ICT Facts and Figures

Globally 3.2 billion people used the Internet end

2015 with 2 billion from developing countries;

For every Internet user in the developed world there

are 2 in the developing world;

However, 4 billion people from developing countries

remain offline, representing 2/3 of the population

residing in developing countries;

Of 940 million people living in least developed

countries (LDCs), only 89 million use the Internet,

equating to a 9.5% penetration rate;

Evolution of business

incubators

Relationship between different

incubator modalities

Performance of Existing ICT

Incubators Misalignment between incubators & ICT challenges & dev objectives

Based on best practices, interviews, observations, the NDP vision of

ICT sector & DTPS’s ICT Policy Review, the Seda ICT incubators are

rated as:

“Less than Satisfactory” – with applicable ratings as follows:

Highly Satisfactory (fully according to plan or better)

Satisfactory (on balance according to plan, positive aspects outweighing

negative aspects)

Average (In the ball park with some criteria partly fulfilled, something

happening but not where it should be)

Less than Satisfactory (not sufficiently according to plan, taking account of

the evolving context; a few positive aspects, but outweighed by negative

aspects)

Highly Unsatisfactory (seriously deficient, very few or no positive aspects)

Further review of incubators

Lack enabling ICT environment/infrastructure R&D, bandwidth speed;

Lack pool of private sector capacity builders;

Engaged in ‘doing’ rather than ‘guiding the doing’

Insufficient coaching, mentoring & delivery of ICT skills and expertise;

Insufficient active, on-going stakeholder involvement or ‘ownership’;

Insufficient oversight, monitoring & co-ordination by stakeholders;

Insufficient R&D, marketing, linkages & brand development;

Inadequate ‘bankable’ business plans - development & implementation;

Insufficient staffing and funding;

Unsatisfactory selection, representation & functioning of Boards;

Less than satisfactory ICT service delivery & market reputation;

International Best Practices

1. Setting up & Operating Incubators

Design - should support & be part of a broader strategic framework. Should not be stand-

alone entities but work alongside other organisations / schemes to promote broader strategies

Public Private Partnerships (PPP) - should be promoted by inclusive partnership

of PPP stakeholders & partnership structures & reflect technology & business support strategies.

Market Testing & Bus Plan Development - markets must be tested and a

business plan developed to provide framework for incubator operations. Business plan to set out

the target market, expected levels of demand, detailed operating framework, infrastructure and services, capital investment & running costs, sources of funds, incubator management and more

Funding Model - best practices show public support for the establishment of incubators will remain critical. Public funding accounts for high proportion of most incubators’ set up costs i.e. around 37% of operating revenue.

Subsidies to Cover OPEX – there are different ways incubators cover their operating costs and whilst many incubators rely on public subsidies, there is a strong argument to minimise dependence on this source of revenue.

Best Practice - Continued

2. Business Incubator Functions

Rental Space - physical space is central to incubator models. EU incubators typically have around 5,800 m2 space for tenants to accommodate +- 18 firms at any one time in variety of units

Value Proposition – the value added of incubator operations lies increasingly in the type & quality of business support services provided

Charging for Support Services – must charge clients for the support services they provide

Target Market - essential for clearly defined target market and reflected in admission criteria

Occupancy Rates vs Income Generation - achieving high occupancy rates is important to generate income, but must be balanced against importance of maintaining selective admission criteria

Turnover of Client Companies - must limit length of time companies can remain as tenants

Aftercare & Networking - aftercare and networking with firms that have left an incubator is equally important as providing services to incubator tenants.

Quality of the Management Team - the quality of management team & adoption of a business-like approach to running incubators and monitoring clients, is crucial to performance and reputation

Technology / Knowledge Intensity of Activities - the type of activities client companies are pursuing, in particular the technology/knowledge intensity of these activities, is the key factor (rather than physical features or operating modality) used to differentiate one type of incubator from another.

Best Practices continued

3. Evaluating Incubator Services & Impact

Incubator Performance - the key is to judge incubator performance on long-term impacts achieved

rather than short-term measures such as occupancy rates or failure rates.

Impact of Incubators – need to obtain feedback directly from client companies and greater priority should be given to this than before

Assessment of Incubator Impacts - obtain client feedback on the role played by incubator in development of their business and to ensure right services are being provided.

