides technical support to the Nodes. The SANBio Secretary performs administrative tasks The Secretariat is intended to be a modest and activities which support the efficient running and organisation with a small number of full-time personnel operation of the Secretariat. This includes such tasks at the outset and the possibility of growing larger and activities as typing reports, scheduling meetings, as SANBio becomes more successful. The four core setting up agendas, taking and distributing meeting positions are SANBio Manager, SANBio Operations minutes, attending relevant stakeholder meetings, Officer, SANBio Monitoring, Evaluation and organising travel arrangements; arranging functions Learning Officer and SANBio Secretary. The SANBio and ensuring maintenance, servicing and repair of all organogram is shown in Appendix 1. office equipment.

The SANBio Manager is responsible for the effective 4.2.6 SANBio Hub (The CSIR) and efficient production of expected Network results The CSIR was selected, through a competitive NEPAD (outputs and outcomes), including the mobilisation of Agency bidding process to host the SANBio Hub resources so that the Network becomes self-sustaining, and hosts the SANBio Secretariat on behalf of all the and for creating ownership of the Network at national SANBio Stakeholders. and regional levels. The incumbent also serves as Secretary to the Steering Committee. The SANBio A SANBio Hub Manager will be appointed and Manager is recruited in an open and transparent assume overall responsibility of the activities of the process and upon recommendation of the Steering Hub. The SANBio Hub manager will have a close Committee, is employed by the CSIR under its standard working relationship with the Network Manager and conditions of employment. ensure that the Hub plays a key role in mobilising resources as well as ensuring that the Hub supports It is anticipated that the SANBio Manager will be the network in terms of expertise, infrastructure and devoting a considerable amount of time to Resource capacity development. The Hub leverages the CSIR Mobilisation in the early years of this Business Plan. resources to support the Network Programmes and The SANBio Operations Officer is responsible for provide scientific support to these. the effective and efficient operation of SANBio’s The CSIR also hosts the SANBio Secretariat and programmes and activities on a day-to-day basis. provides financial management and administrative This includes working with the Hub, Nodes and operations to the Secretariat. In this regard, other participating organisations in planning, the CSIR: monitoring and evaluating activity; participating in the preparation of progress reports; developing • provides facilities, HR, and legal services as well programme proposals and activity plans based on the as other operational support and logistics; Network’s Business and Annual Work Plans as well, as • employs the Network Manager, upon receiving and evaluating regional project proposals; recommendation from the SANBio Steering maintaining communication with the network members Committee; and stakeholders. • provides financial and procurement systems; The SANBio Monitoring, Evaluation and Learning • serves as the contracting party with Nodes, Officer develops and maintains the results Secretariat staff and ICPs; management and economic analysis methodologies • ensures that the accounts relating to Network funds used to monitor and assess individual projects and are appropriately audited; SANBio overall. This includes training others in the methodology, reviewing and refining the work • participates in R&DI activities; of others, ensuring that the appropriate data is • supports the Secretariat and Nodes in programme

44 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 4 Network Governance

development, QA, technical and scientific support; • operate modern and auditable financial and • supports SANBio resource mobilisation efforts; procurement systems; • appoints a senior individual to the SANBio • act as the contracting party for Node Steering Committee; and arrangements; • the SANBio hub in itself is also a Node with its • play the Secretariat role and provide Secretariat own infrastructure and expertise and as such services for Node activities; collaborates, supports and provides technical • participate in R&DI; support to the Nodes. • link with other Nodes and Networks; 4.2.7 SANBio Nodes • are actively involved in resource mobilisation; and SANBio’s Nodes are critical to Network success. • collaborate and actively link with SANBio They are situated in member states but operate on a Secretariat. regional basis: • SANBio secretariat provides supervision, advice • provide access to infrastructure and expertise; and technical support to the Nodes. • collaborate, support and strengthen other Nodes in the Network

SANBIO BUSINESS PLAN 2013 – 2018 45 46 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 5 Financial & ImplementationChapter Framework 5

