1 ANNUAL PERFORMANCE PLAN 2017/18 PRESENTATION TO PCEA 03 May 2017Dr Tanya Abrahamse, CEO

2 SANBI DELEGATION Mrs Nana Magomola, Board Chairperson: SANBIDr Tanya Abrahamse, Chief Executive Officer Ms Carmel Mbizvo, Head of Branch: Biodiversity Science and Policy Advice Ms Lorato Sithole, Chief Financial Officer Mr Moeketsi Khoahli, Chief Corporate Officer

3 PRESENTATION OUTLINE SANBI background and key informationLegislative, policy & mandate SANBI’s role in brief Mission, Vision & Goal High-level Structure SANBI’s Programmes (CSP and APP 2017/18) Strategic Objectives, Performance Indicators and Targets Budget Estimates 2017/18 Key Strategic Risks and Mitigation Plan 2017/18

4 SANBI Vision Biodiversity richness for all South Africans

5 POLICY and 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 Obligations in the National Biodiversity Framework (NBF) -the five year plan from Cabinet approved 20 year vision the National Biodiversity Strategic Action Plan (NBSAP) 2015 to 2025 Obligations in Minister’s Delivery Agreement – Outcome 10 and MTSF’s targets Published / Parliamentary approved The Climate Change Response White Paper – SANBI role in delivering Long Term Adaptation Scenarios for the bio-natural resources / designated National Implementing Entity (NIE) for the Global Adaptation Fund Published/ Ministerial approved

6 REPORTING ON DELIVERY OF MANDATEKey mandate deliverables are reflected in 5 years Corporate Strategic Plan (CSP) & Annual Performance Plan (APP) and achievements are documented in Annual Report. Governance Protocol agreement with DEA. Progress report on APP is done quarterly and analysed and approved by DEA.

7 WHAT WE INFLUENCE WHAT WE DO SCIENCE INTO POLICY / ACTION:human wellbeing improved service delivery job creation harnessing biodiversity value investment in ecological infrastructure ecosystem-based adaptation to climate change streamlined environmental decision-making FOUNDATIONS OF BIODIVERSITY: collections| taxonomy | inventory | maps | classification of ecosystems and species BUILDING BIODIVERSITY KNOWLEDGE: assessments | status | trends | monitoring | modelling SCIENCE INTO POLICY / ACTION: information | planning | policy advice | models | tools HUMAN CAPITAL DEVELOPMENT windows on biodiversity GARDENS WHAT WE DO

8 SANBI’s contribution to DEA’s OutcomesNational Development Plan (NDP) desired 2030 outcome Transition to a society & economy which is internationally competitive, equitable, job creating & sustainable Medium Term Strategic Framework (MTSF) Sub-outcomes ENVIRONMENTAL ECONOMIC CONTRIBUTION OPTIMISED Facilitate sustainable Socio- economic Growth & Development by catalysing, optimising & scaling up the contribution of the environmental sector to economic prosperity ECOLOGICAL INTEGRITY SAFEGUARDED & ENHANCED Provide leadership in promoting & ensuring environmental sustainability through the management, utilisation, conservation, protection & valuing of our natural resources SOCIALLY TRANSFORMED & TRANSITIONED COMMUNITIES Drive socio-economic transformation & transition by optimising the fair & equitable sharing of benefits & enabling Social Development GLOBAL AGENDA INFLUENCED & GLOBAL/LOCAL OBLIGATIONS MET Enhanced international cooperation supportive of SA environmental /Social Development priorities DEA Outcomes GARDENS AS WINDOWS ON BIODIVERSITY FOUNDATIONS OF BIODIVERSITY SCIENCE BUILDING BIODIVERSITY KNOWLEDGE SCIENCE INTO POLICY/ ACTION HUMAN CAPITAL DEVELOPMENT SANBI’s Contribution

9 SANBI contribution to Sustainable Development Goals (SDGs) through national and international obligations The figure below reflects how SANBI’s programmes contribute to national priorities and South Africa’s international obligations. These include the Convention on Biological Diversity (CBD); The United Nations Convention on Disertification (UNCD); the Convention on International Trade in Endangered Species (CITES); the Intergovernmental Platform on Biodiversity and Ecosystem Services (IPBES); the United Nations Framework Convention on Climate Change (UNFCCC); and the Sustainable Development Goals.

