Page 39 - SAMRC Strategic Plan

PART B: SAMRC STRATEGIC FOCUS
continued

10.4.2.4. Transformation 10.4.2.5. Investing in Human Capital
The SAMRC’s transformation strategy for the period Development and Capacity in Health
adopts a broader definition of Transformation, Care: Bongani Mayosi National Health
that speaks to a multi-dimensional approach. This Scholars Programme
approach strengthens our drive for employment The NDOH and twenty-two private companies,
equity and places emphasis on the need to which include pharmaceutical, hospital diagnostic,
ensure that we are fit for purpose in a 21st century corporate, healthcare supply chain, and medical
increasingly associated with volatility, uncertainty, scheme administration disciplines, established a
complexity and ambiguity. vehicle called a Public Health Enhancement Fund
(PHEF) to fund different programmes. The National
The SAMRC embarks on a programme of internal Health Scholars Programme (NHSP) is one such
development, that seeks to build traits such as programme funded by PHEF to leverage and
resilience, agility and creativity, and assist all contribute to strengthening the health sector that
employees in the identification of their strengths will lead to a stronger relationship between public
and areas of development to increase their personal and private sectors to the benefit of all the people
and our institutional prospects of flourishing. of South Africa. NHSP is a partnership between
It is expected that the strategy will increase the NDOH and the SAMRC and is a flagship PhD
organisational prospects of successfully competing development programme and a national asset to
for dwindling resources, expand the South African advance the next generation of African Health and
pool of health scientists, help deliver excellence clinical scientists.
in the health sciences and ensure that the SAMRC
research leads to health benefits for South Africans. In honour of one of major contributions towards
health transformation, Professor Mayosi was
The SAMRC’s ongoing pursuit of organisational honoured for his immense contributions and
transformation, scientific advancement, and sustained legacy by renaming the NHSP to “Bongani
leadership development remains central to our Mayosi National Health Scholars Programme”.
strategic vision. A decade-long review of SAMRC's
transformation efforts underscores significant 10.4.2.6. Research Ethics and Integrity
demographic shifts toward equity across various The SAMRC researchers are required to conduct
intramural and extramural dimensions. Notably, research in a professional, ethical, safe, responsible,
there has been a substantial increase in the accountable manner, and contribute to uphold
representation of Black and Black African individuals the integrity, credibility and reputation/dignity
within the SAMRC Board, the Executive Management of the SAMRC and its stakeholders. Respect for
Committee, and throughout our workforce. Similarly, persons, fairness, competence, integrity, sensitivity,
there has been a marked rise in the number of Black confidentiality and communication are values on
and Black African recipients of scholarships, research which scientific research in the SAMRC is grounded
grants, and Extramural Research Unit directors. on. The SAMRC research ethics committees will
continue to review and monitor research to ensure
The SAMRC’s transformation plan encompasses that (1) it adheres to, in the case of humans, the
key pillars such as employment equity, personal broad ethical principles of beneficence and non-
and interpersonal development, professional maleficence, distributive justice (equality) and
training programmes, broad-based black economic respect for persons (dignity and autonomy); and (2) in
empowerment, and interinstitutional collaboration. cases of research involving animals, it protects their
We are confident these pillars will fortify SAMRC's welfare and interest, and adheres to the principles of
resilience amid the prevailing uncertainties, reduction, refinement and replacement.
ultimately benefiting all stakeholders.

38 SAMRC STRATEGIC PLAN 2025/26 – 2029/30