Download Strategic Objective 2.1 : A world-class network of National Botanical

SOUTH AFRICAN NATIONAL
BIODIVERSITY INSTITUTE
Overview of SANBI’s Strategic Plan 2014 – 2019
& Annual Performance Plan 2014/15
Presentation to Portfolio Committee on Environmental Affairs
1st July 2014
SANBI DELEGATION
• Ms Carmel Mbizvo, Acting Chief Executive Officer
• Ms Lorato Sithole, Chief Financial Officer
• Mr Christopher Willis, Chief Director: Conservation
Garden & Tourism
• Ms Vivian Malema, Director: Biodiversity Education
& Empowerment
2
Presentation Outline
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Strategic Overview
Key Information
Policy and Legal Framework
Delivery on Mandate
High level structure
SANBI’s Value Chain
Programmes to deliver mandate & support MSTF
Annual Performance Plan & Strategic Plan
Financial Overview and Approved Budget 2014/15
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STRATEGIC OVERVIEW
Vision
Biodiversity richness for all South Africans
Goal
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
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KEY INFORMATION
• Schedule 3A Public Entity (for public good)
reporting to DEA
• Responsibility of the Minister of Environment
• Minister & Cabinet appoint Board –
Accounting Authority
• Subject to the PFMA & other Treasury
regulations
• Number staff about 700, most Gardens staff
(also 818 Groen Sebenza Pioneers)
• Geographic locations – at 9 NBGs (11 NBGs
by end of year)
• Head Office in Pretoria
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POLICY & LEGAL FRAMEWORK – source of mandate
National Environmental Management: Biodiversity Act
NEMBA (Act No 10 of 2004)
Gazetted
SANBI role in NEMBA Regulations:
Threatened or Protected Species;
CITES including the National Scientific Authority;
Alien and Invasive Species
Gazetted
Obligations in National Biodiversity Framework (NBF)
(5 year plan from Cabinet approved 20 year vision
National Biodiversity Strategic Action Plan (NBSAP)
Gazetted
Obligations in Minister’s Delivery Agreement Outcome 10 and now on MTSF targets
Climate Change Response White Paper - designated
a role in delivering Long Term Adaptation Scenarios
for the bio-natural resources
Published / to be
published
Published
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DELIVERY ON MANDATE
• Mandate reflected in Corporate Strategic Plan
(CSP) & Annual Performance Plan (APP) & is
part of protocol agreement with DEA
• CSP is a tool to organise, manage, prioritise &
deliver on the broad SANBI mandate
• CSP & APP are approved by Board & DEA &
submitted to Presidency & Parliament
• Targets are monitored through quarterly
progress report which is reviewed by DEA
• Performance information is audited by the AG
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HIGH LEVEL STRUCTURE
SANBI’S VALUE CHAIN
PROGRAMMES to deliver mandate & support MSTF
P1
Render effective & efficient corporate services
P2
Manage & unlock benefits of National Botanical Gardens network
P 3 Provide
scientific evidence to support policy & decision making
relating to biodiversity, including impacts of climate change
P4
Co-ordinate & provide access to biodiversity information &
science knowledge
P5
Provide biodiversity & climate change adaptation policy tools &
advice in support of South Africa’s development
P 6 Drive
human capital development, education & awareness in
response to SANBI’s mandate
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Programme 1: Render effective & efficient Corporate Services
Strategic Objective1.1 : SANBI is positioned as an employer of choice in the
biodiversity sector
Percentage of qualifying staff on the scientist and horticulturalist career path
2014/15
2018/19
70% of qualifying staff placed on
scientist career path
100% of qualifying staff placed on
scientist career path
60% of qualifying staff placed on
horticulturist career path
100% of qualifying staff placed on
horticulturist
Percentage of payroll allocated and spent on staff development
2014/15
2018/19
1% of payroll allocated and spent on
staff development
1% of payroll allocated and spent on
staff development
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Strategic Objective 1.2 : Compliant financial management systems and
policies are provided
Annual financial statements produced to comply with PFMA and GRAP
requirements
2014/15
2018/19
Unqualified AFS produced to comply with PFMA and GRAP requirements. (AG’s
Report)
Strategic Objective 1.3 : Compliant financial management systems and
policies are provided
Percentage of Employment Equity targets achieved
2014/15
2018/19
60% of EE targets achieved
80% of EE targets achieved
Strategic Objective 1.4 : Effective communication and technology support
services through enhanced communication and technology infrastructure
Percentage availability of SANBI network and business applications
2014/15
2018/19
95% of ICT Services are available
13
Strategic Objective 1.5 : Effective marketing and communication services
delivered to internal and external stakeholders
Number of communication platforms and methods utilised to keep internal and
external stakeholders informed of SANBI activities and its NBGs
2014/15
2018/19
Quarterly newsflash, information
brochures, intranet, website and CEOs
letter. Pull up banners, outdoor branding
material including signage.
