|All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.|
|SOUTH AFRICAN QUALIFICATIONS AUTHORITY|
|National Certificate: Municipal Governance|
|SAQA QUAL ID||QUALIFICATION TITLE|
|67467||National Certificate: Municipal Governance|
|PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY||NQF SUB-FRAMEWORK|
|The individual Primary or Delegated Quality Assurance Functionary for each Learning Programme recorded against this qualification is shown in the table at the end of this report.||OQSF - Occupational Qualifications Sub-framework|
|National Certificate||Field 03 - Business, Commerce and Management Studies||Public Administration|
|ABET BAND||MINIMUM CREDITS||PRE-2009 NQF LEVEL||NQF LEVEL||QUAL CLASS|
|Undefined||140||Level 5||NQF Level 05||Regular-Unit Stds Based|
|REGISTRATION STATUS||SAQA DECISION NUMBER||REGISTRATION START DATE||REGISTRATION END DATE|
|LAST DATE FOR ENROLMENT||LAST DATE FOR ACHIEVEMENT|
|In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.|
This qualification does not replace any other qualification and is not replaced by any other qualification.
|PURPOSE AND RATIONALE OF THE QUALIFICATION|
The purpose of the qualification is to enable qualifying learners to apply the relevant competences required to fulfil the roles and responsibilities of a local government councillor in a managerial capacity:
The learning outcomes contained in this qualification are based on the competencies required to contribute to municipal processes from a councillor perspective in a managerial/leadership capacity. These competences relate to:
The qualification is aimed at learners in a local government context who facilitate democratic relations between the community, local government and various stakeholders that impact on local government democratic processes. The qualification is aimed at providing key competences to councillors so that they can best fulfil their mandate in respect of improving the lives of all the citizens in municipalities. It provides the learner with the necessary skills, knowledge and attitudes required to act as a proactive link between the public and the council. The councillors within the local government context play a critical role in achieving the objectives of local government, especially the objective of defining policies and facilitating and managing sustainable development programmes that support the basic political commitment that 'the People Shall Govern'. They are critical to overseeing the councillor functions within the municipal sector and will be involved in a variety of functions including integrating the legislative framework for local government, participating in policy making and analysis processes, budgeting, facilitating local government elections and applying a broad managerial framework to the local government environment.
This qualification is in line with the overall learning pathways that the Department of Local Government is envisaging for its learners, both employed and unemployed. The learning pathway indicates a variety of learning opportunities for any learner embarking on a qualification within the local government context and this particular qualification initiates an opportunity for councillor in a managerial capacity to be more intricately exposed to the local government workings. The learning pathway starts with the NC: Ward Committee Governance, continues with the NC: Local Government Councillor Practices and the FETC: Leadership in Local Government. If the learner wishes, he/she can pursue a learning pathway in Local Government Administration and Finance, Local Economic Development, Integrated Development Planning and Municipal Financial Management. Further, this qualification can also provide the learner with a springboard into a career and learning pathway in the public sector. The learning pathways provide varied opportunities for a learner wishing to embark on a career within local government and are also complementary to other qualifications with the public sector.
|LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING|
|It is assumed that the learner is competent in:
Recognition of Prior Learning:
The structure of this Unit Standard based Qualification makes the Recognition of Prior Learning possible. Learner and Assessor will jointly decide on methods to determine prior learning and competence in the knowledge, skills, values and attitudes implicit in the Qualification and the associated Unit Standards. Recognition of Prior Learning will be done by means of an Integrated Assessment as mentioned in the previous paragraph.
This Recognition of Prior Learning may allow for:
All recognition of Prior Learning is subject to quality assurance by the relevant ETQA or an ETQA that has a Memorandum of Understanding with the relevant ETQA.
Access to Qualification:
Access to this Qualification is open to learners in possession of National Senior Certificate, FETC, National Certificate: Vocational, Level 4 or equivalent.
|RECOGNISE PREVIOUS LEARNING?|
|The Certificate is made up of a planned combination of learning outcomes that have a defined purpose and will provide qualifying learners with applied competence and a basis for further training.
