Strategic report 2020 2024 - SCI-BONO DISCOVERY CENTRE NPC
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Strategic report 2020 - 2024 SCI-BONO DISCOVERY CENTRE NPC
Strategic report 2020 - 2024
Table of contents Table of diagrams
PART A: STRATEGIC PLAN REVIEW BACKGROUND 05 DIAGRAM 1 APPROACH TO THE STRATEGY REVIEW 06
PART B: REVIEWED STRATEGIC PLAN 10 RELATIONSHIP BETWEEN SCI-BONO VALUES,
DIAGRAM 2 12
MISSION AND VISION
LEGISLATIVE AND POLICY MANDATES AND
1. VISION 10 DIAGRAM 3 14
STRATEGY CONTEXT
2. MISSION 10
DIAGRAM 4 SCI-BONO CORE FUNCTIONS 16
3. VALUES 10
DIAGRAM 5 SCI-BONO ORGANISATIONAL STRUCTURE 20
4. PRINCIPLES 11
DIAGRAM 6 SCI-BONO GOVERNANCE STRUCTURE 21
5. LEGISLATIVE AND OTHER MANDATES 13
DIAGRAM 7 SCl-BONO ORGANISATIONAL STRUCTURE 28
5.1 Legal Status 13
DIAGRAM 8 SCl-BONO FUNCTION AREAS 36
5.2 Constitutional Mandates 13
DIAGRAM 9 SCI-BONO STRATEGIC LINE OF SIGHT 38
5.3 Legislative Mandates 13
6. SITUATIONAL ANALYSIS 15
7. SCl-BONO’S STRATEGIC ALIGNMENT 15
Department of Science and Innovation:
7.1 30
Science Engagement Strategy
Gauteng Department of Education:
7.2 30
Memorandum of Understanding
8. SCl-BONO KEY FOCUS AREAS
8.1 Focus Areas Aligned to Mandates 32
8.2 Strategic Functional Areas 35
8.3 Strategic Game Changers 37
8.4 Sci-Bono’s 2020-2024 Strategic line of Sight 37
9. STRATEGIC OUTCOME ORIENTED COALS 39
10. STRATEGIC OBJECTIVES 39
11. IDENTIFIED STRATEGIC RISKS 42
Sci-Bono Discovery Centre NPC 1
Table of tables Annexures
TABLE 1 KEY FINDINGS AND RECOMMENDATIONS 07 SCI-BONO SUMMARY STRATEGIC OBJECTIVES,
ANNEXURE A 44
TABLE 2 MAIN CHANCES TO THE STRATEGIC PLAN 09 STRATEGIES, TACTICS AND ACTIONS
TABLE 3 LIVING THE SCl-BONO VALUES 11 SCI-BONO 2020- 2024 ONE PAGE STRATEGY
ANNEXURE B 56
SCIENCE EDUCATION CENTRE 2018/19 DOCUMENT
TABLE 4 17 SCI-BONO 5 YEAR STRATEGIC BUDGET
ACTIVITIES ANNEXURE C 58
TABLE 5 TSCHOOL SUPPORT 2018/19 ACTIVITIES 19 PROJECTION
TABLE 6 SCl-BONO SERVICES 22
TABLE 7
SUMMARY OF THE MACRO-ENVIRONMENTAL
ANALYSIS
24 Abbreviations and definitions
TABLE 8 SWOT ANALYSIS 26
TABLE 9 SCl-BONO STAKEHOLDERS 27 BOARD Sci-Bono Board of Directors
TABLE 10 GDE EDUCATION ROADMAP 2019-2024 31 CEO Chief Executive Officer
TABLE 11 GDE PRIORITIES APPLICABLE TO SCl-BONO 32 The Constitution of the Republic of South Africa
CONSTITUTION
TABLE 12 SCl-BONO FOCUS AREAS 33 Act 108, 1996
TABLE 13 STRATEGIC OUTCOME ORIENTED GOALS 39 DSI The Department of Science and Innovation
TABLE 14 STRATEGIC OBJECTIVES 40 GDE The Gauteng Department of Education
TABLE 15 IDENTIFIED STRATEGIC RISKS 42 DBE The Department of Basic Education
FET Further Education Training
Matthew Goniwe School of Leadership and
MGSLG
Governance NPC
MOI Memorandum of Incorporation
NPC Non-Profit Company
NPO Non-Profit Organisation
PBO Public Benefit Organisation
SCI-BONO Sci-Bono Discovery Centre NPC
2 Strategic report 2020 - 2024
Official sign-off
It is hereby certified that this Strategic Plan 2020 -2024: RECOMMENDED BY:
Dr More Chakane Date:
• was developed by the management of Sci-Bono under Chief Executive Officer Signature:
the guidance or the Sci-Bono Board.
• takes into account all the relevant policies, legislation Dr Shadrack Mahapa Date:
and other mandates for which Sci-Bono is responsible; Chief Operations Officer Signature:
• reflects the outcome Sci-Bono will endeavour to
achieve over the period 2020 to 2024. Mr Nkateko Maluleke Date:
Chief Financial Officer Signature:
APPROVED BY:
Ms Patricia Maloka Date:
Chairperson: Finance, Business Signature:
HR Sub-Committee
Mr Abbey Witbooi Date:
Chairperson Signature:
Sci-Bono Board of Directors
Sci-Bono Discovery Centre NPC 3
Introduction Sci-Bono procured the services of Equilibrium Consulting (Pty) Ltd (“Equilibrium”) to assist with the development of strategic implementation plans for its approved 2019-2024 Strategic Plan. The brief to Equilibr ium highlighted that there are gaps in the strategic plan therefore, it was necessary for Equilibrium to review the strategic plan before developing the implementation plans. This Report is the outcome ofthe review of the strategic plan by Equilibrium. The strategy review was conducted for the above purpose only. It should be noted that the review conducted by Equilibrium is a desktop review, limited solely to the strategic plan and not to any other operational or organisational issues which are not spec ifically included in Equilibrium’s scope of services. The findings, recommendations and changes as contained in this report are therefore limited by the fact that no proper consultations with the Board of Directors, through a strategy review workshop or otherwise, was conducted. It should also be noted that this Report and the recommendations contained herein are based on the documents and information obtained from Sci-Bono Management as at 12 May 2020. 4 Strategic report 2020 - 2024
Part A: Strategic Plan Review Background
Part A: Strategic Plan Review Background
1. BACKGROUND AND CONTEXT 2. APPROACH TO REVIEWING THE 2019-2024 STRATEGIC PLAN
Most organisations focus on the development of strategic plans and after a lot of The approach to the Strategy Review Process was designed to ensure that the Sci-Bono
investment in both time and resources, they come up with a good strategic plan. It is Strategy, for the remainder of the period 2020 to 2024, is adapted to take account of
only a few organisations that will invest the same effort in the implementation of the all developments in its environment. Particular focus was placed on the information
strategic plan as with the development process. Of the few that go on to implement obtained from the sci-Bono management on the current operations of sci-Bono.