Sharing of Know-how - real value added of business incubation approach lies in the sharing of know-how rather than physical aspects

Incubator Model - there are variety of different business incubator models & precise modalities should reflect local, regional and national circumstances and priorities

Different Incubator Functioning - although limited comparisons are possible, best practice confirms significant differences between the way incubators operate and scope for sharing of

experience & know-how

Cost Effective Instruments - best practice confirm business incubators are cost-effective instruments for the promotion of public policy objectives. The relatively low cost per job and other benefits demonstrated show that they are effective method of promoting knowledge intensive, new technology-based activities.

Key Incubator Performance Statistics and

Suggested Benchmarks

Feasibility Study

Feasibility FactorsStudy covered the following factors:

Core Expertise & Sphere of Influence

ICT Product /Service Idea Generation

Stakeholder Involvement

Public Private Partnerships

Establishing a Pool of External ICT Service Providers

Location

ICT Incubation Model

Target Markets

Market Viability & Opportunities

High-tech ICT Service Portfolio

Operational Funding Requirements

Human Resource Requirements

Physical Infrastructure Requirements

Seed Fund Requirements

Soft Landing Services

Incubator Managers

Core Expertise & Sphere of Influence

The high-tech ICT incubators must have

access to core ICT expertise and skills. This

should extend to both soft expertise and

availability of hardware and relevant testing

facilities.

ICT Product /Service Idea Generation

The lesson from best practices is that ideas come from people and amazing ideas come from amazing people.

So from the outset of implementing the high-tech ICT incubator model the generation of innovative new ideas need to be stimulated.

It is necessary and proposed that the ICT incubators should play an active part in idea generation rather than waiting for entrepreneurs to apply for incubation.

Requires a “pull” marketing strategy & approach to link & match ideas with potential candidates.

Stakeholder Involvement

The involvement and support of stakeholders (consisting of sponsors drawn from the business community, government, the local society, venture capital providers, entrepreneurs, etc) and incubator management are vital for incubator success.

Important that there is clarity, consistency and cooperation from all stakeholders. There should be consensus on a mission that defines the incubator‘s role in the community & quantifiable objectives to achieve the mission. Incubator programs should develop stakeholder support, including a resource network and capacity building initiatives.

Public Private Partnerships (PPP)

Strong cross-sector partnerships – (PPP’s) create important value for incubators by filling gaps in the organization's service model, mitigating operational risk and creating a platform for influencing the broader business environment. PPP models should be promoted either in the ownership or in the governance of incubators.

Four principal roles for the private sector involvement in a PPP are to:

provide additional capital or services to subsidise cost of ICT professional services;

provide alternative and supplementary management and implementation skills;

provide value added to the ICT incubates and the public at large;

provide better identification of ICT needs and optimal use of incubator resources;

Establish a Pool of External Skilled ICT

Service Providers

Establishing an external pool and integrated network of skilled and experienced ICT practitioners is a key feasibility and critical success factor for the remodeled high-tech ICT incubators.

This is to stay at the cutting edge of technology. Also if well sourced & managed, they can assure incubates of high quality ICT services and guidance at low or no cost to the incubators.

Location

Location has a direct and strong bearing on an incubator model as it affects both an incubator’s ability to get the right kind of incubates deal flow and its ability to easily and adequately support the incubated companies.

Best practices indicate that ICT incubators do not work effectively or efficiently in ‘far flung’ locations or small towns as these areas normally lack readily accessible technology and ICT experts, mentors, equity investors, angel investors and venture capitalists.

Incubation Model

Business incubation is a concept which involves multiple stakeholders, dozens of “building blocks”, various types of resources and several service categories.

Consequently, it requires a high level of conceptualization for better defining, analyzing, designing, calibration, performance evaluation and thinking about ICT business incubation models.

Important to highlight that researchers, consultants and practitioners have been developing models of business incubators and incubation processes since 1985 and created around 20 different models.

Defining the operational model establishes how the incubator will be organized & operated as it “defines the structure of the incubator, scope of services offered, funding possibilities & external alliances.

Incubation ModelThe proposed high-tech ICT model is based on the application of the

following criteria that is used internationally as guiding principles:

Relevance: Addressing ICT challenges, problems and needs

Effectiveness: Achievement of purpose

Efficiency: Sound ICT service delivery and value for money

Impact: Achievement of wider effects

Sustainability: Likely continuation based on desired results

Service Delivery: Quality, knowledge and service skills

Value-Added: Up-skilling, turning out ICT experts & fast tracking SME’s into the ICT arena

