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 UNIT STANDARD: 

Apply the Strategic Direction process for a department, division or team at the corporate level 
SAQA US ID UNIT STANDARD TITLE
119921  Apply the Strategic Direction process for a department, division or team at the corporate level 
ORIGINATOR
SGB Military Professional Development 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 08 - Law, Military Science and Security Sovereignty of the State 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular  Level 6  Level TBA: Pre-2009 was L6 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Reregistered  2018-07-01  2023-06-30  SAQA 06120/18 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2027-06-30  

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 unit standard does not replace any other unit standard and is not replaced by any other unit standard. 

PURPOSE OF THE UNIT STANDARD 
This unit standard is for officers to function at the operational level by developing their skills in developing and demonstrating the ability to implement a strategic business plan for a department, division or team by applying the Strategic Direction (SD) process.

A person credited with this unit standard is able to:
  • Incorporate an analysis and interpretation of national and military strategic guidance in a business plan.
  • Draft a business plan by making use of the SD process.
  • Apply the SD process for implementation of a business plan.
  • Draft a control process for a business plan.

    The achievement of this unit standard contributes to the professional development of learners within the military single-service, joint and multi-national operations environment and provides further mobility and transportability within the field of Law, Security and Military Science. The skills, knowledge and understanding demonstrated within this unit standard are essential for a beneficial impact on military administration within the social and economic transformation and upliftment of the South African society. 

  • LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    It is assumed that the learner has the following knowledge and skills:
  • Knowledge of the context of DOD and military activities - L5
  • Basic communication skills (report writing, presentation skills and English language proficiency) - L4
  • Basic analysis and research skills - L5
  • Security awareness - L5
  • Basic time management and self-management - L4
  • Social awareness - L4 

  • UNIT STANDARD RANGE 
    The range covers the role and purpose of military operations at the operational level of war in the context of the national security of South Africa. The range includes practice and culture of military operations at the operational level of war, the regulatory framework of military operations at the operational level of war, the main activities of military operations at the operational level of war, and military operations' stakeholders in and outside of South Africa.

    This unit standard is intended for learners who are being prepared as officers for senior appointment at the operational level.

    The level assigned to this unit standard is appropriate as learners need to be able to exercise judgement in complex planning, design and technical functions related to military operational planning at a operational level of war. Furthermore, responsibility must be accepted for determining and achieving personal and/or group outcomes. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Incorporate an analysis and interpretation of national and military strategic guidance in a business plan. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The business plan demonstrates a clear utilisation of the organisational structure, tiers, levels and relationships. 

    ASSESSMENT CRITERION 2 
    The business plan reflects the SD process in terms of its components, their inter-relationships and the role of top management. 

    ASSESSMENT CRITERION 3 
    The business plan demonstrates the linkages between the Medium Term Strategic Framework and Medium Term Expenditure Framework within the Departmental Planning Cycle as directed by the Government Planning Cycle. 

    ASSESSMENT CRITERION 4 
    The business plan ensures linkages between the plans of subordinate units and higher headquarters in support of the SD process. 

    SPECIFIC OUTCOME 2 
    Draft a business plan by making use of the SD process. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The SD process and its purpose are articulated in the business plan. 

    ASSESSMENT CRITERION 2 
    The business plan supports the Military Strategy by directly linking its objectives with the Military Strategy. 

    ASSESSMENT CRITERION 3 
    The vision, mission and purpose of the business plan is formulated in accordance with the characteristics for effectiveness. 
    ASSESSMENT CRITERION RANGE 
    Effectiveness includes but not limited to - concise, simple, unambiguous.
     

    ASSESSMENT CRITERION 4 
    A broad strategy at the business unit level is developed indicating the rollout of the strategy over the prescribed planning cycle. 

    ASSESSMENT CRITERION 5 
    Unit-level planning activities are related to the vision, mission and purpose of the business plan. 

    ASSESSMENT CRITERION 6 
    Strengths and weaknesses of the draft business plan are identified in preparation for the approval process. 

    ASSESSMENT CRITERION 7 
    The key elements of the business plan are presented for approval to decision-makers, reflecting planned outputs, targets and risks to output. 

    SPECIFIC OUTCOME 3 
    Apply the SD process for implementation of a business plan. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    A communication strategy is in place to inform all members of a unit about the strategy and the business plan. 

    ASSESSMENT CRITERION 2 
    The strategic objectives and outputs are implemented by determining the performance measures to be used. 

