Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1694846289001.pdf (South Africa)
South African Medical Research Council (SAMRC) STRATEGIC PLAN 2020/21 – 2024/25 Date of tabling February/March 2020 EXECUTIVE AUTHORITY STATEMENT I hereby endorse this South African Medical Research Council Strategic Plan developed by the Executive Management Committee of the South African Medical Research Council under the guidance of Professor Johnny Mahlangu, Chair of the SAMRC Board and Professor Glenda Gray, SAMRC President and Chief Executive Officer.
This SAMRC 2020/21-2024/25 Strategic Plan considers all the relevant policies, legislation and other mandates for which the South African Medical Research Council is responsible and accountable for.

It also accurately reflects the strategic goals and objectives which the South African Medical Research Council will endeavour to achieve over the period 2020/21 – 2024/25.

i | P a g e ACCOUNTING OFFICER STATEMENT The South African Medical Research Council (SAMRC) has just celebrated 50 years of its existence.
In this past half a century, this dynamic organization can be proud of its health research impacts and outcomes including setting the national research agenda, attracting the financial and human resources to conduct relevant and responsive health research, training a diverse cadre of the next generation of researchers and aligning research effort and activities to the health priorities and needs of the country.
As a public entity, the SAMRC has been exemplary in many areas of its mandate including excellence in its fiscal discipline, effective organizational governance characterized by multiyear clean audits and leading the transformation agenda in medical science research.

These accolades were all achieved without lowering the high standard of locally impactful and globally competitive research conducted and supported by the SAMRC.
The SAMRC 2020/21 – 2024/25 Strategic Plan builds on the successes and considers, the lessons learnt, from the previous Strategic Plans and will chart a new direction – a reimagined organisation set to make further impact in the disease burden in South Africa and globally.

In the past 5 years, Professor Glenda Gray the President and CEO led the implementation of our 2015/16-2019/20 strategic plan.
Fast tracking transformation was at the top of her agenda to ensure that the medical and science graduates within the intramural programme are reflective of the demographic of the country.

The SAMRC in this period also initiated a research capacity development programme investing in the development of PhD, post-doctoral fellows and mid- career scientists to ensure a robust pipeline of health researchers.
By addressing organizational structure and governance the SAMRC was enabled to operate effectively and efficiently.

Transformation in science as Africa’s largest funder of health research means responding to the national context, by looking at the science landscape and where interventions are needed to increase the small critical mass of African scientists.
The SAMRC’s Self-Initiated Research (SIR) grants, a competitive grant funding scheme, was re-engineered to address gender, racial, institutional and geographic parity.

In order to fund the type of research that would have an impact and at a scale that the SAMRC’s research can influence policy and health guidelines, multiple streams of funding are required.
Now in her second tenure as President and CEO, Prof Gray in her first five years, attracted and secured additional funding through joint collaborations with the Bill and Melinda Gates Foundation, UKMRC-Newton Fund and collaborations with the US NIH.

This strategy has increased the flow of more than R100 million into the organisation over a three-year period.
A publicly funded institution, the SAMRC will continue to ensure that most of the budget is allocated to research conducted and funded by the entity and less on administrative costs.

This is in line with their Strategic Objective of administering the organisation in an effective and efficient manner.

With money invested into health research, strengthening the level of research output through outputs such as publications, citations, and policy briefs is imperative.
Simultaneously, enhancing research translation activities forms a key part of the SAMRC’s mission.

The SAMRC remains committed to decreasing the disease burden in South Africa through cutting edge innovations, the development of novel treatment regimens, especially vaccines, as well as improved diagnostic tools, while localizing the production of new drugs and devices, to improve the health and lives of South Africans.
ii | P a g e To enable health innovation, it is critical to fund and develop new human capacity in healthcare.

The SAMRC’s research capacity development programmes are a key part of transformation in science and capacitating the healthcare sector to shape a better healthcare system for all.
As the Chairperson of the SAMRC Board, I am confident that the SAMRC’s Strategic Plan 2020/21 – 2024/25 will support the SAMRC’s agenda to lead relevant and responsive medical research in South Africa and to fund research that has impact in diseases affecting people in Africa and globally.
Professor Johnny Ndoni Mahlangu Board Chairperson South African Medical Research Council iii | P a g e STATEMENT BY THE PRESIDENT OF THE SAMRC The South African Medical Research Council (SAMRC) provides leadership to medical research in South Africa.

The country’s health is a significant part of economic development: healthy populations live longer; and are more productive.
There are many factors that impact on population health, with South Africa facing a quadruple burden of disease: ranging from stagnating mortality in pregnant women and infants to increasing morbidity and mortality associated with non- communicable diseases such as diabetes mellitus and hypertensive heart disease, as well as the epidemics of TB and HIV, that overwhelm our health system.
As the country’s Council conducting and funding health research, innovation and development, the SAMRC is posed to decrease the disease burden in South Africa.
The Strategic Plan 2020/21 – 2024/25 reinforces our research efforts across five strategic pillars: (1) The administration of health research in an effective and efficient manner; (2) The generation of new knowledge and its translation into policy and practice; (3) Supporting innovation and technology transfer to improve health; (4) Building sustainable health research capacity in South Africa; and (5) Research translation.
Driven by the five key strategic pillars, the SAMRC has pioneered cutting-edge medical innovations, the development of novel treatment regimens, vaccine development, diagnostic tools, new drugs and devices, aimed at the improvement of the health status of people in South Africa.

The Strategic Plan 2020/21 – 2024/25 serves as our guide to deliver on quality research, high impact science and to ensure that medical science flourishes.
With strategic direction from the SAMRC Board, the SAMRC is set to strengthen all components of our research endeavour.

The Strategic Plan 2020/21 – 2024/25 also confirms our focus to fund research based on local development priorities, while ensuring that our research is globally relevant.
Through Self- Initiated Research grants, the largest set of grant awards, where approximately 45 new three- year awards are made annually, we aim to develop scientific capacity and transformation of the pipeline of researchers.

Through the Mid-Career Scientist Programme, we aim to create a new generation of science leaders.
Transformation in science remains an integral part of our strategy, we have over the past five years increased the number of masters and doctoral students supported through our programmes, while developing a cohort of interns and clinicians, which includes the Bongani Mayosi National Health Scholars Programme (NHSP), an ambitious public-private partnership.
The Bongani Mayosi NHSP is a flagship PhD development programme and a national initiative to advance the next generation of African health and clinical scientists.

The Programme is funded by the Public Health Enhancement Fund (PHEF), the PHEF is a non-profit entity to leverage and contribute to strengthening the health sector, which will lead to a stronger relationship between public and private sectors to the benefit of all our people.
The Bongani Mayosi NHSP has already produced 47 graduates (87% of which are PhDs) in various health professions.

Through a tight fiscal environment, the SAMRC has delivered on impactful science and will continue to do so effectively and efficiently, as guided by the Public Finance and Management Act iv | P a g e (PFMA).

As we implement the new Strategic Plan, we will ensure that our budget is spent on funding science and innovation and less on administrative costs.
Partnerships across frontiers, North-South, South-East, South-South, remain critical in furthering our mission as we rollout the Strategic Plan.

Among key collaborations is the first Genomics Sequencing Facility on African soil.

Part of our agreement with the Beijing Genomics Institute is to create a national asset to contribute to the better understanding of genetics and disease and enabling the SAMRC to harness the science of genomics for personalised medicine.
Our steadfast focus on key strategic pillars guides our teams of scientists and support staff to help us in enabling the Department of Health, to deliver on their commitment and promise of a long and healthy life for all South Africans.
Professor Glenda E. Gray President & Chief Executive Officer South African Medical Research Council v | P a g e OFFICIAL SIGN-OFF It is hereby certified that this South African Medical Research Council Strategic Plan was developed by the management of the South African Medical Research Council under the guidance of Professor Johnny Mahlangu, Chairperson of the SAMRC Board and President Professor Glenda Gray.
The Strategic Plan considers all the relevant policies, legislation and other mandates for which the South African Medical Research Council is responsible for.