Financial and Implementation Framework

The fundamental principle underlying all SANBio Canada, and the Government of Finland. The grant budgeting and resource mobilisation efforts will be from CIDA ended in 2009. From 2009 to date the the continued demonstration of prudent financial Network has been dependent on the funding from DST accountability. This has been a hallmark of SANBio and Finland (through the BioFISA project). The in-kind efforts to date and will continue. Its two key elements support was mostly from Member States and from are: national institutions hosting SANBio programmes and The includes such items as office space, electricity, water, 1 transparent financial systems and accountability. In fundamental this regard, finances will continue to be managed transport and staff time. principle by the CSIR, which has performed this function The resource mobilisation target was not achieved since 2006 and has demonstrated a high degree as much greater priority was focused on proving the underlying of competence and credibility; efficacy of the SANBio ‘concept’, with much less effort all SANBio 2 a commitment that expenditures will not devoted to raising resources. With a solid track record budgeting exceed revenues. and the current level of Hub and Node infrastructure, this Business Plan has much more ambitious targets. and resource 5.1 Network Budget and Revenues There is confidence that a ‘breakthrough’ to a much 2005–2013 mobilisation larger scale is feasible, given successful proof of efforts will be During the first business planning period, concept. 2006–2011, SANBio’s target was to raise the continued $50 million. The total achieved was approximately $6 5.1.1 Network budget estimates 2013–2018 demonstration million in financial support plus R14 million in in-kind To meet its programme targets (as set out in Section contributions (over four years). of prudent 2.7) the SANBio Network (hub and nodes) needs a The financial support was mostly from the Department consolidated budget of $80 million. The total amounts, financial of Science and Technology of South Africa, CIDA by major programme area, are: accountability. This has been Programme Budget Item Expenditure ($M) Percentage (%) a hallmark of 1 Research, Development & Innovation 40.0 50.00 SANBio efforts 2 Education & Training 5.0 6.25 to date and 2 Infrastructure 25.0 31.25 will continue.

Enabling Environment and Financial 3 10.0 12.50 Sustainability

Total 80.0 100.00

SANBIO BUSINESS PLAN 2013 – 2018 47 The diagram below shows the anticipated flow and then stabilise at just over $1 million per year. of expenditures by programme on a yearly basis. Infrastructure expenditures will also ramp up slowly It is expected that the research budget will escalate and then stay at $8–9 million per year. Management quickly to around $10 million annually and remain and sustainability efforts will need to be consistent at that level for the duration of this Business Plan. Education expenditures will ramp up more slowly throughout the business planning period.

SANBio budget by programme per year 25

20

15

10 Management & Sustainability Infrastructure 5 Education

0 RD & I 2008 2010 2012 2014 2015 2016 2017 2018

5.1.2 Network revenue requirements 2013–2018 • Member state funds and in-kind contributions – to The figures above indicate the magnitude of resource support the entire programme, however focusing on their national nodes and programmes; mobilisation effort that the Hub, the Nodes and the Member States will have to undertake for SANBio to • Direct revenues – from co-funding, charges for services, etc. – made mostly by the hub be fully successful. and nodes. There are four revenue types: The revenue targets by source are: 20% from Member • Core funds – untied contributions to the States ($16 million), primarily as hosts (including in- Secretariat’s operational budget – which are to be kind contributions), 35% Bilateral support ($28 million), 30% from Multilateral sources ($24 million) and 15% provided by the Government of South Africa; in revenues generated by Hub and Node co-funding • Programme funds – for research, education and and other revenue generating activities ($12 million). infrastructure and implementation – which are to The annual distribution of anticipated revenues be solicited from a wide range of Multi-lateral and appears below. bilateral organisations;