The qualification is made up of Unit Standards that are classified as Fundamental, Core and Elective. A minimum of one hundred and forty credits is required to complete the qualification.
Motivation for number of credits assigned to Fundamental, Core and Elective:
Unit standards of thirty nine credits are allocated to the fundamental components. The fundamental component covers underlying competences that complement the core component and better equip the learner to complete the core competences. The fundamental component is made up of communication, ethics, self development and information systems competences.
All Unit Standards in this component are compulsory.
Eighty one credits have been allocated to unit standards in the Core Component of this Qualification. This is to ensure that the Qualification has a strong Municipal Governance focus. The unit standards classified as Core describe the integral functions and activities required to for Municipal Governance. They provide an opportunity to develop knowledge of key municipal processes, legislative frameworks, managerial and administrative functions, sustainable development, local government planning, policy making and municipal budgeting. The unit standards encourage the application of knowledge and skills in real situations.
All Unit Standards are compulsory.
There are unit standards totalling one hundred and ten credits in this Component. These unit standards continue from the core component in focusing on learning areas pertinent to a local government councillor and municipal governance and will enable learners to gain specialist knowledge and skills, which are particularly relevant, or of interest to the learner or a particular learning context. Learners are required to select Electives that add up to at least twenty credits.
|EXIT LEVEL OUTCOMES|
|1. Apply a broad managerial, administrative and financial framework to a local government environment.
2. Design, implement, monitor and evaluate local government plans for development projects.
3. Apply theories and processes to facilitate local government elections.
|ASSOCIATED ASSESSMENT CRITERIA|
|Assessment Criteria for Exit Level Outcome 1:
1.1 General management and administrative principles are analysed and integrated into the municipal environment.
1.2 The principles of financial management and budgeting are applied to own local government context.
1.3 Client service techniques are applied to improve service delivery.
1.4 Project management plans are integrated into municipal governance processes in order to make governance more effective.
Assessment Criteria for Exit Level Outcome 2:
2.1 The principles of sustainable development are applied to local government.
2.2 An understanding of the various plans in local government processes is demonstrated in relation to how they are formulated and integrated into various municipal projects.
2.3 The needs and situation in own constituency are analysed and concepts developed to address needs.
2.4 Contributions are made to municipal policy making and analysis processes based on needs identified in development projects and based on overall strategic objectives of local government.
Assessment Criteria for Exit Level Outcome 3:
3.1 An understanding of democratic processes is demonstrated.
3.2 An understanding of the election process and its facilitation is demonstrated accordingly.
3.3 Electoral theories are analysed and interpreted and appropriate choices are made for local government elections.
3.4 An understanding of the local government electoral dispensation is demonstrated via own facilitation of election processes.
Because assessment practices must be open, transparent, fair, valid, and reliable and ensure that no learner is disadvantaged in any way whatsoever, an integrated assessment approach is incorporated into the Qualification.
Learning, teaching and assessment are inextricably lined. Whenever possible, the assessment of knowledge, skills, attitudes and values shown in the unit standards should be integrated.
Assessment of the communication, language, literacy and strategic analysis and planning competencies should be conducted in conjunction with other aspects and should use authentic municipal development contexts wherever possible.
A variety of methods must be used in assessment and tools and activities must be appropriate to the context in which the learner is working. Where it is not possible to assess the learner in the workplace or on-the-job, simulations, case studies, role-plays and other similar techniques should be used to provide a context appropriate to the assessment.
The term 'Integrated Assessment' implies that theoretical and practical components should be assessed together. During integrated assessments the assessor should make use of formative and summative assessment methods and assess combinations of practical, applied-ed, foundational and reflective competencies.