Marketing Visibility: ICT incubator visibility and brand awareness

Remodelled ICT Incubator

Inputs

Entry

criteria

Strategic dimension

Process Outputs

Pre-

incubation

Exit

criteriaIncubation

Post-

incubation

Target

market

TrainingBusiness

advice

Financial

support

Graduation

Effectiveness

Sustainability

Efficiency

Operational dimension

Relevance

Impacts

Pool of Skilled ICT

Experts & Champions

Funding

Stakeholders

Roles & Objectives

Board/Governance

Selection, Role &

Functions

Incubator

Management

Staffing, Skills &

KPA’s

R&D Idea

Generation

Broadband

Services &

Infrastructure

Development

Sustainability and

the Environment

Grand

Science

Industry

Applications

The Service

Economy

Enterprise Development

ICT Services

Elements of new ICT Incubator ModelRemodel not a “one-size-fits-all” model & services will differ for each stage of the start-up and level of incubates.

The main differences & elements of the remodelled ICT incubator revolve around:

Stronger Public Private Sector Partnerships (PPP) to leverage resources;

Ongoing research and development to identify opportunities;

Shift to identify and link ICT opportunities with new intakes and candidate parties to enrol;

Closer cooperation between Seda and TIA to be formalised through signing of an MoU;

Establish pool of skilled and experienced external ICT practitioners;

Upgrade ICT infrastructure i.e. bandwidth speed, R&D & testing labs;

ICT service portfolio more aligned to market opportunities;

Service portfolio that focus on 6 areas identified in the ICT Research Development and Innovation Roadmap;

Target Markets Successful incubators have a particular business focus clear target markets.

A clear target market enables incubator to develop appropriate marketing strategies to reach target audience & position with an appropriate value proposition.

The CSIR’s (DST) 10 year ICT Research Development & Innovation Roadmap outlines target markets which are applicable for ICT incubators.

Target markets should include the following segments:

SME start-ups

School leavers

University graduates

Post graduate students

Seda branches

Development agencies

• ICT incubators to apply a “pull” marketing strategy with R&D, matching and linking incubates with new opportunities identified that will ensure “pipeline” of projects.

Market Viability & Opportunity

The consultation phase identified several opportunities that confirm the market viability of ICT incubators and common themes that emerged include: Gaming

Animation

Content development

Security

Cloud technology

APS development

Market Viability & Opportunity - continued

Success of high-tech ICT incubators dependS on recruiting and enrolling selected parties. A sound gate keeping process must stringently applied for this purpose.

Opportunities emanate from ICT Research Development and Innovation Roadmap (CSIR) AND confirm the viability and opportunities for high-tech ICT incubators.

The ICT RDI aims to strengthen the DST’s role in the growth of ICT sector.

It comprises 6 key clusters of opportunity i.e. areas of significant and attractive market needs in which entrepreneurs can respond by building on existing capability.

Opportunities

Drivers

Global

· Individualism

· Green conscience

· Spend on entertainment

· Interaction on the move

· Urbanisation

· Wealth creation

· Aging population

South Africa

· Penetration of mobiles

· Spend on entertainment

· Bottom of the pyramid

markets

· Importance of social issues

· Affordability & localisation

· Younger population

Capabilities

Research

Organisations

Adjust own strategies to

align more closely with

opportunities, intent and

direction

Academic

Institutions

Create basis for more

coherent cooperation

between institutions in

the interests of increased

investment efficiency

Industry

With roadmap as unifying

plan opportunities for the

participation of industry

and of ICT sector players

in RDI activity are clear,

well-directed remain

always attuned to

delivering benefit &i and

managed.

In particular industry input

with respect to drivers of

demand and needs – both

for technology and for

skills – is essential to

ensure ICT. RDI activity &

education remain always

attuned to delivering

benefit & impact

Enablers

Monitoring &

Management

Implementation of a BV folio

Management Office (PMO)

enables coordination &

Management of all strategic,

tactical & operational activity in

transparent & integrated

manner.

Feasibility &

Planning

Structured & time-boxed

evaluation of developing and

new opportunities leads to rapid

& sound investment decisions

and prioritisation

Education &

Training

Through the introduction of

mechanisms to make visible the

nature & trajectory of forward

demand for ICT skills future

students shape & complete

their education with greater

success

Industry

Collaboration

Earlier, more active and

targeted engagement of

industry in the RDI value chain

strengthens the national

ecosystem

Government

Action

The structured evaluation of

market opportunities highlights

areas where policy and

regulation inhibitors can be

lightened or removed

Broadband

Infrastructure &

Services

Development

Sustainability and

the Environment

Grand Science

Industry

Applications

The Service

Economy

Opportunity

Areas

The roadmap developed on 4 pillars

Roadmap

Opportunities Drivers Capabilities Enablers

ICT Research Development & Innovation

Roadmap

Opportunity Clusters

It comprises 6 key clusters of opportunity i.e.

areas of significant and attractive market

needs in which entrepreneurs can respond by

building on existing capability.