SANBio Revenue targets ($ million), by source by year

25

20

15

10 Direct Revenues Multi-lateral 5 Bilateral

0 Member States 2008 2010 2012 2014 2015 2016 2017 2018

48 SANBIO BUSINESS PLAN 2013 – 2018 Chapter 5 Financial & Implementation Framework

5.2 Implementation Framework its efforts. Finally, most International Cooperation Partners appreciate the crucial role of R&D in spurring This Business Plan is targeted to building a strong economic growth – without greater R&D effort Africa’s ...most Network with the necessary institutional capacity development path will continue to be slow and rocky. to translate biosciences research into marketable International products and services. Cooperation 5.3 Monitoring & Evaluation It sets out directions and expected results for SANBio The SANBio Network will establish a monitoring Partners to 2018. It is the foundation document for consistently and evaluation (M&E) system. A results framework, communicating directions and setting priorities – appreciate designed and adopted by ABI is available and will showing what ‘fits’ into SANBio’s Vision and what the crucial be used by SANBio. An Implementation Framework does not. It helps to identify work packages that could is summarised in Appendix 2, providing programme role of R&D be supported by Member States and International objectives, activities and targets with associated Cooperation Partners. It additionally provides the in spurring budgets against which an M&E plan will be common framework and rationale for mobilising developed. Within each programme a clear M&E economic resources. plan will be developed and implemented, supported growth – This document does not contain implementation by a results management and reporting tools details. These details appear in SANBio’s Annual (see Appendix 3). without Work Plans (AWP) and Annual Performance Report The CSIR has significant capability in this area and greater R&D (APR). These two reports are also critical elements of will ensure that the system works and is compatible effort Africa’s the Results Management System. with the CSIR’s own results management system. In development SANBio’s AWPs will be directed and informed by this the CSIR environment, operating risk is minimised by Business Plan. They will contain proposed activities ensuring that key practices such as segregation of path will and budgets in accordance with SANBio’s Work duties; transaction approval frameworks; financial continue to and management reporting; and monitoring metrics, Breakdown Structure and will show how each activity be slow and is expected to contribute to expected Programme designed to highlight positive or negative performance results. SANBio’s APRs will report on progress towards across a broad range of key results areas (KRAs) rocky. are in place. Financial risks are managed within results achievement and discuss issues and challenges predetermined procedures and constraints as identified which are influencing further results attainment. and detailed in the various policies and the setting of With successful pursuance of this approach, SANBio annual goals and objectives. Controls are designed to will be well placed to become a strong force for give assurance that assets are safeguarded and that biosciences R&D and economic development in liabilities and working capital are managed effectively. Southern Africa. Firstly, SANBio has already produced A structured process of risk management is in place tangible outputs and has established visibility and to ensure that the growth and development of human some brand recognition. Secondly, SANBio has capital, strengthening of the science, engineering and demonstrated (alone and as part of ABI) its relevance technology (SET) base, operational excellence and to the socio-economic development agenda of the financial sustainability are achieved and maintained. region. Thirdly, the CSIR is a highly credible hub This is supported by systems that review aspects of organisation which demonstrates the seriousness of economy, efficiency and effectiveness.

SANBIO BUSINESS PLAN 2013 – 2018 49 50 SANBIO BUSINESS PLAN 2013 – 2018 Appendix 1 SANBio Organogram

SANBio Organogram

SANBio SANBio Network Hub Manager Manager

Legal Services

C ore funded Programme SANBio Human Network Coordination Accountant Resources Secretary (Operations Officer) Commercial- isation & Technology Transfer

Facilities Program Program Program Monitoring, Manager Manager Manager Evaluation & (Program N) (Program 1) (BioFISA) Learning Officer

Chief Technical Advisor

P rogramme funded Junior Program Officer

Communication Officer

SANBIO BUSINESS PLAN 2013 – 2018 51 Appendix 2 Implementation Framework

Implementation Framework

Programme Objective Activities Targets Budget ($)

Research, Focus on practical, Support needs-driven • R&D investment in projects in the 35 000 000 Development & development- projects in health, ratio 30:40:30 for idea screening, Innovation oriented research agriculture, nutrition product development and and environment prototyping respectively