strategic plans, most of the implementation Is done in a mechanical manner, where
champions are appointed, timelines are set and resources, both human and financial, The Strategic Plan as also adapted to the GD E’s Education Roadmap 2030 as well as
are allocated for each activity. This approach tends to fail because it overlooks the the OSI Science Engagement Strategy. In light of the fact that the review process did not
soft human issues, which in most organisations are discussed in the corridors but involve consultations with the Board of Directors, as would be required for developing
never make it to the boardroom. It is therefore critical that all who are involved in the a Strategic Plan, the Strategic themes contained in the 2019-2024 Strategic Plan
implementation of the strategic plan form part of the strategy development process were retained. Where changes were made, particularly in the vision and the mission,
for them to own the process and implementation thereof. Overlooking the collective the change was only on the wording, aimed at making it clearer and concise, without
emotional issues as well as the collective political issues that tend to be taboo subjects, deviating from the overarching ideas as approved by the Board.
will result in a good strategic plan on paper that is never implemented.
The wording and import of some of the strategic outcome-oriented goals were changed
It is in light of the above that it was imperative the 2019-2024 Sci-Bono Strategic Plan in order to ensure that they are specific, measurable, attainable, realistic and time-
be reviewed in order to ensure that the reviewed strategic plan will be understood and bound, in line with the SMART principles of goal setting.
owned by all who are responsible for its implementation. It was necessary to ensure that
the strategic plan, starting with the vision and mission of the organisation, is concise
and easy for everyone to understand.
No amount of experimentation can ever prove me right a single
experiment can prove me wrong.
Albert Einstein
Sci-Bono Discovery Centre NPC 5
DIAGRAM 1: APPROACH TO THE STRATEGY REVIEW
INTERNAL DOCUMENTS REVIEW INTERNAL DOCUMENTS REVIEW
Current and Previous Strategic Plans GDE 2020- 2030 Roadmap
2020 - 2030 Roadmap DSI Science Engagement Strategy
2017/18 and 2020/21 Business Plans National MST Strategy
Current and Previous Strategic Plans Current and Previous Strategic Plans
Sci-Bono Funding Strategy and Funding Proposal GDE 20 Year Review
2019 - 2024 2019 - 2024
STRATEGIC PLAN STRATEGIC REPORTS
The 2020-2024 Revised Strategic Plan, once approved by the Board, CONSULTATIONS
will henceforth guide all programmes and activities of Sci-Bono
towards the fulfilment of its mission and attainment of the vision. Presentation to FINCO Consultation with EXCO
Consultation with MANCO Consultation with HR Consultants
3. EMERGING PRIORITIES
The review process highlighted the following as areas of priority that were not included for in the 2019-2024 Strategic Plan:
• Risk Management;
• Governance;
• Legal and Compliance;
• Planning, Research, Innovation and Development
• Business Continuity;
• Quality Assurance; and
• Monitoring and Evaluation, including impact assessment.
6 Strategic report 2020 - 2024
Part A: Strategic Plan Review Background
TABLE 1: KEY FINDINGS
ISSUE FINDINGS RECOMMENDATIONS
A mission statement should answer the following questions:
• Who are we?
• What do we do?
• How do we do it?
Mission • The mission statement to be revised
• For whom do we do it?
Statement
• After reading the current mission it is not clear who Sci-Bono is. The mission should clarify this
as that will determine the organisation’s strategic course. It should be clear whether Sci-Bono
is a science museum, an institute of science etc. Currently that is not articulated in the mission
statement.
• A vision is the cornerstone of a strategic plan therefore it is of paramount importance that
the vision be clearly articulated. The vision should present a clear inspirational picture of the
preferred future.
• It is our opinion that the current vision requires attention as it conflates vision and mission and
• The vision statement should be revised and properly
fails to properly capture the preferred future.
articulated.
• The following cannot be part of a vision statement, but should be articulated in the mission
Vision • Elements of the mission that are currently captured in
under “what we do”:
the vision statement must be moved to the mission.
• instilling a culture of science and technology,
• acquiring science knowledge, skills and attitudes;
• applying this acquired science knowledge, skills and attitudes to develop and innovate new
products and services that uplift the quality of life of all South Africans; and
• using the innovated products and services to compete in the global world of science.
• Clearly articulate Sci-Bono’s activities and give the
• The situational analysis should provide the background upon which the strategic plan will be
information on the status of each activity as reported
developed. The analysis should focus on the current programmes, challenges, opportunities etc.
in the annual plan. The analysis should also focus on
The situational analysis in the strategic plan appears to have been taken, as is, from the Annual
the output and not just state the number of people that
Report and therefore fails to give a proper background to the strategy. The situational analysis
Situational participated in Sci-Bono programmes, there should be
from the Annual report focuses on the previous year only whereas strategy is a 5 year document
Analysis an indication of the performance of Gauteng learners
and should focus on the previous 5 year period.
and teachers in MST.
• On pages 37 and 42, the other relevant factors for the situational analysis are enumerated but
• Conduct a SWOT and PESTEL analysis.
there is nothing in the strategic plan reflecting the findings thereof and how they impact on
• Conduct a competitor analysis.
Sci-Bono’s strategic course.
• Benchmark with other “world-class” science centres.
• The reference made in the strategic plan is not a court ruling but appears to be an article that
Relevant • Research on court cases and make proper reference to
was cut and pasted into the strategic plan. It is necessary to look at judgements that impact on
Court Rulings cases that impact on Sci-Bono’s strategic path.
education in general as most of them will have an element of MST education.
Sci-Bono Discovery Centre NPC 7
TABLE 1: KEY FINDINGS (CONTINUED)
ISSUE FINDINGS RECOMMENDATIONS
• It is critical, in every strategic plan, to identify the organisation’s stakeholders and clearly de- • Clearly outline Sci-Bono’s mandate from GDE and the
Stakeholder fine their roles in the strategic plan as that will assist in the implementation of the strategy. The relationship between the parties
Definition strategic plan does not identify the stakeholders, which could be the reason why there is no link • Identify all the relevant stakeholders and clearly set
between the strategy and the GDE policies as explained below. out their roles in the Sci-Bono strategic path.
• Save for the reference to GDE policies in the Foreword, there is nothing in the strategic plan to
GDE reflect the link between the strategy and the GDE policies. The symbiotic relationship between • Link Sci-Bono objectives to the GDE 2020-2024
Policies GDE and Sci-Bono requires that Sci-Bono’s strategic objectives be clearly linked to the policies Roadmap
of GDE.
