With the first month of 2012 already under our collective belt, we caught up with SAFIPA-supported projects to find out what 2012 has in store for them.  In this article we share developments within FBSA, Reed House Systems, CampusNet, JamiiX, WhereisMyTransport and LiftclubSA.

FBSA brings out the bubbly at Bloekombos!

Fireworks image from Flickr by Bayasaa CC-BY

First Business South Africa (FBSA) has already had some extremely heartening developments within their initiative.  Tim White, the founder of FBSA says, “2012 might just be the year that we have all been waiting for!  Finally our facility has its power and so we are able to take the next important steps.”

Tim refers to the Bloekombos Uluntu Plaza, which is FBSA’s living lab business incubator, and which also happens to be an African first!  The project involves the establishment of a business training centre, or incubator, at which previously unemployed learner-workers are placed in retail based micro-enterprises, backed by a fully integrated supply chain and business services platform, whilst engaging in skills programmes and learnerships to embed the required knowledge.  The Plaza is an initiative of City of Cape Town Local Areas human and Economic Development department (LAED). The business incubator provides an unprecedented opportunity for suppliers and manufacturers to participate actively in the local economic development of South Africa.

During the latter part of 2011, implementation of the project was hampered by delays in the electrification of the plaza.  Whilst having to endure a number of frustrating months until power was finally delivered to the plaza, Tim can now enthusiastically report that, “Our immediate aim is to attract suppliers and manufacturers to participate in the supply chain processes.”

No less than 45 entrepreneurs have been selected for the pilot project in Bloekombos, and real live business incubation will commence as soon as April this year.  There are currently 17 business business types in incubation which includes:  fruit and vegetables, dairy, baby shop, heath and beauty, hair salon, general cafe, cellular, fast foods, butchery, liquor, general grocer and banking / financial services.

Going forward Tim says, “A second follow-up project, starting this year to be completed in 2013, will see the development of an additional 15 business types based on different industries. Each business incubator is self contained and commercially viable providing valuable consumer goods and services to the local community.”

“Patient networking”, partnerships and development

Receiving a great response at the RHS/Teleweaver exhibition at the ITU Kaleidoscope Conference in Cape Town, 12-14 Dec 2011

In the Eastern Cape, the team at Reed House Systems (RHS) dedicated to Estima’s Teleweaver, have big plans for this year.  Alfredo Terzoli, the project lead, says that the development team’s main focus for 2012 is to create a number of end-user applications within Teleweaver, and to promote the platform for other ICT4D groups to use.  Alfredo says, “From a management point of view, the first quarter of 2012 will be dedicated to conclude negotiations with Technology Innovation Agency (TIA), which hopefully will be the next major funder that will support RHS’s transition into a commercial entity.”

The team has also received great news:  the Department of Communication’s e-Skills Institute for South Africa has informally approved an application made by RHS in conjunction with the School of Journalism and Media Studies at Rhodes University, to host one of their ‘apps factories’, namely the Makana Apps Factory.  And of course, as Alfredo phrases it, “patient networking” will also be on the to-do list for 2012; developing relationships with various entities, mainly governmental, that might potentially be interested in the activity of RHS.

This year, with the commitment to new developments and activities, will certainly further the mandate of RHS. Alfredo explains, “The purpose of all activities is to make RHS viable and able to fulfill its mission, which is to be able to deploy sustainable ICTs in areas where they are not present, or at least not present at an acceptable level.”

Starting 2012 with astounding statistics

The commercially successful JamiiX tool began its journey a mere two years ago; a journey that is far from over.  JamiiX, the web- and mobi-based counselling support tool born from a need to reach out to communities in the Cape Flats, continues to enhance people’s lives into 2012.   JamiiX’s commercialisation was supported by SAFIPA, and the programme’s legacy lives on with JamiiX being able to announce at the end of 2011 that they have surpassed 500,000 users being supported via JamiiX, and have processed more than 30 million messages with clients from 13 countries.  RLabs, the first ‘customer’ to use Jamiix, has recently released some staggering figures on their mobile social counselling: they have now passed the milestone of reaching two million people since inception, with people from 39 different countries interacting with their services.   The mobile services that RLabs uses are free, and JamiiX is one of the tools that has helped them reached these remarkable figures.

CampusNet launches virtual conference facilities

Snapshot of the Auditorium Virtual Academy

Not only has CampusNet recently had a website re-design, giving it a fresher, clean look, but the initiative has an exciting new product about to launch. The Auditorium Virtual Academy (AVA) will be coming online in February 2012 and is an exciting development that will enable virtual get-togethers including conferences, sales events, product launches and training. The facility includes management and presentation facilities, voice over IP and webcam communication, and document sharing. This platform will be available both for hire for a specific event, or one’s own Virtual Environment (VE) can be purchased for private control and use, running either on hosted services or via one’s intranet. For more information pre-launch, contact Keith Maree at kmaree@email.com.

WhereIsMyTransport’s ‘scary’ movie

The dynamic duo behind WhereIsMyTransport, impressed the audience at the SAFIPA conference towards the end of 2011 with their positive outlook and their commercially successful transport management platform.  The team gave conference-goers a sneak preview of their new marketing video which is entertaining and captures the benefit of WhereIsMyTransport (WIMT) in a catchy 2-minute movie.  The video is available on the WIMT website which has been re-designed as a funky, easy-to-access info that mirrors this company’s on-the-ball service delivery.

Overcoming those toll road blues

And finally, the Liftclub SA initiative might be the only ones giving Gauteng drivers a reason to smile this year.  Ashiek Manie says:

With the debate around the toll roads system, those Pretoria-Johannesburg commuters could band together and form some energy- and cost-saving lift clubs.

We’ll bring you more updates in the near future, so keep watching safipa.com.

The insights, steps and tips on how to run a successful code-sprint have been made available in the form of a user-friendly, Creative Commons licensed toolbox to assist other organisations and companies in using the methodology that was developed during the Meraka Institute’s very successful series of code sprints.

What is a code sprint?

A code-sprint is a dedicated training event aimed at empowering tertiary students with software development skills to improve their work-readiness and enhance their opportunities for uptake in the industry. A small group of students contribute to a real-world programming project under the guidance of a skilled technical leader. Through the close collaboration between the group and the technical leader, programming skills are shared and transferred, whilst key deliverables are achieved within the target project.

The Meraka Institute’s code sprints

The Meraka Institute (supported by SAFIPA donor funding) has successfully executed two phases of code-sprints, 2009 and 2011. 2009 consisted of two and 2011 having three code-sprints. The programme was a resounding success with 26 code-sprinters (tertiary students) participating over the two phases. The code-sprints programme has a well developed methodology to measure the growth of each student as well as other outcomes. The results extracted through the measurement methodology were extremely positive with clear indicators of the success of the code-sprint programme.

