Page 51 - SAMRC Strategic Plan

PART C: MEASURING SAMRC PERFORMANCE
continued

14. Key Risks which may affect achievement of the 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 the user’s • Dedicated legal compliance staff and
regulations appreciation and understanding of the appointed Deputy Information Officers
• To promote the organisation’s relevant legislative requirements • Ongoing customised training as and
administrative efficiency to when required
maximise the funds available
for research, capacity Cyberthreats over SAMRC data / • Firewall protection and penetration
development and innovation intellectual property and misuse of testing
research data • Management monitoring and oversight
• Policies, processes, SOPs
• Project data management processes
Lack of understanding of the • Policies, processes, SOPs
complexity of the research ecosystem • Revised accelerated development
to allow people to flourish programme enhance capacity building
initiatives
• Database of available management and
leadership skills training programmes
Programme 2: Lead the generation of new knowledge and funding of research
• To produce and promote The risk involves application of • Established Research Integrity Office
scientific excellence and the inconsistent data management • Oversight by human and animal ethics
reputation of South African processes; inadequate structured committees
health research mentorship; negative media • Peer review processes and quality
• To provide leadership in the publicity and onerous new legislative reviews
generation of new knowledge requirements imposed • Policies, guidelines and SOPs
in health
• To provide funding for the Progression of staff transformation • EE Strategy and Plan
conduct of health research across the organisation at senior • Strengthened Transformation forum
research level impacted by various with inclusion of the EE and Skills
factors, including lack of staff turnover, development Committee
limited budget and scarce skills • Appointed designated Transformation
shortage in medical science Executive and Office
• Executive and Board oversight on
transformation initiatives and progress
• Diversity intervention initiatives and
leadership programmes
Inability to maintain and diversify • Dedicated on-going investigation for
incoming funding Enhance the extent further local and international funding
to which the SAMRC can develop opportunities in both the private and
funding opportunities from the private public sector
sector and social impact bonds
Programme 3: Supporting health innovation and technology development through funding to improve health
• To support the development of Limited funding for value proposition • IP and Commercialisation Policy,
innovations and technologies of the innovation reducing interest Strategy and Procedures
aimed at improving health from industry to commercialise or • External partnering to pursue
• To develop innovations target market to implement the commercialisation opportunities
and technologies aimed at innovation
improving health

50 SAMRC STRATEGIC PLAN 2025/26 – 2029/30