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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD THAT HAS PASSED THE END DATE: 

Formulate a strategy and an implementation plan for a function 
SAQA US ID UNIT STANDARD TITLE
264395  Formulate a strategy and an implementation plan for a function 
ORIGINATOR
SGB Generic Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Generic Management 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular  Level 6  Level TBA: Pre-2009 was L6  6 
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
2026-06-30   2029-06-30  

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 learners who are already managers of functions or aspiring to become managers of functions. This Unit Standard meets the needs of the sector and of the society by providing competent function managers who by being able to formulate, implement and evaluate a strategic plan, thereby contributing to the effective management of the function.

The learner successfully completing this Unit Standard will gain essential knowledge and practical skills required to lead the process in implementing a strategic plan for a function by analysing the macro environment, developing an integrated strategy, implementing the strategy and evaluating the strategies success.

Learners credited with this standard will be able to:
  • Analyse the value-add of the function within the value chain of the entity.
  • Select the most viable strategic initiative/s for the function.
  • Formulate an integrated strategy for the function.
  • Implement the implementation plan for the strategy.
  • Develop a scorecard for measuring the implementation of the strategy. 
    		•

    LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    It is assumed that the learner has the following knowledge and skills:
  • Communication at NQF Level 5. 
    		•

    UNIT STANDARD RANGE 
    Function refers to the core task or responsibility carried out by a department, directorate or group within an organisation or entity. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Analyse the value-add of the function within the value chain of the entity. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The role and position of the function within the entity are analysed in terms of the contribution it makes to the entity. 

    ASSESSMENT CRITERION 2 
    The performance of the function in terms of financial, human and material resource management is assessed to obtain a comprehensive picture of its positive and negative features. 

    ASSESSMENT CRITERION 3 
    The performance of the function is evaluated against that of other functions of the entity through a comparative process. 

    SPECIFIC OUTCOME 2 
    Select the most viable strategic initiative/s for the function. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    The function is analysed in order to generate strategic initiatives. 

    ASSESSMENT CRITERION 2 
    An explanation is given of the criteria for selecting strategies from a range of alternatives. 
    ASSESSMENT CRITERION RANGE 
    Criteria include but are not limited to risk, consistency, suitability, validity, feasibility and acceptability.
     

    ASSESSMENT CRITERION 3 
    An explanation is given of the alignment of the strategy of the function to the overall strategy of the entity so as to ensure synergy. 

    ASSESSMENT CRITERION 4 
    Alternative strategies for the function are generated using conceptual models, in terms of their competitive advantage and potential to create desired synergies. 
    ASSESSMENT CRITERION RANGE 
    Models include but are not limited to Bowman's clock, Boston Consulting Group (BCG) matrix, portfolio matrix and role of corporate parent.
     

    ASSESSMENT CRITERION 5 
    Alternative strategies are analysed for suitability, feasibility, acceptability and alignment to the vision and mission of the entity. 
    ASSESSMENT CRITERION RANGE 
    Analysed refers to mapping, weighing and testing.
     

    ASSESSMENT CRITERION 6 
    Risks associated with each alternative strategy are identified for mitigation purposes. 

    ASSESSMENT CRITERION 7 
    The most viable strategic initiatives are selected on the basis of the selected criteria. 

    SPECIFIC OUTCOME 3 
    Formulate an integrated strategy for the function. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    All the strategic initiatives are converged into an integrated strategy for the function. 

    ASSESSMENT CRITERION 2 
    Managers are consulted in terms of the proposed integrated strategy to ensure synergy and cooperative efforts towards the achievement of the vision and mission of the entity. 
    ASSESSMENT CRITERION RANGE 
    Managers refers but is not limited to mangers within the function and managers of other functions.
     

    ASSESSMENT CRITERION 3 
    The proposed integrated strategy is assessed in terms of efficacy, feasibility, suitability, acceptability, risks, time frames and costs. 

    ASSESSMENT CRITERION 4 
    The final strategy is formulated so as to define the goals and values, constraints, resources and capabilities, structures and systems and environmental factors of the functions and the entity. 