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11 SANBI’s Strategic 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.

12 SANBI’s Programmes 1: Render effective and efficient corporate services 2: Manage and unlock benefits of the network of National Botanical Gardens as windows into South Africa’s biodiversity 3: Build the foundational biodiversity science 4: Assess, monitor and report on the state of biodiversity and increase knowledge for decision making including adaptation to climate change 5: Provide biodiversity policy advice and access to biodiversity information; and support for climate change adaptation 6: Provide human capital development, education and awareness in response to SANBI’s mandate

13 PROGRAMME 1 : Render effective & efficient Corporate Services

14 PROGRAMME 1 : Render effective & efficient Corporate Services1.1: SANBI is positioned as an employer of choice in the biodiversity sector Performance indicator Baseline 2015/16 2017/18 target Percentage of payroll allocated and spent on staff development 2% of payroll allocated and spent on staff development. 1% of payroll allocated and spent on staff development. Transformed Institute that reflects the demography of the South African population Employment Equity Plan 44% female staff on permanent and contract employment. 49% of female staff in top and senior management 86% black staff on permanent and contract employment 3% People with disabilities on permanent and contract employment.

15 1.3: Improved financial sustainability of the InstitutePROGRAMME 1 : Render effective & efficient Corporate Services (continue...) 1.2: Implement an effective, efficient and transparent supply chain and financial management system as regulated by PFMA Performance indicator Baseline 2015/16 Annual target 2016/17 GRAP and PFMA compliant annual financial statements. AFS produced for submission to Parliament. Unqualified AFS produced to comply with PFMA and GRAP requirements. 1.3: Improved financial sustainability of the Institute Percentage increase of income generated on rental, admission sales and other income. New indicator from 2016/17 2% increase on own income in plant sales, rental, admissions and other income. 1.4: Effective corporate services rendered to achieve the mandate of SANBI Percentage availability of SANBI ICT network and ICT business services. SANBI ICT network and business services are available. 90% of ICT network and business services are available. All identified risks managed through an annual risk assessment according to the risk management framework and policy Annual Risk Assessment completed Updated, mitigated and monitored risks. Compliance with all relevant Acts and SANBI/DEA protocol through implementation of the Compliance Framework. SANBI is compliant with all relevant Acts including SANBI/DEA Protocol and regulations 100% compliance. Quarterly Performance report is monitored against the approved APP including PFMA, Cash and ENE reports on a quarterly basis by DEA according to specified time frames set out by the Department.

16 1.4: Building a compelling brand for all stakeholdersPROGRAMME 1 : Render effective & efficient Corporate Services (continue) 1.4: Building a compelling brand for all stakeholders Performance indicator Baseline Annual target 2017/18 Number of marketing and brand communication initiatives identified and utilised for SANBI promotion and profiling to stakeholders. New corporate identity applied to approximately100% of SANBI collateral, SANBI attends exhibitions, shows and activations/ campaigns, secures concerts and events to continue profiling the Institute and its offerings Quarterly CEO’s letter, staff newsletter and competitions to ensure that staff is kept informed at all times. 44 Activities to be arranged

17 Windows to biodiversity

18 PROGRAMME 2: MANAGE AND UNLOCK BENEFITS OF THE NETWORK OF NATIONAL BOTANICAL GARDENS AS WINDOWS INTO SOUTH AFRICA’S BIODIVERSITY 2.1: A network of National Botanical Gardens are managed and maintained in order to realize benefits to SANBI, civil society and other relevant stakeholders Performance indicator Baseline 2015/16 Annual target 2017/18 Increased representation and display of indigenous plants in the living collections of SANBI’s National Botanical Gardens or the Millenium Seed Bank Partnership. Through involvement in implementation of the Convention on Biological Diversity (CBD), SANBI is contributing towards two international plant conservation initiatives (International Agenda for Botanic Gardens in Conservation (through Botanic Gardens Conservation International or BGCI) and the Global Strategy for Plant Conservation (GSPC), 2010 to 2020). Signed MoA with the Royal Botanic Gardens, Kew’s (UK) international Millennium Seed Bank Partnership (2011 to 2015) which contributes towards the implementation of specific targets (particularly Target 8) of the GSPC. New Garden Records Database developed. 20 indigenous plant species added to the living collections of the combined network of National Botanical Gardens and/or the Millennium Seed Bank Partnership.

