1. 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

2. 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
From Challenges to Opportunities 21
SANBI’s contribution to broader Government goals 22
SANBI Financial Performance & Budget
Thank you 26

3. 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

4. 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

5. 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.

7. 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

8. 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

9. 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

10. 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

11. 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.

12. 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).

13. 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.

14. 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.

15. 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.

16. 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.

17. 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.

18. 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

19. 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.

20. 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.

21. 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.

22. 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

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

24. SANBI CONSOLIDATED PERFORMANCE

25. 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)

26. Thank You
for your support