The document accurately reflects the strategic goals and objectives which the South African Medical Research Council will endeavour to achieve over the period 2020/21 – 2024/25.
Programme 1 - Administration Mr Nick Buick Chief Financial Officer Programme 2 – Core Research Signature: ___________________________ Professor Rachel Jewkes Executive Scientist for Research Strategy Signature: ___________________________ Programme 3 – Innovation and Technology Professor Richard Gordon Executive Director: Grants, Innovation and Product Development Signature: ___________________________ Programme 4 – Capacity Development Professor Jeffrey Mphahlele Vice President: Extra-mural Research Signature: ___________________________ Programme 5 – Research Translation Professor Rachel Jewkes Executive Scientist for Research Strategy Signature: ___________________________ vi | P a g e Mr Nick Buick Chief Financial Officer Signature: _________________________ Dr Mongezi Mdhluli Official Responsible for Planning Signature: _________________________ Head Prof Glenda Gray President and Chief Executive Officer Signature: _________________________ Prof Johnny Mahlangu Chairperson of the Board Signature: _________________________ vii | P a g e CONTENTS EXECUTIVE AUTHORITY STATEMENT ACCOUNTING OFFICER STATEMENT STATEMENT BY THE PRESIDENT OF THE SAMRC OFFICIAL SIGN-OFF PART A: SAMRC MANDATE 1.
SAMRC Mandate 2.

Legislative and other mandates 2.1 Constitutional Mandate 2.2 Legislative Mandate 2.3 Policy Mandates 2.4 Planned Policy Initiatives PART B: SAMRC STRATEGIC FOCUS 3.

Vision 4.

Mission 5.

SAMRC Values 6.

Situational Analysis 6.1 External Environmental Analysis Internal Environmental Analysis 6.2 PART C: MEASURING SAMRC PERFORMANCE 7.
SAMRC’s Performance Information 7.1 Goal 1: Administer health research effectively and efficiently in South Africa 7.2 Goal 2: Lead the generation of new knowledge 7.3 Goal 3: Support, through funding and other mechanisms, technology development and implementation, translation of research into policy and practice, and innovations in health and technology delivery to improve health 7.4 Goal 4: Build human capacity for the long-term sustainability of the South African health research 7.5 Goal 5: Translate new knowledge into policies and practices to improve health 7.6 SAMRC NIH Collaboration 7.7 Financial Performance Page i ii iv vi 1 2 2 2 3 4 7 8 9 9 9 9 10 13 20 21 21 21 22 22 23 23 24 viii | P a g e 7.8 Key risks which may affect achievement of the outcomes 7.9 Public Entity Description 8.
Strategic Planning Process PART D: TECHNICAL INDICATOR DESCRIPTION Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 ANNEXURES Acronyms 24 26 26 27 28 28 30 31 32 34 35 ix | P a g e PART A - SAMRC MANDATE 1 | P a g e 1.
SAMRC Mandate The mandate of the South African Medical Research Council is legislated in terms of Act 58, 1991 (as amended): ‘the objects of the SAMRC are, through research, development and technology transfer, to promote the improvement of the health and quality of life of the population of the Republic, and to perform such functions as maybe assigned to the SAMRC by or under this Act’.

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Legislative and other mandates Constitutional mandate 2.1 The South African Constitutional base which supports the SAMRC’s mandate are Chapter 2- Bill of Rights, Chapter 10 - Public Administration and Chapter 13-Finance.

The following sections of the Bill of Rights, without limitation, are particularly relevant for the SAMRC.
2.1.1 Chapter 2: Bill of Rights Section 9: Equality All the rights contained in this equality section Section 10: Human Dignity “Everyone has inherent dignity and the right to have their dignity respected and protected” Section 12(2)(c): Freedom and Security of the person “Everyone has the right to bodily and psychological integrity, which includes the right not to be subjected to medical or scientific experiments without their informed consent” Section 14(a): Privacy “Everyone has the right to privacy, which includes the right not to have the privacy of their communications infringed” Section 16(1)(d): Freedom of Expression “Everyone has the right to freedom of expression, which includes academic freedom and freedom of scientific research” Section 23: Labour Relations All the rights contained in this labour relations section Section 24(a): Environment “Everyone has the right to an environment that is not harmful to their health or wellbeing” Section 27: Healthcare, food, water and social security “Everyone has a right for access to have access to (a) health care services, including reproductive health; (b) sufficient food and water; and social security, including if they are unable to support themselves and their dependants, appropriate social assistance” Section 28(2): Children “A child’s best interests are of paramount importance in every matter concerning the child” Section 32: Access to Information “Everyone has the right of access to any information held by the state” 2 | P a g e Section 33(1): Just administrative action “Everyone has the right to administrative action that is lawful, reasonable and procedurally fair” Section 36(1): Limitation of rights The rights in the Bill of Rights may be limited only in terms of law of general application to the extent that the limitation is reasonable and justifiable in an open and democratic society based on human dignity, equality and freedom, taking into account all relevant factors……” 2.1.2 Chapter 10: Public Administration Section 195: Public administration must be governed by the democratic values and principles enshrined in the Constitution, including the following principles: (a) (b) (c) (d) A high standard of professional ethics must be promoted and maintained.
Efficient, economic and effective use of resources must be promoted.

Services must be provided impartially, fairly, equitably and without bias.

People’s needs must be responded to, and the public must be encouraged to participate in policy-making.

Public administration must be accountable.

Transparency must be fostered by providing the public with timely, accessible and accurate information.
Good human-resource management and career-development practices, to maximize human potential, must be cultivated.

(e) (f) (g) 2.1.3.

Chapter 13: Finance Section 217: Procurement 1.

When an organ of state in the national, provincial or local sphere of government, or any other institution identified in national legislation, contracts for goods or services, it must do so in accordance with a system which is fair, equitable, transparent, competitive and cost- effective.
Subsection (1) does not prevent the organs of state or institutions referred to in that subsection from implementing a procurement policy providing for— categories of preference in the allocation of contracts; and o the o disadvantaged by unfair discrimination.

protection or advancement of persons, or categories of persons, National legislation must prescribe a framework within which the policy referred to in subsection (2) must be implemented.

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2.2 Legislative mandate The National Health Act (Act 61 of 2003) 2.2.1 The SAMRC is guided by this mandate to prioritize its research programmes and through the SAMRC Board interaction with the NHRC and the NDOH to give effect to the mandate The Medical Research Council Act (Act 58 of 1991) 2.2.2 The South African Medical Research Council was established in 1969 by section 2 of the South African Medical Research Council Act 1969 (Act 19 of 1969).
The SAMRC Act 19 of 1969 was repealed and replaced by the South African Medical Research Council Act 1991 (Act 58 of 1991).

The SAMRC is a Schedule 3A Public Entity to the Public Finance Management Act (Act 1 of 1999) and reports to the National Ministry of Health.
3 | P a g e The SAMRC is guided by South African Medical Research Council Act 1991 (Act 58 of 1991) to improve the health of the South African population, through research, development and technology transfer, for the people to enjoy a better quality of life.
Based on the mandates given by the National Health Act (Act 61 of 2003) and the South African Medical Research Council Act 1991 (Act 58 of 1991), SAMRC has in the past 5 years been focusing on the top ten causes of death, disability and associated risk factors.

We assess how healthcare systems function to strengthen health policy, to improve the impact and efficiency of health systems and services, and provide policy makers with the tools for informed healthcare decisions.
2.2.3 Intellectual Property, Rights Development Act, 2008 from Publicly Financed Research and The SAMRC is guided by this mandate of which its aim is to provide for more effective utilization of intellectual property emanating from publicly financed research and development, to establish the National Intellectual Property Management Office and the Intellectual Property Fund, to provide for the establishment of offices of technology transfer at institutions, and to provide for matters connected therewith.
2.2.4 Other legislations (Acts) that are applied by the SAMRC in their day- to- day activities: (a) (b) (c) (d) (e) (f) (g) Employment Equity Act 55 of 1998 Basic Conditions of Employment Act, 75 of 1997 Public Finance Management Act, No 29 of 1999 Relevant Treasury Guidelines The Patents Act no.

57 of 1978 Copyright Act no.

98 of 1978 Trade Marks Act no.


194 of 1993 POPI Act (when implemented/in force) 2.3 Policy Mandates 2.3.1 National Development Plan-2030 and Medium-Term Strategic Framework 2014- 2019 The South African Government adopted the National Development Plan 2030 (NDP-2030) in September 2012.