The first two code-sprint phases were hosted at the Meraka Institute. An opportunity exists to host the code-sprints at other development “hotspots” while following the code-sprints methodology. An example of a potentially viable hosting environment is the newly created “African Regional Mobile Application Laboratory” where the code-sprints targets are those of importance to the Laboratory at that time. Another potential code-sprint hosting environment can be a Living Lab, as it already contains the basic elements (various stakeholders such as students, communities and community innovators within a real life context containing multi-disciplinary challenges to be solved) required for the execution of a code-sprint. Tertiary education institutes are also well positioned to host code-sprints. With the addition of the code-sprints methodology, a technical solution can be developed, while significant knowledge and skills transfer are taking place.

The environment suitable for code-sprints

Traditionally the code-sprints have been focused on the ICT domain. However, the developed code-sprint methodology and extracted know-how suggest that similar outcomes can be obtained in other domains (e.g. various fields of engineering).

The Code-Sprints toolbox outline

Compiled as a downloadable pdf, the document is 19 pages in length and includes the following valuable information:

• The methodology of a code sprint: this outlines the associated tasks such as identification of a hosting organisation, and the need to appoint internal champions;
• Identification of a host organisation and the types of facilities that should be available at the organisation to ensure a successful code sprint;
• Outlining the different roles that need to be in place, which are crucial to ensuring real knowledge transfer;
• How to prepare for a code sprint, including the different types of personnel that are necessary, logistics and coordination requirements;
• The execution and implementation of the code sprint itself; and
• Wrapping up or concluding the code sprint.

The Moveecom trike on display at the SAFIPA Conference 2011

There was recently great excitement for the MoveeCom Mobile Internet Café (MIC) team when they won two awards for their innovative mobile internet café.

The first award was from the inaugural SAB Foundation Innovation Awards which were introduced in November this year. With a total purse of R1.5 million the awards aim to promote innovation delivering sustainable solutions to the daily challenges facing persons in low-income areas. Moveecom received a seed grant of R 100,000.00 towards further development of the project. And within the same month, the team were named Entrepreneur of the Year by the Polokwane Chamber of Business’s Annual Awards Gala Banquet.

The MoveeCom™ Mobile Internet Café (MIC) is an innovative concept that delivers access to IT resources, to under-serviced communities via a mobile communication unit. The fully portable communications system has been designed specifically for deep rural areas and poorly serviced urban areas. It enables communities to have access to technology and information in order to engage with other sectors of society and contribute to their economic well being.

The mobile unit is fully enclosed and is complete with two fixed monitors, two computer keyboards, a four-in-one scanner, printer, fax and copier.  The entire system is driven by a generator, and the complete unit is transported on a motor-powered trike. During development, the team paid a lot of attention to the design and sourcing of durable components which could weather extreme environments and be used on a rugged terrain. The mobile unit will provide a variety of uses, such as word processing, spreadsheet and presentation software; internet connectivity and real-time chat; general printing, copying, scanning, faxing and a mobile phone charging station.

Development is currently in process on the second version and there are a number of additional factors to take into consideration prior to launch, including finalising partnerships and legal agreements, SABS processes, and franchise-model development. However, with positive responses to the product having been received during a roadshow during 2011, the team is confident that they will make their planned launch for MIC 2 in the latter half of 2012.

The Entrepreneur Internship Programme is an accelerated learning experience for high potential entrepreneurs who have the capacity to start and grow businesses that can achieve rapid growth in employment size and revenues.

It combines experiential learning with industry exposure, mentorship and networking.Together, these components can help you to catalyse a cycle of personal and business capacity development, confidence and accomplishment that will empower you to translate your ideas into a sustainable business. By the end of the EIP experience, you will be able to develop a detailed “Go to Market” business plan that is implementable and provides the foundation to run a successful business with strong growth opportunities.

Anglo American has a strategic role to play in promoting social and economic development and is committed to supporting the national priority of job creation.  The Entrepreneur Internship Programme is designed to create sustainable businesses that can lead to meaningful social and economic transformation. Anglo American is interested in investing in start-up businesses that could, given time, work with its Supply Chain in future to supply a pipeline of products and services.

The application form can be filled in online at the following url:  http://www.aurik.co.za/anglo-form/

Thiru Naidoo-Swettenham hard at work at the successful SAFIPA 2011 Conference

The most recent ICT capacity building partnership between South Africa and Finland – the South African Finland Partnership (SAFIPA) – which was the successor to the COFISA project, comes to an end in November 2011.  The project has run over a three-year period managed by a core trio of locally-based personnel, overseen by a Steering Committee which included stakeholders from within the South African and Finnish governments, and with supportive roles undertaken by the CSIR Meraka Institute.

SAFIPA has began winding down active operations with the final programme analysis and reporting process beginning in late October.  Perhaps setting the tone for these final reports has been the SAFIPA Conference 2011 which was held on the 19th and 20th October at the CSIR International Convention Centre.  At this time the programme was hailed as a success by project donor- and implementing-partners alike.

“We have played with the best.”

Representing the CSIR Meraka Institute at the conference was Executive Director, Lourens Cloete, who also took on the function of Conference Programme Director and Master of Ceremonies.  Lourens described this bilateral programme as significant in terms of broadening the information society in South Africa; meeting this challenge through partnerships to develop networks and enable cross-sector cooperation, whilst leveraging ICTs to make this goal possible.

Lourens stated that Finland is currently at number 5 on the World Economic Forum’s Global Competitiveness Index. He says, “In SAFIPA, we played with the best and have learnt a lot about Finland.   And vice versa, I’m sure.  A key thing that SAFIPA has done is to build a community of people interested in the issues of ICT for development and entrepreneurship.”  Lourens applauded the 25 projects that were supported by SAFIPA and which were chosen by the SAFIPA team with a combination of insight and a good instinct for innovative possibility:  “These are all projects with very real potential and some of them are realising this potential.”

Dr Jyrki Pulkkinen of the MInistry of Foreign Affairs

Two notable Finnish representatives at the conference, who provided insight and context to SAFIPA, were Aki Enkenberg and Jyrki Pulkkinen, both from the Finnish Ministry of Foreign Affairs (MFA).  Aki Enkenberg is the Counsellor for Science, Technology and Innovation at the Embassy of Finland in South Africa, and Dr Jyrki Pulkkinen is the Senior Advisor within the Information Society and Science, Technology and Innovation for Development within the MFA, based in Finland.  Jyrki, who presented in the conference’s opening plenary, outlined the ten-year bilateral relationship between Finland and South Africa, which has taken the form of a number of initiatives beginning with an education-specific initiative called SCOPE, progressing to the broad innovation-focussed COFISA, and culminating in SAFIPA.   He said, “Today we celebrate the conclusion of the SAFIPA programme which has been one of the landmarks and flagships of the partnership.  It is my hope that SAFIPA has been able to utilise all the lessons learned from these other initiatives that have taken place in South Africa.”

Jyrki critiqued the technical and innovation landscapes in both South Africa and Finland.  Of Finland, who used to hold the number one position on the World Economic Forum Global Competitiveness Index but has since dropped, he cited the reason not due to less innovation taking place, but rather to a lack of efficacy in innovation.  And for South Africa, who used to be comparable to Estonia on the Index, but now occupies the 54th position whilst Estonia sits at number 33, he highlighted several challenging issues:  “If you look at South Africa’s profile, there are aspects that make it difficult to compete.  It is not the innovation system that leaves South African at number 54 out of 140 countries; rather it is the basics of health, education, technology readiness, and infrastructure that need attention.  And these are the particular areas that SAFIPA has supported.”