Opportunity Clusters

Opportunities were identified where the application of ICT can help respond to needs. These opportunities were grouped in six clusters that represent areas of significant & attractive market need as follows:

Broadband Infrastructure & Services

Development

Sustainability and the environment

Grand science

Industry applications

The service economy

Six key clusters of opportunity

Market Opportunities Identified

Broadband Services &

Infrastructure

Future wireless technology

Broadband service

infrastructure

Development

E-inclusion

Development

Agriculture

Sustainability and the

Environment

Green & ICT

Global Change

Geo-spatial Applications

Grand Science

Astronomy

Bio-medical Sciences

Industry Applications

Smart Infrastructure

Mining

Manufacturing

Future internet applications

Content creation & delivery

Supply chain optimisation

Asset management

The Service Economy

M-Health

E-services

Education

Business model, Innovation

Payment solutions

Outsourced SA capability

Systems integration

Mobile enabler

Trust & security

High-tech ICT Service Portfolio

The stage of a business or start-up has a bearing on the type of service offered and required. The process of creating and developing ICT businesses has four distinct stages as follows:

Conception: the entrepreneur identifies a market niche / need on the part of a specific target public and decides to open a company. The focus of this stage is development of a consistent business plan.

Emerging Company: based on the already elaborated Business Plan, entrepreneurs begin developing the product and/or service to be offered. The objective at this stage is to have at least one prototype of the product to be offered. The legal formalization of the company may also occur in this stage.

Consolidation: the next stage in the evolutionary process of the company is consolidation in the market in which it has opted to function, with growth in the number of clients.

Growth: as of the companies’ consolidation, the business will seek out new markets and expand its field of activity.

Remodel Funding Requirements

The revised model will require the following funding:

Capital expenditure:

R8million to upgrade ICT infrastructure and to create an enabling environment entailing improved broadband speed, R&D and testing laboratories.

Operational Expenses:

Additional incubator staff costs are projected at R2,28 million per year for four ICT incubators based on engaging a central ICT researcher at Head Office and appointing internal ICT managers or “Entrepreneurs in Residence” at each incubator. They should be purely focussed on advising start-ups and making sure they are getting the support they need. It also means that there is someone who is fully focussed on the success of the tenants/incubates with lots of experience in building high growth start-ups.

The alternative is to up-skill or re-skill and train enterprise development managers to manage both portfolios of ED and ICT related service delivery and development.

Physical Infrastructure RequirementsKey infrastructure requirements include:

Transportation systems

Electricity and communications together with

Office space and lab facilities

Conference facilities, meeting rooms and break-rooms.

General office services are provided and include: telephone, receptionist, copy services and internet access.

The existence of a good infrastructure in the locality may not have a direct influence on the incubator’s demand; but a deficient infrastructure may reduce the number of companies interested in the ICT incubator’s support.

To have a successful ICT incubator there must be reliable, high speed Internet connectivity, a supportive banking and finance community, adequate numbers of service providers to work with the entrepreneurs and premises that can be developed, renovated or acquired.

The most pressing challenge for creating an enabling high-tech ICT environment is to upgrade broadband speed to 100 – 150mgb and making available laboratories properly equipped with software and tools for developing new technologies.

Seed Funding Seed funding will be a key requirement for the successful launch of the remodeled high-

tech ICT incubators.

Seda and the Technology Innovation Agency (TIA) are in an advanced stage to sign a MoU and agreement to make available up to R500,000 for innovation-oriented projects.

The following activities can be supported by TIA for seed funding: Initial proof of concept (note that this assumes some level of proof of concept has been

achieved using research funding).

Product, Process (comprehensive technology package) and Prototype development.

Sourcing of IP opinions.

Production of market samples and/or associated testing, analytical data and method development and specification sheet development.

Refining and implementing designs.

Conducting field studies.

Support of certification activities.

Piloting and scale-up and techno-economic evaluation.

Detailed primary market research, or specialist consulting.

Business Plan Development.

Soft Landing Services

Refers to discussions between Stp and French Embassy to collaborate by offering soft landing services for SA companies interested in French market. Looking at cooperating on opening ICT incubator in Cape Town as have a laboratory called ‘French Tech

Hub’.