250 Revised brochures; at least 10
Intranet updates; CEOs letter x4;
Newsflashes monthly; 10 Website
updates;
200 Pamphlets; 3 Billboards.
Number of marketing initiatives and platforms identified and effectively utilised
for brand SANBI and NBGs profiling
2014/15
2018/19
Produced newspaper articles, adverts and
recorded interviews
Increased media coverage received.
3 exhibitions and 2 shows
14
Strategic Objective 1.5 : Effective marketing and communication services
delivered to internal and external stakeholders
Number of media platforms utilised to educate and inform the public about
SANBI, its products and services
2014/15
2018/19
Attended exhibitions, activations, shows and
campaigns
Gardens implemented initiatives and
activities to attract increased number of
visitors.
4 adverts; 4 press releases; 2 editorials;
4 radio or television interviews; and
2 media hosting per year
15
Programme 2: Manage & unlock benefits of
National Botanical Gardens network
16
Strategic Objective 2.1 : A world-class network of National Botanical
Gardens are managed
Number of best-practice maintenance or development projects completed
across SANBI’s National Botanical Gardens
2014/15
2018/19
Five (5) maintenance/development
projects per Garden and two (2)
corporate SANBI capital infrastructure
projects completed.
Twenty Five (25)
maintenance/development projects
per Garden and seven (7) corporate
SANBI capital infrastructure projects
completed.
17
Strategic Objective 2.1 : A world-class network of National Botanical
Gardens are managed
Number of new National Botanical Gardens established and operational
2014/15
2018/19
Management responsibility for new
2 new national botanical gardens
Limpopo Garden transferred from LEDET established, developed and
to SANBI
operational, (one in the Eastern Cape
and one in the Limpopo Province).
Professional team appointed for the
establishment and development of the
new Eastern Cape Garden, Acquisition
of land by SANBI for the establishment
of the new Eastern Cape Garden
New national botanical garden in the
Eastern Cape proclaimed and gazetted
by the DEA Minister (Kwelera).
18
Strategic Objective 2.1 : A world-class network of National Botanical
Gardens are managed
Increased representation of indigenous plants in the living collections of SANBI’s
National Botanical Gardens or the Millenium Seed Bank, Kew, UK
2014/15
2018/19
20 new indigenous plant species
added to the living collections of the
combined network of National
Botanical Gardens or MSB, UK
At least 100 new indigenous South African
plant species incorporated into the living
collections represented in SANBI’s network
of NBGs or the Millennium Seed Bank,
Kew, UK
Strategic Objective 2.2 : Revenue generating activities are strengthened in
all National Botanical Gardens
% own income and visitor numbers increased through expanded and more
effective revenue generating activities in National Botanical Gardens
2014/15
1.5 % annual increase in visitor
numbers
4% annual increase in own
income.
2018/19
20% cumulative increase in own income
from baseline generated by National
Botanical Gardens
9.5% cumulative increase in visitor
numbers from baseline received by
National Botanical Gardens
19
Programme 3: Provide scientific evidence to support
policy & decision making relating to biodiversity,
including impacts of climate change
20
Strategic Objective 3.1 : Foundational information on species and
ecosystems is generated and collated
Number of data sets compiled or updated providing national inventories for
plant and animal taxa, spatial datasets for conservation planning,
monitoring data, and national classification systems
2014/15
Two inventories, comprising (i)
an inventory of animal species
with 33 000 species and (ii) an
inventory of all South African
plants updated four times per
annum
2018/19
Two species inventories, comprising (i) an
inventory of animal species with 45 000
species in a database, and (ii) an inventory
of all South African plants that is updated
at least 4 times per year.
One inventory of SANBI Gardens An inventory of species in gardens that is
Biodiversity updated with new
updated annually
records and information.
Two complete and updated
Five spatial datasets compiled to provide
classification systems (GIS shape information for conservation planning
files and metadata).