19 PROGRAMME 2: MANAGE AND UNLOCK BENEFITS OF THE NETWORK OF NATIONAL BOTANICAL GARDENS AS WINDOWS INTO SOUTH AFRICA’S BIODIVERSITY (continue…) 2.1: A network of National Botanical Gardens are managed and maintained (continue…) Performance indicator Baseline 2015/16 Annual target 2017/18 Number of new National Botanical Gardens established and operational Gardens Expansion Strategy approved by the SANBI Board in November 2010 and submitted to DEA. Dedicated annual Gardens Expansion budget allocation made available to SANBI from DEA for the period 2013/14 to 2015/16 (R million) Dedicated infrastructure budget allocated to SANBI for the period 2013/14 to 2015/16 (R150million) Site identified for new national botanical garden in the Eastern Cape. Kwelera National Botanical Garden proclaimed by the DEA Minister on 25 July 2014 (Phase 1 of 2 phases).) MoA signed between SANBI, ECPTA and DEDEAT for the co-management of the Kwelera Nature Reserve as the natural portion of the proposed Kwelera National Botanical Garden. EPWP allocations earmarked by DEA for new gardens planned for the Eastern Cape (R30 million) and Limpopo (R20 million) Provinces. Implementation plan developed for the upgrade and improvement of existing buildings in the Garden. Landscape design for the cultivated portion of the garden approved for implementation. Four (4) management plans for the 160ha natural portion of the Garden finalised and approved by the joint SANBI/ECPTA Steering Committee .

20 PROGRAMME 2: MANAGE AND UNLOCK BENEFITS OF THE NETWORK OF NATIONAL BOTANICAL GARDENS AS WINDOWS INTO SOUTH AFRICA’S BIODIVERSITY(continue…) 2.1: A network of National Botanical Gardens are managed and maintained (continued..) Performance indicator Baseline 2015/16 Annual target 2017/18 Number of maintenance, development and capital infrastructure projects completed across SANBI’s National Botanical Gardens. Ten National Botanical Gardens with associated SANBI estates, infrastructure and living collections (biological assets), located in seven provinces. 45 maintenance/ development projects and two (2) SANBI capital infrastructure projects completed. 2.2: Nature-based tourism and recreational activities are strengthened in all National Botanical Gardens in order to contribute to and support SANBI’s sustainability Performance indicator Baseline 2015/16 Annual target 2017/18 Percentage visitor numbers increased through expanded tourism-related activities and events in National Botanical Gardens - External review conducted of commercial operations across SANBI’s national botanical gardens. - Business skills training given to Curators of SANBI’s National Botanical Gardens. 1,813,019 visitors received by all National Botanical Gardens. Minimum of three percent (3%) annual increase in visitor numbers

21 Science-based evidence

22 PROGRAMME 3: BUILD FOUNDATIONAL BIODIVERSITY SCIENCE3.1: Foundational biodiversity information is developed through describing and classifying species and ecosystems in South Africa Performance indicator Baseline 2015/16 Annual target 2017/18 Number of plant and animal species for which descriptive and classification information has been compiled SANBI is co-ordinating the compilation of an e-flora and an e-fauna which will provide information about South Africa’s species Information on 4,200 South African plant and 1,000 animal species compiled. Number of ecosystem classification systems and maps developed for the National Biodiversity Assessment A classification system for terrestrial ecosystems is in place based on the vegetation map and a classification for wetlands has been published Four Ecosystem classification and maps released as part of the NBA development. Number of quality controlled records for plant specimens in SANBI’s herbaria, and for animal specimens in museums or based on observations, added to databases. A foundational biodiversity information programme has been implemented together with DST/NRF to generate information. Comprehensive datasets for butterflies, spiders and reptiles compiled through the Threatened Species Programmes Red Listing projects. Approximately 1,270,000 quality controlled records for South African plant specimens in SANBI’s herbaria have been databased. 21,000 records added to plant database; 35,000 records added to animal database.

