Page 54 - SAMRC Annual Performance Plan 2026-27

PART B: SAMRC STRATEGIC FOCUS
continued

The establishment of the Foundation is not The SAMRC submitted a request to the National
intended in any way to affect or alter the existing Minister of Health (NMoH) for the establishment of
funding and grants to the SAMRC. The funding the SAMRC Foundation to complement and extend
that will be pursued would be new, non-traditional the activities and mandate of the SAMRC. On 12
funding, such as from High Net Worth Individuals, August 2025, the NMoH conveyed in-principle
private sector companies seeking social returns support for this request, subject to the following
(corporate social investment/ responsibility funds), high-level conditions and further actions:
and Non-governmental organisations (NGOs) with
a general interest in impacting on health, as well (a) Legislative and compliance assurance
as philanthropic donations, bequests from estates, (b) Governance and risk mitigation framework
and donations from the general public, that would
not normally be invested in or through the SAMRC (c) PFMA compliance
and would expand the types of funders that support
R&I activities aligned to the SAMRC’s mandate. The (d) Oversight and accountability
Foundation will thus aim for diversification of funding (e) Strategic alignment and independence
streams, focusing on discretionary funding that
provides greater flexibility and ability to strategically The SAMRC will put process in motion to address the
deploy funds, as opposed to highly restrictive, time- NMoH conditions and required actions in order to
limited project specific funding. realise the establishment of the SAMRC Foundation.

52 SAMRC ANNUAL PERFORMANCE PLAN 2026/27