• The Strategic Outcome Oriented Goals should be unpacked in such a way as to be specific,
Strategic • The strategic goals to be linked to the key focus areas
measurable, attainable, realistic and time bound (SMART) and against which the programmes
Outcome and to ensure that there is a seamless flow from
and activities of Sci-Bono might be implemented and reported upon. The goals must flow from
Oriented the GDE mandate to the strategic goals through the
the identified critical success factors and at the same time reflecting on the GDE strategic goals.
Goals strategic objectives.
This is important for funding and reporting purposes.
• The strategic objectives should allow Sci-Bono to break down the Strategic Outcome Oriented
Goals into constituent elements or performance areas, which will allow performance elements to
be logically clustered and reported against.
• To that end it is necessary to have the objectives clustered in terms of the type of services that • To cluster the objectives as core functions, support
Strategic
they relate to for a more logical and systematic presentation. functions and strategic support functions.
Objectives
• It is also important to ensure that there is a distinction between strategic objectives and • To clearly set out objectives and programmes.
programmes. Programmes should be designed in line with the strategic objectives e.g. the
objective 1 should be stimulating interest in MST within the society and exhibits should be one of
the programmes that will be used to attain that.
Key • To break down the KPIs over the 5 year period of the
• The strategic plan should have the KPIs broken down over the five-year period. The current
Performance strategy. The first year targets will then form part of the
strategy does not do that.
Indicators 2019/20 KPI.
The detailed changes to the Strategic Plan are contained in Part B of this report, albeit without reference to the position before the review process. At this stage, it will suffice to
highlight the major changes to the Strategic Plan, highlighting the position before the review and the reviewed aspect of the Strategic Plan.
8 Strategic report 2020 - 2024Part A: Strategic Plan Review Background
TABLE 2: MAIN CHANGES TO THE STRATEGIC PLAN
VISION GOALS
2019-2024 STRATEGIC PLAN VERSION REVISED VERSION KEY FOCUS AREA CURRENT GOAL REVISED SCI-BONO GOAL
To be a world-class Science and GOAL 1
Innovation Centre capacitated to assist in:
Science Technology Build a competent society in Provide science education
and Innovation the world of science and technology enhanced
• instilling a culture of science and technology,
services
• acquiring science knowledge, skills and • A world class Science and
attitudes; Innovation Centre, building
• applying this acquired science knowledge, capacity in maths, science and GOAL 2
skills and attitudes to develop and innovate technology in South Africa
Operational Enhance operational Enhance operational
new products and services that uplift the
Efficiency efficiency and optimise efficiency and optimise
quality of life of all South Africans; and
agility of service delivery agility of service delivery
• using the innovated products and services to
compete in the global world of science.
GOAL 3
MISSION
Financial Improve and strengthen Improve and strengthen
2019-2024 STRATEGIC PLAN VERSION REVISED VERSION Viability financial viability and financial viability and risk
sustainability. management
It is the mission of Sci-Bono to assist
people in South Africa:
GOAL 4
• by instilling a culture of science and Planning, Research, Build strong research Deliver relevant, research-
technology by providing a unique platform Innovation and and development (RandD) based products and
• Sci-Bono builds mathematics, Development
to explore and understand the world of capacity services.
science and technology
science;
capacity for South Africans
• acquisition of science knowledge, skills and
through interactive exhibitions,
attitudes; GOAL 5
research, education
• application of science knowledge, skills Planning, Research,
programmes and training. Innovation and
and attitudes to develop and innovate new Improve organizational Ensure organizational
products and services that uplift the quality Development sustainability sustainability
of life of all South Africans; and
• using the innovated products and services to
compete in the global world of science. NB: The linking of goals to Key Focus Areas is a concept introduced in the revised
strategic plan.
Sci-Bono Discovery Centre NPC 9Part B: Reviewed Strategic Plan
1. VISION 2. MISSION
Sci-Bono’s vision serves as a foundation for all policy development and planning, Whereas Sci-Bono’s vision focuses on the preferred future, its mission statement seeks
including strategic planning. The below vision is Sci-Bono’s preferred future, which to clearly define who Sci-Bono is currently, what it does, for whom and how it is done.
this strategic plan aims to achieve: “A world class Science Centre, building capacity in The following is Sci-Bono’s mission:
maths, science, technology and related subjects in South Africa”
“Sci-Bono builds mathematics, science and technology capacity for South Africans
The vision statement refers to certain terms that should be understood and through interactive exhibitions, research, education programmes and training.”
measured within the timeframe of this plan. These terms are defined as follows:
This mission will be achieved by:
1.1. World Class: Sci-Bono will rank amongst the best science and innovation
centre in the world. 2.1. creating opportunities for society including learners to acquire Science, Technology,
1.2. Science Centre: Sci-Bono is an interactive, high-tech Science Centre for Reading and Writing, Engineering, Arts and Mathematics (STREAM) knowledge,
Learners, Adults, Local and Foreign Tourists. skills and attitudes, apply this acquired knowledge and skills to produce innovative
1.3. Building Capacity: this entails spurring interest in mathematics, science and products and services, and compete in the global world of STREAM.
technology education and offering innovative, dynamic learning experiences
2.2. instilling a culture of science and technology by providing a unique platform to
that contribute to building South Africa’s science, engineering and technology
explore and understand the world of science; acquisition of science knowledge,
capacity.
skills and attitudes; application of science knowledge, skills and attitudes to
develop and innovate new products and services that uplift the quality of life of all
This will be done through:
South Africans; and
2.3. supporting and enhancing the delivery of effective Mathematics, Science and
1.3.1. instilling a culture of science and technology,
Technology, Career Education Fields/Disciplines, and all subjects of the curriculum
1.3.2. acquiring science knowledge, skills and attitudes;
in general, as the need might arise, in the schools, improve awareness of, interest
1.3.3. applying this acquired science knowledge, skills and attitudes to develop and
in and engagement with all aspects of STREAM in the youth and the general public.
innovate new products and services that uplift the quality of life of all South
Africans; and
1.3.4. using the innovated products and services to compete in the global world of 3. VALUES
science.
The vision, mission and goals are tangible aspects of an organisation. However, the most
potent aspects of an organisation’s culture and operations are its intangibles, being
its values and principles. Values and principles have the powerful effect of mobilizing
everybody in the organisation to the successful implementation of the vision, mission and
goals. Sci-Bono’s values are: Accountability,Customer-centric, Transparency, Integrity,
Innovation and Intellectual diversity.