23 Access to biodiversity informationSince 2004, SANBI has produced 2700 articles, including 1115 peer reviewed papers, 81 books, and >1000 popular articles

24 4.1: New biodiversity knowledge created for decision making.PROGRAMME 4: ASSESS, MONITOR AND REPORT ON THE STATE OF BIODIVERSITY AND INCREASE KNOWLEDGE FOR DECISION MAKING (INCLUDING CLIMATE CHANGE) 4.1: New biodiversity knowledge created for decision making. Performance indicator Baseline 2015/16 Annual target 2017/18 Number of research papers published in ISI journals 80 papers published in 2015/16. 85 additional publications.

25 PROGRAMME 4: ASSESS, MONITOR AND REPORT ON THE STATE OF BIODIVERSITY AND INCREASE KNOWLEDGE FOR DECISION MAKING (INCLUDING ADAPTATION TO CLIMATE CHANGE) continued… 4.2: Scientific evidence on the status of biodiversity (based on monitoring and assessment including that of biodiversity loss) and the risks and benefits, is provided Performance indicator Baseline 2015/16 Annual target 2017/18 Number of national scientific synthesis & assessment reports produced - The National Biodiversity Assessment was published in 2011 - A framework for GMO monitoring was produced in 2009 NBA 2018 on schedule according to operational plan.  - Red List assessments for one additional taxonomic group completed. - National report completed on the status & trends of listed invasive species. Scoping document for a monitoring framework on Invasives initiated - Baseline data for monitoring impacts of GMOs Number of annual updates of non detriment findings for the Scientific Authority to support NEMBA regulations 12 NDF assessments were completed for the Scientific Authority, representing ca. 60% of prioritised taxa. One update for Non-Detriment Findings for the Scientific authority. Number of large (>R2 million) cooperative research and assessment programmes that have delivered knowledge and data Three large research and assessment programmes running or stated, based on external funding and utilizing the managed network to generate knowledge and data (SEAKEYS, invasive species programme, BioGAP) Two projects operational (BioGaps & Deep Secrets) and one new proposal (GEF 6)

26 Provide policy tools & advice

27 PROGRAMME 5: PROVIDE BIODIVERSITY POLICY ADVICE AND ACCESS TO BIODIVERSITY INFORMATION AND SUPPORT FOR CLIMATE CHANGE ADAPTATION 5.1: Tools to support management and conservation of biodiversity developed and applied Performance indicator Baseline 2015/16 Annual target 2017/18 Number of tools and knowledge resources developed to support mainstreaming of biodiversity assets and ecological infrastructure in production sectors and natural resource Management. Tools developed include, e.g: Framework for Investments in Ecosystem Services; guidelines for Grasslands Biodiversity; Toolkit; Mining and Biodiversity Guidelines, etc. Two tools produced, including an Ecosystem Restoration Decision Support Tool and an Online User Tool for accessing biodiversity information. Seventeen knowledge resources for demonstrating the value of biodiversity developed and disseminated; Making the Case Implementation Strategy and Making the Case: Case Study Development Toolkit developed. Three knowledge resources developed and disseminated. Number of coordination or learning mechanisms convened to share lessons and build capacity among provincial, municipal or other relevant decision makers. The following learning or coordination events convened: Biodiversity Planning Forum, Grasslands Partners Forum, Land Reform and Biodiversity Stewardship Learning Exchange, MPAH Forum, CAPE Partners Forum, Africa Rising and Freshwater Ecosystem Network. Four learning or coordination events convened. Three training sessions held per year for provincial, municipal or other relevant decision-makers on uptake of tools. Three training sessions convened

28 5.2: Access to biodiversity data, information and knowledge providedPROGRAMME 5: PROVIDE BIODIVERSITY POLICY ADVICE AND ACCESS TO BIODIVERSITY INFORMATION AND SUPPORT FOR CLIMATE CHANGE ADAPTATION (continue..) 5.2: Access to biodiversity data, information and knowledge provided Performance indicator Baseline 2015/16 Annual target 2017/18 Number of biodiversity records published. 12, 908,214 records published. An increase of records published. 5.3: Scientific advice to support national and international policy processes provided Percentage of policy requests from DEA, provinces, municipalities and other organs of state responded to within timeframe stipulated in the request. Support provided to DEA on: Listing of threatened terrestrial ecosystems ; listing of threatened river ecosystems developed as part of the NBA 2011; etc. 100% of written requests from DEA and other organs of state responded to within timeframe stipulated.

