Why Study Public Administration and Economics?
South Africa is in dire need of professional public administrators – the people who carry out the mandate of government to provide services to the citizens of this country. They are responsible for making sure that government or non-profit services are effective, efficient, and people-friendly. They oversee the roll-out of projects and programmes. They also evaluate projects and programmes and implement changes where necessary. They will work in government departments, municipalities, and State-Owned Entities (SOEs). There are a range of jobs in this sector, from the people who carry out tasks on the ground to the people who set policy.
Career Opportunities
This qualification prepares you for life in the public service, with jobs such as an administrative assistant, budget analyst, case manager, secretary, communications officer, contract administrator, customs officer, environmental health officer, secretary, human resource manager, IT manager, legal administrator, policy analyst, procurement manager, public relations officer, quality assurance manager, researcher, risk manager, tax administrator.
About This Course
Diploma in Public Management (PUBLAS)
NQF Level: 6
SAQA Credits: 360
SAQA ID: 72290
Rationale for the Qualification
The public sector is in a dire need to absorb young skilful human capital that will satisfy the requirement of outcome-based government in South Africa. This qualification provides students with an opportunity to equip themselves with necessary knowledge, skills and competences to contribute to an effective and efficient service delivery.
Statement of Purpose
The Diploma in Public Management targets interested candidates from school, TVET colleges and working officials preferably from the Public Sector. Through this qualification learners will acquire the necessary skills and competencies to carry out the expected administrative tasks and enhance the management abilities thereby contributing to improved service delivery. In so doing, officials in the public service must uphold high ethical standards since South Africa is part of a global market which responds to international standards. This will enhance principles of Good Governance and International Relations.
Qualification Rules
Learners will qualify on condition they have completed all modules which account for 360 credits. Final year learners are expected to undertake Work Integrated Learning at different public sector organisations for a minimum period of three (3) months.
Exit Level Outcomes
▪ Demonstrate comprehensive management skills and competences required by the public sector.
▪ Manage public resources such as finance, human capital, time, assets, and equipment according to relevant legislations and regulations to ensure accountability and responsibility.
▪ Apply principles of outcome-based government characterized by effective and efficient service delivery.
▪ Apply knowledge and insight of public human resource management systems and practices in the public sector context.
▪ Demonstrate knowledge of the fundamental principles of supply chain management theory and practice in local and global government environment.
▪ Interpret and implement public policy according to applicable legislative frameworks.Manage programmes and projects effectively and efficiently within the principles of outcome-based government.
▪ Demonstrate a sound understanding of management principles in a local government context.
Admission requirements
National Senior Certificate with ratings codes:
English Home Language 3
Or English First Additional Language 4
Total Minimum Points (excluding Life Orientation) (25)
National Diploma in Public Administration/Public Management N6 (TVET)
Students who obtained an average of 60% at N6 level will be considered for selection.
Recognition of Prior Learning
Applicants who do not meet the minimum requirements may be granted Recognition of Prior Learning (RPL) in recognition of competencies attained in the public sector workplace. The application of the RPL programme will be guided by the RPL Policy of the University.
ALL ADMISSIONS ARE BASED ON THE SELECTION PROCESS ONLY
Duration of Study
The Diploma cannot be completed in less than three years and must be completed within six years of registration.
OFFERING TYPES
This programme is offered on a:
Full-time (Day) and
Full-time (Evening) basis.
