SAQA 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 
REGISTERED QUALIFICATION THAT HAS PASSED THE END DATE: 

Bachelor of Technology: Correctional Services Management 
SAQA QUAL ID QUALIFICATION TITLE
1231  Bachelor of Technology: Correctional Services Management 
ORIGINATOR
Committee of Technikon Principals 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
CHE - Council on Higher Education  HEQSF - Higher Education Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
B Tech  Field 08 - Law, Military Science and Security  Safety in Society 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  480  Level 7  Level TBA: Pre-2009 was L7  Regular-Provider-ELOAC 
REGISTRATION STATUS SAQA DECISION NUMBER REGISTRATION START DATE REGISTRATION END DATE
Passed the End Date -
Status was "Registered" 		 SAQA 9900/00  2003-07-01  2006-06-30 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2007-06-30   2012-06-30  

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 
This qualification is intended for persons who function on the strategic level within the Correctional Services environment. The qualifying learner will be competent in legal, administrative and managerial principles and techniques within the context of Correctional Services Management and formulating, interpreting and implementing corporate strategies, policies and procedures. 

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
HET certificate at level 6

Language proficiency at level 4

Applying selected integrated legal, administrative and managerial principles and techniques within the context of Correctional Services Management in supporting and implementing strategies, policies and procedures and will be able to deal effectively with contemporary issues on a tactical level. 

RECOGNISE PREVIOUS LEARNING? 
N 

QUALIFICATION RULES 
The qualification will be awarded to the learner who has provided evidence to the satisfaction of the assessors that the stated competence of the qualification, as detailed in the specified outcomes, has been achieved either through education and training as a single provider's learning programme, or through experience that complies with the stated specified outcomes. 

EXIT LEVEL OUTCOMES 
1. Explain the influence of international principles and applications on custody.
2. Apply basic principles of research
3. Manage human resources within the organization
4. Plan strategically to give direction to the enterprise in a dynamic environment
5. Apply the concepts of strategic management on all management levels to cope with environmental changes.


Specified outcomes:

1. Administer the transfer of international prisoners to promote international relations.
1.1. Discuss and create alternatives to deal with overcrowding in prisons.
1.2. Compare and evaluate international custodial practices to keep abreast of contemporary developments.
2. Apply management ethics in the work place
3. Demonstrate social responsibility in the workplace
4. Apply learning organisation principles
5. Apply advanced human resource principles
6. Apply organisational renewal and unit management principles
7. Identify research needs and set objectives
7.1. Use the relevant techniques for collecting information
7.2. Conduct research
7.3. Interpret data
8. Apply strategic management principles, concepts and techniques


Critical outcomes:


1. Identification and solving problems where responses display that responsible decisions using critical and creative thinking have being made.

2. Working effectively with others as a member of a team, organisation community

3. Organising and managing oneself and one's activities responsibly and effectively

4. Collecting, analysing, organising and critically evaluating information

5. Communicating effectively using visual, mathematical and or language skills in the modes of oral and or written persuasion

6. Using science and technology effectively and critically, showing responsibility towards the environment and the health of others

7. Demonstrating and understanding the world as a set of related systems by recognising that problem solving contexts do not exist in isolation

8. Contributing to the full personal development of each learner and the social and economic development of the society at large, by making it the underlying intention of any programme of learning to make an individual aware of the importance of:

  • Reflecting on and exploring a variety of strategies to learn more effectively
  • Participating in the life of local, national and global communities as responsible citizens
  • Being culturally and aesthetically sensitive across a range of social contexts
  • Exploring education and career opportunities 
    		•

    ASSOCIATED ASSESSMENT CRITERIA 
    The learner must be able to:

    1.1. Transfer international prisoners
    1.2. Deal with overcrowding
    1.3. Evaluate alternatives to imprisonment
    1.4. Study international custody models
    1.5. Compare international systems
    1.6. Evaluate international developments
    1.7. Discuss private prisons
    1.8. Describe APOPS/POPS


    2.1. Explain the distinction and relationship between essential concepts such as ethics, management ethics and social responsibility
    2.2. Describe the values underlying management ethics
    2.3. Recognise and act correctly in response to ethical issues that arise during interaction with your subordinates and with regard to aspects such as corruption, sexual harassment and affirmative action
    2.4. Solve ethical problems systematically
    2.5. Discuss the institutionalisation of ethics
    2.6. Distinguish between the external and internal factors that encourage unethical behaviour
    2.7. List the four principles of ethical management
    2.8. Set out the measures used by Correctional Services to combat corruption
    2.9. Distinguish between admissible and inadmissible behaviour with regard to the receipt of gifts, commission, money, rewards or benefits
    2.10. Indicate the differences and similarities between the code of conduct of the federal government of the USA and that of Correctional Services
    2.11. Identify unethical behaviour in the work situation, as well as with regard to aspects such as corruption, sexual harassment and affirmative action
    2.12. Analyse problems with an ethical element and solve them in a systematic way
    2.13. Promote management ethics in your work environment and eliminate unethical practices.


