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 THAT HAS PASSED THE END DATE: 

Strategically lead public sector change 
SAQA US ID UNIT STANDARD TITLE
242908  Strategically lead public sector change 
ORIGINATOR
SGB Public Administration and Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Public Administration 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular  Level 7  Level TBA: Pre-2009 was L7  12 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Passed the End Date -
Status was "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 intended for elected political leaders and public sector officials involved with the service delivery activities at a top strategic level. This Unit Standard contributes to the development of management capacity to operate effectively and appropriately in change management processes required to achieve the overall objectives of the public sector. The qualifying learner will be able to align organisational culture, change management frameworks and strategic objectives. The learner will also be able to address the specific challenging in implementing and evaluating public sector change and cultural change.

The qualifying learner is capable of:
  • Identifying own leadership style, its strengths and shortcomings.
  • Demonstrating an understanding of the complexity of drivers for change in the public sector environment and managing under uncertainty.
  • Recognising the value of diversity in change leadership styles.
  • Applying various frameworks for the planning and implementing of change management strategies.
  • Communicating change processes to all stakeholders.
  • Evaluating the effectiveness of change programmes. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    All learners accessing this unit standard must be in possession of Level 6 Public Administration diploma, degree or equivalent. 

    UNIT STANDARD RANGE 
    N/A 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Identify own leadership and management style, strengths and shortcomings. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Key aspects of various theories of management and leadership are identified and described in the context of a public sector leader/manager. 

    ASSESSMENT CRITERION 2 
    A competency audit is undertaken to determine own leadership and management style, strengths and weaknesses. 

    ASSESSMENT CRITERION 3 
    A plan to address weaknesses whilst optimising strengths is drawn up in relation to specific work context and overall public sector objectives. 

    ASSESSMENT CRITERION 4 
    Practical personal development tools are identified and incorporated into own personal development plan for addressing weaknesses and competency areas that are lacking. 

    ASSESSMENT CRITERION 5 
    Key factors are analysed in respect of how personal leadership style affect change management objectives. 
    ASSESSMENT CRITERION RANGE 
    Key factors include but are not limited to personal change readiness, dealing with resistance to change, use of personal power and influence to effect change, stress levels and personal coping strategies, the ability to embed cultural change, the ability to deal with diverse and complex issues and stakeholders and the ability to deal with uncertainty.
     

    SPECIFIC OUTCOME 2 
    Demonstrate an understanding of the complexity of drivers for change in the public sector environment and manage under uncertainty. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The challenges, trends and developments facing own public sector organisation are analysed in the context of change management goals and wider public sector objectives. 
    ASSESSMENT CRITERION RANGE 
    Trends include but are not limited to legal, legal, economic, social, technological, national, international, causes, effects, ends, that provide a conceptual model to understand the present.
     

    ASSESSMENT CRITERION 2 
    Visionary skills and scenario planning techniques are applied to determine medium and long-term trends and determine the change requirements for the public sector in line with these trends. 

    ASSESSMENT CRITERION 3 
    Public sector readiness for change is analysed in context of the various scenario's. 

    ASSESSMENT CRITERION 4 
    Various drivers required for change to be effected are determined in line with public sector objectives and strategies. 

    ASSESSMENT CRITERION 5 
    Potential sources of resistance are analysed and a communication strategy determined accordingly. 

    SPECIFIC OUTCOME 3 
    Recognise the value of diversity in change leadership styles. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The personal, team and entity factors at work in shaping how public sector employees perceive and respond to major change and reform are analysed in line with various scenario's. 

    ASSESSMENT CRITERION 2 
    A competency audit is initiated to determine the mix of competences, skills and talents required fulfil change requirements. 

    ASSESSMENT CRITERION 3 
    The shifts required in organisational culture required to effect change management processes and strategies are determined in line with overall change strategies. 

    ASSESSMENT CRITERION 4 
    The guiding coalition required to ensure the success of change is identified in the context of the longer-term change management strategies. 
    ASSESSMENT CRITERION RANGE 
    The guiding coalition includes but is not limited to internal stakeholders, employees, external stakeholders, prominent role-players such as visionaries, advisers, influencers.
     

    ASSESSMENT CRITERION 5 
    The methods for engaging others in change are defined and communicated to respective change agents within public sector. 

    SPECIFIC OUTCOME 4 
    Apply various frameworks for the planning and implementing of change management strategies. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Suitable change management frameworks for the public sector are identified and tested for reliability, implementation success and integrity. 

    ASSESSMENT CRITERION 2 
    The most appropriate model is identified and a change management strategy drawn up accordingly. 

    ASSESSMENT CRITERION 3 
    Risk assessment is applied to change management strategies. 

    ASSESSMENT CRITERION 4 
    Process change control systems are understood and explained in the context of effecting change and applied to overall strategy. 

    ASSESSMENT CRITERION 5 
    Change strategies are defined and specified in accordance with public service protocols. 

    ASSESSMENT CRITERION 6 
    Methods for evaluating efficacy of strategy are determined and built in as benchmarks. 

    ASSESSMENT CRITERION 7 
    The strategy is communicated and implemented according to protocols, frameworks and roll out plans. 

    SPECIFIC OUTCOME 5 
    Communicate change processes to all stakeholders. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The change communication process is understood and described in the context of overall change management strategy. 
    ASSESSMENT CRITERION RANGE 
    The change communication process includes, but is not limited to, communication planning, information distribution, knowledge management performance reporting, and administrative closure, engagement, empowerment, motivational devices.
     

