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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED QUALIFICATION: 

Advanced Certificate in Municipal Governance 
SAQA QUAL ID QUALIFICATION TITLE
83246  Advanced Certificate in Municipal Governance 
ORIGINATOR
University of Johannesburg 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY NQF SUB-FRAMEWORK
CHE - Council on Higher Education  HEQSF - Higher Education Qualifications Sub-framework 
QUALIFICATION TYPE FIELD SUBFIELD
Advanced Certificate  Field 03 - Business, Commerce and Management Studies  Public Administration 
ABET BAND MINIMUM CREDITS PRE-2009 NQF LEVEL NQF LEVEL QUAL CLASS
Undefined  120  Not Applicable  NQF Level 06  Regular-Provider-ELOAC 
REGISTRATION STATUS SAQA DECISION NUMBER REGISTRATION START DATE REGISTRATION END DATE
Registered-data under construction  EXCO 0324/24  2024-07-01  2027-06-30 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2028-06-30   2031-06-30  

Registered-data under construction

The qualification content is currently being updated for the qualifications with the status “Registered-data under construction” or showing “DETAILS UNDER CONSTRUCTION” to ensure compliance with SAQA’S Policy and Criteria for the registration of qualifications and part-qualifications on the National Qualifications Framework (NQF) (As amended, 2022). These qualifications are re-registered until 30 June 2027 and can legitimately be offered by the institutions to which they are registered.

 

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.  

PURPOSE AND RATIONALE OF THE QUALIFICATION 
Purpose:

The purpose of the Advanced Certificate: Municipal Governance, NQF Level 6 is to provide a structured programme for those learners who:
  • Wish to progress from the basic NQF Level 5 Certificate: Municipal Governance to advance their learning and career pathways.
  • Are in employment and wish to gain an advanced qualification in relation to their jobs.
  • Are graduates with other degrees, for example, a Bachelor of Arts Education and wish to enter the Honours programme in public and municipal governance.

    The primary purpose of the Advanced Certificate: Municipal Governance is intended to enhance, improve, refine or reshape the existing basic capabilities of municipal councillors, officials and other persons involved in municipal affairs on these issues. This is achieved by providing learners with more advanced skills and knowledge in strategic municipal leadership, local government ethics and good governance, organisational design and development, local government policy and strategy development.

    The Advanced Certificate: Municipal Governance, NQF Level 6 follows on the National Certificate: Municipal Governance, NQF Level 5.

    The qualification aims to develop in-depth theoretical and applied competence of learners in analysing, interpreting and applying public sector policies on national, provincial and municipal levels, good governance, and management principles methods. It further develops the intellectual, research and professional skills of the learners. The qualification prepares learners to meaningfully participate in the management and governance of municipal sector institutions and as such, contribute to the national Human Resource Development and Management Strategy.

    Qualifying learners could follow a career in the following sectors in the municipal environment:
  • Leadership in a municipal context.
  • Management in a municipal context.
  • Governance.
  • Policy development.

    Rationale:

    In 2008, by popular demand and the request of SALGA (the South African Local Government Association), the LGSETA (Local Government SETA) and the University of Johannesburg, participated in formulating and registering a standards based National Certificate: Municipal Governance at NQF Level 5. This qualification has been on offer since then and during 2009, 200 learners completed the qualification. Based on its popularity and the demands to skill individuals in the Local Government sector, this intake has increased from 200 to 520 in 2010. The learners who are coming through this programme have been making enquiries about the progression of this qualification to a higher level. Once again South African Local Government Association and other national and local stakeholders have approached the university to request the development of a higher level qualification so that students can progress in their learning pathway from the NQF Level 5 Certificate. The demand for such a qualification highlights just how critical skills development is within Local Government in South Africa.

    Thus the Advanced Certificate: Municipal Governance seeks to build skills in strategic municipal leadership, local government ethics and good governance, organizational design and development, local government policy and strategy development, strategic budgeting and research and report writing in a local government context. It is intended to build, enhance, improve, refine or shape the capabilities of municipal councillors, officials and other persons involved in municipal affairs on these issues. It has been proven that globally, service delivery in the public sector has improved through more customised approaches to development for Public Management and Governance and continued efforts are being made to provide suitably customised programmes to support Local Government in South Africa. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    It is assumed that learners accessing this qualification are competent in:
  • Communication at NQF Level 5 in at least two South African languages.
  • Computer Literacy at NQF Level 3.

    It is also assumed that they have a working knowledge of municipal administration and governance.