Aki Enkenberg took part in the closing remarks of the conference and encouraged stakeholders involved in the broad bilateral programme to now take stock of the experience; to look back and to learn.  He said, “This conference has been a good platform for contemplating what we have done and how we can work together in the future.   It has highlighted the spirit of cooperation, collaboration and network that we have being trying to build, and has been an excellent showcase of the projects that have been supported by the programme.”  Aki urged that this should not be seen as the end of SAFIPA but rather an opportunity for stakeholders to actively take the learnings and opportunities from this programme, and implement these in the future.  He said, “It is now about institutionalising some of the learning and practices of the programme, and making sure that, collectively, we do not lose these.”

Building the South African information society

Takalani Nemaungani, Director of Global Projects and line manager at DST

The South African government was also vocal in their support and commendation of the SAFIPA programme.  Representing the South African Government were Isaac Maredi, Director for ICT at the DST, and Takalani Nemaungani, the Director of Global Projects and the line manager at DST, who together with Mr Mmboneni Muofhe, the Chief Director in the International Resources programme, was the DST representative responsible for SAFIPA. Isaac Maredi gave the conference opening and welcome address on behalf of the Director General of Department of Science and Technology (DST).  He said that it was with mixed feelings that he addressed the close of the SAFIPA programme.  He said that he was saddened because this valuable programme – borne from a long-standing relationship between DST and MFA – was now coming to an end.  But he added that he was also filled with satisfaction to see how SAFIPA had helped the South African government make great strides towards building an information society:  “We pride ourselves that SAFIPA has been aligned to Government’s broad socio-economic mandate.  SAFIPA has supported projects with a focus on e-education, e-health, rural development, innovation and entrepreneurship.  These are key areas that Government has prioritised and will continue to do so to improve the conditions of our people.”  In this regard, Isaac went on to say that SAFIPA had ensured that its projects supported the development of applications and solutions.  And further, SAFIPA’s key goals, namely institutional capacity building, support of the information society, the development of new solutions for end users, and the creation of networks and information dissemination, have been significantly achieved.

“A partnership of equals”

Takalani Nemaungani, spoke at the conclusion of the conference.  Having been closely involved with SAFIPA it was fitting that he share his insights.  Takalani, who gave a warm and heartfelt address, said that he was expressing the views of the DST when he said that there was a great sense of satisfaction and pride in what SAFIPA had achieved.  He said:  “Looking at the kind of resources that have been invested in this project, and being able to positively compare these to the outputs that have been delivered; looking at the capacity-building that was done and the new initiatives that were created; looking at the extent of the partnerships, synergies and networks that have evolved through this programme:  our view is that this has been a worthwhile investment.”   Takalani also thanked the partners and network that had been involved in the SAFIPA initiative and extended a special thanks to the MFA, the long-standing relationship with the DST he described as being a partnership of equals.

Takalani also mirrored the thanks given by Lourens, Aki and Jryki, to the SAFIPA project management team consisting of Kristiina Lähde, Thiru Naidoo-Swettenham, Lorraine Shikwane and Cleophas Dzinotyiweyi, who had contributed to the success of this programme.   In ending, Takalani raised the question that has been on everyone’s minds throughout the conference:  what does the future hold for some of the SAFIPA-supported initiatives, entrepreneurs, innovators and communities that have been involved in this project?  He said that the DST is both a flexible and open-minded department, which is always willing to engage with stakeholders on new ideas and new possibilities.  He said that, perhaps, this could be seen as the beginning of another opportunity that could be explored:   “I would think that there will be some challenges going forward. But I believe that the future will be bright, as long as we all use the lessons learned from SAFIPA.”

As the SAFIPA programme comes to an end, the dialogue between southern Africa and Finland, does not end with it.  Newly established initiatives, in particular, the TANZICT and SAIS programmes are set to continue the legacy of dialogue – of which SAFIPA is a part – that began a decade ago.

The MFA has also conducted an external evaluation of the SAFIPA programme and the external reviewers were complimentary in noting that SAFIPA overall had contributed to and fulfilled its mandate of supporting and promoting the information society within SA.  Feedback regarding project implementation and grant management was given to the PMO and certain issues dealing with selection of projects, reporting requirements and monitoring and evaluation will be incorporated into the design of future initiatives. In particular the mechanism of support by the provision of in-country technical assistance and guidance and the capacity development and networking programmes coordinated by the PMO were highlighted as key factors contributing  to the success of the programme. It is important to note that sustainability of SAFIPA funded initiatives was critical and the PMO is pleased to report that of the 25 initiatives supported by the programme, at least 22 will be continued after the SAFIPA partnership has ended.

On reflection of SAFIPA outputs

Former counsellor of STI and Information Society, Embassy of Finland and member of the SAFIPA Supervisory Board and Steering committee from 2008 to November 2010, Ms Helena Tapper also commented that “one of the strongest impacts of SAFIPA is the creation of networks of people who work in the same area in ICT. These networks will remain after the programme. Further, the universities, public and private sector have today joint projects to develop ICT services in South Africa.”

In her address for the SAFIPA Publication, Minister Pandor indicated that

The collaboration  between South Africa and Finland has made tremendous strides in support of government’s developmental mandate of transforming the South African economy from a resource-based one to a knowledge- driven economy. The SAFIPA partnership was one the instruments implemented within the strong bilateral and technical cooperation with the government of Finland and South Africa.”

Minister Pandor reiterated the South African Government’s gratitude towards the Finnish government for continued support to SAFIPA in assisting the country to realise it’s innovation-related goals.  The Honorable Minister also acknowledged “the hard work and determination of SAFIPA project partners who aspired to witness ICT innovation transforming lives of marginalised groups and poor rural communities.”

Kristiina Lähde, who was the Chief Technical Officer for SAFIPA, has moved to Tanzania to drive the recently launched ‘Information Society and ICT Sector Development Project’, also known as TANZICT. This is a bilateral collaboration project between the Ministry of Communications, Science and Technology of Tanzania (MCST) and the Ministry for Foreign Affairs of Finland (MFA).  The programme was launched at the beginning of August this year, with the formal opening ceremony taking place just a week after the SAFIPA 2011 Conference on 31 October.  During the launch, excitement and interest were high as people from across the world followed the proceedings via regular Twitter updates and live video streams from Bambuser (a free video hosting and streaming platform.)

But what is this programme about and what does it aim to achieve?  We spoke with Kristiina via email the day after the launch to get the inside track on the programme.

What are the goals of TANZICT?

There are three broad components.  Firstly, to have a renewed and updated national ICT policy with implementation strategy in place, that will include stakeholder participation and commitment.   Secondly, to work towards improved capacity in the Ministry of Communications, Science and Technology so that they can be the champions of Information Society in Tanzania, and in turn support other government departments.  And lastly, to create the Tanzania Innovation Programme, which refers to the creation of innovation systems and processes which support Tanzanian entrepreneurs and potential entrepreneurs in getting their ideas into market.  The programme is a four-year intervention and is hosted at COSTECH which is the Tanzania Commission for Science and Technology based in Dar es Salaam.