It provides a broad strategic framework to guide key choices and actions, and common focus for actions across all sectors and sections of South African society.
The plan presents long term strategy, where in some instances policy(ies) changes may be necessary and other instances just getting basics right, holding people accountable for their actions and finding innovative solutions to complex challenges such as providing affordable access to quality health care while promoting health and wellbeing, and introduction of national health insurance with a focus on upgrading public health facilities, producing more health professionals and reducing relative cost of (private) health care.
The plan has identified and adopted the following set of objectives and actions: (a) (b) (c) (d) (e) Policy making in a complex environment; Demographic trends; Economy and employment; Economy infrastructure; Environmental sustainability; (f) (g) (h) Integrated and inclusive rural economy; Positioning South Africa in the world; Transforming human settlements; 4 | P a g e (i) (j) (k) (l) (m) (n) (o) Improving education, training and innovation; Promoting health; Social protection; Building safer communities; Building a capable developmental state; Fighting corruption; and Transforming society and uniting the country.
2.3.2 National Health Insurance Policy of 2017 and National Health Insurance Bill of 2019 In 2017 the Minister of Health signed a policy document, a white paper on national health insurance.

This policy lays the foundation for moving South Africa towards universal health coverage (UHC) through the implementation of National Health Insurance (NHI) and establishment of a unified health system.
The move towards Universal Health Coverage (UHC) through implementation of NHI is derived from the Reconstruction and Development Programme; the Constitutional mandate based on the Section 27 of the Constitution; the1997 White Paper for the Transformation of the Health System; Vision 2030 of the National Development Plan Vision 2030; Goal 3 of the Sustainable Development Goal and the World Health Organization frameworks on moving towards UHC with health equity and the six pillars of the WHO's health systems strengthening framework.
The aims of the National Health Insurance Bill of 2019 are to achieve universal access to quality health care services in the Republic in accordance with section 27 of the Constitution; to establish a National Health Insurance Fund and to set out its powers, functions and governance structures; to provide a framework for the strategic purchasing of health care services by the Fund on behalf of users; to create mechanisms for the equitable, effective and efficient utilization of the resources of the Fund to meet the health needs of the population; to preclude or limit undesirable, unethical and unlawful practices in relation to the Fund and its users; and to provide for matters connected herewith.
Sustainable Development Goals 2.3.3 The Sustainable Development Goals (SDGs) is a plan created in 2015 after leaders of about 193 countries met and come to a common understanding that there is enough food to feed the world, but that was not getting shared; that there were medicines for HIV and other diseases, but they cost a lot; that earthquakes and floods were inevitable, but that the high death tolls were not; and that billions of people worldwide share their hope for a better future.
The SDG builds upon the work started under the eight MDGs, and is an ambitious plan with a set of 17 goals aiming to address poverty and hunger, and effects of climate change by the year 2030.

These SDGs are: SDG Description 1.

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No Poverty Zero Hunger Good Health and Wellbeing Quality Education Gender Equality Clean Water Affordable and Clean Energy Decent Work and Economic Growth Industry, Innovation and Infrastructure Reduced Inequalities Sustainable Cities and Communities 5 | P a g e 12.

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Responsible Consumption and Production Climate Action Life Below Water Life on Land Peace, Justice and Strong Institutions Partnerships for the Goals 2.3.4 Medium-Term Strategic Framework 2019-2024 SAMRC will take into account the MTSF in the execution of its mandate.

2.3.5.

Government to Government Collaborations The Department of Health has bilateral agreements with a number of countries forming South- South and North-South relations.
This opportunity should be fully exploited by the SAMRC in the next five years.

2.3.6.

South Africa - SADC and the Rest of Africa South Africa is signatory to a number of conventions within the Southern African Development Community (SADC), African Union (AU) and WHO.

Through these institutions, the department has certain obligations to fulfil some of them involved in health research.

The SAMRC is best placed to be government’s implementing arm and following up on these on behalf of the department.
Closer collaboration and cooperation could for example, result in SAMRC scientists working more closely with WHO-AFRO, AU and similar structures in this region.

South Africa and Global Collaboration 2.3.7 The inclusion of South Africa into the BRIC grouping of countries comprised of Brazil, Russia, India and China in late 2010 puts an African voice at the core of the world's most dynamic economies as they consider a range of pressing global issues.
The implications were that a specific health agenda was developed, and health research became a significant part of the agenda.

The SAMRC, as a national research body is already collaborating with BRICS in the area of TB, HIV, Child Obesity, NCDs and Genome research.

2.3.8 Communities of Funders To fulfil its mandate and increase access to health research funding, the SAMRC has developed relationships with local and international funders, including the NRF, NIH, EDCTP, BMGF, Newton Fund, UK-MRC, etc.
2.3.9 Other interventions Other key interventions to improve health status include inter-sectoral collaboration with government departments responsible for key determinants of health, especially DSI.

Community participation and partnerships with civil society and the private sector is highly valued.
initiatives 2.4 Planned policy Policies and Governance (a) (b) (c) (d) (e) (f) (g) Research Misconduct Policy Knowledge, Information and Data Management Policy Guidelines on Gene Editing SA-GCP Open Access Policy Regulatory Compliance Management Policy Business Continuity Plan 6 | P a g e PART B - SAMRC STRATEGIC FOCUS 7 | P a g e 3.

Vision Building a healthy nation through research, innovation and transformation 4.
Mission To advance the nation’s health and quality of life and address inequity by conducting and funding relevant and responsive health research, capacity development, innovation and research translation.

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SAMRC Values The SAMRC is guided by the following values that form the foundation of our organizations:  Pioneering: We push the boundaries between the known and the unknown to further our knowledge of human health within the prescripts of responsible (ethical) conduct of research.
Partnering: We celebrate the capacity of collective minds towards a common goal.

We build partnerships with many stakeholders at local, national, regional and international levels to exchange ideas, advances shared goals, optimize use of resources to minimise duplication, and leverage funding.

Excellence: We strive for distinction in everything we do by developing highly skilled personnel, capacity building and transformation, and conducting research of high value.
Respect: We value and respect our communities, participants, researchers and funders Integrity: We commit to transparency, accountability, open communication and ethical conduct.

Citizenship: We demonstrate responsibility to the community, nation and the World.

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Situational Analysis The South African Medical Research Council (SAMRC) is a statutory Science Council and receives its core funding from the National Treasury through the National Department of Health.
SAMRC is responsible for conducting and funding relevant and responsive health research in South Africa.

The SAMRC has over the past five years positioned itself to set the medical research agenda for the country, become the most significant funder of medical research in South Africa and be the custodian of all the values that embody medical research excellence.
Through research, the SAMRC will continue to facilitate and support the National Department of Health (NDOH) in implementing evidenced-based policies and programmes.

The SAMRC research programmes have in the past provided research support to the NDOH programmes through task teams, commissioned research, national surveys and ministerial committees.

These have significantly contributed towards assisting the NDOH in progressively realising its set goals.
Of great significance is the work undertaken by the SAMRC’s Burden of Disease Research Unit that has supported the understanding of morbidity and mortality in South Africa.
In terms of the SAMRC Act and any other law, shall, in addition to other functions: (a) undertake the investigations or research which the Minister may assign to it; and (b) advise the Minister- on the determination of policy and national priorities regarding research; and (i) (ii) on development, promotion, implementation and co-ordination of research on a national basis.
SAMRC role and responsibilities in providing technical support to the Department of Health through appropriate health research, public health and technology innovation is indispensable and contributes towards improving the health status of South Africans 8 | P a g e Almost three decades following the birth of its democracy, South Africa is faced with unique and major challenges that threaten the health status of its citizens.
One of these challenges is the quadruple burden of disease of which South Africa is still struggling with effective strategies to control these scourges.

Chief amongst the quadruple burden of diseases is the communicable epidemics of HIV and TB.

South Africa has the largest HIV epidemic accompanied by one of the highest burdens of tuberculosis world-wide.
In addition, the republic is faced with the growing threat of non- communicable diseases such as obesity, diabetes and cardiovascular diseases including hypertension.

Other huge threats to the nation include an epidemic of violence and injuries.

Progress has been made in reducing maternal and infant mortality, but reducing neonatal mortality currently remains a challenge for the country.
The growing disparity between the rich and the poor and the mal-distribution of health care resources between the private and public sector poses challenges to achieving universal health coverage.