21
Strategic Objective 3.1 : Foundational information on species and
ecosystems is generated and collated
Number of data sets compiled or updated providing national inventories for
plant and animal taxa, spatial datasets for conservation planning,
monitoring data, and national classification systems
2014/15
2018/19
Two spatial datasets compiled to
provide information for conservation
planning
At least 4 ecosystem classification systems
in place and up to date
One monitoring database being
updated (SABAP2) with at least 65%
coverage of South African surface
area, monitoring underway for one
further taxon (database).
At least 3 monitoring databases updated
and providing trends information
22
Strategic Objective 3.2 : Scientific evidence on the status of biodiversity,
risks and benefits is produced in order to inform policy and decision making
Number of research papers published in scientific literature
2014/15
2018/19
90 publications
450 papers (average of 90 papers per
year)
Number of synthesis reports
Seven reports, including a comprehensive
produced that deal with national
report (NBA) produced by 2019
assessments of biodiversity, impacts
of genetically modified organisms,
sustainable trade and support for the
wildlife economy
Percentage of assessments
completed dealing with priority
species for the Scientific Authority
and invasive species
100% of priority species identified by the
Scientific authority assessed
100% of AIS ‘suspect’ list assessed
23
Programme 4: Coordinate & provide access to biodiversity
information & science knowledge
Strategic Objective 4.1 : Access is provided to biodiversity data, information
and knowledge
Percentage of records accessed from the Biodiversity Advisor website
2014/15
2018/19
5% cumulative increase in records
accessed
At least 5% increase in records accessed.
Percentage of registered users on the Biodiversity Advisor website.
2014/15
2018/19
5% cumulative increase in registered
users
At least 5% increase in registered users.
25
Programme 5: Provide biodiversity & climate change
adaptation policy tools & advice in support of South
Africa’s development
26
Strategic Objective 5.1 : Ecosystem management tools developed and
applied
Number of tools developed to support mainstreaming of biodiversity and
ecological infrastructure in production sectors and resource management
2014/15
2018/19
Two tools produced.(Reports)
Ten tools produced (accumulatively)
Biodiversity and climate change
adaptation implementation plan
scoping workshop session held.
Six knowledge resources
demonstrating the value of
biodiversity developed and
disseminated. (Documents/films
and/or infographics/factsheets
Twenty knowledge resources
demonstrating the value of biodiversity
developed and disseminated.
Biodiversity and climate change
adaptation implementation plan
developed
27
Strategic Objective 5.1 : Ecosystem management tools developed and
applied
Number of coordination or learning mechanisms convened to share lessons
and build capacity
2014/15
2018/19
4 learning or coordination
events convened.
20 learning or coordination events
convened (accumulatively)
3 training sessions held for
provincial, municipal or other
relevant decision makers for
uptake of tools
15 training sessions held for provincial,
municipal or other relevant decision
makers
Strategic Objective 5.2 : Projects for ecosystem restoration developed and
implemented
Number of wetlands under rehabilitation to restore high value ecosystems
2014/15
110 wetlands under
rehabilitation
2018/19
110 wetlands under rehabilitation
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Strategic Objective 5.3 : Scientific advice to support national and
international policy processes provided
Number of national policy requests responded to within timeframe
stipulated in the request
2014/15
Two written requests for
support from DEA responded to
within timeframe stipulated.
2018/19
Twenty five national policy requests
responded to within timeframe stipulated
by requester
Number of national policy processes for which support is provided to other
relevant organs of state
2014/15
Submissions provided into two
national policy process
2018/19
Submissions provided into ten national
policy processes
Number of international policy support requests responded to within timeframe
stipulated
2014/15
4 written requests relating to core multilateral environmental agreements
responded to within timeframe stipulated.
2018/19
20 written requests relating to core multilateral environmental agreements
responded to.