Assessors and moderators should make use of a range of formative and summative assessment methods. Assessors should assess and give credit for the evidence of learning that has already been acquired through formal, informal and non-formal learning and work experience.
Assessment should ensure that all specific outcomes, embedded knowledge and critical cross-field outcomes are evaluated. The assessment of the critical cross-field outcomes should be integrated with the assessment of specific outcomes and embedded knowledge.
Internationally, there are several countries that offer qualification for local government councillors. In particular, substantial qualifications were found in:
The best aid to designing and evaluating Local Government Qualifications was found in Australia. This was the only qualification associated with unit standards and assessment criteria.
In African countries, councillor development is facilitated in:
However, their programmes are more informal in nature and tend to be encompassed in other local government programmes.
Tanzania has local structures starting from: Sub-Village Assembly, Village Government, Village Assembly, Ward Development Commitee, District Council, Regional Secretariat.
At present Tanzania is trying to come to terms with failures in its planning strategies and looks at programmes for councillors and ward committees. Unfortunately, no training materials could be found on a web search.
Zambia is still setting up suitable public participation processes. To date, the focus has been on social development of the urban poor. This was in realisation of the rising levels of poverty and economic reform policies of the 1990s that caused rising levels of unemployment and high cost of living. It has little to do with participative democracy and more with a 'Food for Asset', program aimed at turning poor communities of Zambia into viable producers of food for themselves and for sharing with the community. Thus, Zambian councillor activities and related programmes centre more on poverty alleviation programmes and there seems to be a lack of planning and municipal processes and structures as in the South African scenario.
Unfortunately, no training materials could be found on a web search.
Malawi instituted a Local Governance and Development Management Programme in 1997 to contribute towards the eradication of poverty in Malawi by improving governance through improved broader citizen participation in decision-making and, the enhanced performance of central and local government in district development.
The United Nations Development Program participated in capacity building for effective decentralized participatory development at district and community levels aimed at enhancing government and civil society capability to design, plan, implement, monitor and evaluate anti-poverty programmes. The specific capacity building strategies included undertaking civic education for local governance, human rights and sustainable livelihoods issues. On the web search, no training materials could be found.
Ireland is the country that does not have a specific qualification for councilors. However it does have a similar type of induction handbook as in South Africa. This handbook articulates to a generic management diploma and in relation to this, the following modules are offered:
This modular approach is based on the Competency Framework for Public Sector Managers, developed in conjunction with the Chief Executives' Forum.
Supervisory, Administrative and Operational Staff Development:
Competency based programmes, which are accredited by the Institute of Leadership and Management, are available to employees in supervisory, administrative/clerical and operational posts.
The Women's Development Steering Group is promoting a major initiative which will run throughout 2006. It will be branded as "Women in Local Councils - Making a Difference".
Elected Members' Training and Development:
The Steering Group, comprising two representatives each from the National Association of Councillors, the NI Local Government Association and the Employers' Side of the NJ Joint Council, issued a Councillor's Handbook and a template for an Induction Programme following the local government elections in 2005.
Note: The Qualifications Authority review of the Ulster University Diploma mentioned above follows Training/Professional development programmes. Such courses are offered at various levels using a variety of non-traditional methods of delivery. They are specifically tailored to the needs of particular organisations and/or industry sectors.
The following are the generic objectives:
On successful completion of the programme, participants will:
As can be seen, the programmes are more generic in nature and very little of the curriculum is specifically geared towards councillors. It is implied that councillors in Ireland require primarily generic management competences in order to function as a councillor.
There are no formal qualifications for councillors. However there is a national framework contract in place for vendors of key training short courses. There is also a councillor mentoring programme in place.
The main body that works with councillors is the I and DeA (Improvement and Development Agency). This body works in partnership with all councils to enhance the performance of the best, accelerate the speed of improvement and develop the local government sector as a whole. From the 3rd April 2006, the I and DeA has been responsible for the following work:
In essence, the programme objectives of the I and DeA are similar to that of South Africa in that their vision is to 'ensure prosperous and cohesive communities, offering a safe, healthy and sustainable environment for all.'
