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SANBI Strategic Plan 2013-2018: Overview and Objectives

This presentation outlines the Strategic Plan of SANBI (South African National Biodiversity Institute) for the years 2013-2018, detailing the vision, mission, mandate, and objectives of the organization. The plan includes managing National Botanical Gardens, providing science-based evidence, coordinating biodiversity information, offering policy tools, and driving human capital development. It emphasizes sustainable biodiversity use, conservation, and knowledge management. The strategy focuses on championing South Africa's rich biodiversity for all citizens while positioning SANBI as a leader in the sector. Financial insights and approved budgets are also discussed.

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SANBI Strategic Plan 2013-2018: Overview and Objectives

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  1. Overview of SANBI’s Strategic Plan 2013-2018Portfolio Committee on EnvironmentCarmel MbizvoHead Research, Policy & Knowledge ManagementParliament20th February 2013

  2. Presentation Outline • Strategic Overview • SANBI Mandate • Outline of Strategic Plan • Summary of Programmes and Objectives • Financial Overview and Approved Budget 2013/14

  3. 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

  4. 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

  5. Summary of Programmes and Objectives Manage and unlock benefits of the network of National Botanical Gardens (NBGs) Provide science-based evidence to support policy and decision-making 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

  6. 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).

  7. Programme 2: Provide science-based evidence to support policy and decision-making 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)

  8. 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.

  9. 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)

  10. 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)

  11. 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.

  12. Financial Overview and Approved Budget 2013/14 Tom Bouwer CFO

  13. Thank you!

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