The top five soft landing services identified through consultations with Embassy representative are: providing easy access to networks i.e. relevant

contacts, investors, mentors, technology facilities

office facilities with access to other entrepreneurs

possible business development and scanning of local competitors

sectoral knowledge and local specificities advices

support in innovative company development: advice on milestones, way to proceed, ability to be a member of a team

Incubator Manager Key requirements

An effective, committed, knowledgeable incubator manager and staff are critical to

the effectiveness of an ICT incubator. The manager in particular needs to be able to:

Lead the support team

Manage the incubator‘s important networks

Understand business needs of clients & pre-incubation businesses

Support incubator staff in delivering effective services to meet these needs.

Failure to employ a suitably skilled and motivated manager is one of

the key reasons for the failure of an incubator.

Best practices suggest the need for and ICT manager or “Entrepreneur

in Residence” at a incubator. They should be purely focussed on

advising start-ups and making sure they are getting the support they

need.

Comments from Yesterday Goodbye bus plans ….hello action plans!

Too many plans ….too little implementation!

Move to innovation is crucial!

If opportunity does not knock…build a door!

Incubation challenge is creating 11 mil jobs!

Need to re-energise & reorganise incubators!

Encourage private sector investment!

Access management advice & technical support!

Development of techno pools NB to help SME’s is vital

Differentiate between ‘innovation’ & starting business – greater uncertainty!

Professional qualified practitioners non negotiable!

Enabling environment is crucial

Importance of ‘design” highlighted

Education – need graduates that can count!

Incubators is a business even if not-for-profit so without business sense cannot build new businesses

Boards are not effective

Funding uncertainty not healthy

Initiation – Ideation – Integration (adapt, refine & combine) potential for import replace

Matchmaking is key for market access

Conclusions

The following conclusions are made from the study: Overwhelming evidence of need & viability for high-tech ICT incubators

Strong need to develop ICT skills, up-skilling, import replacement of ICT products and services and to better serve the needs of the ICT sector.

Ideal locations of ICT incubators are main cities and metros

Most important feasibility aspect is availability of a eco system to support the incubators.

Proposed remodel is aligned with DST’s ICT RDI Roadmap

Key success factors for the new modelled ICT incubators are: Creating an enabling environment at each incubator

Upgrading infrastructure i.e. broadband speed, R&D and validation laboratories

Creating a pool of external skilled ICT service providers

Stakeholder involvement and Public Private Partnerships

Implementing a ‘pull’ incubation recruitment strategy to create a pipeline of ICT projects linked with opportunities identified

Securing and providing access to seed funding for incubates

Quality of incubator management

Conclusions - continued

Value proposition - Seda ICT incubators not aligned with ICT needs and opportunities

Gap in ICT service delivery as more of an ED approach, hence relevancy questioned

Competitive ICT incubation landscape, so reputation & performance is important e.g. GGDA to convert Nazrec Media House into ICT Smart Hub as all infrastructure available.

Present reputation and image of Seda ICT incubators is less than satisfactory

While Business plans are in place they not ‘actionable’

No matter how well plans have been developed it will be futile if right people with right competencies, capacity & management abilities are not engaged or trained

Additional incubator staff costs are projected at R2,28 million per year for all the incubators.

Conclusions - continued

International companies in SA & see program for ICT build-out as a growth opportunity not just ED points

Success of incubation process in general depends on internal (incubator’s resources and processes of selection, mediation, and exit) and external factors (entrepreneurs and ideas flow into the incubator)

The proposed ICT service portfolio is based on retaining the ED services but expanding the ICT services

Practices / services to be applied with different intensity depending on degree of entrepreneur’s knowledge, mentoring, resources & team involvement needs

The intensity of services and practices applied also heavily depends on an entrepreneur’s capability

Best practices suggest the need for and ICT manager or “Entrepreneur in Residence” at high-tech ICT incubators

CAPEX required to upgrade infrastructure & create an enabling environment projected at R8 million i.e.infrastructure is required for improved broadband speed and lab facilities

Recommendations Adopt and implement the remodelled ICT incubation program as follows:

Accept remodel within 60days

Develop overall high-tech ICT incubator business plan within 90 days

Develop business plans for each Seda ICT incubator within 120 days

Review & reselect new incubator boards with greater private sector participation

Liaise with private sector to form PPP and sign MoU’s to avail pool of experts

Finalise acceptance of the model for implementation

Reposition the incubators as high-tech ICT incubators

Facilitate improved and more active stakeholder involvement and PPP’s

Create a pool of experienced and skilled ICT practitioners

Clearly define target markets and admission criteria

Offer portfolio of high quality ICT services (based on ICT RDI Roadmap opport’s)

Manage in business-like manner to maximise value for money

Develop high-tech ICT incubators in synergy with the ICT RDI

Apply Governance Structure to meet needs of the remodelled ICT incubators

Go

ve

rna

nce

str

uc

ture

Pre-Screening Process

Membership: Incubator Centre manager,

ED Officer, Private sector representatives

(as technical advisor)

Scope: Pre-screen/Prioritise applicants,

Projects. R&D needs, link with opportunities.