Could you describe the would-be partners of TANZICT?

Everyone in the Tanzanian innovation system and knowledge society … !  Of course, our formal partners are the MFA and MCST.  These are the early days of the project, and it will be highly interesting to see how it develops and who comes on board during its lifetime.

The innovation space and the DTBi were opened during the TANZICT launch.  Is there any relationship to TANZICT?

Attendees gather at the innovation space for the TANZICT launch

Dar Teknohama Business incubator (DTBi) is a business incubator in the same building with us, and we just had a joint launch for both projects.

The innovation space was opened by TANZICT to serve as a physical platform for different activities and stakeholders.  It will help TANZICT by providing a meeting, learning, connecting space where the TANZICT people can come together.

DTBi is a separate, infoDev funded project although also hosted by COSTECH.

We have all come to know and understand the SAFIPA process of working.  Will TANZICT follow a similar process?

There is no one process for all of TANZICT as there are so many different elements to all the components. There are similar elements to SAFIPA, including a small support fund and an exchange fund, for which there will be a call or calls. TANZICT is mostly about collaboration, creation of networks and so on, for which it is difficult to say what the process will be.

In what way will TANZICT contribute to the Tanzanian ICT policy?  Is there a process for formal contribution to this policy?

TANZICT will support the renewal of the policy. The process is still being planned. United Nations Economic Committee for Africa (UNECA) will help with the processes.

Kristiina, how are you, as Chief Technical Advisor, feeling about TANZICT at this early stage in its development?

We are still very new, and right now we have more questions than answers!  Administratively and logistically we’ve had to spend time setting up our offices, and organising the official launch of the programame.  So the first few months have been very busy.  But we’re very excited now that we have launched and look forward to the opportunities that abound.

SAIS – THE SOUTHERN AFRICAN INNOVATION SUPPORT PROGRAMME

Perhaps someone who is not as well known within the SAFIPA network as Kristiina, but who many of the community were introduced to at the 2011 conference, is Peik Bruhns from Namibia, who represents the newly established Southern African Innovation Support Programme (SAIS).  This programme also looks at innovation and capacity building, so we caught up with Peik who is the Programme Coordinator to find out if there are any similarities to SAFIPA and what is in store for SAIS.

Are there any similarities to SAFIPA?

What is significant is the relationship with MFA.  However, whilst SAFIPA was confined to working in South Africa very specifically on ICT, SAIS will be working outside regionally.  We are piloting in Namibia, Botswana, Mozambique and Zambia.  And we are piloting the support of innovation, whilst  SAFIPA looked more specifically at innovativeness related to ICT.  However, we do hope to build on what SAFIPA has experienced and undertaken in South Africa.  Certainly there are a lot of key lessons that have been learned in terms of operations, the selection of projects and the process of selection.

Have you been in close communication with the SAFIPA team during the setting up of the SAIS programme?

In May this year, both the SAIS and SAFIPA project management teams met in Finland. At that time SAFIPA shared their findings to-date; they indicated where various challenges had arisen.   And Kristiina is still here within the African network, both providing guidance and taking the form of sparring partner!  We will also learn from the final SAFIPA evaluation.

When did SAIS officially begin?

We started on the 4th April 2011.  So in a sense we are in operation and have begun with putting country coordinators in place.  The SAIS programme will run for a period of four years.

The SAFIPA programme was called a partnership, and involved a dialogue – or knowledge transfer- between South Africa in the South, and Finland in the Northern hemisphere.  Will this also be the case with the SAIS programme?

As a backdrop to this question, the SAIS programme will ensure that there will be interaction on various levels and in various spheres.  Our desire is to establish links to innovation and this will include relating to the private sector, not only government and academia.  The SAIS network will provide the private sector with the opportunity to exhibit their strengths in taking innovation forward.  In the Southern African region, the private sector is far removed from these other areas so bringing them into the network will be key.

This being said, SAIS will certainly make use of all dialogue opportunities with the Finnish, although this will not necessarily be exclusive:  for example, there are exciting developments in East Africa, which we would like to explore. South Africa will also serve as a knowledge-sharing partner, given that the previous Finland-SA partnerships have given birth to programmes such as COFISA and SAFIPA, which have benefited the country significantly. Capacity development has taken place, institutional frameworks have been developed and interesting practices have come about which could be considered for replication in other countries.  In particular, some of the SAFIPA supported projects such as RLabs would be an ideal and simple tool for replication. So South Africa is critical as a knowledge-sharing partner both on the public side with Department of Science and Technology, where we are in continuous discussion, but equally the other side, at the business level. Our aim is to interact with people in real situations; to see opportunities further afield in other regions such Brazil and India.

The key issues in the fourth parallel session, were to look closely at the linkages with Government and the private sector, sustainability and further development, opportunities for replication and wider adoption within South Africa and in other countries, and the funding of future initiatives. The Living Labs South Africa, Meraka Code Sprints and Kujali Sociotech shared their experiences.

• Living Labs South Africa (LLiSA)
• Meraka Code Sprints
• Kujali Sociotech

THE ECO-SYSTEM OF THE LIVING LABS SOUTHERN AFRICA NETWORK

Professor Marlien Herselman from the CSIR Meraka Institute discusses Living Labs in Southern Africa initiative which is an embodiment of the innovation system where all sectors engage in the innovation process.

“The concept of a Living Lab is that it incorporates different stakeholders such as users, innovators, and institutions, who submit and support ideas as applied to a specific value chain. They collaborate to create, prototype and use new products and processes.  In the African context, what works well is a lab environment that caters for a user-driver approach. Successful developments can then be replicated to improve living standards more broadly.

LLiSA’s purpose is to create a capacity for understanding in terms of Living Lab activities in South Africa, and balancing the roles of the different stakeholders so that the stakeholder eco-system functions optimally for success and growth.  Most Living Labs focus is on rural communities and there is a clear balance between NGO and business involvement, with guidance from the academic sector. LLs can also be used by business to test new products, an example of this is FNB’s eWallet.  Likewise they can provide support to SMMEs and NGOs.

A recipe for success
What has made LLiSA a success?  It has been independently hosted at the Meraka Institute; it has a board consisting of NGO, industry, and local Government representation, so there is insight and transparency.  It is community focussed.  In its structure it is small and agile with regular interactions and workshops.  And the successes of existing labs can be shared to provide lessons for new activities.”

GRADUATES TAKEN THROUGH THEIR PACES DURING THE MERAKA CODE SPRINTS

Louis Coetzee presents the Meraka Code Sprints

Louis Coetzee of the CSIR Meraka Institute talks about people at the core of innovation and technical development, and how they can be empowered to contribute to society.