29 PROGRAMME 5: PROVIDE BIODIVERSITY POLICY ADVICE AND ACCESS TO BIODIVERSITY INFORMATION AND SUPPORT FOR CLIMATE CHANGE ADAPTATION (continue..) 5.4: Policy support on climate change adaptation provided to inform national and international decision making Performance indicator Baseline 2015/16 Annual target 2017/18 An effective National Implementing Entity to the Global Adaptation Fund shares lessons and experiences on a number of national and international platforms to inform climate change adaptation policy. Two Adaptation Fund projects approved by the Adaptation Fund; NIE lessons and experiences shared at seven NIE Steering Committee meetings, seven international and seven national meetings. Lessons and experience from NIE projects captured to inform four fora. Number of biodiversity sector tools into which Climate Change Adaptation has been mainstreamed. Draft Strategic Framework for Ecosystem Based Adaptation developed collaboratively. One biodiversity sector tool into which Climate Change Adaptation will be mainstreamed is identified

30 PROGRAMME 6: PROVIDE HUMAN CAPITAL DEVELOPMENT, EDUCATION AND AWARENESS IN RESPONSE TO SANBI’S MANDATE

31 PROGRAMME 6: PROVIDE HUMAN CAPITAL DEVELOPMENT, EDUCATION AND AWARENESS IN RESPONSE TO SANBI’S MANDATE 6.1: A transformed and suitably skilled workforce for the biodiversity sector is developed. Performance indicator Baseline 2015/16 Annual target 2017/18 Number of black biodiversity professionals developed through human capital development initiatives including structured internships, post graduate studentships and fellowship programme for the achievement of a transformed and skilled workforce in the biodiversity sector. 930 black professionals developed through human capital development initiatives including structured internships, post graduate studentship and fellowship programme for the achievement of a transformed and skilled biodiversity workforce. 100 professionals developed through structured internships and post graduate studentships and a fellowship programme. Number of beneficiaries participate in the Biodiversity Careers Programme aimed at attracting young people into the biodiversity sector. 3337 beneficiaries participating in Biodiversity Careers Programme aimed at attracting young people into the biodiversity sector. 1000 beneficiaries participate in Biodiversity Careers Programe.

32 PROGRAMME 6: PROVIDE HUMAN CAPITAL DEVELOPMENT, EDUCATION AND AWARENESS IN RESPONSE TO SANBI’S MANDATE (continued…) 6.2: All national botanical gardens are promoted and used as platforms for biodiversity awareness, education and recreation. Performance indicator Baseline 2015/`6 Annual target 2017/18 Number of users and beneficiaries of botanical gardens and school-based programmes for education, awareness, training and recreation have been increased. beneficiaries reached through school group activities predominantly garden based. beneficiaries of garden and school-based have been reached. 6.3: Civil society is engaged to contribute to science, monitoring and biodiversity conservation. Number of platforms facilitated for civil society engagement that contribute to biodiversity monitoring and biodiversity conservation. 3 platforms developed and supported for plants (CREW), birds (SABAP) and general biodiversity (iSpot) Two platforms existing maintained. Scoping report for one Youth Citizen Science Platform.

33 BUDGET ESTIMATES OVERVIEW2017/18

34 Budget Estimates OverviewIncome Operational MTEF Infrastructure MTEF 75 000 Projects Income 92 682 Internally Generated Income* 86 427 Expenses ( ) Surplus/(Deficit) NIL * Internally generated income: Primarily gate admission fees and rentals.

