Page 70 - SAMRC Annual Performance Plan 2026-27

PART C: MEASURING SAMRC PERFORMANCE
continued

14 Key Risks which may affect achievement of the outcomes

Table 33. Key risks on outcomes

KEY OUTCOME KEY RISK CONTEXT KEY MITIGATION MEASURES
Programme 1: Administer health research effectively and efficiently, and in accordance with good corporate governance
practices
• To ensure good governance, • Onerous legislative requirements • Policies, guidelines, and manual
effective administration and and complexity of the POPI Act legislative compliance framework
compliance with government requires further capacitating user’s • Dedicated legal compliance staff and
regulations appreciation and understanding appointed Deputy Information Officers
• To promote the organisation’s of the relevant legislative • Ongoing customised training as and
administrative efficiency to requirements when required
maximise the funds available for
research, capacity development • Cyberthreats over SAMRC data, • Firewall protection and penetration
and innovation incl. third-party data hosting / testing
intellectual property and misuse of • Management monitoring and
research data oversight
• Policies, processes, SOPs
• Project data management processes
• Lack of flexibility in remuneration • Policies, processes, SOPs
structure and competitiveness • Revised accelerated development
with academia and science council programme enhance capacity building
salaries to allow people to flourish initiatives.
• Scarce and Critical Skills list in place
and Committee in place comprising of
EMC members
• Complexity of laws & regulations • Policies, guidelines, and manual
universe and differences in legislative compliance framework
accounting / legal interpretation • Legal compliance department
increasing potential for fines for monitors significant risks and provides
non-compliance and potential business with updates and training as
damage to reputation and when required
• External assurance providers
Programme 2: Lead the generation of new knowledge and funding of research
• To produce and promote • Inability to maintain, expand and • SAMRC President appointed as a
scientific excellence and the diversify incoming funding: member of the SA Government
reputation of South African • Changing global funding Advisory Council to develop strategic
health research landscape leading to volatile considerations for immediate and
• To provide leadership in the and reduced global funding, medium to long term research
generation of new knowledge polarisation of research funding priorities
in health streams and with limited funding • Establish Strategy Committee
• To provide funding for the opportunities in emerging market, established to develop and co-
conduct of health research leading to early termination of ordinate a SAMRC business funding
research projects and Increasing strategy
competition for reduced pool of • Research strategy and prioritisation
global funding exercise developed for the medium
term, including approach to grant
scoping
• Enhance focus into local &
international philanthropic funding
sources to further diversify funding
sources

68 SAMRC ANNUAL PERFORMANCE PLAN 2026/27