10 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
TABLE 3: LIVING THE SCI-BONO VALUES 4. PRINCIPLES
VALUE VALUE In order to live its values Sci-Bono has adopted principles of South African (SA) public
WHAT IT MEANS IN PRACTICE service contained in Section 195 of the Constitution of the Republic of South Africa, Act
STATEMENT STATEMENT
108 of 1996. Sci-Bono’s principles are:
We take personal accountability for our
actions and results. • A high standard of professional ethics must be promoted and maintained,
We take We focus on finding solutions and • Efficient, economic and effective use of resources must be promoted,
Accountability responsibility for achieving results. When we report, it is • Administration of Sci-Bono must be development-oriented,
our actions. not for compliance purposes only; we give • Services of Sci-Bono must be provided impartially, fairly, equitably and without bias,
meaningful and accurate information to all • Stakeholders’ needs must be responded to and encouraged to participate in training
stakeholders. and development programmes,
• Transparency must be fostered by providing the public with timely, accessible and
We focus on creating a positive experience
accurate information,
for the customer by maximising service
• Good human-resource management and career-development practices to maximise
Customer- We always put the and building relationships. We strive to
human potential must be cultivated,
Centric customer first understand our customers and build products
• Administration of Sci-Bono must be broadly representative of the South African
and services around the needs of our
people, with employment and personnel management practices based on ability,
customers.
objectivity, fairness, and the need to redress the imbalances of the past to achieve
We are committed to openness, accountability, broad representation.
We are open in
Transparency and honesty to build efficiency and gain
our dealings Coupled with the values above, these principles must drive each employee of Sci-Bono in
stakeholder trust.
the next five years.
We say what we We are committed to following our moral or
Integrity do and do what ethical convictions and doing the right thing in These principles are applied in accordance with legal and legislative requirements of the
we say all circumstances country.
Sci-Bono values the introduction of new
We break new
Innovation technologies that are designed to improve the
ground
livelihood of all South Africans.
We share our
We are open and available to others, affirming
of others; do not feel threatened that others
The science of today is
Intellectual
Diversity
knowledge to the
greater whole
are able and good; for we have a proper self-
assurance that comes with knowing that we
Technology of tomorrow.
belong in a greater whole. Edward Teller
Sci-Bono Discovery Centre NPC 11Genius is two percent inspiration,
ninety-eight percent perspiration.
Thomas Edison
The mission, values and principles assist the organization to achieve its vision as illustrated in the below diagram.
DIAGRAM 2: RELATIONSHIP BETWEEN SCI-BONO VALUES, MISSION AND VISION
SCI-BONO VISION
The vision is Sci-Bono’s preferred future, which
the 2020-2014 Strategic Plan seeks to achieve.
SCI-BONO MISSION
The mission clearly defines who Sci-Bono is,
what It does and how.
SCI-BONO VALUES
Sci-Bono’s values mobilise everyone to
successfully implement the strategic plan.
SCI-BONO PRINCIPLES
Sci-Bono’s has adopted the principles of the
South African Public Service.
12 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
5. LEGISLATIVE AND OTHER MANDATES 5.2 Constitutional Mandates
The Constitution mandates the government to provide compulsory basic education
5.1 Legal Status to all learners. To fulfil this constitutional mandate, supporting legislation and
Sci-Bono is a registered an Non-Profit Company (NPC) in terms of the Companies policies have been drafted to facilitate the implementation thereof. The mandate of
Act, 71 of 2008, with registration number 2004/010183/08. Sci-Bono is also GDE, which is Sci-Bono’s main stakeholder, flows directly from these constitutional
registered as PBO in terms of the Income Tax Act, 58 of 1962 with PBO reference provisions. It is therefore important the Sci-Bono, in its strategic planning, is alive
number 930 014 449. to the requirements of the Constitution in order to position itself to properly service
its main stakeholder.
The organisation is also registered with the Department of Social Development as
an Non-Profit Organisation (NPO) in terms of the Non Profit Organisations Act, 71 5.3 Constitutional Mandates
of 1997 with registration number 056-334-NPO. The purpose of registering as an Sci-Bono was established to support the Gauteng Department of Education to
NPO is to receive grants and donor funding from the government. fulfil its role in Gauteng. Sci-Bono was started as a partnership project of the
Gauteng Department of Education and various private sector partners to support
In light of these registrations, it is important that Sci-Bono’s strategy does not maths, science and technology education and to help build South Africa’s science,
contravene any requirement in terms of all the applicable compliance legislation. engineering and technology capacity. Sci-Bono is responsible for implementing
the Gauteng Mathematics, Science and Technology Education Strategy. The
From Sci-Bono’s registration, it is important to note that its NPC Memorandum of relationship between Sci-Bono and the GDE is regulated by a Memorandum of
Incorporation provides the following as Sci-Bono’s objects: Understanding (“MOU”) signed in April 2015.
• to promote and improve Science Technology and Innovation, public
awareness and interest in science and technology; 5.4 Legislative Mandates
• to support and improve mathematics, science and technology education and In developing the strategy of Sci-Bono it is important to firstly understand the relevant
skills development; and policies and strategies of the national and provincial spheres of government, and
• to promote career interest in science, engineering and technology, primarily then to frame the work of Sci-Bono in the context of the requirements of the GDE.
in the Gauteng Province.
It is therefore important to ensure that Sci-Bono’s strategic plan is in line with
these objects as provided in its MOI.
Sci-Bono Discovery Centre NPC 13The following legislation and policies specifically inform the work and focus of Sci-Bono:
DIAGRAM 3: LEGISLATIVE AND POLICY MANDATES
• Constitution of the Republic of South Africa, 1996 • Integrated Stratgic Planning Framework
• National Education Policy, 1996 for Teacher Development 2011 - 2025
• The National Development Plan’s vision 2030 • South Africa Schools Act, 1996
• Education Vision 2025 • Department of Science and Innovation:
• The Basic Education Sector Plan Science Engagement Strategy
NATIONAL
• Gauteng Schools Education Act, 1995 as amended • Gauteng Department of Education STREAM Strategy
• Gauteng Education Policies as amended • GDE Roadmap 2019 - 2024
PROVINCIAL
• The Companies Act, 2008 • The Promotion or Acess to Information Act, 2000
• The Occupational Health and Safety Act, 1995 • The Employment Equity Act, 1998
• The Income Tax Act, 1962 • King IV Code of Corporate Governance
• The Labour Relations Act, 1995 • The NGO Profit Act, 1997
• The Basic Conditions of Employment Act, 1997 • Other entity specific legislation and policies
GOVERNANCE
The above-mentioned legislation and policies are not exhaustive and it is recognised that Sci-Bono must comply with all national and provincial legislation and regulations, and all
municipal by-laws, applicable to its functions or the area in which it operates.
14 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
6. SITUATIONAL ANALYSIS
6.1 Historical Background
Sci-Bono Discovery Centre NPC was incorporated in 2004 as a partnership between the GDE and
various private sector partners. The entity is a non-profit company funded mainly by the GDE. The
NPO receives economic and logistical support from corporate donors and other partners: the public
and private sectors, industry and the diplomatic community in South Africa. The Sci-Bono Discovery
Centre, southern Africa’s largest science centre, is an affiliate of GDE. Sci-Bono supports Science,
Technology, Mathematics and related subjects to help build South Africa’s Mathematics, Science,
Engineering and Technology capacity. The Sci-Bono Discovery Centre offers visitors to engage with
the NPO’s collection of interactive science and engineering activities.