The primary purpose of the national programmes is to develop affordable programmes that address council's shared capacity building needs. The programme focuses on seven themes, ie. leadership, corporate capacity, workforce capacity and support for generic skills. Specific council capacity building includes:
More specifically, a Councillor Mentoring programme is in place and it aims to provide an innovative way to establish support and build political leadership capacity within local authorities. It offers a range of peer mentoring activities that will continue to build capacity and support increased role effectiveness and performance of councillors at all levels.
There are no formal qualifications listed for Councillors in the United States although there are many short courses listed to address local government councillor capacity building programmes. The courses are listed as follows:
Interestingly, Delaware has a Delaware Institute for Local Government Leaders. It's last programme addressed contemporary issues facing local governments, including:
It would seem that the United States, whilst offering no formal qualifications for councillors does have a wide variety of short courses that address critical and contemporary local government issues from a councillor's perspective.
There is obviously a strong focus in local government programmes in Australia, including formal qualifications as listed below:
More specifically, the unit standards are categorised according to:
The unit standards titles are listed below (the levels are not indicated):
Regulatory Services Units:
As can be seen, Australia has the most comparable qualifications to the South African and it offers full qualifications in local government and also has a unit standards based approach.
The whole issue of local government decentralisation in development is a major focus of the United Nations since the 1990's. The main problem identified by the United Nations is the lack of success stories around the world, mainly because of the absence of any real decentralisation and incentives for true public participation. Obviously the role of the Councillor in various countries is a part of their respective local government systems. However, the agenda of public participation is a critical issue in South Africa's local government system and South Africa's particular municipal processes, objectives and programmes vary from other countries due to the unique agenda for South Africa, eg. Batho Pele and Ubuntu philosophies. The whole role of councils is legislatively defined and these laws vary from country to country so therefore only generic comparisons are possible. Of all the countries researched, Australia is the one that offers standards and qualifications based programmes in local government and this ties in comparably with the career pathway outlined within local government in South Africa.
|This Qualification articulates horizontally with the following qualifications:
This Qualification articulates vertically with the following qualifications:
Anyone wishing to be assessed against this Qualification may apply to be assessed by any assessment agency, assessor or provider institution that is accredited by the relevant ETQA.
|As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2012; 2015.|
|ID||UNIT STANDARD TITLE||PRE-2009 NQF LEVEL||NQF LEVEL||CREDITS|
|Core||120310||Apply client service techniques to improve service delivery||Level 5||Level TBA: Pre-2009 was L5||6|
|Core||255576||Apply the broad managerial and administrative framework to a local government environment||Level 5||Level TBA: Pre-2009 was L5||8|
|Core||116345||Apply the principles of budgeting within a municipality||Level 5||Level TBA: Pre-2009 was L5||15|
|Core||255578||Apply the principles of sustainable development in local government||Level 5||Level TBA: Pre-2009 was L5||8|
|Core||255575||Apply the theories and processes to facilitate local government elections||Level 5||Level TBA: Pre-2009 was L5||8|
|Core||255577||Design, implement, monitor and evaluate local government plans for development projects||Level 5||Level TBA: Pre-2009 was L5||8|
|Core||243824||Develop an integrated Project Management plan for a simple to moderately complex project||Level 5||Level TBA: Pre-2009 was L5||8|