In the next decade, with the implementation of the National Health Insurance, efforts to redress these inequalities will hopefully translate into quality health care for all who live in South Africa.
The SAMRC will in the next five years continue to: 1) prioritise research that addresses the top 10 causes of mortality in South Africa; 2) invest in efforts to reduce morbidity and improve health outcomes; 3) fund innovation and; 4) ensure that capacity development in health research continues.

The SAMRC will fund health research from discovery at the bench to implementation at the bedside.
South Africa, with its wealth of scientists is uniquely positioned to respond on the continent to achieve solutions for the maladies that South Africans suffer from.

The SAMRC will ensure, together with the scientists we fund, that the research conducted is responsive to the needs of the country.
The SAMRC will continue to strengthen relationships and collaborations with universities and institution such as the National Research Foundation, Human Science Research Council, Council for Scientific and Industrial Research and others.

External Environmental Analysis 6.1 National Health Research Committee The National Department of Health established the National Health Research Committee (NHRC) in terms of section 69(1) of the National Health Act, 2003 (Act 61 of 2003).
The functions and powers of the NHRC, as stated in the Act include the determination of health research to be carried out by the public health authorities, to ensure that health research agendas and research resources focus on priority health problems; to develop and advise the Minister on the application and implementation of an integrated national strategy for health research; to coordinate the research activities of public health authorities; and to identify and advise the Minister on health research priorities.
NHRC hosted a National Health Summit in 2018 with the aim of moving South Africa beyond focusing only on lessening the burden of disease as a form of improving the health status of the nation, to focusing on the broader determinants of health.

The summit made the following recommendations:1 a) Prioritisation of the social determinants of health, including the burden of disease, for funding.
b) Building capacity of health research human resources, along a pipeline, and in line with national transformation imperatives.

Improving health research funding flows and quantification.

c) d) Creating a national system of implementing health research with a national-provincial alignment of mandates, including funding.

e) Creating an evidence-based system of health research information management through 9 | P a g e f) collation, monitoring, evaluation and translation of health research.
Improving provision of and access to health research infrastructure, especial in academic health complexes Coordination and alignment of SAMRC research priority areas in the context of the National Health Research Committee is an instrumental area where the SAMRC can improve and capitalise on some of the Units’ contributions and support to the National Department of Health.
SAMRC researchers serve on strategic national, regional and international advisory committees and work groups and in doing so provide input that influences policy changes in areas affecting the health and quality of life of South African citizens.

This participation culminates in the development of service delivery platforms, tools and guidelines for practice which ensure increased capacity of health workers as they benefit in training at all levels of the health system.
National Department of Health The SAMRC’s research mandate is guided by the SAMRC Act to conduct research that improves health systems, status, processes and health systems performance in terms of effectiveness, efficiency, equity, appropriateness and adequacy of health services.

SAMRC health research aims to promote the improvement of the health and quality of life of all citizens of the Republic and others who have residency in this country.
Over the years the SAMRC has conducted a number of studies and surveys that provide information that are used by the department and government in general for planning and assessing progress towards realising government’s objectives.

Some of these studies have to be conducted at regular intervals as they form part of internationally accepted surveillance systems such as the demographic and health survey.
These surveys include: (a) Burden of Disease (BOD), (b) National Injury & Mortality Surveillance (NIMS), (c) Comparative Risk Assessment (CRA), (d) (e) (f) (g) (h) The TB Prevalence Survey (i) HIV seroprevalence surveys the Perinatal Problem Identification Programme (PPIP), the Child Healthcare Problem Identification Programme (Child PIP) the South African Community Epidemiology Network on Drug Use (SACENDU), and the South African Demographic Health Survey (SADHS).
The South African Demographic Health Survey (SADHS) allows for comparative analysis of health systems by the World Health Organisation and other multilateral agencies.

Most importantly, it provides information that feeds into the National Planning Commission and similar entities.

Statistics South Africa conducts the survey in partnership with the SAMRC, which provides scientific input.
Inconsistent funding has resulted in South Africa not being able to conduct the SADHS with consequent inability to monitor trends in priority areas and interventions such as smoking rates, obesity rates amongst others.

The Perinatal Problem Identification Programme (PPIP) and the Child Healthcare Problem Identification Programme are at the core of the NSDA and relate directly to decreasing child mortality and increasing life expectancy.
The district clinical specialist teams that are being deployed have to among other things contribute towards the reduction of neonatal, infant and child mortality.

This intervention amongst others is a great investment for the health sector.

1 Madela-Mntla EN, Ally MM, Hawkridge A, et al.

2018 National Health Research Summit Report: Research for Health.

Pretoria: Department of Health.


10 | P a g e o ▪ ▪ ▪ in the area of: ▪ ▪ ▪ The Perinatal Problem Identification Programme (PPIP) and the Child Healthcare Problem Identification Programme are at the core of the NSDA and relate directly to decreasing child mortality and increasing life expectancy.

The district clinical specialist teams that are being deployed have to among other things contribute towards the reduction of neonatal, infant and child mortality.
This intervention amongst others is a great investment for the health sector.

The SAMRC’s 2020/21 – 2024/25 Strategic Plan is aligned to support the NDOH and South Africa’s changing health research needs.

This will position the SAMRC to respond to the Sustainable Development Goals (SDGs), the National Development Plan (NDP): Vision 2030.
The SAMRC aims to conduct research and implement initiatives into the following SDGs: (a) SDG 2, by conducting research into the nutritional needs of pregnant women, infants and children; SDG 3 by conducting research: o (b) that reduces: ▪ maternal deaths and preventable deaths of new-borns and children under 5, ▪ HIV, TB and other communicable diseases, ▪ non-communicable diseases like hypertension, cardiovascular disease and stroke, alcohol and other drug abuse, violence and injury, and sexual and reproductive health issues, universal health coverage, environmental health, vaccine and affordable medicine for non-communicable and communicable diseases, capacity development, and climate change ▪ ▪ (c) (d) (e) (f) (g) (h) SDG4 and 10 by addressing the SAMRCs fourth goal of developing capacity in health research; SDG 5 by focusing on research into gender-based violence and developing interventions to address violence against women and children; SDG 6 through collaboration with our extramural unit at the University of Fort Hare on water quality; SDG 7,11 and 13 through ongoing research done by our intramural unit that looks at environmental research; SDG 8 and 9 by focusing on Goal 3 which is to conduct research into innovation and product development; and SDG 17 through research done by our Violence, Injury and Peace Research Unit by collaborating with global research partners.
4th INDUSTRIAL REVOLUTION “The Fourth Industrial Revolution (4IR) has been defined as technological developments that blur the lines between the physical, digital and biological spheres.

It integrates cyber-physical systems and the Internet of Things, big data and cloud computing, robotics, artificial intelligence (AI)-based systems and additive manufacturing.
Compared to previous industrial revolutions, this one is evolving at an exponential rather than a linear pace, with potentially significant impacts on work, 11 | P a g e services, education and leisure”2.

SAMRC will in the next 5 years adapt its business activities to address the challenges and opportunities of the 4th Industrial revolution.

One of the areas identified is the digital health.


According to the assembly of the World Health Organization, “the transfer of technology and knowledge on mutually agreed terms, as well as technical cooperation, aligned with Sustainable Development Goal 17 (Strengthen the means of implementation and revitalize the global partnership for sustainable development), are important in promoting digital health”3.
Among other things, the assembly urged member states to (1) assess their use of digital technologies for health, including in health information systems at the national and subnational levels, in order to identify areas of improvement, and to prioritize, as appropriate, the development, evaluation, implementation, scale- up and greater utilization of digital technologies, as a means of promoting equitable, affordable and universal access to health for all, including the special needs of groups that are vulnerable in the context of digital health; (2) consider, as appropriate, how digital technologies could be integrated into existing health systems infrastructures and regulation, to reinforce national and global health priorities by optimizing existing platforms and services, for the promotion of people-centred health and disease prevention and in order to reduce the burden on health systems; and (3) to identify priority areas where normative guidance and technical assistance and advice on digital health would be beneficial, including, but not limited to, gaps in research, evidence-based standards, support to implementation and scale-up, financing and business models, content, evaluation, cost– effectiveness and sustainability, data security, ethical and legal issues, re-use and adaptation of existing digital health and other relevant tools.
6.2 Internal Environmental Analysis Since its inception in 1969, the Medical Research Council (SAMRC) has had many laudable achievements and has had a significant impact on public health in South Africa.