Sci-Bono is located in the historic Electric Workshop in the cultural precinct of Newtown,
Johannesburg. Sci-Bono offers a range of Science and Technology events, activities and programmes
for the general public and schools. Sci-Bono is one of the most popular leisure and educational
destinations in Gauteng. As an affiliate of the GDE, Sci-Bono is involved in departmental educational
programmes to improve teaching and learning in Mathematics, Science and Technology and the
integration of digital technology and resources throughout Gauteng’s school system.
In February, 2011, the GDE transferred responsibility for teacher training to the Matthew Goniwe
School of Leadership and Governance for all subjects other than the MST cluster, which remains Sci-
Bono’s responsibility. The two organisations have established a single system for planning, managing
and reporting in order to avoid running a separate parallel teacher training systems in the Gauteng
Province.
6.2. Sci-Bono Functional Areas
6.2.1. Core Functions
The birth of Sci-Bono Discovery Centre has seen it evolve into an institution that caters for a lot more
customers, providing them with a variety of services. The institution currently provides a variety of
science related services, categorized into the following four categories:
• Science Education Centre
• Science Career Centre
• Exhibitory
• School Support.
Sci-Bono has special ad-hoc projects from time to time necessitating either a project management
office or specialized unit to be established, if necessary.
Sci-Bono Discovery Centre NPC 15DIAGRAM 4: SCI-BONO CORE FUNCTIONS
SCIENCE SCIENCE SCHOOL
EXHIBITORY SPECIAL PROJECTS
EDUCATION CENTRE CAREER CENTRE SUPPORT
Exhibitions ICT Training Ad-hoc Special
Programmes Counselling
and Exhibits and Development Projects
Youth Learner Youth
Outreach Events
Development Support Development
Teacher
Development
Early Child
Development
6.2.2. Science Education Centre Operations
The Science Centre is responsible for programmes and events that take place at Sci-Bono or those which are generally considered as conventional science centre activities.
There are two major categories of operation in the Science Centre, being Science Centre programmes and outreach projects. The following is a summary of the activities within
the Science Education Centre in 2018/19.
Common sense is that which judges the things given to
it by other senses.
Leonardo Da Vinci
16 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
TABLE 4: SCIENCE EDUCATION CENTRE 2018/19 ACTIVITIES
NUMBER OF 6.2.3. Science Careers Centre Activities
CATEGORY ACTIVITY The Science Careers Centre offers a range of professional
PARTICIPANTS
career development, career education, information and advisory
Science Awareness Programmes Centre Visits 80 081
programmes aimed at increasing the uptake of careers in science
Cave Art 3 820 and technology. The programmes are designed to enable learners
Holiday Programmes The Space Invaders 967 and out of school youth to transition from school to tertiary education
and work, particularly in the science and technology area. In 2018/19,
The Gadget Factory 2 951 a total of 39 activities were delivered by the Science Careers Centre,
• Early Childhood Development (ECD) benefitting 27 887 people.
• National Water Week
Focus Weeks 7 271 6.2.4. Science Careers Centre Activities
• National Science Week
• Transport Week Exhibitory collection is universally recognised as the defining
feature of science centres. Sci-Bono has a collection of over 350
• World Water Day interactive exhibits. During the 2018/19 period, Sci-Bono hosted
• International Day the Lascaux International Exhibition- the world’s oldest rock art
of Women and Girls and travelling exhibition. A 7,6m climbing wall was also added in
in Science February 2019. Sci-Bono also has three outdoor exhibitions, in
United Nations
• World Environment Day 3 678 addition to the climbing wall, being an outdoor chess set, draughts and
nternational Days
• International Literacy Day Morabaraba.
• World Food Day
• World Science Day 6.2.5. School Support
• World Disability Day School support operations are mainly funded and undertaken at the
request of the GDE and involve supporting mainstream schooling and
Science Themed
Birthday Parties 157 the various elements of the provincial education department. Since
Birthday Parties
2009, this area has grown to become the largest component of Sci-
Laboratories 18 294 Bono’s operations and the greatest consumer of resources across the
Apprentice Doctor 44 organisation. The following programmes were undertaken during the
Science Education
2018/19 period:
Programmes Electronics Club 15
Rocketry Course 22
Mental Maths 2 387
Science Competitions
FLL Robotics 344
Science Communication Speak to a Scientist 549
Rosebank Mall Exhibition 120
Tembisa Science Centre Visit 598
Community Outreach
Lecture by Dr Nhamo from the
740
University of Zimbabwe
Sci-Bono Discovery Centre NPC 17The process of scientific discovery is, in effect, a continual flight from wonder. Albert Einstein 18 Strategic report 2020 - 2024
Part B: Reviewed Strategic Plan
TABLE 5: SCHOOL SUPPORT 2018/19 ACTIVITIES 6.4. Governances
Non-Profit governance has a dual focus of achieving the organisation’s mission
and ensuring that the organisation of viable and sustainable. At Sci-Bono, both
NUMBER OF
CATEGORY ACTIVITY responsibilities relate to the fiduciary responsibility that the Board has regarding
PARTICIPANTS
the authority over the explicit action the organisation takes. Public trust and
Secondary School accountability are an essential aspect of organisational sustainability, achieving the
66 068 organisation’s objective and social mission in a way respected by its stakeholders
Improvement Programme (SSIP)
and beneficiaries.