Accelerated • At least 2 products reach end users 5 000 000 technology transfer and xxxxxx commercialisation

Strengthen human, Invest in world-class • Accessibility and sustainability 20 000 000 infrastructure and equipment and facilities models for infrastructure policy support to support R&D implemented for hub and nodes

Train & educate for • A needs-driven training programme 5 000 000 knowledge economy established and implemented • 48 MSc and 24 PhD trained • 200 studentships supported • 2000 trained in vocational skills

Strengthen linkages with • 10% of investment in collaborative 5 000 000 continental & global projects with partners from the scientific communities continent • 10% of investment into collaborative Boost intra- and inter- projects with international partners network collaboration • Average of 25 publication equiv- alents per year (peer reviewed)

Institutional • At least 2 policy position papers strengthening through published yearly policy support

Actively address gender • At least 50% staff and students are mainstreaming women • 50% of project PIs are women

52 SANBIO BUSINESS PLAN 2013 – 2018 Appendix 2 Implementation Framework

Programme Objective Activities Targets Budget ($)

Management Pursue sustainable Actively solicit funding • Sufficient resources for a sustainable 500 000 & Operational programme support for network activities network sustainability • 20% member state contribution to SANBio activities in their own countries

Strengthen network Increase awareness of • At least 70% customer satisfaction 500 000 and networking SANBio in the region & with key clients internationally • Advertisement in simple local language using multiple media • A SANBio communication strategy to be developed • At least 50 public engagements per year (public media stories, workshops, popular articles) • 50 stakeholder communication engagements (strategy present- ations, marketing presentations, workshops) per year)

Technology transfer, • At least 5% SANBio funding from 7 500 000 commercialisation and private sector promotion of PPPs • Number of potentially marketable products (at least 2 or more) • 20% of R&D investment into collaborative projects between private and public sector

Strengthen management • Regular reporting to key 1 500 000 systems of the network stakeholders • Secretariat, Hub and Nodes fully operation

Demonstrate results Establish a monitoring & • M&E plan developed and and impact evaluation system implemented • Results management & reporting tools implemented

SANBIO BUSINESS PLAN 2013 – 2018 53 Appendix 3 Logical Framework

Logical Framework

Performance Indicator Data collection Strategy Baseline Target Results Types of Outputs Outcomes Data Source Assumptions of Outcome Method Who When (2014) (2018) (Year X) Work Package 1: Research Development & Innovation

Main Objective of WP1: To focus on practical, development-oriented research

SO 1.1 Support needs-driven projects in health, agriculture, nutrition & environment

R&D investment projects Ideas screened for potential • Number of ideas identified Hub and Node Assessment of records Hub and Annual Proper processes 0 $10.5M (30% for idea screening, 40% product development for potential development administrative records Nodes developed for product development and Project Completion Products under development • Number of products being 0 $14.0M 30% for prototyping) Project Completion Forms Assessments Node capabilities to developed participate Products prototyped • Number of products under 0 $10.5M active prototyping SO 1.2 Accelerated technology transfer and commercialisation

Marketable products Products reaching Southern • Number of products Hub and Node Assessment of records Hub and Annual Existence of 0 2 African consumers reaching markets administrative records Nodes commercialisation Project Completion capacity Project Completion Forms Assessments Work Package 2: Strengthening human, infrastructure and policy support

Main Objective of WP2: To boost Southern African biosciences

SO 2.1 Investment in world-class equipment and facilities to support R&D

Accessibility & sustainability Hub and nodes better • Node capabilities Case studies Case Studies Hub and Annual Nodes available for models for infrastructure positioned for R&D • Revenues raised by Nodes Hub & Node records Data Collection from Nodes and committed to new implemented for hub and development and for Project Completion Forms records disciplines nodes sustainability Institutional Capacity Survey Project Completion Assessments Insititutional Capacity Assessments SO 2.2 Train and educate for knowledge economy

