Page 48 - SAMRC Strategic Plan

11.5. Programme 5: Research translation into policy and practice to improve health
Impact Statement
To contribute to building public and policymaker understanding of health, drivers of ill-health, and practice,
interventions and technologies that can prevent ill-health and strengthen health services and encouraging
use of research evidence in policymaker, practitioner and public decision-making.

11.5.1. Programme 5: Measuring Outcomes
BASELINE SP FIVE-YEAR TARGET
OUTCOME OUTPUT INDICATOR (2020/21 – 2024/25) (2025/26 – 2029/30)
5.1 To facilitate the translation of 5.1.1. Number of policies, reports and 27 250
health research guidelines that reference SAMRC
research
5.1.2. Number of reports and guidelines 25 175
(co)produced by the SAMRC
intramural researchers
5.1.3. Number of national or international 250 700
bodies/committees that SAMRC
researchers and research support
employees serve on
5.1.4. Number of conferences, seminars, 50 250
webinars and continuing
development points workshops
supported by the SAMRC

12. Explanation of Planned entity, which pursue its commitment to good

performance over five-year corporate governance, and conducting and
planning period funding health research that has impact on
the lives of South Africans. New targets have
been determined for each indicator based
12.1. In line with the rationale for the Guidelines on the baseline from the 2020/21 – 2024/25
for the Implementation of the Revised Strategic Plan, unless it is a new indicator,
Framework for Strategic and Annual and the details for each indicator will be
Performance Plans issued by the Department
of Planning, Monitoring and Evaluation read within the relevant Technical Indicator
in 2019, this Strategic Plan reflects the Descriptor (TID). The TIDs are defined in
programmes and projects, which contribute Part D of this document.
to the achievement of the overall priorities 12.3. The aspirations set out in this plan
of government, and the realisation of the demonstrate the SAMRC’s readiness to
mandate of the SAMRC. This Strategic function in a dynamic, and continuation
Plan identifies the impact and outcomes of the organisation that is adaptable and
against which SAMRC can be measured and responsive to change, as witnessed by
evaluated by Parliament over the five-year playing important role in response to the
planning period. COVID-19 pandemic. This adaptability and
12.2. The programmes identified in section 11 of responsiveness will again be key for the
this Strategic Plan will enable the SAMRC to pandemic preparedness and response.
operate within its mandate as a trusted public

SAMRC STRATEGIC PLAN 2025/26 – 2029/30 47