    ASSESSMENT CRITERION 5 
    The strategy for the function is positioned within the value chain of the entity. 

    SPECIFIC OUTCOME 4 
    Implement the implementation plan for the strategy. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Resources to implement the strategy are analysed so that the implementation can take place efficiently. 
    ASSESSMENT CRITERION RANGE 
    Resources include but are not limited to human, financial and material resources.
     

    ASSESSMENT CRITERION 2 
    Roles, responsibilities and time lines are allocated to individuals for the completion of tasks. 

    ASSESSMENT CRITERION 3 
    Performance monitoring and evaluating criteria and mechanisms are developed to ensure that the strategy implementation takes place in the manner envisaged. 

    ASSESSMENT CRITERION 4 
    Contingencies are generated to respond to anticipated scenarios. 

    ASSESSMENT CRITERION 5 
    A communication strategy is designed and implemented to ensure that all participants and role players are kept informed about developments at every level and time frame. 

    SPECIFIC OUTCOME 5 
    Develop a scorecard for measuring the implementation of the strategy. 

    ASSESSMENT CRITERIA     

    ASSESSMENT CRITERION 1 
    Key Performance Areas (KPAs) and Key Performance Indicators (KPIs) are described to allow for an objective assessment. 

    ASSESSMENT CRITERION 2 
    The implementation of the strategy is measured against objectives, various initiatives, targets and timeframes. 

    ASSESSMENT CRITERION 3 
    Employment profiles are monitored to ensure that equal employment opportunities are made available to all. 
    ASSESSMENT CRITERION RANGE 
    Employment profiles refers but is not limited to gender mainstreaming.
     

    ASSESSMENT CRITERION 4 
    Learning and development initiatives for staff are monitored to gauge the extent to which the function is contributing to personal development as well as towards strengthening the performance of the function. 

    ASSESSMENT CRITERION 5 
    Internal business processes are evaluated in terms of efficiency and contribution to the role of the function in the entity. 

    ASSESSMENT CRITERION 6 
    The level of interaction with customers is monitored to ensure that the relationships are strengthened and optimised. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
  • An 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 with 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 with 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 
  • Analysis of the function.
  • Strategy development and formulation.
  • Scorecard to measure performance. 
    		•

    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:
  • Selecting the most viable strategic initiative/s for the function.
  • Formulating an integrated strategy for the function.
  • Implementing the implementation plan for the strategy.
  • Developing a scorecard for measuring the implementation of the strategy. 
    		•

    UNIT STANDARD CCFO WORKING 
    Working effectively with others as a member of a team, group, organisation, and community during:
  • The formulation of an integrated strategy for the function.
  • The implementation of the implementation plan for the strategy.
  • The development of a scorecard for measuring the implementation of the strategy. 
    		•

    UNIT STANDARD CCFO ORGANISING 
    Organising and managing oneself and one's activities responsibly and effectively when:
  • Analysing the value-add of the function within the value chain of the entity.
  • Selecting the most viable strategic initiative/s for the function.
  • Formulating an integrated strategy for the function.
  • Implementing the implementation plan for the strategy.
  • Developing a scorecard for measuring the implementation of the strategy. 
    		•

    UNIT STANDARD CCFO COLLECTING 
    Collecting, analysing, organising and critically evaluating information to better understand and explain:
  • The most viable strategic initiative/s for the function.
  • The implementation of the strategy. 
    		•

    UNIT STANDARD CCFO COMMUNICATING 
    Communicating effectively using visual, mathematical and/or language skills in the modes of oral and/or written persuasion when:
  • Formulating an integrated strategy for the function.
  • Implementing the implementation plan for the strategy.
  • Developing a scorecard for measuring the implementation of the strategy. 
    		•

    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  80066   National Certificate: Strategic Road Traffic Operations  Level 6  NQF Level 06  Passed the End Date -
    Status was "Reregistered"     		 2023-06-30  SAS SETA 
    Elective  59201   National Certificate: Generic Management  Level 5  Level TBA: Pre-2009 was L5  Passed the End Date -
    Status was "Reregistered"     		 2023-06-30  As per Learning Programmes recorded against this Qual 


    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.
     
    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.