Advanced Certificate in Municipal Governance

Associated Assessment Criteria for Exit Level Outcome 1: 1.1 The principles and theories of strategic leadership are explained with examples. 1.2 The challenges and critical issues in applying the principles and theories of strategic leadership are discussed in a Local Government context. 1.3 The process for giving political direction to senior management is outlined in relation to their allocated areas of responsibility. 1.4 Processes for working with 'council leadership' are applied to ensure the effective governance of the authority. 1.5 Practices for effectively articulating the diverse views of stakeholders in the context of particular decisions are known and accommodated in decision-making. 1.6 Consensus is reached and conflict is managed by reconciling varying points of view within the broader agenda for a municipality. Associated Assessment Criteria for Exit Level Outcome 2: 2.1 The concept of ethics and good governance is explained in the context of strategic Local Government leadership. 2.2 Compliance and regulatory policies are integrated into overall municipal ethics and good governance practices. 2.3 Critical ethical and good governance issues within Local Government are identified in relation to how these can be addressed. 2.4 International indicators are understood and utilised for the purposes of measuring governance. 2.5 The process for establishing codes of conduct and good governance is utilised to ensure sound ethical and good governance practices. 2.6 Practices for enhancing accountability and transparency are applied within the rule of law. 2.7 Practices for promoting excellence are undertaken to ensure public responsibility. 2.8 Processes for improving civic participation and ensuring political stability are applied within Local Government programmes. 2.9 Processes and practices for establishing mentorship programmes are integrated to ensure good governance and sound ethical practices. Associated Assessment Criteria for Exit Level Outcome 3: 3.1 The key characteristics and best practices associated with various types of organisational designs are explained with examples to aid application. 3.2 Selected organisational dynamics are explained in terms of their application in public organisations. 3.3 Organisational development and transformation is outlined in terms of a dynamic governance context. 3.4 Processes for evaluating the respective approaches, tools and techniques to facilitate organisational effectiveness and performance are explained with examples. 3.5 The significance of transformational leadership in organisations is explained in relation to how it guides the organisation towards its desired future by utilising planning techniques which incorporate public programmes and project management. 3.6 The importance of political, administrative and managerial roles in coordinating, communicating, implementing and evaluating Local Government development programmes is explained with examples. 3.7 The processes for ensuring political representation are applied in organisational design and development. 3.8 Methods for contextualising the macro organisation and the system of government are discussed in relation to the South African constitutional system of co-operative governance. 3.9 The procedures for effectively chairing relevant councils, committees, sub-committees and working groups are applied to achieve objectives of Local Government programmes. 3.10 The process for designing programmes that improve Local Government service delivery is integrated into local government practices. 3.11 Stakeholders' involvement in decisions related to municipal functions is facilitated. Associated Assessment Criteria for Exit Level Outcome 4: 4.1 A specific municipal strategy is explained in relation to its importance for the long term sustainability of the municipality. 4.2 The impact of social, economic and environmental constraints is outlined in relation to the strategic direction of the municipality. 4.3 The strategic planning process is appropriately informed by the needs of all relevant stakeholders. 4.4 The strategic vision for a municipality is discussed with examples. 4.5 Good practices are applied in order to contribute effectively to the development of the vision and strategic direction of a municipality. 4.6 The strategic planning process is appropriately informed by the needs of all relevant stakeholders. 4.7 The needs of the broader municipality, both current and future, are addressed in the overall strategy in a way that balances any competing demands. 4.8 Good practices for articulating the social, economic and environmental constraints are applied for setting the strategic direction within a Local Government context. 4.9 Neighbouring municipalities and other levels of government are engaged in order to develop complementary strategic directions. 4.10 Local Government policy tools such as, prioritising, cost benefit analysis, risk analysis, forecasting, scenario building and trend analysis are applied to policy formulation. 4.11 Integrated Development Planning (IDP) is used to determine a municipality's strategic direction. Associated Assessment Criteria for Exit Level Outcome 5: 5.1 Budget parameters are set within a Local Government context in line with its overall strategy and related programmes. 5.2 The relevant legislative requirements are integrated according to the requirements within budget. 5.3 The impact of internal and external environments is determined in setting budget parameters within a Local Government context. 5.4 Budgeting reporting procedures are established and relayed to all relevant role players. 5.5 Contingency plans and list solutions are applied to problems relating to budget constraints. 5.6 Methods of allocation in relation to budget parameters are determined and relayed to relevant stakeholders according to overall Local Government budgetary allocation procedures. 5.7 The budgetary processes and procedures are monitored and evaluated according to Local Government procedures. Associated Assessment Criteria for Exit Level Outcome 6: 6.1 An understanding of applied research methodologies is demonstrated in a Local Government context. 6.2 An understanding of statistics is demonstrated in relation to research and reporting. 6.3 Ethical dimensions are applied in conducting applied research within a Local Government context. 6.4 Independent research is conducted and utilised to critically evaluate an issue in the area of Local Government organizational design and governance. 6.5 The strengths, weaknesses and suitability of selected quantitative and qualitative methods are identified for gathering evidence for research reports. 6.6 An understanding of the principles and practical aspects of traditional and electronic writing, document preparation and design, and writing for meetings (notices, agendas and minutes) is demonstrated in relation to local government research and reports. 6.7 Inferences are drawn from information gathered to compile reports on Local Government research projects, proposals, and business plans. 6.8 Municipal financial and policy are utilised, prepared and analysed for the relevant required reports. Integrated Assessment: The methods of assessment are as follows: Formative: Via class assignments, practical work (independent or in groups) and research assignments and reports. Summative: A written examination towards the end of each semester. 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 numeracy should be conducted in conjunction with other aspects and should use authentic Local Government 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, 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.