    ASSESSMENT CRITERION 3 
    Performance tables must be compiled in accordance with organisational policies and procedures. 

    ASSESSMENT CRITERION 4 
    Planning guidelines are used to prepare the plan in accordance with prescripts. 

    ASSESSMENT CRITERION 5 
    Measures to mitigate risks to planned outputs and targets are compiled in preparation for implementing the business plan. 

    ASSESSMENT CRITERION 6 
    Outputs to be reduced and activities to be scaled down or discontinued must be indicated to ensure successful implementation of the plan. 

    ASSESSMENT CRITERION 7 
    Continuous monitoring processes are in place to monitor achievement of objectives against the plan. 

    SPECIFIC OUTCOME 4 
    Draft a control process for a business plan. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The application of command and control through organisational structures during the implementation of the business plan is demonstrated in the control process. 

    ASSESSMENT CRITERION 2 
    The understanding of the roles and functions of sub-ordinates is demonstrated in the control process. 

    ASSESSMENT CRITERION 3 
    Knowledge of the mandated organisational control measures is demonstrated during the drafting of the control process. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
    The assessment will be governed by the policies and guidelines of the relevant Education and Training Quality Assuror (ETQA) that has jurisdiction over this field of learning.

    The assessor will (at the very least) be accredited and have a relevant qualification and/or be a subject matter expert in this learning area and at least have experience in the skills specific area.

    The learner can be assessed against this unit standard to obtain credits or as part of an integrated assessment for a qualification.
  • Internal moderation.
  • External moderation.
  • An assessor, accredited by the relevant ETQA, will assess the learner's competency.
  • Assessment procedures will be supplied by the ETQA in alignment with NSB requirements.
  • All assessment activities must be fair, so that all candidates have equal opportunities. Activities must be free of gender, ethnic or other bias.
  • Assessment and moderation procedures, activities and tools must be transparent, affordable and support development within the field, sub-field and NQF.
  • Questions and answers to determine theoretical knowledge are expected.
  • Assessment of a portfolio of evidence.
  • Direct observation in simulated and/or controlled work conditions. 

  • UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
  • Names, functions and locations of:
    > Functional structures within military organisations
    > Government structures (national and international)
    > Military structures and constituencies
    > Stakeholders and their relation to military community
  • Purpose of processes and procedures of:
    > The legislation
    > The purpose of military operations
    > The activities in the planning cycles
    > Control process
  • Attributes, properties, characteristics related to:
    > National security concepts
    > Military culture
    > Stakeholders and their rights
    > Senior leadership and the art of command
    > Scope of command
  • Cause and effect, implications of:
    > The planning cycles
    > Restrictions and limitations
    > Financial risk
  • Categories of things, processes, concepts:
    > Levels of management
    > The need for a regulatory framework
  • Procedures and techniques:
    > Departmental procedures, methods and techniques
    > Liaison protocol
    > The Departmental Strategic Direction Process
  • Regulations, legislation, agreements, policies:
    > Constitution of South Africa (Bill of rights, sections relevant to defence)
    > Relevant legislation
    > Departmental policies, directives and doctrine
    > Relevant White Papers
    > Public Finance Management Act
  • Theory - rules, laws, principles:
    > Differences between Military and Business Strategy
    > Unique characteristics of military operations and military leaders/leadership
    > Political systems
    > Department of Defence terminology
    > Control process
  • Relationships, systems:
    > Difference between DOD core and strategic objectives
    > Between the constitution, legislation and military operations
    > Between the state and the military
    > Between the elements of the military planning cycle and government planning cycle
    > The inter-relationship between stakeholders and the military community
    > Between political aspects/influences impacting on relationships with stakeholders
    > Between the SA Army, SA Air Force, SA Navy and SA Medical Health Services 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identifying and solving problems in which responses display that responsible decisions using critical and creative thinking have been made when:
  • Complying with regulatory framework
  • Understanding and applying departmental policies and procedures
  • Understanding the relationships
  • Understanding the cycle 

  • UNIT STANDARD CCFO WORKING 
    Working effectively with others as a member of a team, group, organisation, and community during:
  • Support and assistance processes
  • Liaison with stakeholders
  • The establishment of internal relationships 

  • UNIT STANDARD CCFO ORGANISING 
    Organising and managing oneself and one's activities responsibly and effectively when:
  • Following processes, procedures and protocols 