35 Budget Estimates Spending AllocationsR’000 Employees Opex 96 288 Infrastructure 75 000 Projects 93 682 Total Spending

36 Budget Estimates Employee CostsR’000 Gardens Research, Policy & Knowledge Management Administration 50 681 Group 9 036 Total Employee Costs * Group: Long service and merit awards, notch increases, career ladder and performance bonus (capped at 1.5% of employee costs)

37 Budget Estimates Operating ExpenditureGardens 24 365 Research, Policy & Knowledge Management 37 286 Administration 27 978 Group* 6 658 Total Opex 96 288 * Group costs: Insurance and Audit Expenses

38 Budget Estimates Overall SpendingGardens Research, Policy & Knowledge Management Administration 84 912 Group* 28 075 Total Opex * Group costs: Staff awards, career ladder, insurance, audit expenses and performance bonus (capped at 1.5% of employee costs)

39 Strategic Risks & Mitigation Plan

40 PROGRAMME1: RENDER EFFECTIVE AND EFFICIENT CORPORATE SERVICESSTRATEGIC OBJECTIVES STRATEGIC RISK RISK CONSEQUENCE MITIGATION PLAN SO 1.1 Shortage of required skills and expertise in key areas. Inability for SANBI to achieve its mandate An integrated human resources and transformation strategy has been developed and is being implemented SO 1.2 Implement an effective, efficient and transparent supply chain and financial management system as regulated by PFMA Non-compliance with the PFMA and applicable regulatory requirements SANBI has put in place financial policies which are aligned to regulations SO 1.3 Improved financial sustainability of the Institute Inability to implement SANBI mandate Review adequacy of MTEF funding annually Submit proposal for donor funding whenever an opportunity arises SO 1.4 Inadequate and failure of critical ICT infrastructure and services Inability to support strategic business processes and ICT infrastructure The systems uptime is maintained at 90% overall. There is an automatic system monitoring device that alerts ICT Division real-time of any application downtime. The SLA meetings held with Service Providers to monitor performance. 3rd party service providers engaged on SLA issues to ensure minimal service disruptions and quicker recovery Installation of Fibre Optic Cable across the Centers to enhance bandwodth. SO 1.5 Reputational Risk Failure to secure events to increase footprint Lack of SANBI products awareness Lack of strong partnerships with key stakeholders Lack of clear communication (internal and external) Perceived negative public perception Poor branding Misrepresentation by staff A drop in foot fall resulting in drop of own income SANBI invisibility Developed social media and communication policy Built strong media relations Continuous staff updates through intranet, , CEOs letter and staff newsletter Developed proper branded material as per SANBI Brand CI Engaged in brand association activities through stakeholder relations and partnerships Signed up a external service provider for media monitoring Conducted surveys on customer satisfaction

41 PROGRAMME 2. MANAGE AND UNLOCK BENEFITS OF THE NETWORK OF NATIONAL BOTANICAL GARDENS AS WINDOWS INTO SOUTH AFRICA’S BIODIVERSITY STRATEGIC OBJECTIVES STRATEGIC RISK RISK CONSEQUENCE MITIGATION PLAN SO 2.1 Inability to implement SANBI’s Gardens Expansion Strategy SANBI is expected to establish and develop two new gardens, one in each of the Eastern Cape and Limpopo Provinces. Additional project funds have been allocated and committed to SANBI by DEA through their infrastructure grants to establish and develop these two new gardens, but there is a risk that sufficient personnel and operating funds are not available in the long term to ensure these new gardens are adequately maintained and resourced and able to generate income. It is critical that the DEA’s gardens expansion project funds (including dedicated EPWP funds from 2018/19) are allocated annually to support the establishment of new national botanical gardens in the Eastern Cape and Limpopo Provinces. Lack of sufficient resources to manage the existing network of national botanical gardens and their associated living collections With current funding constraints, the inability to fill key vacant and new posts in SANBI’s network of national botanical gardens, the risks to SANBI’s ability to manage these gardens optimally, with fewer human and financial resources available, to an acceptable international standard, are possible. DEA’s allocation of funding to SANBI’s existing and new NBGs is required in order to ensure the maintenance of high standards and enable them to meet their required own income targets. SANBI’s strategic relationship with the Millennium Seed Bank Partnership, will need to be supported by SANBI in terms of resources made available to undertake essential field work and maintain the gardens’ living plant collections. SO 2.2 Lack of sufficient business skills amongst Curators With a young, new and energetic cohort of Garden Managers in place within SANBI’s Gardens, there is a risk that the Managers do not have sufficient business skills to make use of available opportunities to source additional sponsorships and donations, and ensure that the gardens continue to generate additional income and have fully functional outsourced commercial tenants within their estates. Sharing of skills and implementation of relevant business skills training previously provided to the Curators, and training provided for new managers, will improve their ability to effectively manage their gardens as nature-based tourism facilities and commercial enterprises.