A review of the organisation by an independent panel of local and international experts in 2017 (the SETI 2017 review) stated that the “SAMRC deserves praise for the revitalisation effort that has been effective in many ways and is currently still underway.
The history of the organisation, and its recent focus on scientific excellence and transformation, has assured its continuation as one of South Africa’s most valuable national assets and, seen as a whole, a recognised global leader in health research, defined by competence and integrity, and trusted as a partner by some of the most demanding co- funding research organisations in the world.
This resurgence of value is also due to the innovative nature of the modern SAMRC (clearly shown in the success of SHIP), the scientific productivity of the extramural research units and some of the intramural research units receiving enabling funding from the Council.
The prestige of the organisation is also enhanced by its leadership, and by the directors and senior staff of the productive intramural units, which play important national (and often international) roles in the biomedical and behavioural research enterprise”4.
The SETI Report further reveal that the “SAMRC has undoubtedly assisted in the re-focusing of the national research effort on the three inter-related areas identified as the nation’s foremost health priorities: increasing the longevity of the population, addressing maternal and child mortality and morbidity, and fighting the pandemics of HIV and tuberculosis infection.
While the favourable outcomes of these campaigns are reflected in all surveillance data, some of these are due to 2 Department of Science and Technology 2019.

White Paper on Science, Technology and Innovation - March 2019.

Available at https://www.dst.gov.za/images/2019/White_paper_web_copyv1.pdf.

Accessed 3 September 2019 3 The Seventy-first World Health Assembly, 26 May 2018.

Available at http://apps.who.int/gb/ebwha/pdf_files/WHA71/A71_R7-en.pdf .
Accessed 11 July 2019 12 | P a g e background improvements in the social determinants of health.

Even so, we are nowhere close to where South Africa should be in terms of these key priorities.” Data security and sharing Balance academic and social impact of research In line with health being defined as both a national economic and development goal, SAMRC has reassessed its priorities and will focus on the following areas over the next 5 years: Knowledge Management 1.

Research Translation 2.

Innovation 3.


Transformation, 4.

Diversity Management 5.

Capacity Development 6.

7.

Open Science/Source 8.

9.

10.

Environmental health, 11.

Maternal and child health 12.

Mental health 13.

NHI and UHC: Focus on key areas to support roll out of NHI 14.

Continue a search for efficacious HIV and TB vaccines 15.

Ensure strategic investments in NCDs research 16.

Responding to emerging national health needs and global trends 17.
Foster ethical research conduct and integrity 18.

Explore the possibility of establishing a SAMRC Foundation 19.

Continue to invest in infrastructure development The Department of Science and Technology (Department of Science and Innovation from 2019) in partnership with the SAMRC established Strategic Health Innovation Partnerships (SHIP), based at the SAMRC, in 2013.
SHIP funds and manages innovation projects focused on the development of new drugs, treatments, vaccines, medical devices and prevention strategies.

SHIP forms part of the Grants, Innovation and Product Development (GIPD) directorate and is the key driver of innovation through the SAMRC-DSI partnership.

SHIP funds projects in infectious and non- communicable diseases, preventative medicine, maternal and child health, and medical devices.
In the innovation environment, the SAMRC Innovation Centre has been transformed into a funding and project management department, whose role is to fund new preventions, diagnostics, therapies and devices for priority diseases/health problems, such as HIV, TB, Malaria, and Non- communicable diseases.

SAMRC Offices for HIV, TB and Malaria research have been established to stimulate extramural research in these three areas.
Open Science Open science refers to an approach to research based on greater access to public research data enabled by information and communications technology tools (ICT) and platforms, broader collaboration in science – including the participation of non-scientists – and the use of alternative copyright tools for diffusing research results5.

4 SAMRC SETI Report 2017 5 Department of Science and Technology 2019.

White Paper on Science, Technology and Innovation - March 2019.
Available at https://www.dst.gov.za/images/2019/White_paper_web_copyv1.pdf.

Accessed 3 September 2019 13 | P a g e SAMRC support resolutions in the draft national declaration on open access, which states that the Universities and Science Councils resolve to: 1.
Work as a national collective involving government, universities, science councils and other knowledge-intensive institutions to achieve the development of open access as a default for all research produced with public funding; Actively strengthen existing and develop new affordable open access models that bolster the quality of scholarly publishing and the research enterprise in South Africa; Take into account the importance of high quality, peer-reviewed journals and to work constructively with other university and science systems around the world to produce new approaches to open access to these journals, in the first instance through a ‘pay to publish model’ rather than a ‘pay to read’ model; Insist that the ownership of copyright remain with the authors and not be transferred to the publishing houses; Strengthen existing and if necessary, develop new fully accessible national open access platforms and repositories that will provide for all information and knowledge produced through South African public funding to be freely available; and Engage with high quality South African journal publishers to develop open access business models that will allow them to remain viable.
2.

3.

4.

5.

6.

SAMRC joined cOAlition S, a platform created for accelerating the transition to full and immediate Open Access to scientific publications.

A guiding document of cOAlition S is Plan S and aims for full and immediate Open Access to peer-reviewed scholarly publications from research funded by public and private grants.
In addition to the scholarly publications, cOAlition S also encourages that research data and other research outputs should be made open as possible and closed as necessary.

Communication Communication is integral to the effective functioning of the SAMRC.

SAMRC values open and transparent communication with all key stakeholders, including the Public, Media, Government, Universities, and Funders.
Research Integrity and Ethics The SAMRC researchers are required to conduct research in a professional, ethical, safe, responsible, accountable manner, and contribute to uphold the integrity, credibility and reputation/dignity of the SAMRC and its stakeholders.

Respect for persons, fairness, competence, integrity, sensitivity, confidentiality and communication are values on which scientific research in the SAMRC is grounded on.
The SAMRC research ethics committees will continue to review and monitor research to ensure that (1) it adheres to the, in case of humans, the broad ethical principles of beneficence and non-maleficence, distributive justice (equality) and respect for persons (dignity and autonomy); and (2) in cases of research involving animals, it protects their welfare and interest, and adheres to the principles of reduction, refinement and replacement.
As a way of promoting the responsible conduct of research, the SAMRC encourages all the staff members who have knowledge of occurrence of a breach of research norms and standards or research misconduct or have good reason to suspect that a breach of research norms and standards or research misconduct has occurred to promptly report any reasonable suspicions to the Research Integrity Office of the SAMRC.
SAMRC subscribes to the following principles on ethical research and scholarly publishing practices: (1) responsibility, (2) ethics and integrity, (3) methodology and data, (4) authorship, (5) 14 | P a g e acknowledgement of contributions, (6) peer review, (7) social awareness, (8) conflicts of interest, (9) editorial, (10) research publishing environment, (11) predatory journals and unethical editorial practices, and (12) quality over quantity.
SAMRC will, in the next five years, embed the research integrity and ethics culture by increasing the offering of applied ethics training workshops, awareness sessions, and amending and/or introducing policies and procedures on research ethics and integrity.
In line with the Department of Science and Technology’s White Paper on Science, Technology and Innovation 2019, SAMRC will produce “ethically acceptable, sustainable and socially desirable research and innovations outcomes which are responsive to a wide range of stakeholders and societal grand challenges, and be sensitive to the values, needs and expectations of South Africans” SAMRC BOARD The 2016 – 2019 SAMRC’s Board term of office ended in October 2019.
A new Board has since been appointed by the Minister of Health, Dr Zweli Mkhize, to oversee the SAMRC from 01 November 2019 to 31 October 2022.

The Board of the SAMRC is committed to ensuring that the organisation executes its mandate through its 5-year strategic plan.

The agenda will address the quadruple burden of diseases in terms of promoting innovative and cutting-edge science that addresses basic science, clinical research, public health research and ethics in health care research.
SAMRC PRESIDENT The Board appointed Professor Glenda Gray as the first female President and CEO of the SAMRC.