A needs-driven training The extent of new or upgraded • Number and type of Training records Data collection from Cont Availability of students • 48 MSc and programme established and skills new skills Admin records records 24 PhDs Support for students from implemented The new skills are employed • MSc and PhDs completed trained Participant Assessments home organisation MSc and PhDs trained Greater capacity to conduct • Number of studentships Analysis of Participant • 196 student- Studentships supported research supported Assessments New skills applied ships New vocational skills • Vocational skills acquired after course/training • 2000 trained completion in vocational skills SO 2.3 Strengthen linkages with continental & global scientific communities

54 SANBIO BUSINESS PLAN 2013 – 2018 Appendix 3 Logical Framework

Performance Indicator Data collection Strategy Baseline Target Results Types of Outputs Outcomes Data Source Assumptions of Outcome Method Who When (2014) (2018) (Year X) Work Package 1: Research Development & Innovation

Main Objective of WP1: To focus on practical, development-oriented research

SO 1.1 Support needs-driven projects in health, agriculture, nutrition & environment

R&D investment projects Ideas screened for potential • Number of ideas identified Hub and Node Assessment of records Hub and Annual Proper processes 0 $10.5M (30% for idea screening, 40% product development for potential development administrative records Nodes developed for product development and Project Completion Products under development • Number of products being 0 $14.0M 30% for prototyping) Project Completion Forms Assessments Node capabilities to developed participate Products prototyped • Number of products under 0 $10.5M active prototyping SO 1.2 Accelerated technology transfer and commercialisation

Marketable products Products reaching Southern • Number of products Hub and Node Assessment of records Hub and Annual Existence of 0 2 African consumers reaching markets administrative records Nodes commercialisation Project Completion capacity Project Completion Forms Assessments Work Package 2: Strengthening human, infrastructure and policy support

Main Objective of WP2: To boost Southern African biosciences

SO 2.1 Investment in world-class equipment and facilities to support R&D

Accessibility & sustainability Hub and nodes better • Node capabilities Case studies Case Studies Hub and Annual Nodes available for models for infrastructure positioned for R&D • Revenues raised by Nodes Hub & Node records Data Collection from Nodes and committed to new implemented for hub and development and for Project Completion Forms records disciplines nodes sustainability Institutional Capacity Survey Project Completion Assessments Insititutional Capacity Assessments SO 2.2 Train and educate for knowledge economy

A needs-driven training The extent of new or upgraded • Number and type of Training records Data collection from Cont Availability of students • 48 MSc and programme established and skills new skills Admin records records 24 PhDs Support for students from implemented The new skills are employed • MSc and PhDs completed trained Participant Assessments home organisation MSc and PhDs trained Greater capacity to conduct • Number of studentships Analysis of Participant • 196 student- Studentships supported research supported Assessments New skills applied ships New vocational skills • Vocational skills acquired after course/training • 2000 trained completion in vocational skills SO 2.3 Strengthen linkages with continental & global scientific communities

SANBIO BUSINESS PLAN 2013 – 2018 55 Logical Framework cont.

Performance Indicator Data collection Strategy Baseline Results Types of Outputs Outcomes Data Source Assumptions Target (2018) of Outcome Method Who When (2014) (Year X) SO 2.4 Boost intra- and inter-network collaboration

Investment in collaborative Expanded African bioscience • New collaborations Hub and node records Data collection from Cont. • Proper record • 10% of projects with partners from the network • Further collaborations with Citations records keeping investment in continent Expanded international new researchers Case studies Citation analysis collaborative Investment in collaborative network of African scientists • Greater research on Project Completion Forms Evaluation projects with partners from projects with international Transfer of technology cross-border issues Project Completion the continent partners Assessments • 10% of investment into collaborative projects with international partner

Peer reviewed publication Bioscience knowledge • Use and application of Annual Sufficient resources to • Average equivalents generated knowledge generated support the effort of 25 publication equivalents per year (peer reviewed)