  • UNIT STANDARD CCFO COLLECTING 
    Collecting, analysing, organising and critically evaluating information to better understand and explain:
  • Develop the strategic plan 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicating effectively using visual, mathematical and/or language skills in the modes of oral and/or written persuasion when:
  • Complying with the regulatory framework
  • Applying the policies and procedures
  • Providing descriptions, explaining, defining, reporting and presentation of strategic plans, monitoring 

  • UNIT STANDARD CCFO SCIENCE 
    Using science and technology effectively and critically, showing responsibility towards the environment and health of others when:
  • Sourcing information on the legislation and policies and procedures 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrating an understanding of the world as a set of related systems by recognising that problem-solving contexts do not exist in isolation when:
  • Difference between the Department of Defence core and strategic objectives
  • Between the constitution, legislation and military operations
  • Between the state and the military
  • Between the elements of the military planning cycle and government planning cycle
  • The inter-relationship between stakeholders and the military community
  • Between political aspects/influences impacting on relationships with stakeholders
  • Between the SA Army, SA Air Force, SA Navy and SA Medical Health Services 

  • UNIT STANDARD ASSESSOR CRITERIA 
    N/A 

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

    UNIT STANDARD NOTES 
    Supplementary Information:

    Notes to Assessors

    Assessors should keep the following general principles in mind when designing and conducting assessments against this unit standard:
  • Focus the assessment activities on gathering evidence in terms of the main outcome expressed in the title to ensure assessment is integrated rather than fragmented. Remember we want to declare the person competent in terms of the title. Where assessment at title level is unmanageable, then focus assessment around each specific outcome, or groups of specific outcomes. Do not focus the assessment activities on each assessment criterion. Rather make sure the assessment activities focus on outcomes and are sufficient to enable evidence to be gathered around all the assessment criteria.
  • At this level some errors are to be expected. Assessors must use professional judgement in evaluating competence.
  • Make sure evidence is gathered across the range as expressed under the title. Specific range statements under individual outcomes or assessment criteria are illustrations, from which learning programme developers can select. Assessment activities should be as close to the real performance as possible, and where simulations or role-plays are used, there should be supporting evidence to show the candidate is able to perform in the real situation.
  • The task of the assessor is to gather sufficient evidence, of the prescribed type and quality, as specified in this unit standard, that the candidate can achieve the outcomes again and again. This means assessors will have to judge how many repeat performances are required before they believe the performance can be reproduced.
  • All assessments should be conducted in line with the following well-documented principles: assessment should be appropriate, fair, manageable, integrated into work or learning, valid, and consistent. Evidence should be authentic, sufficient, and current.
  • Assessment of this standard can be carried out through continuous assessment throughout the course of study and specific performances assessed.

    Definitions:
  • Operational level (of war): The level at which military and non-military sources of power are employed to accomplish military-strategic or theatre-strategic objectives through the planning, preparation, and execution of a single campaign; sometimes the same objective could be accomplished by conducting a major joint or Multi-national operation; this level of war is conducted in a given theatre of operations. (Operational Warfare by Milan Vego)
  • Operational art: A Component of military art principally concerned with theoretical and practical aspects of planning, preparing, conducting, and sustaining major operations and campaigns to accomplish operational and strategic objectives in a theatre. (Operational Warfare by Milan Vego)
  • Operational: Any theoretical or practical aspect of warfare or conflict at the operational level. (Operational Warfare by Milan Vego)
  • Major Operation: A series of related battles, engagements, strikes, attacks and other tactical actions sequenced and synchronised in terms of time and place, and aimed at accomplishing an operational (and sometimes strategic) objective; it could be conducted by a single-Service, jointly or multi-nationally. (Operational Warfare by Milan Vego)
  • Division: A major admin and tactical unit/formation which combines in itself the necessary arms and services required for sustained combat, larger than a regiment/brigade and smaller than a corps. (DOD Dictionary of Military Terms - Joint Publication 1-02)
  • Campaign: A series of related major operations sequenced and synchronised in terms of time and place and aimed at accomplishing an military-strategic objective; it is usually conducted jointly or multi-nationally. (Operational Warfare by Milan Vego) 

  • QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Fundamental  49783   National Diploma: Joint and Multi-National Operations  Level 6  NQF Level 06  Reregistered  2023-06-30  SAS SETA 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    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. SOUTH AFRICAN NATIONAL WAR COLLEGE 



    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.