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South African National Biodiversity Institute PRESENTATION TO PARLIAMENT PORTFOLIO COMMITTEE 2007 / 2008. HIGHLIGHTS….
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PRESENTATION TO PARLIAMENT
2007 / 2008
The new SANBI Board was appointed in November 2007, chaired by Mr Tami Sokutu. Originally trained as a botanist at the University of the Western Cape & University of Cape Town, Mr Sokutu has a distinguished career in the private & public sectors
Dr Tanya Abrahamse was appointed by Cabinet on 5 September 2007 as the first permanent Chief Executive Officer of SANBI.
She holds a MSc degree from the University of London Imperial College, and a PhD from the University of Westminster, both in applied entomology.
The migration of the National Botanical Institute (NBI) to SANBI was finally completed, an exciting and challenging transformation point in our history
A new organogram, reflecting our mandate, was approved by the Board, clearly showing SANBI’s key responsibilities of Research, Conservation, and Policy Development. It has proved to be a useful tool in our
First management Lekgotla in 13years was held in February, which saw 80 management staff members come together to debate and discuss the future of SANBI, and draft SANBI’s new Corporate Strategic Plan
Minister of Environment & Tourism
Biodiversity Research Portfolio Management
Biodiversity Knowledge, Policy & Network Management
Conservation Management & Corporate Services
Climate Change &
Biodiversity Planning & Mainstreaming
Biodiversity Human Capital Development
Conservation Gardens &
Human resources &
Co-ordination & Policy
Managed Network Research
International Liaison & research services
Biodiversity education & Empowerment
Succulent Karoo Programme
Millenium Seed Bank Mary Gunn library Greening of the Nation Pretoria NBG
Precis Data Management Ethnobotany Threatened Species Karoo Desert NBG
Compton Herbarium Vegetation Mapping Threatened Ecosystems Kwa-Zulu natal NBG
Kwa-Zulu Natal Herbarium Invasive Species Molecular ecology Harold Porter NBG
BIOTA and SAEON - Fynbos Pollination & Ecosystems Molteno Library Free State NBG
Flowering Plants of Africa SABIF SANBI website Lowveld NBG
Bothalia, Strylizia Biodiversity Planning Working for Wetlands Walter Sisulu NBG
GMO Monitoring CREW Marine Programme Hantam NBG
Financial controls were reviewed and tightened through, among other measures, the appointment of an Internal Audit facility.
Systems are now in place for ensuring compliance with PFMA and Treasury regulations
Another first for SANBI was the holding of a consultative Risk Assessment Workshop that formed the basis of a Risk Management Plan intended to guide the Internal Audit. Acclaimed approval by the Board was obtained
SANBI led the development of the National Protected Areas Expansion Strategy, which is now going through the approval process
The Grasslands Programme was launched with funding from the Global Environment Fund (GEF) through the World Bank. This programme is a partnership of 14 institutions led by SANBI, and deals with the conservation of the South African Grasslands biome
SANBI’s Human Capital Development Strategy was initiated and developed, and is set to address the transformation and scarce skills challenge.
Co-ordinated the national event celebrating World Wetlands Day on 1 February in Soweto, the most ambitious celebration in SA to date
Dr Guy Midgley, head of Climate Change, was part of a team that won the Nobel Peace Prize for his contribution to climate change, an area where SANBI’s leadership role is on the rise
OUTPUTS More previously disadvantaged professionals & managers in the biodiversity sector
More conservation managers
More biodiversity professionals
Strategic interventions through partnerships
Strategic interventions through partnerships
With income of R111 million from DEAT, R123 million from other grants, donations and sponsorships, and over R35 million generated by SANBI’s scientific work and Gardens, we have managed over 100 local, national and international projects in the biodiversity field
The Hantam National Botanical Garden (NBG), being the 9th NBG, was acquired in Niewoudtville in the Northern Cape, the first new NBG for 25 years, marking the start of SANBI’s ambition to have a national footprint, with a presence in all key biomes
Over a million people visited the Gardens as tourists or learners, enjoying concerts, walks, talks, exhibitions, and admiring their natural beauty.
1. The shift from NBI (which focused on the botanical and a
more species approach) to SANBI (which has to include
an ecosystem approach, be more applied, and fulfil the
NEMBA mandate) with very little extra resources
as a managed network with all appropriate institutions and organisations)
3. Access to biodiversity knowledge and information to a
range of roleplayers
The Public Finance Management Act, 1999 (Act No. 1 of 1999, as amended, requires the directors to ensure that the SANBI keeps full and proper records of its financial affair.
The annual financial statements must fairly present the SANBI’s financial position, its performance against predetermined objectives and in terms of Generally Accepted Accounting Practice.
The SANBI generated Revenue of R34.826m in comparison to R35.230m in the previous financial year. This represents an decrease of 1.15% , mainly due the depressed economic conditions and high fuel prices resulting in low admission fees.
Overall total income increased by 0.7% from R267.9m in the previous financial year to R269.6m in 2008.
State Grant increase from R94.792m in 2007 to R110.696m in 2008.
However sponsorships and donations declined from R100.471m in 2007 to R85.627 due to unfavourable economic conditions
Total expenditure for the year amounted to R283.2m in comparison to R269.1m in the previous year. This is attributed the an increase of 16.4% and 20.2% in personnel cost and operating cost respectively.
Trade and Other Receivables as a percentage of own income generated increased from 6.02% in 2007 to 9.64% in the current year. This is ascribed to an increase in accounts receivable. Debtors older than 3 to 6 months are impaired and provided for.
Trade Payables and Provisions as a percentage of total expenditure increased from 9.4% in the previous year to 16.6% in the current year. This is an indication of tight cash flow management.
Notwithstanding the increase in Government Grant on a year-on-year basis, cash flow from operating activities declined in all income streams as a result of the unfavourable economic climate.