    ASSESSMENT CRITERION 2 
    Communication planning inputs, techniques and outputs are understood and described in the context of communicating change to all stakeholders. 
    ASSESSMENT CRITERION RANGE 
    Communication planning inputs, techniques and outputs include, but are not limited to, communication requirements, communication technology, constraints and assumptions, stakeholder analysis.
     

    ASSESSMENT CRITERION 3 
    Information distribution inputs, techniques and outputs are understood and described in the context of communicating change to all stakeholders. 
    ASSESSMENT CRITERION RANGE 
    Information distribution inputs, techniques and outputs include, but are not limited to, communication management plan, project planning techniques, communication skills, information retrieval systems, information distribution systems, and communication records.
     

    ASSESSMENT CRITERION 4 
    Performance reporting inputs, techniques and outputs are understood and described in the context of communicating change to all stakeholders. 
    ASSESSMENT CRITERION RANGE 
    Performance reporting inputs, techniques and outputs include, but are not limited to, communication plan, work results, record, performance reviews, variance analysis, trend analysis, and information distribution techniques.
     

    ASSESSMENT CRITERION 5 
    Administrative closure inputs, techniques and outputs are understood and described in the context of communicating change to all stakeholders. 
    ASSESSMENT CRITERION RANGE 
    Administrative closure inputs, techniques and outputs include, but are not limited to, performance measurement documentation, documentation of the communication specification, communication records, performance reporting, communication archives, final communication project report, lessons learned.
     

    SPECIFIC OUTCOME 6 
    Evaluate the effectiveness of change programmes. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The various tools and benchmarks for measuring efficacy of change are utilised on an ongoing basis. 

    ASSESSMENT CRITERION 2 
    Organisational and cultural change are evaluated against objectives, trends and strategies. 

    ASSESSMENT CRITERION 3 
    Resistance to change is evaluated and methods for overcoming resistance of revised accordingly. 

    ASSESSMENT CRITERION 4 
    Those aspects needing more attention as change intervention unfolds are prioritised and addressed according to public sector protocols. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
  • Any individual wishing to be assessed (including through RPL) against this unit standard may apply to an assessment agency, assessor or provider institution accredited by the relevant ETQA, or an ETQA that has a Memorandum of Understanding with the relevant ETQA.
  • Anyone assessing a learner against this unit standard must be registered as an assessor with the relevant ETQA, or an ETQA that has a Memorandum of Understanding with the relevant ETQA.
  • Any institution offering learning that will enable achievement of this unit standard or assessing this unit standard must be accredited as a provider with the relevant ETQA, or an ETQA that has a Memorandum of Understanding with the relevant ETQA.
  • Moderation of assessment will be conducted by the relevant ETQA at its discretion. 
    		•

    UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
  • The Public Services Act.
  • The Municipal Systems Act and the Municipal Structures Act.
  • The Promotion of Administrative Justice Act.
  • The Promotion of Access the Information Act.
  • The Batho-Pele White Paper on Transforming Public Sector Service Delivery.
  • Public Sector Corporate Governance policies and procedures.
  • Public Finance Management act.
  • Research and development.
  • Change visualisation, implementation and management.
  • Change management systems.
  • Leadership at a strategic level. 
    		•

    UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems using critical and creative thinking processes in order analyse trends that affect change within the public sector. 

    UNIT STANDARD CCFO WORKING 
    Work effectively with others as a member of a team, group, organisation or community to ensure that change initiatives are effectively implemented. 

    UNIT STANDARD CCFO ORGANISING 
    Organise and manage oneself and one's activities responsibly in order to proactively keep abreast of trends and development that may effect change. 

    UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information in order to interpret how trends and developments will affect change within public sector. 

    UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively using visual, mathematical and/or language in the modes of oral and/or written persuasion to facilitate change management processes. 

    UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically, showing responsibility to the environment and health of others, as a tool to keep abreast of trends and developments that may affect change in public sector, and to ensure that change management systems are effectively implemented. 

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of interrelated systems by recognising that problem solving contexts relating the public service change do not exist in isolation and that a variety of factors, sensitivities and stakeholders may impact on overall organisational and sector change. 

    UNIT STANDARD CCFO CONTRIBUTING 
  • Participate as responsible citizens in the life of local, national and global communities by ensuring that the changes implemented in the public sector impacts positively on all stakeholders.
  • Be culturally and aesthetically sensitive across a range of contexts when initiating change processes. 
    		•

    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 
    N/A 

    QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Core  57827   National Diploma: Public Administration  Level 7  Level N/A: Pre-2009 was L7  Passed the End Date -
    Status was "Reregistered"     		 2023-06-30  PSETA 


    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. Aubrey Nyiko Business Enterprises 
    2. E-Login Business Institute (Pty) Ltd 
    3. Fachs Business Consulting and Training 
    4. Higherway Institute of Learning (Pty) Ltd 
    5. Jeppe of Commerce and Computer Studies 
    6. Regenesys School of Public Management 
    7. Ritepath HR Solutions 
    8. Saint Colonel Graduate Institute 
    9. Sannah Holdings (Pty) Ltd 
    10. South Africa School of Diplomacy, Protocol and Public Administration 
    11. Southern African Institute of Learning 
    12. Tembe Service Providers 
    13. Vala Nge Bhetshu Human Capital Development (Pty) Ltd 
    14. Valambya Education and Training Centre (Pty) Ltd 
    15. Vuca Institute of Leadership Development 


    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.