SO 2.5 Institutional strengthening through policy support

Published policy position Behaviour of recipients is • Uptake of ideas presented Case studies Case studies Annual Appropriate policy • At least 2 papers changed (new policies or • Presentations on subject Presentations Admin records areas identified Policy position positions) matter Recipient reports papers published • Directed studies of potential New policies or positions Policy makers influence receptive yearly SO 2.6 Actively address gender mainstreaming

Increased % of staff and Greater gender equity • % of staff and students who Hub and node admin records Gender data collection for Cont. Member State • At least 50% students are women Role models being developed are women Project Completion Forms all SANBio efforts commitment staff and Increased % of Project PIs • % of Project PIs Project Completion students are are women are women Assessments women • 50% of Project PIs are women Work Package 3: Management and operational sustainability

Main Objective of WP3: A premier and sustainable Southern African biosciences network

SO 3.1 Pursue sustainable government support

SANBio is an effective and Fulfilment of SANBio Mission • Degree of budget covered Hub and node records Review of records Cont. Effective resource • A sustainable sustainable network and Vision by resource mobilisation mobilisation efforts network Member States contribute Member States increasing • Amount of Member State Member State • 20% member materially to activities in their commitment to bioscience R&D contributions to commitment state contribution own countries SANBio activities to SANBio activities in their own countries

56 SANBIO BUSINESS PLAN 2013 – 2018 Appendix 3 Logical Framework

Performance Indicator Data collection Strategy Baseline Results Types of Outputs Outcomes Data Source Assumptions Target (2018) of Outcome Method Who When (2014) (Year X) SO 2.4 Boost intra- and inter-network collaboration

Investment in collaborative Expanded African bioscience • New collaborations Hub and node records Data collection from Cont. • Proper record • 10% of projects with partners from the network • Further collaborations with Citations records keeping investment in continent Expanded international new researchers Case studies Citation analysis collaborative Investment in collaborative network of African scientists • Greater research on Project Completion Forms Evaluation projects with partners from projects with international Transfer of technology cross-border issues Project Completion the continent partners Assessments • 10% of investment into collaborative projects with international partner

Peer reviewed publication Bioscience knowledge • Use and application of Annual Sufficient resources to • Average equivalents generated knowledge generated support the effort of 25 publication equivalents per year (peer reviewed)

SO 2.5 Institutional strengthening through policy support

Published policy position Behaviour of recipients is • Uptake of ideas presented Case studies Case studies Annual Appropriate policy • At least 2 papers changed (new policies or • Presentations on subject Presentations Admin records areas identified Policy position positions) matter Recipient reports papers published • Directed studies of potential New policies or positions Policy makers influence receptive yearly SO 2.6 Actively address gender mainstreaming

Increased % of staff and Greater gender equity • % of staff and students who Hub and node admin records Gender data collection for Cont. Member State • At least 50% students are women Role models being developed are women Project Completion Forms all SANBio efforts commitment staff and Increased % of Project PIs • % of Project PIs Project Completion students are are women are women Assessments women • 50% of Project PIs are women Work Package 3: Management and operational sustainability

Main Objective of WP3: A premier and sustainable Southern African biosciences network

SO 3.1 Pursue sustainable government support

SANBio is an effective and Fulfilment of SANBio Mission • Degree of budget covered Hub and node records Review of records Cont. Effective resource • A sustainable sustainable network and Vision by resource mobilisation mobilisation efforts network Member States contribute Member States increasing • Amount of Member State Member State • 20% member materially to activities in their commitment to bioscience R&D contributions to commitment state contribution own countries SANBio activities to SANBio activities in their own countries

SANBIO BUSINESS PLAN 2013 – 2018 57 Appendix 3 Logical Framework Logical Framework cont.

