Transcript Overview of SANBI`s Strategic Plan 2013-2018

Overview of SANBI’s Strategic
Plan 2013-2018
Portfolio Committee on Environment
Carmel Mbizvo
Head Research, Policy & Knowledge Management
Parliament
20th February 2013
Presentation Outline
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Strategic Overview
SANBI Mandate
Outline of Strategic Plan
Summary of Programmes and Objectives
Financial Overview and Approved Budget 2013/14
Strategic Overview
Vision: Biodiversity richness for all South Africans
Mission: To champion the exploration, conservation, sustainable use,
appreciation and enjoyment of South Africa’s exceptionally rich
biodiversity for all people
Goal: SANBI is positioned to lead the biodiversity sector of South Africa
and is recognised as the first port of call for knowledge, information
and policy advice on biodiversity
SANBI MANDATE
National Environmental Management: Biodiversity Act 2004 (Act No 10 of
2004) NEMBA (and the accompanying Minister’s Letter of 2004)
Gazetted
Regulations in terms of NEMBA : (SANBI research & advisory role)
Threatened or Protected Species Regulations;
CITES Regulations;
Draft Alien and Invasive Species Regulations
Gazetted
National Biodiversity Framework (NBF) (2009) : the 5 year plan arising from a
Cabinet approved 20 year vision called the National Biodiversity Strategic
Action Plan (NBSAP)
Gazetted
Minister’s Delivery Agreement with the President (SANBI contributes to a
number of Outcomes)
Published
Climate Change Response Policy for South Africa (2011)
Gazetted
Outline of Strategic Plan
5 year planning cycle using National Treasury guidelines
Part A: Strategic overview
• Vision
• Mission
• Values
• Legislative and other mandates
• Situation analysis including organisational and performance environment
• Description of the strategic planning process
• Strategic goal and programmes
Part B: Strategic objectives
• Programmes
• Strategic objectives
• Resource considerations
• Risk Management Plan
Part C: Links to other plans
• Links to the long-term infrastructure and other capital plans
Summary of Programmes and Objectives
1.
2.
3.
4.
5.
6.
Manage and unlock benefits of the network of National Botanical
Gardens (NBGs)
Provide science-based evidence to support policy and decisionmaking relating to the management of terrestrial and aquatic
biodiversity and the impacts of climate change
Co-ordinate and provide access to biodiversity information and
scientific knowledge
Provide science-based policy tools and advice for the effective
management of biodiversity assets and ecological infrastructure
Drive human capital development, education and awareness in
response to SANBI’s mandate
Render effective and efficient corporate services for SANBI
Programme 1: Manage and unlock benefits of the network of
National Botanical Gardens (NBGs)
1.1. By 2018, SANBI’s National Botanical Gardens, estates and associated
infrastructure are managed, expanded, developed and maintained through
strategic partnerships to realise benefits to SANBI, civil society and other
relevant stakeholders. (Outcome 10, Sub-output 4.1).
1.2. By 2018, strengthen revenue generating activities in all National
Botanical Gardens to contribute to SANBI’s sustainability
(Outcome 10, Sub-output 3.5).
Programme 2: Provide science-based evidence to support policy and decisionmaking relating to the management of terrestrial and aquatic biodiversity
and the impacts of climate change
2.1 By 2018, primary data sets for key taxa are available to support decision making,
analysis and assessment, including an animal checklist for 50 000 species, updates to
plant inventories, databases for animals to support Red Listing, population monitoring
data to support Non-Detriment Findings and to monitor climate change impacts for at
least 3 indicator taxa.
(Outcome 10, sub-output 4.3)
2.2 By 2018, SANBI is providing scientific evidence through: (i) an updated comprehensive
state of biodiversity report; (ii) interim reports based on research, monitoring and
assessment of species, ecosystems, invasive species, the impacts of genetically modified
organisms and impacts of and adaptation to climate change; (iii) the publication of at
least 375 scientific papers to support assessments, policy and decision making; and (iv)
representation on key committees influencing the generation of scientific evidence within
the managed network.
(Outcome 10, sub-outputs 2.4, 4.2 4.3)
Programme 3: Co-ordinate and provide access to biodiversity
information and scientific knowledge
3.1. By 2018, seven modules comprising of online tools and services are available to
support research, planning, policy advice, land-use decision-making and monitoring. The
tools and services will be tailored to the end-users’ needs and will reduce the overall
management cost to SANBI.
3.2. By 2018, 500 000 primary biodiversity data sets, 20 maps, and 33 publications are
accessible as part of a comprehensive biodiversity information system.
Programme 4: Provide science-based policy tools and advice for
the effective management of biodiversity assets and ecological
infrastructure
4.1. By 2018, biodiversity science is translated into tools that are
relevant for policy and decision-making in support of South Africa’s
development agenda and socio-economic priorities as well as regional
and international obligations and opportunities.
(Outcome 10. Sub-output 4.1,4.3,4.4)
4.2. By 2018, policy advice is provided for DEA and other organs of
state, to ensure that best available science informs national and
international policy processes.
(Outcome 10, Sub-out-put 4.1,4.2,4.3,4.4)
Programme 5: Drive human capital development, education and
awareness in response to SANBI’s mandate
5.1. By 2018, South Africa has a socially equitable and suitably skilled workforce of
biodiversity leaders, professionals and technicians to optimally implement the
sector’s dynamic, expanding and increasingly complex mandate.
(Outcome 10, Cross-cutting X.2)
5.2. By 2018, national botanical gardens used for biodiversity education, training,
awareness and recreation to achieve sustainable management practices amongst
diverse users.
(Outcome Cross-cutting X.2)
5.3. By 2018, awareness on biodiversity raised through engaging civil society by
implementing various initiatives/activities (iSPOT, CREW, virtual museums, greening,
biodiversity monitoring).
(Outcome Cross-cutting X.2)
Programme 6: Render effective and efficient corporate services
for SANBI
6.1. By 2018, all indicators relating to the integrated Human Resources and
Transformation Strategy have been achieved.
5.2. By 2018, provide compliant financial management systems and policies that
enable effective and sustainable management of resources.
5.3. By 2018, render an effective corporate service for SANBI.
5.4. By 2018, implemented effective communication technology services through a
Master Systems Information Technology Plan .
5.5. By 2018, ensure that SANBI’s marketing and communications services reach and
inform 100% of SANBI’s staff, that the national botanical gardens are promoted to
target audiences and that SANBI’s profile and brand grows externally.
Financial Overview and Approved Budget 2013/14
Tom Bouwer
CFO
Thank you!