“Why did we at Meraka embark on the notion of code sprints?  The answer is that in South Africa we need software developers, and we need a lot of them.   The challenge is that upon graduating, most students are not work-ready; they lack the appropriate skills.  Essentially they require post-university training.   The code sprints offer a dynamic environment where the gauntlet is thrown down for students to get them to solve ICT challenges in a specific time frame. A mentor provides guidance, but the only way to solve the problem is through collaboration. Cross-pollination of learning takes place and everyone learns real-world skills.  This assists with the transition from being a student to working in the real world. The first year that we hosted the code sprints was 2009.  In the next session during 2010/2011 we had five code sprints with 26 participants who were students at various levels.  These were hosted and managed by the CSIR Meraka Institute.

The highlights and challenges
The highlights have been that there was extensive skills transfer to students.  The students were able to provide patch contributions to upstream open source projects.

The sprints have allowed us to identify and fast-track talent; for example, one participant became a Meraka bursar and another became employed as a contract worker at Meraka.  We ourselves, as the management team, also learned through the process and we now have a code sprint toolbox that has captured those learnings and which will enable replication by other organisations.

Some of the challenges have included accessing students, which also talks to the future sustainability of the initiative.  We found that the time frame is important in the academic year and must be coordinated to ensure that students can attend.  And internally for us there was an additional management load.

The track ahead for Code Sprints
Code sprints have been used successfully internationally. In South Africa, the Meraka Institute made the sprints longer to allow for more learning time and for students to reap the benefits of the platform.   There is an opportunity for the group to consult to business if they are seeking solutions to specific coding challenges. Or alternatively business can utilise the Code Sprints platform. But there needs to be a sustainability plan for code sprints going forward.  We hope to raise awareness and build the brand.  We also wish to disseminate the Toolbox and source new funding and partners.  We see this as a viable addition to current approaches to enhance national ICT readiness.”

THE KUJALI SOCIOTECH INCUBATOR RESPONDING TO HEALTHCARE CRISES THROUGH INNOVATON AND COLLABORATION

The Kujali stand within the expo area of the SAFIPA conference 2011

Professor Retha de la Harpe, from the Cape Peninsula University of Technology (CPUT), shares information about this extraordinary and robust healthcare initiative called Kujali, that incorporates multi-partner collaboration to find innovative solutions for community care-givers.

“The project began with many unknowns.  Incubation at a university for community engagement was unknown.   Our focus was on ICT4D, in particular looking at e-Business, e-Agriculture, e-Health and e-Education. But the first step was to find out what the needs of the community where.   Next, we needed to develop a vision for the group and define ‘what we do’.  This includes research, application development and implementation.

Creative student collaboration

The Kujali team presents during the expo 'marketplace'

Students were multi-disciplinary, and this is one of the most important factors in the group’s success.  Students were also drawn from different levels – also a key factor for the learning and collaboration that took place.  Our value proposition is that we have developed a network of collaboration around a common interest. We now attract the top students.

Our outputs have been extensive and include the creation of over eight innovations that strongly respond to the needs of home-based healthcare workers.

Learners trying out MoMaths at SAFIPA conference 2011

In the third parallel session Nokia’s MoMaths, the CECS Maths Portal and CampusNet find innovative ways of providing ICT support to enable access to education.

• Nokia’s MoMaths
• CECS Maths Portal
• CampusNet

NOKIA’S MOMATHS

Jacqueline Batchelor, an independent consultant who works with Riitta Vanska’s team on the Nokia MoMaths project, talks about the hugely successful uptake of the MoMaths initiative by school students in South Africa and Finland.

Overcoming the Maths crisis
“There is a crisis in mathematics in South Africa. It is imperative that the South African secondary school educational system produces the kinds of results that will deliver scientists, engineers and the like.   Learning needs to be embedded in the learner’s every day life.  The value of the MoMaths project is that it goes where the learner goes.  Almost every youth in South Africa has MXit on their phones and that is why MoMaths leverages this platform.

It is amazing to compare MoMaths at inception, to where it has moved, to deliver the results that it does today.  From a pilot in one area, we are now in four provinces.  There are 15,000 to 25,000 learners involved in the service.  A staggering statistic is that half a million attempts have been made towards doing exercises; the difference between attempts and completion is quite small.

In terms of the research that we have conducted to understand the impact on learning, we have received positive feedback from both learners and teachers.  This feedback has been used to improve the service.  It is an important step to do this type of engagement so as to enable adjustment in terms of the technical excellence of the service

Learners proactively engaging in Maths
We have found that an incredible 72% of usage takes place outside of school hours.  This really speaks to informal participation and learning.  We have also found that general interest in Maths has increased, coupled with the learners’ own newfound awareness of their skills.

In a preliminary analysis we found that there was a 14% improvement in marks compared to their previous year’s Maths mark.  The trend indicates that when moving from grade 9 to 10 – which usually results in a lowering of marks – learners who make use of the service have, in fact, increased their marks.

Growing the service from 300 to 25,000 learners
The first phase of the project in 2009 included 300 learners.   We developed the proof of concept and provided evidence for uptake. Evaluation took place in parallel to the development of the pilot to see how the service could be tailored to teachers and learners. We found that due to the affordability of the service, knowledge transfer took place.  Phase two, which ran in 2010, saw the service escalated to 4,000 learners.   At the same time we began running a parallel pilot in Finland and it is heartening to see that Finnish learners are also coming on line, thus increasing the likelihood of collaboration.   In 2011 the implementation process escalated. Content for grade 11 has been developed so that grade 10 learners can continue with the service.  We have been growing the service continuously.  As mentioned, we will have up to 25,000 learners at the end of 2011.

Moving MoMaths forward
We are currently looking at replication and scaleability.  To this end we are in the process of establishing partnerships with various stakeholders. Both SchoolNet and Mindset Network have taken responsibility for teacher training.  Eskom is looking at including communities around their power plants into the service.  We’re also in discussion with the Commonwealth of Learning, UNICEF and Vodacom.

In 2012 we will focus on the creation of content, cloud computing, scalability and looking at backend systems.  We hope to scale to new countries that include Tanzania, Nigeria, and Kenya.  Online child safety will also be incorporated into the next iteration of content.   And a further development is that of a crowd-sourcing ideas project that will take the form of an ongoing challenge that will last until May 2012.”

THE CECS MATHS PORTAL EMPOWERS MATHS EDUCATORS

The CECS team showcase their project during the expo 'marketplace'

Arnold Pietersen explains the process of this project – the Maths Portal – that has been supported by SAFIPA in partnership with Educ8 – a private company whose primary focus is development of content.

A sharing-learning culture
“What we wanted to achieve was to empower learners and educators with the skills that would enable them to develop maths educational resources which would go into a central, accessible portal.  We wanted the distribution mechanism of this portal and its materials to be diverse, so we have ensured these materials are available via the internet, mobile phone, and dvds.

The specific aim of the project was to develop open educational resources (OERs) for grade 12 educators and learners because in reality, people are still stuck in the mindset of ‘what I have created is mine’ and the notion of open resources in South Africa has not been fully exploited.  In spite of having conducted nine provincial workshops we have found that many educators are not forthcoming in sharing the information that they have produced.