Performance Indicator Data collection Strategy Baseline Results Types of Outputs Outcomes Data Source Assumptions Target (2018) of Outcome Method Who When (2014) (Year X) SO 3.2 Strengthen Network and networking

Key clients are satisfied Increased awareness of • % satisfaction Satisfaction survey Analysis of satisfaction • At least 70% Public engagements (public SANBio in the region & • Number of engagements Hub and node records survey responses customer media stories, workshops, internationally and feedback Feedback forms Hub and node records satisfaction popular articles) Increased awareness of • Number of stakeholder Project Completion Forms Analysis of feedback form with key Stakeholder communication Biosciences R&D potentials communication engagements responses clients engagements (strategy among key stakeholders and feedback Project Completion • At least presentations, marketing Assessments 50 public presentations, workshops) per engagements year per year • 50 commun- ication engagements per year

Greater involvement of the Products transferred to private • Amount of funding Hub and node records Data collection from admin Sufficient private • At least 5% private sector sector contributed by private sector records sector interest and SANBio R&D investment into • Number of products capability funding from collaborative projects between transferred Adequate technology private sector private and • Amount of R&D investment in transfer and • At least public sector such projects commercial- isation 2 products programmes transferred to private sector • 20% of R&D investment into collaborative projects between private and public sector SO 3.3 Demonstrate results and impact

Secretariat, hub and nodes Strengthened management • Positive evaluation results Institutional Capacity Survey Institutional Capacity Sufficient resources Effective fully operational systems throughout the • Feedback from key Mid-term & final evaluations Assessments mobilised management network stakeholders Regular survey of key Mid-term and final systems stakeholders evaluations Full, credible and regular Increased confidence of key • M&E plan developed and Surveys of key Willingness of nodes An effective reporting to key stakeholders stakeholders to further engage implemented stakeholders to participate and results with SANBio • Results management & engage management reporting tools implemented system including • Effective Establish a M&E and monitoring & evaluation transparent system reporting tools

58 SANBIO BUSINESS PLAN 2013 – 2018 Appendix 3 Logical Framework

Performance Indicator Data collection Strategy Baseline Results Types of Outputs Outcomes Data Source Assumptions Target (2018) of Outcome Method Who When (2014) (Year X) SO 3.2 Strengthen Network and networking

Key clients are satisfied Increased awareness of • % satisfaction Satisfaction survey Analysis of satisfaction • At least 70% Public engagements (public SANBio in the region & • Number of engagements Hub and node records survey responses customer media stories, workshops, internationally and feedback Feedback forms Hub and node records satisfaction popular articles) Increased awareness of • Number of stakeholder Project Completion Forms Analysis of feedback form with key Stakeholder communication Biosciences R&D potentials communication engagements responses clients engagements (strategy among key stakeholders and feedback Project Completion • At least presentations, marketing Assessments 50 public presentations, workshops) per engagements year per year • 50 commun- ication engagements per year

Greater involvement of the Products transferred to private • Amount of funding Hub and node records Data collection from admin Sufficient private • At least 5% private sector sector contributed by private sector records sector interest and SANBio R&D investment into • Number of products capability funding from collaborative projects between transferred Adequate technology private sector private and • Amount of R&D investment in transfer and • At least public sector such projects commercial- isation 2 products programmes transferred to private sector • 20% of R&D investment into collaborative projects between private and public sector SO 3.3 Demonstrate results and impact

Secretariat, hub and nodes Strengthened management • Positive evaluation results Institutional Capacity Survey Institutional Capacity Sufficient resources Effective fully operational systems throughout the • Feedback from key Mid-term & final evaluations Assessments mobilised management network stakeholders Regular survey of key Mid-term and final systems stakeholders evaluations Full, credible and regular Increased confidence of key • M&E plan developed and Surveys of key Willingness of nodes An effective reporting to key stakeholders stakeholders to further engage implemented stakeholders to participate and results with SANBio • Results management & engage management reporting tools implemented system including • Effective Establish a M&E and monitoring & evaluation transparent system reporting tools

SANBIO BUSINESS PLAN 2013 – 2018 59 60 SANBIO BUSINESS PLAN 2013-2018