    Recognition of Prior Learning:

    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 assessment criteria. 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:
  • Access to this qualification by people who do not meet the admission requirements.
  • Gaining of credits towards Qualification.

    Access to the Qualification:

    Learners in possession of a Higher Certificate: Municipal Governance or Public Administration may access this qualification. Learners in possession of a relevant Bachelors Degree may also access the qualification. 
    		•

    RECOGNISE PREVIOUS LEARNING? 
    Y 

    QUALIFICATION RULES 
    The qualification consists of 120 credits. All modules are at NQF Level 6, are worth 20 credits each and are compulsory:

    Module 1:
  • Strategic Municipal Leadership and Management.

    Module 2:
  • Local Government Ethics and Good Governance.

    Module 3:
  • Local Government Organisational Design and Development.

    Module 4:
  • Local Government Policy and Strategy Development.

    Module 5:
  • Strategic Budgeting for Local Government.

    Module 6:
  • Research and Report Writing. 
    		•

    EXIT LEVEL OUTCOMES 
    On achieving this Qualification, the learner will:

    1. Apply the principles of strategic leadership and management in a local government context.

    2. Identify, strategise and integrate ethics and good governance into overall management and leadership culture within local government.

    3. Understand organisational design in the implementation of its application.

    4. Enhance local government policy and strategy development.

    5. Apply the principles of strategic budgeting for Local Government.

    6. Conduct research and compile reports on Local Government programmes. 

    ASSOCIATED ASSESSMENT CRITERIA 
    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. 
    		•

    INTERNATIONAL COMPARABILITY 
    This qualification was compared to equivalent level public administration qualifications where local government is encompassed in:
  • SADC countries (Namibia, Botswana, Lesotho and Swaziland).
  • United Kingdom.
  • Pacific rim countries (Australia and New Zealand).
  • United States of America.

    Botswana, Lesotho and Swaziland:

    The Institute for Development Management (IDM) is a regional organisation in Botswana, Lesotho and Swaziland (BLS) countries to help meet the management needs of the Region through management development activities including training, consultancy, research, and the establishment of a Management Resource Centre. IDM offers a Certificate in Public Administration and Management.

    This 36 week certificate course aims to meet the need for continuous training and development in Public Sector. Stated course outcomes include:
  • Use the computer in information management.
  • Demonstrate knowledge of numeric skills.
  • Demonstrate knowledge of Occupational Health and Safety.
  • Demonstrate knowledge of HIV/AIDS.
  • Communicate effectively in the workplace.
  • Demonstrate knowledge of the role and scope of Public Administration.
  • Demonstrate knowledge of decentralization and the role of local authorities in national development.
  • Apply basic principles of management in the workplace.
  • Demonstrate understanding of the various statutes which affect their day to day work.
  • Manage records and information in their organisations.
  • Demonstrate an understanding of basic principles of management.
  • Demonstrate an understanding of basic principles of economics.
  • Apply research methods by undertaking a work related project.

    The course comprises the following modules:
  • Introduction to Public Admin.
  • Local Govt Administration and Management.
  • Principles of Management.
  • Legal Aspects of PA.
  • Introduction to PC.
  • Communication skills.
  • Introduction to Financial Management.
  • Introductory Economics.
  • Occupational Health and Safety.
  • Records Management.
  • Numeric skills.
  • HIV/AIDS Awareness.
  • Basic Research Methods.

    This qualification compared well with the IDM Certificate in Public Administration and Management with regard to content and course outcomes at the same level.

    United Kingdom:

    This qualification was compared with equivalent level public administration qualifications of the:
  • London Metropolitan University.
  • Westminster Kingsway College.
  • Open University.
  • University of Bradford.

    London Metropolitan University:

    The London Metropolitan University provides a three year degree in Public Administration.

    This focused course covers the core aspects of public administration with options which allow the learner to focus on policy analysis, local government, national and international public administration reform. A final year project allows the learner to concentrate on an area of personal interest.

    Core Modules include:
  • Contemporary UK Government.
  • Economy and Society.
  • Governance and Public Policy.
  • Policy Analysis.
  • Public Management.
  • Theory and Practice of Organisations.

    Optional (elective) modules include:
  • Comparative Politics.
  • The Idea of Justice.
  • Introduction to Politics.
  • Local Government, Local Politics.
  • Equal Opportunities Policy.
  • Managing the Community and Voluntary Sector.
  • Politics and Political Change in Britain, 1945-1979.
  • Parliament, Politics and Policy Making.
  • Environmental Policy.
  • Politics and Society in the Third World.
  • Public Administration Project.
  • Public Administration Work Placement.
  • International Administration and Development.
  • Management in Health and Social Services.
  • Modern British Politics.
  • EU Policies and Issues.