Abaholi Saturday School
Learner Support The primary functions of governance are:
Emasondosondo Mobile
4 744
Science Project 1. Governance: direction, decision making, continuity, accountability, leadership
ECIC Programme 813 2. Management: Effectiveness, organisation, delivery
• Foundation Phase The additional functions include:
Teacher Training and • Intermediate Phase
21 197
Development • Senior Phase 1. Outreach: trends, needs, expectations, challenges
• FET 2. Stewardship: ensuring vision is achieved and organisation evolves through
Youth Development Programme 347 innovation
ICT Training, Support and 3. Ambassadorial: promotion, networking and representation
Development Learner Programmes 4. Operational Structure and Operations: ensure accountability, responsibility,
4 542
(Clubhouse and Solar La) policy implementation, effectiveness, efficiencies, financial
viability
6.3 Sci-Bono Support Functions
5. Self-reflection and assessment: internal reviews and evaluations, trust
In addition to the Core services as described above, Sci-Bono has a range of
building
support services comprising of the following:
DIAGRAM 5: SCI-BONO SUPPORT FUNCTIONS
MARKETING,
CORPORATE
FINANCE COMMUNICATIONS
SERVICES
and EVENTS
• Financial
• Human Resources
Management
Management • Marketing and
• Risk Management
• Facilities Management Communications
• Payroll
• Events
• Supply Chain
Management
Sci-Bono Discovery Centre NPC 196.4.1. Sci-Bono’s Governance Framework
Sci-Bono’s current organisational governance framework structure is illustrated below:
DIAGRAM 5: SCI-BONO ORGANISATIONAL STRUCTURE
MEMORANDUM
OF INCORPORATION
Filed with Registrar
of Companies
Appoint / Dismiss
Appoint Financial
Appoint / Remove Audit
SCI-BONO BOARD OF
Co Sec BOARD OF COMMITTEES
DIRECTORS
• Advice
• Nominations • Appoint
Appointment /
• Guidance • Remove
• Minutes Report
• Supervision
Dismissal AUDITOR
• Training
Admin Report
CHIEF EXECUTIVE Collaborate /
OFFICER Report
COMPANY
SECRETARY
Evaluation / Advice
Manage Report
Finance
SCI-BONO
INTERNAL EXTERNAL
MANAGEMENT
AUDIT OFFICE SPECIALISTS
TEAM
SOURCE: Equilibrium 2020
20 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
6.4.2. Sci-Bono Board of Directors
The Board and its various committees is illustrated in the below diagram:
DIAGRAM 6: SCI-BONO GOVERNANCE STRUCTURE
Oversees financial risk,
internal and external audit
AUDIT & RISK
COMMITTEE
RAPID INSTITUTION PROCUREMENT
& SUSTAINABILITY COMMITTEE
ASSESSMENT
COMMITTEE
Oversees Sci-Bono
procurement processes
Tasked with evaluating viable BOARD OF
options for Sci-Bono and
organisational repositioning
DIRECTORS
SOCIAL & ETHICS FINANCE,
COMMITTEE BUSINESS &
HR COMMITTEE
Oversees organisational
ethics, corporate citizenship Responsible for financial,
and sustainable human resources and
development industrial relations
management, asset
management, policy, legal
matters and compliance
Sci-Bono Discovery Centre NPC 21The application of good governance principles must be visible in the values of the Sci-Bono’s biggest client is Gauteng Department of Education (Learners and Teachers
organisation and in the way the organisation utilises its resources. Strong, active and included). A bulk of its resource is centred on. Future changes have a potential to allow for
committed governing bodies at Sci-Bono will ensure that there is financial viability, Sci-bono to specialise its offering and extend it to other potential clients. This is possible
sustainability and accountability to internal and external stakeholders. These bodies must through refinement and development of specific capabilities that allow for scale, economies
further ensure that they protect Sci-Bono from losing its focus and protect the values and of scope and innovative solutions to learners and teachers.
resources for long-term sustainability.
6.6. Achievements
6.5. Sci-Bono Core Services and Beneficiaries Over the years of its existence, Sci-Bono has been able to achieve a number of goals
Sci-Bono offers a variety of services to its stakeholders as illustrated in the below towards meeting its mandate as an MST custodian and an organisation that supports
table. Gauteng Provincial Education curriculum.
TABLE 6: SCI-BONO BENEFICIARIES AND SERVICES The following have been identified as Sci-Bono’s achievements since inception:
BENEFICIARY SERVICES • Rolled out the ICT Strategy in schools to enable digital technology and integrate
PRIMARY BENEFICIARIES ICT as a core resource for teaching and learning;
• Implemented the 2010 GDE MST Strategy;
Teacher Training Material Development
• Offering of accredited ICT training to teachers;
Teachers Access to MST Laboratories
• Achieved the 5-Star TripAdvisor status;
Coaching and Mentoring on MST
• Offering supplementary tuition to learners in priority schools through GDE’s
Curriculum Support Secondary School
ICT Training • Improvement Programme (SSIP) – involving over 62 000 Grade 12 learners in 235
School Learners
Practical Science Experience priority schools;
Career Development Support • Distributed resources for Grades 10 and 11 classes;
• Provided support to Grade 8 and 9 Mathematics in 206 priority schools by
Career Development Support
providing digital resources for lessons each week;
Post School Youth ICT Training
• Provided supplementary material from various donors in an outreach programme;
Placement Opportunities
and
Specific project and programme • Conducted teacher training in MST.
Gauteng Department of Education
management
6.7. Performance Environment
GDE Education Specialists Material Development Training
Sci-Bono’s performance environment consists of an interconnected set of dynamics
MST interactive exhibitions MST that impact on the internal work environment in the organisation, affect organisational
General Public
Capacity Building performance, operations, resources and the implementation of this strategic plan.
SECONDARY BENEFICIARIES/CLIENTS The following are some of the most important factors impacting on this strategic
plan.
Tenants Rental space
Conferencing Clients Conference facilities
Corporates Delivery of specific CSI projects
NPOs Professional support
22 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
6.7.1. In its strategic plan, Sci-Bono should be geared to address the poor state of The strategy outlines 4 objectives:
MST education in South Africa. In particular, the number of matric learners
who wrote mathematics declined from 270516 in 2018 to 222034 in 2019, Objective 1: To improve MST teaching.
an 18% drop. Only 54% of learners who wrote the exam passed. This pass Objective 2: To improve the provision of MST resources.
rate is down from 58% in 2018. Of all the maths candidates, only 2% (4415) Objective 3: To provide learning in MST.
achieved distinctions - down from 2.5% in 2018. Objective 4: To improve the management of MST.
It is clear from the above that Sci-Bono should devise ways in which Since its adoption as provincial policy, the MST Strategy has evolved to
educational technology can be used to support innovative forms of teaching include the Senior Secondary Improvement Programme (SSIP) which has
and learning mathematics. The Gauteng Department of Education has become Sci-Bono’s flagship project. The MST Strategy will remain the
responded to this need has been through the adoption of the Gauteng primary responsibility of Sci-Bono and funding from GDE will largely be for
Mathematics, Science and Technology Education Improvement Strategy projects that are part of the MST Strategy an SSIP.
(MST Strategy) in 2010. The MST Strategy seeks to address a cluster of MST
subjects and learning areas. Included in the scope of the strategy are the 6.7.2. South Africa has a generally low level of technological literacy and interest
following areas: in Science, Engineering and Technology (SET).
The improvement of the general public’s engagement with and interest in
• Numeracy, Mathematics and Mathematical Literacy science and technology is a goal of government and the responsibility of
• Natural Science and Life Science the Department of Science and Technology. There are many private and
• Technology: General technology (GET); Civil, Electrical, Mechanical public sector organisations Since opening in 2004, Sci-Bono has increased
Technology and Engineering and Graphic Design (FET) its visibility and public support base substantially. Sci-Bono’s role as a
• Information and Communications Technology; Computer Applications promoter of public engagement with SET can never be over-emphasised.
Technology
• MST Teacher development and liaison with Higher Education in allied 6.7.3. Macro Environment
areas The macro-environment refers to the wider economic and societal
factors impacting upon Sci-Bono. It therefore ranges from the immediate
education constituency in Gauteng to the entire South Africa and ultimately
international and global forces impacting on Sci-Bono’s operations.