During her first term in office, Professor Gray led the organisation to great strengths in scientific achievements, strong organisational governance and capacity development to build the next generation of scientists in Africa, including the following: (a) Excellence in scientific output through an increase in National Research Foundation-rated scientists in the intra-mural units.
(b) SAMRC partnering with HIV Vaccine Trials Network (HVTN) to conduct vaccine trials in Sub- Saharan Africa.
(c) Funding the procurement of the national license for Cochrane Library, making South Africa the first licensed country on the continent that has allowed 60 000 people to access these publications (d) Developed key collaborations leading to the first Genomics institute in Africa, Cochrane African Network and the BRICS TB Research Network (e) Attended to the SAMRC’s transformation agenda and invested in increasing the number of masters and doctoral students supported through SAMRC programmes (f) Transformed grant funding initiatives that significantly improved funding for young scientists, black African scientists and women (g) Adhered to strict corporate governance strategies in administering scientific research and received five consecutive clean audits As the first term of the SAMRC President and CEO, Professor Glenda Gray came to an end in March 2019 the SAMRC Board took the decision to re-appoint Professor Gray for a second term as the President of the SAMRC, effective from 1 April 2019.
When announcing Professor Gray’s second term in office, the SAMRC Board Chairperson, Professor Mike Sathekge, stated that “we have no doubt that Professor Gray’s leadership will expand the SAMRC’s impact on science and 15 | P a g e health, her track record has proven that she is not only an outstanding scientist but a visionary whose intentions are always to advance people’s lives”.
SAMRC LEADERSHIP STRUCTURE The diagram below depicts how leadership structure of the SAMRC Executive Management Committee is organised.
SAMRC BOARD SAMRC PRESIDENT & CEO VICE PRESIDENT: EXECUTIVE SCIENTIST CHIEF RESEARCH OPERATIONS OFFICER GIPD HR EXECUTIVE CHIEF OFFICER GENERAL 16 | P a g e SWOT Analysis STRENGTHS • Strong financial management • Partnership programs with different stakeholders • Professional staff and high competency (NRF ratings, Publications, Supervision, International meetings/conferences) • Respect academic freedom/freedom of research • Strong research outputs • Capacity development • Collaborations • Strong working relationship: Board and EMC • Solid corporate governance OPPORTUNITIES • Align research with the 4IR • Focus on key areas to support NHI and UHC • Set new succession planning and transformation strategy • Continued support to NDOH to meet its objectives • Implement strategies to grow funding • Grow numbers of women-led EMUs • Grow numbers of PhDs • Find a balance between academic and societal impact • Collaboration iwth national entities to enhance health research • Move towards open access WEAKNESSES • Research translation • Diversity Management • Succession planning and transformation at senior levels • Lack of Biostatisticians • Lack of synergy between researchers • Bureaucratic environment hampers progress • Lack of knowledge sharing .
THREATS • Diminishing funding for research • Research classified as low priority on the political agenda • Growing trends of predatory journals • Data Security • Scientific misconduct • Cyber security • Overlap in funders of health research - delineation of mandates needed Human Resource Management The SAMRC will continue to pursue transformation in order to change the demographics of the organisation, particularly at the Senior Management and Executive levels.
In the realm of Research, particular attention will be on transformation from Chief Specialist Scientist level up to the Unit Director level focusing on the development and appointment of Black Scientists in general, and African Scientists, in particular.

The development of management and leadership skills will be emphasized as the SAMRC develops the pipeline of the next generation of Black Scientists.
This will be achieved through the continuation of the Deputy Director programme and the Accelerated Development Programme, amongst others.

Diversity will continue to be an important focus area of the Transformation plan.

Diversity workshops will continue during the next 5 years in order to develop knowledge about Diversity in the workplace and understanding the value of Diversity in order to create an inclusive, non- racist and gender sensitive organisational culture.
17 | P a g e Investing in Human Capital Development and Capacity in Health Care: Bongani Mayosi National Health Scholars Programme The National Department of Health (NDOH) and twenty-two (22) private companies, which include pharmaceutical, hospital diagnostic, corporate, healthcare supply chain, and medical scheme administration disciplines, established a vehicle called a Public Health Enhancement Fund (PHEF) to fund different programmes.
The National Health Scholars Program (NHSP) is one such program funded by PHEF to leverage and contribute to strengthening the health sector that will lead to a stronger relationship between public and private sectors to the benefit of all the people of South Africa.

NHSP is a partnership between the NDoH and the SAMRC and is a flagship PhD development programme and a national asset to advance the next generation of African Health and clinical scientist.
Administered by the SAMRC, NHSP has to- date produced 47 graduates (41 PhDs and 6 Masters) in various health professions.

In honour of one of major contributions towards health transformation, Professor Mayosi was honoured for his immense contributions and lasting legacy by renaming the NHSP “Bongani Mayosi National Health Scholars Programme”.

18 | P a g e PART C – MEASURING SAMRC PERFORMANCE 19 | P a g e 7.
SAMRC’s Performance Information 7.1 GOAL 1: Administer health research effectively and efficiently Impact Statement Strengthening of corporate governance processes towards an unqualified audit opinion from the Auditor General 7.1.1 Measuring Outcomes Outcome Outcome Indicator 1.1.

To ensure good 1.1.1.

A clean audit opinion on the Baseline SP (2015-2019) Clean audit Clean Audit Five-year target governance, effective administration and compliance with government regulations 1.2.
To promote the organisation’s administrative efficiency to maximise the funds available for research SAMRC from the Auditor-General 1.2.1.

Percentage of the government allocated SAMRC budget spent on administration 20% 20% 7.2 GOAL 2: Lead the generation of new knowledge Impact Statement Promote the improvement of health and quality of life (prevention of ill health, improvements in public health and treatment) in South Africa through research 7.2.1 Measuring Outcomes Outcome Outcome Indicator 2.1.
To produce and promote scientific excellence and the reputation of South African health research 2.1.1.

Number of accepted and published journal articles, book chapters and books by SAMRC affiliated and funded authors 2.1.2.

Number of accepted and published journal articles by SAMRC grant- holders with acknowledgement of the SAMRC Baseline SP (2015-2019) 3150 Five-year target 3550 825 930 2.2.

To provide 2.2.1.

Number of accepted and 1830 1925 leadership in the generation of new knowledge in health 2.3.
To provide funding for the conduct of health research published journal articles where the first and/or last author is affiliated to the SAMRC 2.3.1.
Number of research grants 750 750 awarded by the SAMRC 20 | P a g e 7.3 GOAL 3: Support, through funding and other mechanisms, technology development and implementation, translation of research into policy and practice, and innovations in health and technology delivery to improve health Impact Statement To build an innovation community, developing life changing health solutions for South Africa, Africa and beyond 7.3.1 Measuring Outcomes Outcome Outcome Indicator 3.1 To support the development of new or improved innovations aimed at improving health and targeting priority health research areas of focus 3.2 To develop new or improved innovations aimed at improving health priority research areas of focus 3.1.1 Number of new innovation and technology projects funded by the SAMRC aimed at developing, testing and/or implementing new or improved health solutions 3.1.2 Number of ongoing innovation and technology projects funded the SAMRC aimed at by developing, and/or testing implementing new or improved health solutions 3.2.1 Number of innovation disclosures made by the SAMRC intramural research and innovation Baseline SP (2015-2019) NEW Five-year target 20 NEW 150 NEW 5 7.4 GOAL 4: Build human capacity for the long-term sustainability of the South African health research Impact Statement To provide research support in the form of funding and supervision to the next generation of scientists in the broad field of health 7.4.1 Measuring Outcomes Outcome Outcome Indicator 4.1 To enhance the long-term sustainability of health research in South Africa by providing funding and supervision for the next generation of health researchers 4.1.1 Number of awards (scholarships, fellowships and grants) by the SAMRC for MSc, PhD, Postdocs and Early Career Scientists 4.1.2 Number awards by the SAMRC to female MSc, PhD, Postdocs and Early Career Scientists 4.1.3 Number awards by the SAMRC to Black South African citizens and permanent resident MSc, PhD, Postdocs and Early Career Scientists classified as African 4.1.4 Number of awards by the SAMRC to MSc, PhD, Postdocs and Early Career Scientists from disadvantaged historically institutions (HDIs) 4.1.5 Number of MSc and PhD students graduated or completed Baseline SP (2015-2019) 435 Five-year target 660 NEW 488 NEW 495 NEW 368 NEW 360 21 | P a g e 7.5 GOAL 5: Translate new knowledge into policies and practices to improve health Impact Statement To contribute to building public and policy-maker understanding of health, drivers of ill-heath, 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.
7.5.1 Measuring Outcomes Outcome Outcome Indicator 5.1.