    Comparison:

    When comparing the Advanced Certificate in Municipal Governance, Level 6 to this degree programme it is noticeable that the degree being presented by London Metropolitan University is far more generic and is focused on actual management and administration issues in a civil service context. In this regard The Advanced Certificate in Municipal Governance, Level 6 compares favourably both with regard to the public sector focus of the core material as well as the range of elective material that creates flexibility.

    Westminster Kingsway College:

    Westminster Kingsway College is a large college in central London. The college offers a wide range of further, adult and higher education programmes, which are available for people of all ages from sixteen years upwards. It also provides a qualification entitled - Foundation Degree: Public Administration Modules include:
  • Managing performance.
  • Introduction to managing people.
  • Ethical and legal aspects.
  • Economics of the public sector.
  • Information management for decision-making.
  • Marketing and PR in a public sector context.
  • Managing finance.
  • Quality management.
  • Public sector planning and strategy.

    The programme includes work-based learning units consistent with the requirements of Foundation degrees. The programme enables progression to a range of honours degrees and eventually to master's programmes.

    Comparison:

    Unfortunately it is unclear what these modules actually contain. Comparing these two qualifications reveals that each omits areas that are contained in the other and vice versa. In the regard, the South African qualification appears to be far more comprehensive and contextual to local government and public administration.

    The Open University provides a Master of Public Administration qualification for managers throughout federal, national, regional and local government, the uniformed services, public and voluntary agencies, and social enterprises. It reflects international influences and it has a strong trans-national dimension.

    The core and elective components are selected from among the following themes:
  • Health and Social Care.
  • Criminal Justice.
  • Regional and local government planning and services.
  • Fundamentals of senior management.
  • Managing performance and change.
  • Shaping public policy: processes and contexts.
  • Current issues in public management and social enterprise.
  • Financial strategy.
  • Creativity, innovation and change.
  • Managing knowledge.
  • Managing human resources.
  • Marketing in a complex world.
  • Strategic management in life sciences and healthcare.
  • Environmental valuation and policy.
  • Rethinking social policy.
  • Community safety, crime prevention and social control.
  • Youth justice, penalty and social control.
  • Leading and managing for effective education.
  • Science and the public.
  • Environmental ethics.
  • Environmental decision making: a systems approach.
  • Capacities for managing development.
  • War, intervention and development.

    The Open University also provide certificate and diplomas that are subsets of the courseware of the masters qualification. This qualification does not indicate a clear comparison with the Open Universities MPA in respect of main themes, outcomes quality and content.

    The University of Bradford provides foundation and masters degrees in public administration.

    The masters' programme's core comprises:
  • Delivering Public Value.
  • Designing Public Policies and Programs.
  • Government in a Market Economy.
  • Decision Making Under Uncertainty.
  • Governing by the Rules.
  • Leading Public Sector Change.
  • Work-based Project.

    The foundation programmes' core comprises modules selected from:
  • Effectiveness in the Workplace.
  • Mentoring Skills and Application.
  • Personal and Professional Development 1.
  • Diversity in context.
  • Impact of Social Policy on Public/Private Community and Voluntary Sector Practice.
  • Information Technology Management.
  • Learning from Experience in the Workplace.
  • People and Organisations.
  • Personal and professional Development 2.
  • Theory and Practice of Multi-Agency Partnerships.

    This qualification seems to focus more on people development with selections from Bradford's MPA and foundation degree programmes in respect of main themes, outcomes quality and content.

    The Qualifications and Curriculum Authority of the United Kingdom does not contain relevant qualifications or unit standards pertaining to public administration of management itself.

    Australia and New Zealand:

    The Advanced Certificate in Municipal Governance, Level 6 was compared with equivalent level public administration qualifications at:
  • Australia and New Zealand School of Government.
  • Flinders University.
  • Sidney University.

    The Australia and New Zealand School of Government delivers an executive masters programme using the same core developed at the Bradford University in the United Kingdom.

    The bachelors program in public administration at Flinders University in Australia comprises the following themes and subjects in its core:
  • Australian Politics: A Comparative Study.
  • Government, Business and Society.
  • Accounting for Managers.
  • Introduction to Management.
  • Australian Government and Public Policy.
  • Human Resource Management.
  • Marketing Management.
  • Advanced Perspectives on Public Policy.
  • International Human Resource Management.
  • Managerial Economics.
  • Leadership in Business and Society.