29
Strategic Objective 5.4 : The direct access climate finance modality is proved to
be effective in building resilience in communities vulnerable to adverse climate
impacts
Number of climate change adaptation pilot projects developed and
implemented via the direct access modality
2014/15
2018/19
Implementation 50% complete in 2
climate change adaptation fund
direct access modality projects
Implementation 50% complete 2 climate
change adaptation fund direct access
modality projects
Number of cases where South Africa’s experience with direct access is
documented and shared
2014/15
Number of cases where South Africa’s
experience with direct access is
documented and shared
2018/19
NIE lessons and experience shared in at
least four international, regional and
national meetings per annum
30
Programme 6: Drive human capital development, education & awareness
(2011+)
• 50 GreenMatter Fellowship awards
(2013+)
 861 pioneers appointed
(post-graduate bursaries; professional
development; senior fellowship acknowledgement)
 302 unemployed matriculants
 559 unemployed graduates
• Fundisa for Change
(expand, transform and strengthen environmental
education)
 Trained 82 teachers in 6 provinces
 Trained 120 teacher trainers around the
country
 New teacher education resources
developed
(age groups: 18 – 23: 24%; 24 – 29: 57%; 30 – 35:19%)
 52 placements in permanent jobs
(as at March 2014)
 43 host institutions (partners)
 Mentor support provided
 Career guidance workshops
(2004 – 2013)
 114 work-integrated learning/
experiential learning students
 361 Interns
 9 Honours students
 74 Masters students
 48 PhD students
 35 Post Doc Fellows
Groen
Sebenza
GreenMatter
Biodiversity
HCD
SANBI
Graduate
Development
Education
and
Outreach
• Greening the Youth
(attract and support talented young South Africans
to study in fields relating to biodiversity)
 Convened over 20 organisations active in
environmental education
 Identified NCC/Birdlife Consortium as lead
implementing agency
(2004 – 2013)
Garden learning & awareness:
±350 000 beneficiaries
Awareness raising programmes:
±29 350 beneficiaries
Community greening:
± 28 gardens
Outreach bus transporting
seniors, youth and children:
± 48 400 beneficiaries
Outreach bus transporting
learners for lessons:
±55 750 beneficiaries
Capacity Development:
± 7 000 beneficiaries
Strategic Objective 6.1 : A socially equitable and suitably skilled workforce is
developed
Number of new GreenMatter initiatives contributing to a socially skilled
biodiversity workforce started.
2014/15
2 initiatives started
2018/19
A total of 6 GreenMatter initiatives
implemented
Number of individuals participating in Groen Sebenza, GreenMatter
beneficiaries, internship and studentship capacity development and job
creation initiatives with a percentage coming from designated groups.
2014/15
1000 unemployed youth skilled
and hosted in the biodiversity
sector. 90 EPWP jobs created
through Garden Conservation
Programme; 75% representation
of designated groups in HCD
programmes
2018/19
1000 Groen Sebenza and GreenMatter
capacity development and job creation
initiatives with a percentage coming from
designated groups
32
Strategic Objective 6.2 : All national botanical gardens are promoted and
used as platforms for biodiversity awareness, education and recreation.
Number of users and beneficiaries of botanical gardens and school-based
programmes for education, awareness, training and recreation have been
increased
2014/15
46 000
2018/19
54 000 beneficiaries of garden and schoolbased programmes.
Strategic Objective 6.3 : Civil society is engaged to contribute to science and
monitoring.
Number of platforms facilitated for civil society engagement that contribute
to biodiversity monitoring
2014/15
One platform facilitated
2018/19
4 platforms created
33
Financial Overview and Approved Budget
2014/15
34
REVENUE
2014/15
2015/16
2016/17
Government Grant
291 207 000
314 453 000
331 119 000
Donations, Other Grants and
Sponsorships
285 800 000
200 000 000
150 000 000
Own Income
50 820 000
53 361 000
56 029 050
Total Revenue
627 827 000
567 814 000
537 148 050
35
Revenue Sources
700,000,000
600,000,000
500,000,000
Own Income
400,000,000
Donations, Other Grants and
Sponsorships
300,000,000
Government Grant
200,000,000
100,000,000
2014/15
2015/16
2016/17
36
Expenditure
2014/15
2015/16
2016/17
Projects
285 800 000
200 000 000
150 000 000
Opex
260 047 000
274 362 000
288 743 050
Infrastructure: Laboratories &
equipment
50 000 000
60 000 000
63 180 000
Infrastructure: Expansion of gardens
16 504 000
17 263 000
18 178 000
Climate change
10 600 000
11 088 000
11 676 000
Wildlife crime
2 120 000
2 218 000
2 336 000
Learnerships
2 756 000
2 883 000
3 035 000
627 827 000
567 814 000
537 148 050
Total Expenditure
37
Expenditure Allocation
38
Expenditure %
Climate change, 2%
Wildlife crime, 0%
Learnerships, 1%
Infrastructure:
Expansion of gardens,
3%
Projects
Opex
Infrastructure:
Laboratories &
equipment; 10%
Infrastructure: Laboratories &
equipment
Projects, 36%
Infrastructure: Expansion of
gardens
Climate change
Wildlife crime
Opex ; 48%
Learnerships
39
Thank you
Thank you!