Management Committee

Management and Administrative:

- Incubator executive and staff

- Ensure enabling environment

Ownership:

- Managed by centres, under the

guidance of Seda Head Office

- Decision-making resides with executive

Seed Fund Management:

- Fund Management will reside with centres

- Funds will be invested to derive a return

and achieve commercial viability

Incubator and Project ‘Pipeline’

Development:

- Act as ‘clearing house’ in the introduction

of pre-screened projects to ‘marketplace’

- Identify and facilitate potential JV

partnerships and apply ‘pull’ approach for

prioritised key ICT innovation projects from

- Opportunity identification stage to completion

Strategic-level Board

Ownership: Co-Chair, Public & Private sector

- Selected members as participants

- Private sector – Big 5

- Public sector - DTPS, DST, Stp

Scope:

- Policy/Strategy Forum

- Annual/Bi-annual Review of Policy/Strategy and

Programme/Business Planning/Outcomes Review.

Operational-level Board

Membership:

- Private sector i.e. Bytes, Dimension Data, etc.

- Seda HO Nominee(s)

- Universities/Metros

- Funders – TIA

- Public sector

Scope:

- Governance and Steering Committee

- Monthly Review/Direct Project/Seed Funding

Assessment & Progress

- Overall Decision-making/Approval Body

- PPP Promotion

Impact Assessment Group

Membership:

- Seda Centre Executives & Stp

- Private sector representatives

Scope:

- Assess & monitor impact

- Technical assistance and Funding

assessments

- Assess projects for extent of seed funding

requirements

- Assess projects for R&D requirements

- Quarterly review with recommendations to

be submitted to the Ops Board for

decision-making/approval

Technical Advisory

External Pool of ICT Experts

- Private sector companies

- Service providers

- Universities

- Sector organisations and ‘think tanks’

Public sector:

- DTPs

- DST

- SEDA

- Other technical Advisory

Private sector:

- Sectoral/Industry Interest Groups

Seda ICT Incubators Softstart NMBSii SmartXchange Invotech

Operational budget 2015/16 R2,846,690 R4,750,000 R30,148,167 R2.500,000

No of full time staff 11 7 8 8

No of external service providers 8 ? 6 10

No of networking’s arranged 2 6 12 4

No of new ICT clients recruited 4 8 16 p/a 3

No active ICT incubator clients 12 58 60 23

No of training courses offered 0 24 12 1

No of ICT clients that attended 0 15 average 100 16

No ICT clients assisted 12 58 60 23

Funding applications handled 0 10 5 0

Value of turnover generated 0 R5,000,000 R163,341,337 R1,400,000

No of ICT client graduations 0 0 (4 expected) 9 (20150 0

Jobs created due ICT activities 6 23 307 (2015) 0

Cost per job created R474,448 R206,522 R98,203 R2,500,000

Budget submitted for 2016/17 R6,014,000 R6,577,962 R34,943,000 R3,500,000

Percentage increase on 2015/16 +211% +38.5% +16% +40%

No of active stakeholders? 3 5 20 12

List of stakeholders Seda

UP

TUT

1. Seda

2. NMNB

3. NMMU

4. Zonke Monitor

5. Agoa FM

1. EThekwini Mun

2. TIA

3. MICT Seta

4. Accenture/Vodaco

5. Mircrosoft/Cisco

1. Seda

2. DUT

3. TIA

4. SABS

5. eThekwini Mun

No of board members 8 8 8 5

Changes in board in last 2 years? 8 2 2 2

List the 2 main constraints you

experience hindering progress?

Financial

Short staffed

1. Ops budget

2. Seed funds

1 Lack of innovation

2 Ownership of bldg

Quality of entrepreneurs

Market access

List main lack of infrastructure TelecommunicationComputer

hardware

IT Lab

Funding 1. Slow internet

2. No owned bldg

3. Lack facilities

4. Lack testing facili

Internet