South African National Biodiversity Institute PARLIAMENTARY PORTFOLIO COMMITTEE Water & Environmental Affairs 9th March 2010 Corporate Strategic Plan 2010 – 2013 Presentation by Dr Tanya Abrahamse SANBI CEO

OUTLINE OF THE PRESENTATION Content Slide Number Introduction and Background 3 SANBI’s Vision and Mission 4 SANBI’s Role ... in brief 5 SANBI’s Organogram 6 Staff Profile as at 02 March 2010 7 SANBI Board 8 Highlights from SANBI’s Corporate Strategic Plan 2010 – 2013 9 6 Key Results Areas 10 - 20 From Challenges to Opportunities 21 SANBI’s contribution to broader Government goals 22 SANBI Financial Performance & Budget 23 - 25 Thank you 26

INTRODUCTION & BACKGROUND The National Environmental Management Biodiversity Act (NEMBA) established SANBI in 2004 on the foundations of the National Botanical Institute (NBI)……. a history of more than a century of botanical exploration and research in South and Southern Africa

SANBI’s Vision SANBI’s Mission Biodiversity richness for all South Africans SANBI’s Mission To champion the exploration, conservation, use, appreciation and enjoyment of South Africa’s exceptionally rich biodiversity for all people

SANBI’s ROLE… in brief Lead the national Biodiversity research agenda. Lead the provision of knowledge & information. Give Biodiversity policy support and advice. Manage the National Botanical Gardens system (9 NBGs) as ‘windows’ to SA’s biodiversity for tourism, education and leisure. Run ecosystem and biome based restoration & rehabilitation programs with a focus on creating Green jobs. Develop best-practice models to manage biodiversity better. Lead the development of the National Biodiversity Human Capital Development Strategy.

STAFF PROFILE AS AT 02 MARCH 2010 PERCENTAGE OF TOTAL STAFF MALE FEMALE A C I W TOTAL 247 114 6 51 119 79 12 92 720 CATEGORY NUMBER PERCENTAGE OF TOTAL STAFF MALES 418 58,1% FEMALES 302 41,9% DISABLED STAFF 17 2,3% YOUTH (AGE 18-35) 266 36,9% STAFF PROFILE AS AT 02 March 2010 7

SANBI BOARD Board Members: Mr T Sokutu (Chairperson of the Board) Dr P Hanekom Mr T Frost Ms T Dingaan Mr S Somyo Ms K Montgomery Prof P Omara-Ojungu Ms M Pyoos Mr F Mketeni Dr T Abrahamse

HIGHLIGHTS FROM SANBI’S CORPORATE STRATEGIC PLAN 2010 - 2013 GOAL: SANBI is strategically positioned to harness South Africa’s biodiversity capacity and is recognised as the first port of call for knowledge, information and policy advice on biodiversity in South Africa and the region

6 KEY RESULT AREAS KRA 1: Understanding biodiversity and understanding bio-adaptation to climate change KRA 2: Models for integrated biodiversity management KRA 3: Conservation Gardens KRA 4: Policy advice KRA 5: Managed network and human capital development KRA 6: Effective systems and processes

KRA1: Understanding biodiversity and understanding bio-adaptation to climate change SANBI will put in place structures, networks, and leadership for scientific enquiry and for generating biodiversity knowledge in key policy-relevant areas. 1.1. A national biodiversity research strategy and framework for South Africa is developed and implemented and reviewed when appropriate. 1.2. A national research agenda relating to climate change and bio-adaptation is developed and implemented and knowledge beneficiated and documented.

KRA1: Understanding biodiversity and understanding bio-adaptation to climate change..continued 1.3 Research in key policy-relevant areas is undertaken, guided by the priorities in the National Biodiversity Strategy and Action Plan and the National Biodiversity Framework. 1.4. A Comprehensive Biodiversity Monitoring Framework is developed, approved and implemented. 1.5. Priority threatened species and ecosystems for South Africa are identified (both spatially and thematically).

KRA 2: Models for integrated biodiversity management SANBI will co-ordinate and facilitate collaborative biodiversity programmes which innovate, pilot and mainstream new models for biodiversity management. 2.1. Collaborative cross-sectoral biodiversity programmes dealing with threatened biomes and ecosystems are hosted by SANBI and operating effectively. 2.2. Best practice models for biodiversity management are developed and piloted. 2.3. Lessons from biodiversity mainstreaming pilots are synthesised and shared.