Sci-Bono Discovery Centre NPC 23Sci-Bono’s competitive environment is discussed below.
TABLE 7: SUMMARY OF THE MACRO ENVIRONMENTAL ANALYSIS
IMPLICATIONS FOR
FACTORS ISSUE
SCI-BONO
Sci-Bono is dependent on the vision, priorities
Basic Department of
and policies of the incumbent Minister of Basic
Education
Education and Gauteng MEC
Political
Alignment to Government Strategic alignment to government policy on
Policy education, training and development
Change in personnel at
Political Mandates provincial government and GDE is a threat to
Sci-Bono
It is a priority for Sci-Bono
Job Creation to prepare the youth for
careers in ICT.
Any reduction in government spending on
education will affect Sci-Bono, and therefore
Budget
contingency planning is critical to the long-
Equipped with his five senses, term future of the organisation
man explores the universe Economic
around him and calls the There is a real possibility that South Africa and
adventure science.. the entire world will be faced with an economic
crisis, particularly in light of the outbreak
Economic Recession of the Coronavirus. This will impact on the
Edwin Powell Hubble
operations of Sci-Bono, affecting gate takings
and the ability to access funding from private
companies.
24 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
TABLE 7: SUMMARY OF THE MACRO ENVIRONMENTAL ANALYSIS (CONTINUED)
FACTORS ISSUE IMPLICATIONS FOR SCI-BONO
Lack of access to technology equipment in previously disadvantaged communities will affect Sci-Bono’s ability to
Technological Equipment
effectively implement its strategy
Socio-Cultural
The high rate of crime impacts on Sci-Bono’s activities, particularly the theft of technological equipment in schools
Crime
which has been rampant
• To be efficient, Sci-Bono needs a comprehensive end to end ICT system
Integration
Technological
IT Systems • Electronic systems, including an online booking system
• To follow and abide with code of conduct
Code of Conducts
• Ethical practices and anticorruption
Ethical Practices
Ethical • Accepted accounting, management and marketing standards
Reporting
• Attitude towards work and accountability
Attitude and accountability
• Ethical employment, management and leadership
• Compliance with national and provincial legislation
Compliance with • Corporate Governance e.g. Companies Act, King IV
Legislation • Financial e.g. IFRS, Income Tax Act, etc
• Personnel Administration Measures
Legal
• The GDE Memorandum of Incorporation
Various Agreements • Memorandum of Understanding with the GDE
• Supplier Agreements
Judgments Judgments might have an impact on the policies affecting Sci-Bono
6.7.4 The Micro Environment
The internal environment consists of Sci-Bono’s organisational structure which is informed by the strategy, the organisational culture of efficient execution and professional work
ethic, the systems of Project Management, Financial Management and Administration, Corporate Services Supply Chain Management and Information Technology. The strategic
objectives and organisational plans, policies, procedures, rules and informal practices are all included in the internal environment.
Sci-Bono’s self-assessment of its current position is described by the SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis.
Sci-Bono Discovery Centre NPC 25TABLE 8: SWOT ANALYSIS
STRENGTHS WEAKNESSES
• Relationships with and support from GDE • Need for significant public and private funding
• MST funding prioritisation by corporates • Huge maintenance and operational costs
• Accredited training institution budget
• Management expertise and knowledge • Perception that by funding Sci-Bono, funders
• Perceived national flagship status as both will be funding government
the leading national science centre and an • Lack of monitoring and evaluate impact of
important NGO in MST education programmes
• Status as vehicle for funders to access the • Lack of integrated planning in the
school system directly organisation
• Wide visibility and strong brand
• Strong networks
• Capacity to generate own income
OPPORTUNITIES THREATS
• Establish partnerships and alliances • Insufficient funding
• Marketing and branding • Change in political administration
• Funding and donor partners • Budget draw-down structure
• Leverage relationships • Sustainability and existence
• Enabling legislation • Legislation
• Research partners • Over reliance on one source of funding
• Facilitation model
26 Strategic report 2020 - 2024Part B: Reviewed Strategic Plan
6.8. Stakeholder Analysis Informing the Strategic Plan Strategic partners
In fulfiling its strategic intent, it will be critical for Sci-Bono to effectively manage • Creation of enhanced, clear competitive advantage.
stakeholder relations and collaborative partnerships. These must address both • Funders • Development of strategic capabilities.
stakeholders identified in terms of the Sci-Bono mandate, and others that may • Research organisations • Clean and fair competition.
influence the achievement of the organisation’s vision and mission; and must include • Mgslg
an enhanced focus on stakeholder needs and competitor intelligence.
• Payment of service providers on time.
With the above consideration in mind, Sci-Bono places its stakeholders at the apex • Negotiate SLA with performance requirements
of its strategic thinking and resultant planning; and stakeholder priorities are a • Efficient supply chain processes – fair, transparent
critical consideration in the development of this Strategic Plan. and fast.
• Focus on regional suppliers/ contractors.
Suppliers
The following table reflects key stakeholder considerations: The following table reflects • Strengthen enterprise development focus and
key stakeholder considerations: support.
• Improve contract negotiation, management and
reporting.
TABLE 9: SCI-BONO STAKEHOLDERS • Consistency in application of standards.
• Empowerment through 4IR education.
KEY PROJECTS / PROGRAMMES REQUIRED TO Communities • Job creation and opportunities for enterprise
KEY STAKEHOLDER development.
MEET THE EXPECTATIONS
GROUP
OF THE STAKEHOLDER GROUP • Enhanced communication.
Media
• Advertising – print and electronic.
• Achieve goals and objectives and create
Sci-Bono beneficiaries meaningful impact. INTERNAL STAKEHOLDER GROUPINGS
• Socio-economic benefits realized, e.g. alleviation
• Teachers of poverty and unemployment through education. • Execute the Sci-Bono mandate.
• Learners • Proactively package and communicate services of • Sound and defensible performance reporting.
• Youth Sci-Bono to reach a wider audience. Sci-Bono board • Sound corporate governance.
• Close skills gap. • Enhance collaboration in delivery of the strategic
• Empower beneficiaries. plan.
• Involvement and consultation on all matters
• Awareness of national and provincial programmes affecting labour.
and linkages to Sci-Bono. • Implementation of HR policies and procedures.
Spheres of government
• Meaningful participation in relevant fora. Employees and • Investigate and re-align the structure in line with
• Alignment of programmes to policies and employee the strategy.
• National
strategies, particularly of the GDE. representatives • Streamline various administration processes.
• Provincial
• Participate in broader planning structures and • Good conditions of employment.
champion Sci-Bono agenda. • Employee personal growth.
• A challenging and dynamic working environment.