So far we have developed step-by-step tutorials on how to use a word processor to develop maths papers.   We have developed screen-casts and videos.  The reason for this is that we have found that educators are not utilising software to the full extent that is possible, for the creation of maths papers.  We have also researched what FOSS software is available for mathematics and to create awareness around FOSS for Maths.

The activities that are still in progress are the development of an application that will enable creation of a maths paper which can then shared on the Maths Portal; train-the-trainer workshops; and the distribution of material.  Another important aspect is that we are also looking at the university level in order to equip future teachers with the necessary skills and knowledge to produce resources.”

CAMPUSNET COMMITTED TO PROVIDING LOW-COST EDUCATION

The CEO of CampusNet, Keith Maree, describes an inclusive world where all South Africans have the opportunity to learn.

The seeds of an idea
“
The CampusNet idea has grown out of a long process of being involved in teacher programmes.  The purpose of the project is to deliver low-cost education, training, information and communication services to all sectors of all communities in the form of a sustainable market-driven enterprise.  It is crucial in South Africa, where 3.2 million out of 6.8 million youth aged between 18 and 24 are not employed, or taking part in some form of education or training.

Currently there is a shortfall of 180,000 places at tertiary institutions in South Africa.  FET colleges struggle with students coming into the system who are not able to handle the learning material.  Together with the Department of Higher Education and Training, FET colleges hope to have 1 million students in FET colleges by 2014.  In reality, this would involve establishing another 118 colleges throughout South Africa.  So how can we help Government to start providing this kind of access?  How do we work within Government circles, core structures, and NQF levels in order to develop skills to help people finding jobs including the rural, peri urban and urban areas?

During CampusNet’s involvement in setting up a centre, we found one of the pieces in the puzzle is the students themselves.  How do we handle that student; how do we track them?  Added to this, is the reality of limited content being available for students.  One needs a massive range of content as it must satisfy each and every student that walks through the door.  CampusNet is a delivery mechanism; we do not create content.  But we can make content available at affordable levels.   We provide elements of financial control and sustainability which are critical to these scenarios.  Historically in South African educational institutions, administrative and financial controls have always been a struggle.  Our system enables real-time financial management.

For information on students, we provide a learner management system, which enables course delivery and activity tracking.  These courses are from one of our content suppliers.  In the course management system, we have the ability to load everybody’s courses into the system.  This can be localised into home languages which can in turn be loaded into the system.  The system also enables the printing of certificates – very important for learners who need to have practical proof of their qualification; and a forum for interaction.  On the job side, we provide a database that can automatically generate CVs.  We can also package the system into starter kits that would give people the ability to take the system and open their own training centre.

Inspiration from Finland
The exchange trip to Finland was hugely beneficial.  At this time we got to look at their support systems and the way that they co-operate and collaborate with one another.  We were able to bring those lessons back to South Africa.  This led us to no long working in silos, but rather looking at opportunities to work together and to collaborate.  Since the trip, we have developed an education cluster which has the aim to enable stakeholders to work together to provide a united solution to educational provision.  This cluster is really part of the legacy that SAFIPA has started.

The one thing we wish we had known
Get something you can demonstrate and then start looking for venture capital.  Know that you will need to take time in getting through to educators.  In terms of the cost for software development; it’s not a cheap affair.  We should perhaps have scaled down our expectations.  And know that it’s the personal passion, commitment and determination of individuals that should be carried through to partners.  Never give up, even though people say no:  use evidence and results to open doors.”

ESTIMA's stand at the SAFIPA conference expo area

In this parallel session, projects looked at the practical and innovative solutions that have been developed to improve service delivery in rural areas.  Here ESTIMA’s Teleweaver, Municipality in a Box and Naledi3d showcased their projects and activities in this area.

• ESTIMA’s Teleweaver
• Municipality in a Box
• Naledi3d

ESTIMA’S TELEWEAVER:
A MARRIAGE OF IDEALS TO MEET SOCIAL GOALS

Professor Alfredo Terzoli, Head of the Telkom Centre of Excellence (CoE) and Reed House Systems (RHS), Rhodes University, discussed the ESTIMA initiative, which talks to ICT4D and ICT entrepreneurship.

“It is both possible, and in fact, essential to marry ICT for development and ICT entrepreneurship.  But is it possible to make real and empowering ICT deployment in marginalised or disadvantaged areas?  The answer is that at the moment, not really.  Many townships are completely unconnected.  Infrastructure and the provision of ICT resources are just too expensive.   Also, application relevance for these areas is very limited.  And the expertise of ICT solution providers is inadequate and disconnected, with providers generally having different vantage points and backgrounds.

Reconfiguring the ‘island’ of
 technology through ESTIMA’s 
multi-faceted approach
We need to maximise the utilisation of existing ICT infrastructure, we need well-organised software production providers, and the resources to support the local infrastructure which have to come from the outside.

The Living Lab network could be described as a broadband ‘island’ which is connected to the Internet through whatever means is possible, and connects as many points of presence as possible.  Points of presence refer to nodes such as schools, with LANs located in schools using open source software.  But what about the ICT solutions provider?  What about a software production centre? What about relevant applications?  This is where the ESTIMA project comes in.  It attempts to change the way in which the island operates. Teleweaver – which is a product of ESTIMA -  is an entity of different applications woven together. It is stronger than any one application.  It integrates users (including service deliverers, community members and, importantly, developers), services and devices.  RHS moves software production to an industrial standard, builds a reference for implementation and creates an entrepreneurial space within ICT4D.

Having ‘commercial sense’ is vital
ESTIMA is looking for next-phase funding, possibly from the Technology Innovation Agency, the Eastern Cape Development Corporation or the DTI.  We also believe that linkages with the private sector are critical, because ‘commercial sense’ is vital for sustainability and impact.”

MUNICIPALITY IN A BOX
 PROVIDES PRACTICAL PACKAGES TO PROMOTE PUBLIC SECTOR PROFICIENCY

Nirvesh Sooful, of Enterprise Outsourcing Holdings, looks at how local government is critical to service delivery in South Africa, and provides a convincing solution to streamline and up-skill public servants.

Municipality in a Box's Nirvesh Sooful

Action stations on the ground
“Local municipality is the tier of Government where things actually happen.  South Africans interact with local Government services every single day.  A failure to deliver at this level has a large impact on people’s lives.  We need to do things radically differently, and ICT can enable a better solution.

In fact, e-Government in South Africa is also a legislative requirement, but currently even the domains are not standardised and information can be very out of date.  Not a single up-to-date listing of municipal contacts in South Africa is available, and 47 municipalities don’t even have websites.

Enter Municipality in a Box (MIAB).  This initiative is about taking expertise to smaller municipalities. It’s an important tool in aiding municipalities in improving their service delivery. We can use ICT to restore the confidence of our citizens in their local municipalities.
We want to achieve service delivery excellence, greater transparency and greater participation.  MIAB is about embedding solid, repeatable processes in a technology platform.  As such, a toolbox has been created comprising systems architecture, process maps and open source software, implementation methodology and templates that municipalities can use to improve their service delivery.