To facilitate the translation of health research 5.1.1.

Number of local or international policies, reports and guidelines that reference SAMRC research 5.1.2.

Number of reports and guidelines the SAMRC (co)produced by intramural researchers 5.1.3.

Number of national or international bodies/committees that SAMRC employees serve on national or international bodies/committees 5.1.4.
Number of conferences, seminars development and points workshops supported by the SAMRC continuing Baseline SP (2015-2019) 27 NEW Five-year target 27 25 NEW 250 NEW 50 7.6 SAMRC-NIH Collaboration In early 2013, the SAMRC and NIH (National Institutes of Health, USA) entered into a Memorandum of Understanding (MOU) with the intent to:  Establish or expand long-term relations between scientists from South Africa and the United States, in order to perform high-quality biomedical and behavioural health research;  Build long-term collaborations in biomedical and behavioural health science between the NIH Institutes and South African universities and other institutions; and  Explore and support consultation, collaboration and research projects and activities in specific fields of mutual interest.
The funding allocated to this collaboration (SAMRC-NIH) was around R243m over a 5-year period while NIH committed around R255m.

SAMRC continued with this collaboration, with the latest MOU signed for the financial 2019/2020.

In order to fund the SAMRC’s contribution to this joint initiative the SAMRC has secured R135m (excl.
VAT) over the MTEF period as follows: 2019/2020 R45m 2020/2021 R45m 2021/2022 R45m 22 | P a g e 7.7 Financial Performance 7.8 Key Risks which may affect achievement of the outcomes Key outcome Key risk context Key mitigation measures Goal 1: Administer health research effectively and efficiently Potential non-compliance to legal and regulatory requirements as well as policies and procedures Sustainability of the Defined Benefit (DB) fund Lack of a broader SAMRC business continuity programme Inefficiencies within various corporate processes To ensure good governance, effective administration and ompliance with government regulations To promote the organisation’s administrative efficiency to maximise the funds available for research Insufficient facility management, including  Policies, guidelines and SOPs  Legal & Compliance Services  Occupational Health and Safety support  Freeze on increase in DB pensionable salary in excess of annual increase  Environmental monitoring devices  Back-up generators and UPS  IT Disaster Recovery Policy and Plan  Daily back-ups  Management oversight  Online helpdesk services and technology  Contracts for major procurement spends  Ongoing engagement with stakeholders  Policies, processes, SOPs  Career Progression and Advancement process  Roll out of leadership interventions, coaching and mentoring programmes  Organizational performance monitoring  Asset management and verification  Capital project refurbishment  Preventative maintenance plans 23 | P a g e Key outcome Key risk context Key mitigation measures movable and immovable assets Loss / theft of data Relationship between SAMRC and organised labour  Revamping office space in Ridge Road building  Layer 7 firewall implemented  Segmented networks  Monitoring of internet traffic  Periodic penetration tests  Standing monthly meetings with Union  Strengthened industrial relations within SAMRC  Union recognition agreement Goal 2: Lead the generation of new knowledge produce To disseminate scientific knowledge
 on health and new findings and Poor research governance To promote scientific the and excellence reputation of South African health research Inferior quality of research extramural output research units of Inefficiencies within various research processes Maintaining research integrity  Established research integrity office  Research policies, guidelines and SOPs  Human and animal ethics committees established  Oversight over the conduct of human and animal research  Approved EMU management strategy  Scientific Advisory Committees  Contracts and guidelines  Performance reviews of EMUs  Management oversight  Ongoing engagement with stakeholders  Policies, processes, SOPs  External and internal quality review process  Scientific advisory committees  Research Integrity Office  Quality review process for externally funded projects To provide leadership in the generation of new knowledge in health Transformation and diversity challenges  EE Strategy and Plan  Appointment of Intra-Mural Unit Deputy Directors  Diversity programs intervention initiatives / Inability to sustainably grow funding To provide funding for the conduct of health research Goal 3: Support, through funding and other mechanisms, technology development and implementation, translation of research into policy and practice, and innovations in health and technology delivery to improve health international funding opportunities  Succession planning  Dedicated on-going investigation for further To provide funding for the conduct of health research Ineffective support for, collaborative partnerships, platforms and technology development  IP Policy and strategy  Grant awarding processes and SOP  Spending model with long term return defined  Dedicated on-going investigation for further international funding opportunities Lack of further development and commercialization of (a)  IP Policy and strategy  Commercialisation plan 24 | P a g e Key outcome Key risk context Key mitigation measures
 SAMRC-owned and (b) SAMRC-funded innovations  External partnerships assistance with progressing and commercialization innovations to market Goal 4: Build human capacity for the long-term sustainability of the South African health research To enhance the long- term sustainability of health research in South providing by Africa funding the next for generation of health researchers Limited research capacity  Capacity building strategy for supporting the development of HDI research scientist  Scholarship and bursary programs  Strategic relations with for collaboration and accessing researchers to build clinical research capacity institutions Goal 5: Translate new knowledge into policies and practices to improve health To the facilitate translation of SAMRC research into public understanding, policy and practice findings Lack of research impact on strengthening policy and practice  Spending model with long term return defined  Dedicated on-going investigation for further international funding opportunities  Workshops on research translation 7.9 Public Entity Description: Name of the Public Entity South African Medical Research Council Mandate Outcomes To improve the health of the country’s population, through research, development and technology transfer Outlined in sections 7.1 to 7.5 of this strategic plan Current Annual Budget (R thousand) 597 101 (excluding VAT) 8.
Strategic Planning Processes The process of developing this strategic plan was informed by:  Department of Planning, Monitoring and Evaluation Revised Framework for Strategic Plans and Annual Performance Plans  Department of Planning, Monitoring and Evaluation Guidelines for the Implementation of the Revised Framework for Strategic Plans and Annual Performance Plans  Review and analysis of key strategic documents, i.e.
Policies and Strategic Plans of the Department of Health;  National Treasury Framework and Guidelines;  United Nations Sustainable Development Goals  SETI Review  National Development Plan 2030:  Department of Science and Technology (DST) White Paper on Science, Technology and Innovation, 2018:  South African Demographic Health Survey 2016  Consultation with stakeholders 25 | P a g e PART D – TECHNICAL INDICATOR DESCRIPTION 26 | P a g e GOAL 1 Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility 1.1.1 A clean audit opinion on the SAMRC from the Auditor-General Audit opinion expressed by auditor general Documented Evidence: Annual Report; Auditor General’s Report No calculation required All records and evidence presented to the Auditors are reliable and valid Annual To achieve a clean audit opinion from the Auditor General of South Africa CFO/CEO and President Indicator Title 1.2.1 Percentage of the government allocated SAMRC Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance budget spent on administration Percentage of baseline (government) funding that is spent on salaries and operations of all corporate administrative functions.
Documented Evidence: Financial Records Count The financial records at the SAMRC is reliable and valid Quarterly 20% Indicator Responsibility CFO GOAL 2 Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility 2.1.1 Number of accepted and published journal articles, book chapters and books by SAMRC affiliated and/or funded author(s) Total number of accredited publications in which one of the authors has a listed affiliation as the SAMRC, usually because the author is an SAMRC intra- or extramural unit, funded through baseline or contract funds.
Publications are full length papers, short communications, letters, editorials and commentaries.
Publications are regarded as accredited when they are published in ISI-indexed journals KIMS Count the number of published journal articles, book chapters and books with an author declaring employment by, affiliation to an entity of, or funding support from SAMRC The evidence presented to the auditors is reliable, relevant and valid Quarterly To achieve the target for the reporting period CROO/VP: Research/Executive Scientist for Research Strategy 27 | P a g e Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility 2.1.2 Number of accepted and published journal articles by SAMRC grant-holders with acknowledgement of SAMRC Total number of accredited publications that mention SAMRC funding.
Publications are full length papers, short communications, letters, editorials and commentaries.

Publications are regarded as accredited when they are published.