Sci-Bono Discovery Centre NPC 276.9. Organisational Structure
A key principle of organization design is that structure follows strategy. The following is the current Sci-Bono organizational structure as reported in the 2018/2019
Annual Report. A proposed draft functional structure aimed at capacitating the organization to provide effective strategies and operational service, in an integrated
manner is contained in Annexure C.
DIAGRAM 7: CURRENT SCI-BONO ORGANISATIONAL STRUCTURE
DIRECTOR:
School Support
SENIOR MANAGER:
SENIOR MANAGER: SENIOR MANAGER: SENIOR MANAGER:
Marketing,
Learner Support PMO Teacher Development
Communication and Events
MANAGER: MANAGER: MANAGER: MANAGER: MANAGER: MANAGER: MANAGER: MANAGER: MANAGER:
Communications Events SSIP School Outreach ICT PMO FET GET Outreach
SENIOR
SENIOR SENIOR SENIOR SENIOR SENIOR SENIOR SENIOR SENIOR SENIOR
OFFICER OFFICER OFFICER SENIOR OFFICER: SENIOR SENIOR
OFFICER: OFFICER: OFFICER: OFFICER: OFFICER: OFFICER: OFFICER: OFFICER: OFFICER:
x3 x3 OFFICER GET OFFICER OFFICER
SSIP SSIP Outreach Outreach SSIP FET Maths FET Science GET Sciences GET Maths
Technology
OFFICERS: SSIP
OFFICERS: SSIP
OFFICERS: SSIP
OFFICERS: SSIP
COORDINATOR
TEAMLEADER
TEAMLEADER
TEAMLEADER
TEAMLEADER
TRAINERS x6
TRAINERS x6
TRAINERS x6
TRAINERS x6
OFFICERS/
OFFICERS/
OFFICERS/
OFFICERS/
OFFICERS/
OFFICERS/
OFFICERS/
OFFICERS/
EDUCATORS
EDUCATORS
EDUCATORS
EDUCATORS
OFFICER x2
OFFICER x2
OFFICER x2
OFFICER x2
OFFICER x2
OFFICER x2
OFFICER/
OFFICER/
OFFICER/
OFFICER/
OFFICER/
OFFICER
OFFICER
OFFICER
OUTREACH SCIENCE
ADMINISTRATOR x13
ADMINISTRATOR x2
ADMINISTRATOR x2
ADMINISTRATOR x2
ADMINISTRATOR x2
ADMINISTRATOR x2
ADMINISTRATOR x2
COMMUNICATORS
ADMINISTRATOR
ADMINISTRATOR
ADMINISTRATOR
ADMINISTRATOR
ADMINISTRATOR
ADMINISTRATOR
ADMINISTRATOR
ADMINISTRATOR
RECEPTIONIST/
RECEPTIONIST/
28 Strategic report 2020 - 2024BOOKINGS OFFICER/LEADER/
ADMINISTRATOR x3 LAB TECH x3
SENIOR
OFFICER
BPC
COO
Science Centre
OFFICER/LEADER/
LAB TECH x3
SENIOR MANAGER:
Inreach
SCIENCE
SENIOR
OFFICER
MANAGER:
COMMUNICATORS x32
OFFICER/LEADER/
LAB TECH x3
SENIOR
OFFICER
CASHIER x2 OFFICER STORES
TECHNICIAN x2
SENIOR
OFFICER
ASSISTANCE
TECHNICIANS x4
Exhibitry
Maintenance
MANAGER:
AUDIT and RISK
TECHNICIAN x2
SENIOR
OFFICER
Exhibitions
OFFICER x2
SENIOR MANAGER:
SENIOR
OFFICER
MANAGER:
Exhibits, Design &
Conceptualisation
OFFICER x2
SENIOR
OFFICER
ADMINISTRATOR
DIRECTOR:
Science Centre
OFFICER x2
CEO
SENIOR
OFFICER
BOARD CHAIRPERSON
MANAGER:
Career Education
OFFICER x2
SENIOR
OFFICER
ADMINISTRATOR
Career Centre
OFFICER x2
SENIOR MANAGER:
SENIOR
OFFICER
Services
Psychological
MANAGER:
OFFICER x2
SENIOR
OFFICER
FIN/HR/BUS
PAYROLL
PAYROLL OFFICER
ADMINISTRATOR
Payroll
Finance
MANAGER:
ADMINISTRATOR/
BOOKKEEPER
CLERK x2
Admin
Finance
Finance
MANAGER:
SENIOR MANAGER:
ADMINISTRATOR/
BOOKKEEPER
CLERK x2
Finance
Projects
MANAGER:
SOCIAL and ETHICS
RISK OFFICER
Risk
Finance
MANAGER:
DIRECTOR:
PROCUREMENT
ADMINISTRATOR x2
OFFICER
Procurement
MANAGER:
Management
Supply Chain
PROCUREMENT
ADMINISTRATOR x2
SENIOR MANAGER:
OFFICER
Acquisition
Demand and
MANAGER:
ADMINISTRATOR
CFO
OFFICER: HR BUSINESS
ADMINISTRATOR x2
PARTNERS
HRD
(Generalist)
MANAGER:
OFFICER: HR BUSINESS
ADMINISTRATOR x2
PARTNERS
HRD
OFFICER: HR BUSINESS
ADMINISTRATOR x2
PARTNERS
SENIOR MANAGER:
HRD
(Generalist)
MANAGER:
HR LABOUR RELATIONS
ADMINISTRATOR x2
OFFICER
HR SSIP PROJECT
ADMINISTRATOR x2 OFFICER
HR SSIP PROJECT
ADMINISTRATOR x2
OFFICER
FACILITIES HANDYMAN FACILITIES TECHNICIANS:
DIRECTOR:
Corporate Service
x3 ELECTRICIAN/PLUMBER
FACILITIES OFFICER:
FACILITIES TECHNICAL BUILDING
ADMINISTRATOR MAINTAINANCE and FLEET
Facilities
Manager
DRIVER
PROGRAMME:
FACILITIES ASSISTANT FACILITIES OFFICER:
x6 EVENTS and PROPERTY
MANAGEMENT
CLEANING and HYGIENE
Facilities
SENIOR MANAGER:
TANCE
SECURITY
RISK and SAFETY OFFICER
SUPERVISORSx3
Manager
Safety and Risk
PROGRAMME:
CLEANERS/OFFICE ASSIS-
CLEANERS SUPERVISORS/
x24
CCTV
WEB/APPLICATION
SECURITY
OFFICERS/
DEVELOPMENT
TECHNICIANS
IT SUPPORT HELPDESK SYSTEM/NETWORK
IT
ADMINISTRATION X2 OFFICERS x2
MANAGER:
MAINTENANCE ADMIN ASSET MAINTANANCE
x2
x2 OFFICER x2
PRINTING
ADMINISTRATORS
PA TO THE CEO
Monitoring, Evaluation,
OFFICE MANAGER:
Research and Development
ADMINISTRATOR
COMPANY
SECRETARY
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