KRA 3: Conservation Gardens SANBI will expand and strengthen the role of national botanical gardens to provide a national footprint in nature-based tourism, conservation gardens, and showcasing SANBI and biodiversity. 3.1. Gardens expansion strategy is developed and implemented. 3.2. One additional garden in an under represented biome/province is established. 3.3. Profiling of biodiversity issues and SANBI programmes is effected through garden programmes. 3.4. Revenue generating activities in gardens are strengthened.

KRA 4: Policy advice SANBI will provide science-based policy advice in support of sustainable development 4.1. Biodiversity policy support for DEAT is provided. 4.2. Policy development and decision-making relating to climate change is enhanced by increasing access to appropriate scientific knowledge. 4.3. Biodiversity concerns are mainstreamed in the policies of key sectors.

KRA 4: Policy advice ...continued 4.4. Clear policy messages emerge from SANBI’s work and are appropriately packaged for targeted audiences. 4.5. Lessons learned from translating science into policy are captured and shared.

KRA 5: Managed network and human capital development SANBI will build partnerships through its managed network to strengthen and co-ordinate the biodiversity sector, and will be the recognised strategic partner in human capital development for the sector 5.1. Structures and processes are in place to enable and support managed network partnerships which contribute to effective implementation of SANBI’s Strategy. 5.2. SANBI’s capacity to mobilise, synergise and catalyse the biodiversity sector is recognised by funders. 5.3 The contribution of the managed network to human capital development and transformation is strengthened.

KRA 5: Managed network and human capital development SANBI will build partnerships through its managed network to strengthen and co-ordinate the biodiversity sector, and will be the recognised strategic partner in human capital development for the sector 5.4. Young South African biodiversity professionals receive training and mentoring. 5.5. SANBI is the recognised one-stop-shop for accessing biodiversity information. 5.6. Standards, structures, and direction for biodiversity collections, surveys, maps, inventories, and catalogues are provided. 18

KRA 6: Effective systems and processes SANBI will put in place the effective operational, financial, and governance systems to support effective implementation of its mandate. 6.1 An enabling environment that attracts and retains biodiversity professionals is created. 6.2 An effective strategy for transformation is implemented. 6.3 A financial strategy that provides a sustainable funding base for SANBI’s existing and expanding activities is effectively implemented. 6.4 Financial systems policies that comply with Treasury guidelines and public sector governance requirements respectively are in place.

KRA 6: Effective systems and processes… continued 6.5 Effective monitoring and reporting information systems are in place to assist, monitor, report, assess and provide progress in ensuring that service delivery is improved. 6.6 An effective brand development plan that incorporates a marketing and communications strategy and corporate identity is developed and implemented. 6.7 An effective corporate communication strategy is implemented. 6.8 SANBI’s mandated activities are effectively marketed.

From Challenges to Opportunities To excite the majority of population about biodiversity. Income-generating activities that sweats SANBI’s assets. Working with DEA to make the economic, social & development ‘value’ case for biodiversity, the Green Economy and Green Jobs. National Biodiversity Human Capital Development Strategy. Implementation of sustainable transformation initiatives with Technical Assistant Unit (National Treasury) support. Relationship building exercise with our union, NEHAWU.

SANBI’s Contribution to Broader Government Goals More inclusive economic growth, decent work and sustainable livelihoods Rural development, food security and land reform Access to quality education Creation of a better Africa and a better World Sustainable resource management and use A development state including improvement of public services

FINANCIAL PERFORMANCE SANBI’s FINANCIAL PERFORMANCE & BUDGET By Mr. Moeketsi Khoahli CFO

SANBI CONSOLIDATED PERFORMANCE

BUDGET COMPARISON: 2009/10 VS. 2010/11 APPROVED 2009/10 Adjustment Budget 2010/11 Budget DIFFERENCE Trading (1,696,595) (2,010,000) 313,405 Main Grant (135,824,000) (144,231,000) 8,407,000 Own income (44,168,314) (44,605,400) 437,086 Personnel Costs 133,589,138 142,566,321 8,977,184 Operating Costs 48,099,769 48,280,079 180,310 Infrastructure Grant (10,000,000) Infrastructure expenditure 10,000,000 Project income (254,833,938) (168,081,274) 86,752,664 Project salaries 22,541,652 20,513,672 2,027,980 Project operating 162,977,104 108,092,660 54,884,444 Committed Unspent Project Funds (69,315,182) (39,474,942)  

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