Integration is the key
The key is integration with existing back-end transactional systems, in order to enable an e-Government platform. At the moment, however, these back-end systems don’t interrelate.  We have devised a three-point solution including a performance management system, for example, standard tender processes and live monitoring of compliance; business intelligence systems, for example, monitoring how many complaints are coming in, how many of those are currently in hand, and so on; and core transactional systems which are built on SAP to enable the service delivery.”

I3LOs AS A TEACHING TOOL FOR MUNICIPAL PLANNING

Naledi3d's expo stand

Dave Lockwood of Naledi3d discusses how they have harnessed interactive 3d as a tool in municipal planning and development.

The proven learning power of ‘visual’
Interactive 3d is a visual experience, overcoming literacy and language barriers. We have a number of successful examples that indicate the educational power of 3d learning:  farming in Zimbabwe where we created educational content around farming skills such as land surveying.  Through this type of training bee-keeping communities have also been established, and there has been a positive impact on soil and water conservation and pest management.  Water hygiene taught using our 3d learning objects (3los) in Nakaseke has reduced dysentery and other diseases in the district.  Mine safety for AngloGold Ashanti has also benefited from similar projects.  In our specific work that has been supported by SAFIPA, we have focussed on municipal management.  The aim was to create local 3d content and then use the programme as a training mechanism. We used the globally popular SimCity ‘game’ technology and adapted the visuals to better reflect the local visual environment. The learning includes a focus on how infrastructure, commercial structures and public services interrelate.

Another area we looked at was water losses, the aim of which was to reduce domestic water wastage. Simulations were used for training that showed practically how to take taps apart and put them back together again.  The response to the training was very positive: trainees became much more confident in tackling the tasks required to prevent water loss.

Is virtual reality training financially viable?
Yes, it works at a PC level, projected onto a big screen and communicated to an audience.  This does not cost much more than Flash development. Simulations (objects) are free on the internet.  One of our long-term visions is to create a library of these objects and translate each simulation into African languages.  An additional benefit of these open objects is that they are accessible for students or users to assist with translation.”

The SAFIPA programme would not be what it is without the projects that it has supported over the past three years.  During the SAFIPA two-day conference, much has been said about these projects by partners and organisers alike.  They have been applauded and rewarded for the innovative ways in which they’ve endeavored to meet the challenges around rural development, entrepreneurship, health,

View of SAFIPA 2011 Conference

education and social upliftment.  But it didn’t end there.  The conference programme provided project partners with opportunities to showcase their wares at a ‘marketplace of ideas’:  demonstrating their products and applications, encouraging discussion about their processes, and generally showing what they have been able to achieve with SAFIPA support.

SAFIPA projects were able to present at the Exhibition Showcase and Expo sessions, and in four ‘deep dive’ thematic sessions which allowed opportunities for projects to share insights, lessons learnt, project achievements, and future plans to be presented.  The sessions were clustered around Technology Commercialisation;  Service Delivery and Rural Development; ICT Support in Access to Education; & Mechanisms and Networks that build an Information Society. .

The first parallel session was on Technology Commercialisation.  Here, the WhereIsMyTransport team, JamiiX and the Tech Transfer project lead shared their experiences so far with regards the successful commercialisation of their ventures.

Technology Commercialisation

• WhereisMyTransport
• JamiiX
• Technology Transfer Project

THE DRIVE BEHIND WHEREISMYTRANSPORT

This hugely successful transport tracking initiative – WhereIsMyTransport – was started up by two childhood friends and UCT graduates, Devin de Vries and Chris King.  They were tired of using private motor transport.  They experienced the primary issues around public transport which were a lack of reliability, being unsafe, the inaccessibility of public transport services, and lack of predictability.

WhereIsMyTransport's Devin de Vries and Chris King

The solution
“In order to tackle this problem, we needed a solution that would deliver necessary transport services to commuters over a mobile platform whilst at the same time breaking down the stigma attached to public transport.  We also saw the importance of tapping into real-time info.  We had to create a platform on which transport operators could base their operations – routing, scheduling mapping, tracking and reporting; essentially everything that needs to run within a transport organisation.  On top of this we would need to extract and aggregate data to users’ phones so that they would be able to easily see the fastest and most convenient way to get to their destination using public transport.

The timeline for establishing the venture
We were still students at the University of Cape Town (UCT) when we developed the first iteration of software and entered it into the National Innovation Competition (NIC) for best unique idea.  After graduating top of our class, we entered Version 1 (V1) into Microsoft’s Imagine Cup South Africa where our idea won the “Systems Development” category, which is the most prestigious award at competition.  The Proof of Concept was run on the Golden Arrow bus service around the Cape Town CBD.  In 2008, we created V1.5 following which we were flown to Paris to take part in the Imagine Cup Paris 2008.  Our idea came in the top 12 out of over 120,000 students globally, and we were one of three projects awarded in the category “Most Business Ready”.

We realised that we had something that was more than just a university project, and after the Paris competition we decided to found a company.  In doing so we released V2 and it was shortly thereafter that Microsoft flew us to Silicon Valley where we received coaching and were given an audience of investors to whom we could pitch our idea.  The result of the pitch was an offer to fund the idea on the condition that we move our intellectual property (IP) to the Valley.  After much consideration, we decided to remain in South Africa as moving the IP would have meant giving up the original dream which was to solve the problems associated with local public transport.  We turned down the funding and continued to work on the software, doing a pilot with an updated version, V2.5 with our dwindling bootstrap savings.  At that time our funding was about to run thin.  We learnt firsthand that the technology investor market in South Africa is not as mature as that of Silicon Valley.  Luckily, we managed to secure funding with SAFIPA and began work on version 2.6.

Commercially viable versus commercially ready
We had changed the original code by more than 20% thereby completing our contractual obligations with UCT to release the IP.  We then took it and put it into an entity so it wasn’t residing with a team of individuals.  Our idea was commercially viable, but it wasn’t commercially ready and needed to mature.  Although we produced a proof of concept and had run the pilot on Golden Arrow, we realised that we didn’t have a brand. We knew that building a brand was important, as a bright idea is not useful if no one knows about it.  Also, the funding we had received helped us upgrade the software but this hadn’t been tested on a fleet of vehicles.  We needed the time to mature the software and make it commercially ready.  SAFIPA provided this space for us.

The current status of WhereIsMyTransport
Well there have been the software changes.  Also we have worked on branding and have updated the website to make it user friendly.   With SAFIPA’s support we have been able to acquire our first customer in March 2011, namely UCT.  In the last two months (Aug and Sept) we have been involved with the City of Cape Town where we are running data integrity and engine reports on the Bus Rapid Transit System (BRT) in the Western Cape.  We have also reached sustainability so we can now pay our own bills and continue developing the software.

The road ahead for WhereIsMyTransport
We are hoping to gain more customers after getting a reference customer.  We aim to get more sales, get our first full-time employee and bring WhereIsMyTransport to a city near you!”

JAMMING WITH JAMIIX:  REALISING THE DREAM

Marlon Parker, the ebullient and inspirational founder of JamiiX, the social exchange platform, talks about this project that was borne out of a social need in the Cape Flats in the Western Cape.