42 PROGRAMME 3: BUILD THE FOUNDATIONAL BIODIVERSITY SCIENCESTRATEGIC OBJECTIVES STRATEGIC RISK RISK CONSEQUENCE MITIGATION PLAN SO 3.1 Shortage of capacity in key areas. There continues to be a shortage of professional staff in key areas of the SANBI mandate, especially relating to research and data management, and ecosystem mapping and classification (particularly for freshwater ecosystems). Skills and competency erosion and non-delivery on core SANBI mandate The risk is being managed through development of more formal networks with partner organisations, skilling young scientists from designated groups to fill some of these key roles, and outsourcing some functions where funding permits. Limited funding available for expansion of mandate to include animals. Additional posts have been allocated to work with partner organisations to access spatial datasets for animals, but the staff complement for animals will always be smaller than for plants, and there is very limited operational budget available to expand the work. Non-delivery on the zoological biodiversity biosystematics mandate This risk is being managed by applying for funding through various external sources, and by harnessing the resources of other organisations. Dependence on partner organisations and external funding. The Foundational Biodiversity Information Programme which is managed by SANBI and funded through the Department of Science and Technology will provide research and outputs that contribute to Programme 3 through the allocation of grants to a large number of researchers at other institutions. There are risks associated with delays in transfer of funds from DST, and non-delivery by grant recipients. Non-availability of foundational biodiversity data This risk will need to be managed by ongoing engagement with DST and NRF (which disperses the grants), and regular engagement and communication with grant holders so that the value of the data and its use is understood. Fire hazards on herbarium collections in NBGs. The three SANBI herbaria collectively house a growing  number (now estimated at 2.1 million) collections of vascular plant specimens (i.e. lycophytes, pteridophytes, gymnosperms and angiosperms), some of which were collected well over 100 years ago, and include important type specimens the destruction of which will render the botanical names and information meaningless. Therefore, the herbarium specimens and collections are an important resource for biosystematics/plant taxonomic research, the outputs of which contribute immensely to scientific evidence for policy and decision-making as well as for conservation efforts.  Physical deterioration and destruction of specimens Proper maintenance and curation of these collections is important to avoid the physical deterioration and destruction. In order to mitigate this risk, the herbaria are equipped with fire detection and prevention systems, and there is regular fumigation to prevent damage of specimens from insects and pests.