|Core||255579||Interpret and analyse the impact of legislative framework on local government||Level 5||Level TBA: Pre-2009 was L5||8|
|Core||255574||Participate in municipal policy making and analysis processes||Level 5||Level TBA: Pre-2009 was L5||12|
|Fundamental||120304||Analyse, interpret and communicate information||Level 5||Level TBA: Pre-2009 was L5||9|
|Fundamental||119342||Apply knowledge of ethical principles, standards and professional conduct in public sector management and administration||Level 5||Level TBA: Pre-2009 was L5||8|
|Fundamental||119352||Apply principles of information systems to public finance and administration||Level 5||Level TBA: Pre-2009 was L5||12|
|Fundamental||119332||Manage and develop oneself in the public sector work environment||Level 5||Level TBA: Pre-2009 was L5||10|
|Elective||110525||Apply a range of skills to facilitate workshops, community meetings and planned sessions in the local economic development environment||Level 5||Level TBA: Pre-2009 was L5||8|
|Elective||337063||Demonstrate knowledge and insight into the principles of monitoring and evaluation in assessing organisation and/or programme performance in a specific context||Level 5||Level TBA: Pre-2009 was L5||5|
|Elective||110487||Describe and explain national and provincial strategies and policies relevant to local economic development||Level 5||Level TBA: Pre-2009 was L5||6|
|Elective||120499||Design and implement a set of engagement and participation processes, systems and events in support of the integrated development planning process in a municipality||Level 5||Level TBA: Pre-2009 was L5||8|
|Elective||110505||Design, implement and manage a local economic development project in own work context||Level 5||Level TBA: Pre-2009 was L5||8|
|Elective||120500||Evaluate the effectiveness and efficiency of the integrated development planning processes||Level 5||Level TBA: Pre-2009 was L5||12|
|Elective||252043||Manage a diverse work force to add value||Level 5||Level TBA: Pre-2009 was L5||6|
|Elective||119336||Manage the development and performance of human capital in the public sector||Level 5||Level TBA: Pre-2009 was L5||12|
|Elective||10146||Supervise a project team of a developmental project to deliver project objectives||Level 5||Level TBA: Pre-2009 was L5||14|
|Elective||116342||Apply approaches to managing municipal income and expenditure within a multi-year framework||Level 6||Level TBA: Pre-2009 was L6||15|
|Elective||337059||Apply monitoring and evaluation approaches and tools to assess an organisation's or programme's performance in a specific context||Level 6||Level TBA: Pre-2009 was L6||15|
|Elective||242914||Apply the principles and theories of public sector project management||Level 6||Level TBA: Pre-2009 was L6||12|
|Elective||116363||Prepare and analyse municipal financial reports||Level 6||Level TBA: Pre-2009 was L6||12|
|LEARNING PROGRAMMES RECORDED AGAINST THIS QUALIFICATION:|
|LP ID||Learning Programme Title||Originator||Pre-2009
|NQF Level||Min Credits||Learning Prog End Date||Quality
|60529||National Certificate: Municipal Governance||Generic Provider - Field 03||Level 5||Level TBA: Pre-2009 was L5||140||LG SETA||OQSF|
|67517||National Certificate: Municipal Governance||University of Johannesburg||Level 5||Level TBA: Pre-2009 was L5||140||2016-10-20||CHE||HEQSF|
|PROVIDERS CURRENTLY ACCREDITED TO OFFER THESE LEARNING PROGRAMMES:|
|This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
|LP ID||Learning Programme Title||Accredited Provider|
|60529||National Certificate: Municipal Governance||
1. Afriwealth Consulting
2. Change Strategies Consulting Services CC
3. Development Bank of Southern Africa (DBSA)
4. Ethembeni Multi Service Enterprise (Pty) Ltd
5. GATYANA TRAINING ACADEMY
6. GOBELA CONSULTING
7. Isiphephelo Consultants
8. Josmap Training Institute
9. Mahayi HRD Services cc
10. Matsila Holdings
11. Mortarboard Training Solutions
12. PMA Holdings (PTY ) LTD.
13. STARPLEX 408 CC
14. Tachfin Holdings
15. Tasc Business Consulting and Training
16. Tloumogale Business Development & Consulting
17. Transafric Consulting Pty Ltd
18. Tumpu Trading and Projects
19. Ziya Investment Holdings Pty Ltd
|67517||National Certificate: Municipal Governance||University of Johannesburg|