    3.1. Describe the principles on which social responsibility is based
    3.2. Demonstrate the social responsibility of correctional services by means of practical examples.
    3.3. Distinguish between the different perspectives on social responsibility
    3.4. Illustrate the social responsibility of Correctional Services towards its respective interest groups by means of practical examples
    3.5. Give your opinion on the social responsiveness of Correctional Services
    3.6. Discuss the arguments for and against social responsibility


    4.1. Explain the concept of an interactive learning organisation
    4.2. Identify the characteristics of a learning organisation
    4.3. Use the ten core organisational elements in designing a learning organisation
    4.4. Draw up a plan for its implementation

    5.1. Explain why human resource management is a critical performance area for Correctional Services managers
    5.2. Outline the demands imposed on modern Correctional Services managers world-wide
    5.3. Explain the importance of the influence of the UN Standard Minimum Rules for the Treatment of Prisoners on human resource management in Correctional Services
    5.4. Explain what some of the important challenges are for human resource management in Correctional Services
    5.5. Explain and apply the concepts of competence and competence standards
    5.6. Discuss the question of professionalism in Correctional Services

    6.1. Discuss the process of organisational renewal
    6.2. Make a diagnosis with a view to renewal in Correctional Services
    6.3. Describe unit management
    6.4. Transform a prison into a functional unit


    7.1. Type of research is determined
    7.2. Relevant resources and methods are determined
    7.3. Purpose, needs, objective and link to design are formulated
    7.4. Problem is identified and objectives and hypotheses are determined

    7.2.1. Potentially useful secondary data is identified
    7.2.2. Relevant secondary data is retrieved
    7.2.3. Basic library skills are required
    7.2.4. Related disciplines are consulted
    7.2.5. A literature review to gain preliminary knowledge is done
    7.2.6. A variety of secondary data and information gathering techniques are used
    7.2.7. Cognitive information literacy skills in conducting the literature study are applied

    7.3.1. Various methods and techniques are reviewed
    7.3.2. Appropriate methods and techniques are chosen
    7.3.3. Methods and techniques are operationalised

    7.4.1. Various scientific methods to analyse data using technology are identified
    7.4.2. Valid conclusions are drawn


    8.1. Define strategy and strategic management
    8.2. Distinguish between strategy formulation and strategy implementation
    8.3. Describe the dimensions of strategic management
    8.4. Discuss the characteristics of successful strategic managers
    8.5. Explain the value, effectiveness and risks of strategic management
    8.6. Describe the logical course of the strategic management process
    8.7. Formulate a vision for the department in which you are working
    8.8. Identify the different components of a mission
    8.9. Formulate a mission for your department
    8.10. Identify your department's key success factors

    8.2.1. Formulate overall objectives for our department
    8.2.2. Describe the purpose of the analysis of the external environment
    8.2.3. Describe the driving forces in the remote external environment
    8.2.4. Prioritise strategic factors
    8.2.5. Discuss the strategic interest groups of Correctional Services and their impact on the organisation
    8.2.6. Perform an analysis of key players
    8.2.7. Identify opportunities and threats from the external environment
    8.2.8. Compile a Delphi questionnaire
    8.2.9. Process responses on a Delphi questionnaire and deduce trends from it
    8.2.10. Formulate a scenario based on the optimistic-pessimistic approach


    8.3.1. Project numbers of prisoners by means of a trend analysis, a regression comparison, the geometric average growth factor
    8.3.2. Analyse the internal environment
    8.3.3. Evaluate performance areas and identify critical performance areas
    8.3.4. Develop a strategic profile for your department
    8.3.5. State why it is necessary to revise the current strategy of an organisation
    8.3.6. Explain the reason for selecting a maintenance strategy
    8.3.7. Describe the types of strategies favoured in a Correctional Services environment
    8.3.8. Do a SWOT analysis
    8.3.9. Use a strategic scorecard to select the best strategies
    8.3.10. Evaluate alternative strategic options on the basis of criteria


    8.4.1. Describe other factors that could affect the choice of a strategy
    8.4.2. Describe the problems encountered in the interaction between strategy formulation and strategy implementation
    8.4.3. Distinguish between the administrative components of strategy implementation
    8.4.4. Describe the cornerstones of strategy implementation
    8.4.5. Discuss the influence of culture on strategy implementation
    8.4.6. Discuss the role of leadership in strategy implementation
    8.4.7. Describe the strategic control process, methods of strategic control, strategic information systems and guidelines for strategic control
    8.4.8. Formulate a strategic plan


    INTEGRATED ASSESSMENT

    Written examinations
    Case studies 

    ARTICULATION OPTIONS 
    Vertical articulation with the M Tech: Correctional Services Management 

    MODERATION OPTIONS 
    Sertec

    Advisory Committee 

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    Experience

    Seven years operational or teaching experience in the field of Correctional Services Management

    Qualifications

    Relevant NQF level 8 qualification 

    NOTES 
    While South Africa still had Technikons, all of their qualifications were registered under the Committee of Technikon Principals. After the Technikons became Universities of Technology or merged with Universities, the qualifications were registered under each of these institutions, and the CTP qualifications fell away (hence the end date of 2006, above). Where relevant, replacement information is
    shown in the table above. 

    LEARNING PROGRAMMES RECORDED AGAINST THIS QUALIFICATION: 
     
    NONE 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS QUALIFICATION: 
    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.
     
    NONE 


    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.