43 PROGRAMME 4: ASSESS, MONITOR AND REPORT ON THE STATE OF BIODIVERSITY AND INCREASE KNOWLEDGE FOR DECISION MAKING INCLUDING CLIMATE CHANGE STRATEGIC OBJECTIVES STRATEGIC RISK RISK CONSEQUENCE MITIGATION PLAN SO 4.1, 4.2 Shortage of SANBI capacity in key areas. The breadth of work required under Programme 4 to fulfill SANBI’s mandate means that there is an ongoing challenge to ensure sufficient capacity and depth to cover different science areas, to provide robust analytical skills and to provide continuity in the event of staff turnover. SANBI may be unable to provide robust evidence and support in key areas. Areas where capacity is lacking in order to improve evidence for decision making are: impacts of GMOs, assessments of plants in trade, the biodiversity economy, assessments of freshwater ecosystems, high level science policy issues and statistical expertise. Fill vacant posts to address some skills ( statistical ecology;high level science policy issues). These posts to be filled by Q2 Structure existing posts to better address gaps, specifically issues such as plants in trade and the biodiversity economy. Development of more formal networks with partner organisations particularly for impacts of GMOs, freshwater assessments and the biodiversity economy Development of project proposals to obtain additional funds and to improve skills in key areas. Proposals related to the biodiversity economy to be submitted by Q3 Capacity of the Network of Partners to fulfill SANBI’s mandate in respect of deliverables under Programme 4. Key deliverables such as the National Biodiversity Assessment and National Status Report on Biological Invasions rely on voluntary inputs from other organizations where target dates may not included in their annual plans. Two main consequences: 1) SANBI’s ability to deliver key projects on time could be compromised, especially if budget cuts mean that there are no financial contracts in place to manage deliverables. 2) the quality of products can be compromised if inputs from other organisations has to be left out of analyses and assessments. Review the outputs that are required from the managed network in order for SANBI to meet its targets (Q1) Identify key organisations where partner agreements need to be developed or amended Formalize agreements with identified partners to ensure the delivery of these outputs. Submit budget proposals for areas where funding is essential to obtain key data and expertise Dependence on short term funding for key areas of the mandate. The programme continues to rely on short term project funding for key parts of the SANBI mandate. Reliance on project funding to deliver core mandate functions means that certain deliverables are at risk if funding is not available. Project funding is also typically short term and this presents problems with developing and retaining core skills and competencies. Identify risks associated with the current set of donor funded projects. Identify funding opportunities to ensure continuance of key projects. Motivate for core SANBI funding for those critical areas where donor funding is not appropriate

44 PROGRAMME 5: PROVIDE BIODIVERSITY POLICY ADVICE AND ACCESS TO BIODIVERSITY INFORMATION; AND, SUPPORT FOR CLIMATE CHANGE ADAPTATION STRATEGIC OBJECTIVES STRATEGIC RISK RISK CONSEQUENCE MITIGATION PLAN SO 5.1, 5.2, 5.3 and 5.4 Shortage of skilled capacity in key areas Shortage of skills in key areas results either in work being delayed due to lack of appropriate skills and the additional time required to build the skills or in the contracting of external consultants to provide the required capacity. This risk will be mitigated in several ways. Firstly, careful scoping of the required skills will be done through the SANBI workforce planning process and then, through engagement with the biodiversity human capital development programme, a skills pipeline will be developed through interventions such as internships, training and development, mentorship and further studies. This risk will be further mitigated through ensuring that posts are evaluated and remunerated appropriately. Skills within the managed network will be accessed where appropriate and possible. Reliance on external donors for funding Key components of Programme 5 rely heavily on donor funding, despite being core elements of SANBI’s mandate. Applications for new donor grants as well as additional MTEF resources will be sought timeously as risk mitigation strategies. Furthermore SANBI will focus on identifying where current donor-funded work can be embedded in external organisations during and beyond the duration of the donor funding. IT infrastructure not adequate The lack of a robust backbone IT infrastructure to accommodate the new systems and bandwidth requirements will limit the opportunity to ensure easy and free access to biodiversity information. The investment in the IT backbone infrastructure is a prerequisite for successful biodiversity information management practices. To mitigate this risk IT requirements for new systems will be scoped collaboratively with SANBI IT services.

45 PROGRAMME 6: PROVIDE HUMAN CAPITAL DEVELOPMENT, BIODIVERSITY EDUCATION AND AWARENESS IN RESPONSE TO SANBI’S MANDATE STRATEGIC OBJECTIVES STRATEGIC RISK RISK CONSEQUENCE MITIGATION PLAN SO 6.1 & SO 6.2 Loss of influence and leadership in HCD Loss of leadership and influence of the human capital development programme (within SANBI and the partnership Reduced stakeholders support and relevance Instituting clear governance structures and ongoing stakeholder communication on programme activities and effective implementation of sector relevant projects. Reliance on external funding The risk is reliance on external funding as some functions are not adequately catered for within the MTEF allocation. Programmes and fuctions at risk as they cannot be sustained The mitigation measure is to lobby for increased MTEF allocation and raise funding from other sources SO 6.3. Lack of funding to support citizen science projects Reduced number of citizen science projects and loss of support and data Source funding from new initiatives such as youth programmes. Linked to other areas such as invasive species

46 Thank You