    The Advanced Certificate in Municipal Governance, Level 6 compares favourably with the Flinders University bachelor's degree program in respect of main themes, outcomes quality and content.

    The New Zealand Qualifications Authority has a Diploma in Local Government and administration at level 8 worth 120 credits, which is a higher level than the South African qualification (i.e. Level 8). Regrettably the subjects could not be accessed to determine a clear comparison.

    The University of Sydney:

    This university provides a Graduate Diploma in Public Administration. Particulars can be viewed at :

    Knowledge areas covered include:
  • Public policy - formulation and analysis.
  • Policy implementation and public value.
  • Leadership
  • Strategic thinking.
  • The art of implementation.
  • Planning.
  • Resource management.
  • Communication.
  • Decision-making and problem-solving.
  • Ethics.
  • Risk management.
  • Managing, leading and responding to change.
  • International trends in public sector management.
  • Government-business relations.
  • Marketing.
  • Survey design and analysis.
  • Media management.
  • Managing public expenditure.
  • Managing capital works and asset procurement.
  • Case study exercises.
  • Work-based projects.

    The United States of America:

    This qualification was compared with equivalent level (undergraduate) qualifications in the United States and in particular:
  • The University of Alaska.
  • Baltimore University.
  • Arizona University.
  • Walden University.

    Levels of education and content fluctuate widely in the US due to competitive diversity. This qualification however compared favourably with the bachelor and master level courses of equivalent content, syllabi in respect of outcomes and quality.

    A typical example is Arizona University.

    Students learn how public agencies handle budgetary, financial, personnel and policy-making matters, which can differ significantly from the way private businesses operate. And specialize in:
  • Criminal Justice Administration.
  • Health and Human Services.
  • Public Management.

    Typical themes of the undergraduate degree at Arizona University include:
  • Business and Modern Society.
  • Health Ethics and Public Policy.
  • History of US Intelligence: Organization and Policy.
  • Ethical issues in Business.
  • Public policy and administration.
  • Health, Human Services and Public Management.
  • Criminal Justice Administration.
  • Ethics and the Public Administrator.
  • Court Administration and Management.
  • Women and Youth in the Justice System.
  • Crime and Public Policy.
  • Formation of Public Policy.
  • Environmental Policy.
  • International Trade, Public Policy and relations.

    This qualification compares favourably with undergraduate course of the US universities canvassed of which Arizona can be considered a typical example.

    Conclusions:

    In all respects the Advanced Certificate in Municipal Governance, Level 6 is an internationally comparable high level programme. It is difficult to draw clear comparisons in respect of specific local government content. However, it is clear the broad subjects of ethics, leadership, policy development, strategic planning etc are clearly in line with international focus.

    It is noteworthy that qualifications in Public Administration worldwide tend to be at the postgraduate level rather than the undergraduate level i.e. at approximately our NQF Level 7 and not NQF Level 6.

    However undergraduate degree and diploma courses were easily found in commonwealth countries for comparative purposes. In this regard the United Kingdom and Australia were used as benchmarks.

    This certificate qualification compares well against similar certificate qualifications found in the SADC region and undergraduate qualification in key commonwealth counties. 
    		•

    ARTICULATION OPTIONS 
    This qualification articulates horizontally with any other Advanced Certificate Public Administration, NQF Level 6 qualifications.

    This qualification articulates vertically with any Bachelor of Administration, NQF Level 7. 

    MODERATION OPTIONS 
  • Moderators are experienced Assessors with knowledge of the learning field. External moderation is done for all summative assessments. Reports from external moderators are used to improve teaching and learning as well as formative and summative assessments. Final examination assessment is done in line with the UJ and Faculty policy requirements and procedures.
  • Suitable experts are identified for the purpose of external moderation; all moderators have a qualification of at least one level higher than the level to be moderated. After the lecturer of a particular Advanced Certificate paper has finalised the exam paper, it is sent to the external moderator for his/her approval. Subsequent to the grading of exam scripts by the lecturer, a random sample of 10% of the examination scripts is sent to the external moderator. Moderators are required to make final recommendations regarding borderline cases, i.e. failure and distinction candidates. 
    		•

    CRITERIA FOR THE REGISTRATION OF ASSESSORS 
    Assessors of this qualification should be in possession of a qualification in local government at a level higher than the qualification offered. 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this qualification was Reregistered in 2012; 2015. 

    NOTES 
    N/A 

    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.
     
    1. University of Johannesburg 


    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.