These publications must mention the SAMRC by name in the acknowledgement section of the journal article.
The authors may or may not be affiliated with the SAMRC KIMS Count the number of published journal articles by SAMRC grant-holders during the reporting period, with an acknowledgement of SAMRC The evidence presented to the auditors is reliable, relevant and valid Quarterly To achieve the target for the reporting period CROO/VP: Research/Executive Scientist for Research Strategy 2.2.1 Number of accepted and published journal articles where the first and/or last author is affiliated to the SAMRC Total number of publications (original articles, editorials, commentaries or letters) where the first author has a listed affiliation as the SAMRC, usually because the author is in an SAMRC intra or extramural research unit, funded through baseline or contract funds KIMS Count the number of published journal articles with the first or last author declaring employment by, affiliation to an entity of, or funding support from SAMRC The evidence presented to the auditors is reliable, relevant and valid Quarterly To achieve the target for the reporting period CROO/VP: Research/Executive Scientist for Research Strategy 2.3.1 Number of research grants awarded by the SAMRC Total number of Research grants awarded to academic institutions by the SAMRC Departmental records Count the number of research grants awarded by the SAMRC The evidence presented to the auditors is reliable, relevant and valid Quarterly To achieve the target for the reporting period Director: GIPD 28 | P a g e GOAL 3 Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility 3.1.1 Number of new innovation and technology projects funded by the SAMRC aimed at developing, testing and/or implementing new or improved health solutions Total number of Projects funded by the SAMRC that are aimed at developing new diagnostics, vaccines, etc.
Unit records Count the number of innovations developed or co- developed by SAMRC intramural research units Evidence presented to AGSA is valid and reliable Annual To achieve the target for the reporting period Exec Director: GIPD 3.1.2 Number of ongoing innovation and technology projects funded by the SAMRC aimed at developing, testing and/or implementing new or improved health solutions Total number of research partnerships awarded by the SAMRC Departmental records Count of the number of individual research grants awarded by the SAMRC to researchers during the financial year.
These are new awards rather than renewals and relate to Self-Initiated Grants, awards made by SHIP and the Offices for AIDS, TB and Malaria Research, and SAAVI; and Flagship awards The evidence presented to the auditors is reliable, relevant and valid Annual To achieve the target for the reporting period Exec Director: GIPD 3.2.1 Number of innovation disclosures made by the SAMRC intramural research and innovation Promote the improvement of health and quality of life in the country through innovation, technology development and transfer (invention disclosures, patents filed and licences concluded) Departmental records Count of the number of new diagnostics, devices, vaccines and therapeutics progressed to the next stage of development during the reporting period (examples of Innovations are vaccines; drug models; molecules, etc) Evidence presented to AGSA is valid and reliable Annual To achieve the target for the reporting period Exec Director: GIPD 29 | P a g e GOAL 4 Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility 4.1.1 Number of awards (scholarships, fellowships and grants) by the SAMRC for MSc, PhD, Postdocs and Early Career Scientists Total number of total or part scholarships/ fellowships and grants funded by the SAMRC for post-graduate study at masters, doctoral and post-doctoral levels RCD records Count of the number of scholarships/fellowships/grants funded by the SAMRC to enhance sustainability of health research in South Africa The evidence presented to the auditors is reliable, relevant and valid Annual To achieve the target for the reporting period VP: Research Management 4.1.2 Number of awards by the SAMRC to
 female MSc, PhD, Postdocs and Early Career Scientists Total number of total or part awards by the SAMRC to female recipients for post-graduate study at masters, and doctoral levels RCD records Count of the number of grants/scholarships/fellowships awarded to female recipients by the SAMRC The evidence presented to the auditors is reliable, relevant and valid Annual To achieve the target for the reporting period VP: Research 4.1.3 Number of awards by the SAMRC to Black South African citizens and permanent resident MSc, PhD, Postdocs and Early Career Scientists classified as African Awards by the SAMRC to Black South African citizens and permanent resident MSc, PhD, Postdocs and Early Career Scientists classified as African RCD records Count of the number of awards to African South African citizens and permanent resident students receiving SAMRC funding The evidence presented to the auditors is reliable, relevant and valid Annual To achieve the target as per the reporting period VP: Research 30 | P a g e Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility GOAL 5 Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment 4.1.4 Number of awards by the SAMRC to MSc, PhD, Postdocs and Early Career Scientists from historically disadvantaged institutions (HDIs) Total number of awards by SAMRC to MSc, PhD, Postdocs and Early Career Scientists from historically disadvantaged institutions (HDIs) RCD records Count of the number of awards by SAMRC to MSc, PhD, Postdocs and Early Career Scientists from historically disadvantaged institutions (HDIs) The evidence presented to
 the auditors is reliable, relevant and valid Annual To achieve the target for the reporting period VP: Research 4.1.5 Number of MSc and PhD students graduated or completed Develop human capital within the organisation to ensure excellence in all areas of operation RCD records Count the number of MSc and PhD students graduated or completed The evidence presented to the auditors is reliable, relevant and valid Annual To achieve the target for the reporting period VP: Research 5.1.1 Number of local or international policies, reports and guidelines that reference SAMRC research Total number of local or international policies and guidelines that have been influenced by SAMRC research Unit records Count the number of local or international policies and guidelines that reference SAMRC research The evidence presented to the auditors is reliable, relevant and valid Bi-annual To achieve the target for the reporting period Exec Scientist 5.1.2 Number of reports and guidelines (co)produced by the SAMRC intramural researchers Total number of reports and guidelines produced by SAMRC intramural researchers Unit records/internet search Count the number of reports and guidelines produced by authors within the SAMRC intramural research units 31 | P a g e Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility Indicator Title Definition Source of Data Method of Calculation/Assessment Assumptions Reporting Cycle Desired Performance Indicator Responsibility The evidence presented to the auditors is reliable, relevant and valid Bi-annual To achieve the target for the reporting period Exec Scientist 5.1.3 Number of national or international bodies/ committees SAMRC employees serving on national or international bodies/committees Total number of SAMRC intramural researchers who have been invited or is serving on national or
 international bodies or committees Unit/HR records Count the number of SAMRC researchers contributing to understanding of research findings, guiding policy and service improvement processes, or influencing research funding, through serving as technical advisors, committee members, giving invited (non-conference) presentations at local, Provincial, National and global levels (UN bodies, including but not limited to WHO, UN Office on Drugs & Crime, and World Bank, major funders) The evidence presented to the auditors is reliable, relevant and valid Annual To achieve the target for the reporting period Exec Scientist 5.1.4 Number of conferences, seminars and CPD workshops supported by the SAMRC Total number of conferences, seminars and CPD workshops supported by the SAMRC Unit/HR records Count the number of SAMRC seminars and CPD workshops which the SAMRC supported financially The evidence presented to the auditors is reliable, relevant and valid Annual To achieve the target for the reporting period VP: Research 32 | P a g e ANNEXURES 33 | P a g e Acronyms 4IR AIDS AU BOD 4th Industrial Revolution Acquired Immuno Deficiency Syndrome African Union Burden of Disease NIH NIMS NRF NSDA BRIC CANSA Brazil, Russia, India and China Cancer Association of South Africa PFMA PhD CEO CRA CSIR DHE DR EE Chief Executive Office Comparative Risk Assessment Council for Scientific and Industrial Research Department of Higher Education Doctor Employment Equity PHEF POPI PPIP National Institute of Health National Injury & Mortality Surveillance National Research Foundation Negotiated Service Delivery Agreement Philosophiae Doctor Public Finance and Management Act Public Health Enhancement Fund Protection of Proprietary Information Perinatal Problem Identification Programme Professor Request for Application Prof RFA SACENDU South African Community EMU Extramural Research Units SADC HIV HR Human Immunodeficiency Virus SADHS Human Resource SAMRC HRMS HSRC Human Resource Management System
 Human Sciences Research Council SETI SDG HVTN HIV Vaccine Trials Network SHIP MDG MOU Mr MTEF MTSF NCD NDoH NDP NHI NHRC NHSP SIR SP TB UKMRC Millennium Development Goals Memorandum of Understanding Mister Medium Term Expenditure Framework Medium-Term Strategic Framework UHC Non-Communicable Disease National Department of Health National Development Plan National Health Insurance National Health Research Committee National Health Scholars Programme UN US USA VAT WHO Epidemiology Network on Drug Use Southern African Development Community South African Demographic Health Survey South African Medical Research Council Sustainable Developments Goals Science, Engineering, & Technology Institution Strategic Health Innovation Partnerships Self-Initiated Research Strategic Plan Tuberculosis United Kingdom Medical Research Council United Health Care United Nations United States United States of America Value Added Tax World Health Organisation 34 | P a g e