Marlon Parker talking about JamiiX

Where it all started
“I remember growing up and telling my grandmother that I wanted a dream to come true.  She said, ‘My child, if you want the dream to come true you have to work hard, and you must help people to make sure that it comes true.’  So this is what JamiiX is about – realising a dream – a dream of the people.  But dreaming is a lonely place and the big challenge is how to turn a lonely dream into a vision. The setting for JamiiX was not Silicon Valley, not even the Meraka Institute; it was on the Cape Flats.  The Cape Flats is a community that experiences all kinds of social problems – drugs, gangs, poverty, unemployment.  But these social problems can be a catalyst for innovation.  We couldn’t see people’s lives being destroyed while we just sat back.  So JamiiX was by the people, for the people.  The project started with RLabs and was basically a movement of people using technological innovation and creativity to see social change.

We started a messaging solution providing people in need with counselling services.  You use the mobile phone with a chat platform like MXit, or sms, and can engage with people in the community.  This was about two or three years back.  We were using technology to make a difference, but we didn’t have a name.  This was an unlikely start.

Building the ‘unnamed’ social venture into a social business
We needed to turn the social project into an enterprise.  This was one of the most challenging things to do.  We felt like we were going into battle – our R&D was done by the first crystal meth dealer; our marketing person had run the underworld for 13 years.  Let’s put it this way -  we didn’t have a normal team!  The SAFIPA partnership came along.  We had a lot to learn.  Firstly, we needed to ask ourselves, why do we exist?  We needed to formalise but also remain true to our values.  We are here because we want to give people a good product that can bring about change.  We had to understand what makes us different.  We needed to get a brand.  We went back to our African roots and we started building a brand coming up with the name using the Swahili word ‘Jami’ which means ‘society’.

We needed a minimum viable product, and we needed early adopters.  We needed to move fast as part of our commercialisation process.  In the proposal to SAFIPA, I had fourteen different ways of how we could make money.  Then we realised that none of that could work for us.

Walking the Talk
We did Road-shows, ‘The JamiiX World Tour’!  There was no world tour.  But we started describing it like that; and tweeting it, and suddenly we needed to do the road-shows.   So, we accidentally stumbled on the road-show model, but through these we were able to start building distribution networks.  People who liked what we were doing and could utilise the tech in their own contexts.  We were able to find 14 global distribution channels through SAFIPA’s Knowledge Exchange, which was invaluable.  Building strategic partnerships with people who could assist us and help us scale.

We struck a deal with MXit. We partnered in Asia with Nic33.  We signed agreements with Twitter.  You are only as strong as your network.  Let others talk about you when you commercialise.  Storytelling is very important when it comes to commercialising your product.  And learn from your failures.  Two examples where we learned were, firstly, we should have made sure we had strong admin support.  Admin can kill you.  For us it was a big failure.  The second failure was that when we acquired our first client, we promised them that we would do anything for them – often things which had nothing to do with JamiiX.  We had to learn to focus.

From the Cape Flats to beyond
JamiiX launched in June 2010 and we have more than 560,000 users, and more than two million conversations … from WHO in Indonesia to our friends in South Africa.  More than 31 million messages have been exchanged in a year.  These are very exciting times. We have created 169 jobs in the last six months.  We’ve created a new type of employment where people are mobile chat agents.  Our first year’s revenue was modest:  we generated R 450,000.00.  But the social value that we created was phenomenal.  What has happened is that through the JamiiX platform more than one million people dealing with social problems have been reached.

We have an office in Silicon Valley. But one of the big things is that in November we are launching the JamiiX platform in Finland, having signed an agreement with Aalto University and RLabs to engage with young people who are living in isolation in Finland.  Going forward we will be launching six new variations of JamiiX.”

A PRACTICAL GUIDE IN THE FORM OF THE CSIR MERAKA INSTITUTE’S TECHNOLOGY TRANSFER PROJECT

Nicky Koorbanally, the R&D Outcomes Manager at the Meraka Institute, shares the process on how the Technology Transfer Toolkit and Handbook were conceptualised and created. The Meraka Institute is a unit of the CSIR with a vision to accelerate South Africa’s development towards an information society.

Nicky Koorbanally from CSIR Meraka Institute

Considering African challenges
“SAFIPA supported us [the Meraka Institute] in building the innovation capacity within Meraka around intellectual property (IP) and technology transfer issues.  The challenges we face in Africa are enormous, so the question is:  what would it take for Africa to create the jobs needed to absorb the growing youth population, grow incomes and enhance prosperity?  The answer is ‘innovation’ which should be leveraged to invent new ideas that will create value for the people on this continent.

Defining excellence to benefit all stakeholders
At the Meraka Institute, IP is an essential pillar in terms of one of the currencies of collaboration.  We wanted to make sure that the core capability we are building transforms from just creating the knowledge into consistently translating this into impact. We want to increase customer and stakeholder confidence.  We want to improve our own financial sustainability.  Ultimately, we want to position ourselves as a credible and reputable organisation.  In doing so, we will also attract and retain talent.

So the basic necessity of the project, which was driven by the R&D outcomes team, and supported by Finnish expert, Dr Kari Leppala from PROVISEC Oy (a technology transfer and innovation specialist), is that technology transfer and commercialisation should not be discussed at the conclusion of R&D but should rather be an integral part of the entire process.  It needs to be embodied in implementation plans and be a strategic consideration for every investment in research.

Demystifying the process of innovation
Innovation is an everyday task rather than a mysterious, genius-type intervention!  We need to think of innovators as real people.  At Meraka, we worked according to the Stanford Way, which is an important innovation.  We asked ourselves:  can we change small things to increase our efficiency?  We tried to identify components, such as how to renew our research, human capital development and the recruitment policy, reward and recognition. As for our IP assets, we realised that we needed to look at them holistically, including the relationships with stakeholders, and our ability to implement the living lab methodology in a context; in other words how do we engage with communities.  These are the assets we take for granted.  So needed to find ways to package them and derive value.

A practical approach – the Innovation Handbook
We ran a series of training workshops around IP management, FOSS and public funding for R&D issues, to start getting people to understand the issues.  We were able to build some capacity by hosting a programme on Foresighting and how to use this technique to generate new ideas.  We aimed to create a continuous awareness about innovation and develop a strong understanding of the various exploitation models.

The internet is based on a layered, end-to-end model that allows people at each level of the network to innovate free of any central control.  So in terms of activities, we tried to build intelligence around the edges. We built a position paper around challenges, and how to create interventions, which in turn helped us formulate a work-plan.  Another of the outputs that we developed was a technology transfer manual; a toolkit including templates and guidelines; and the development of a model for compliance with the IP Act.  Then we developed the Innovation Handbook, which is one of the best parts of this initiative and one that has garnered a very positive feedback so far.  In this booklet, we mapped the R&D process, and looked at the various interfaces in between.  It is highly engaging for the reader, filled with stories, puzzles, and brain teasers.  Available to everyone, the handbook can be found on the SAFIPA website.

An important lesson on innovation
Innovation by definition will not be accepted at first.  It must be repeated, and it must be demonstrated.”