Evening classes are meant to accommodate working students and are held for the same duration as Day
classes,
DIPLOMA: PUBLIC MANAGEMENT (PUBLAS)
CURRICULUM
YEAR 1
SUBJECT NAME | SUBJECT CODE | (PRE- REQUISITES) | CREDITS |
Public Management 1 | PUMA 100 | N/A | 24 |
Public Resource Management 1 | PURM 001 | N/A | 24 |
Economics 1 | ECON 001 | N/A | 24 |
English Communication Studies | ECOS 001 | N/A | 24 |
Governance & Politics 1 | GOPO 100 | N/A | 12 |
Public Law 1 | PULA 100 | N/A | 12 |
SUB-TOTAL | 120 |
YEAR 2
SUBJECT NAME | CORE / ELECTIVE | SUBJECT CODE | PRE-REQUISITES | CREDITS |
Public Management 2 | CORE | PUMA 200 | PUMA 100 | 24 |
Economics 2 | CORE | ECON 200 | ECON 001 | 24 |
End User Computing 2 | CORE | EUCO 200 | N/A | 24 |
Project Management 2 | CORE | PROJ 200 | N/A | 12 |
Fundamentals of Research 2 | CORE | FURE 002 | N/A | 12 |
Local Government Management 2 | ELECTIVE | LGMA 200 | PUMA 100 | 24 |
OR | ||||
Public Human Resource Management 2 | ELECTIVE | PUHR 200 | PURM 001 | 24 |
OR | ||||
Public Finance & Supply Chain Management 2 | ELECTIVE | PSMA 020 | PURM 001 | 24 |
SUB-TOTAL | 120 |
YEAR 3
SUBJECT NAME | CORE / ELECTIVE | SUBJECT CODE | PRE- REQUISITES | CREDITS |
Public Management 3 | CORE | PUMA 300 | PUMA 200 | 24 |
Monitoring & Evaluation 3 | CORE | MONE 300 | PROJ 200 | 12 |
Policy Studies 3 | CORE | POST 300 | N/A | 12 |
Governmental Relations 3 | CORE | GORE 300 | N/A | 24 |
Public Management Practice 3 /Work Integrated Learning 3 (Minimum of 3 months) | CORE | PUMP 300 (LGMA) PUMP 302 (SCMA) PUMP 301 (PUHR) | 24 | |
CHOOSE ONE OF THE ELECTIVES BELOW | ||||
Public Financial Management 3 and Supply Chain Management 3 | ELECTIVE | PUFM 300
SCMA 300 | PSMA 020
PSMA 020 | 12 12 |
OR | ||||
Local Government Management 3 | ELECTIVE | LGMA 300 | LGMA 200 | 24 |
OR | ||||
Public Human Resource Management 3 | ELECTIVE | PUHR 300 | PUHR 200 | 24 |
SUB-TOTAL | 120 | |||
TOTAL CREDITS | 360 | |||
Teaching, Learning and Assessments
All assessments will integrate knowledge, skills, attitude, and applied competence of the discipline. The institutional assessment policy makes provision for assessment instruments ranging from written or oral tests, presentations on topical public sector issues, assignments, case studies, integrated projects or simulation exercises, portfolio of evidence and any other forms of assessments.
Formative Assessments
Three assessments constitute a year mark which contributes 40% of the final mark. A range of assessment methods will be use in assessing the learners including amongst others: Written or Oral tests, projects; Simulations, Tutorial Exercises, Assignments, and Case studies.
Summative Assessments
A candidate passes the subject if a final mark of at least 50% is obtained. The final mark consists of the year mark and examination mark in the ratio of 40:60, respectively.
Progression Procedure
Students with unsatisfactory academic performance will be refused admission to further their studies in this programme. Refer to General Regulations for students (Unsatisfactory Academic Performance under G20)
Work Integrated Learning
Learners must apply for Work Integrated Learning (WIL) upon the successful completion of the second year of study. They must register WIL in terms of the applicable policies and procedures of the University. Prior to attending Work Integrated Learning (WIL), a compulsory Work Readiness Training will be attended by learners prior to placements. A Portfolio of Evidence (PoE) will be submitted on completion of the placement period.
CURRICULUM: DIPLOMA IN PUBLIC MANAGEMENT (PUBLAS)
LEVEL 1 | MODULE CODE |
MODULE OVERVIEW |
Public Management 1 | PUMA100 | § Introduction to Public Administration and Management o Contextualise administration and Public Administration o Contextualise the nature of Public Administration o Scope of Public Administration as science o Public Administration vis-à-vis Liberation, Privatisation and Globalisation
§ Overview of the South African Constitutional Provision § Spheres & Structures of Government § Organisation of government o Separation of government authority o Unitary government o Federal government o Government functions § Administrative and managerial functions o Planning o Organising o Staffing o Control o Leadership/ types of leadership § Public Management Skills o Leadership o Decision-making o Delegations and Coordination o Managing Change o Conflict Resolution o Basic negotiation approaches and skills o Self-management skills ▪ Ethical conduct ▪ Time management ▪ Stress management ▪ Values and beliefs ▪ Emotional intelligence § Introduction to cooperative governance in the South African context o Constitutional Framework regarding multi-sphere system of Government o Integrated governance issues. o Coordinating structures o Categories and types of municipalities o Composition, membership, operation and dissolution of municipal councils |
o Purpose of local government o Committees and office-bearers § Ethical foundations of Public Administration o Political supremacy o Public accountability o Tenants of democracy | ||
Public Resource Management 1 | PURM001 | § Introduction to public resources management. § The context of Public Resource Management § Managing Human Resources o Planning in Public Human Resource Management o Introduction to Recruitment and Selection o Skills, Application and Techniques for Public Human Resource Management § Managing Financial Resources o Public Financial Resources and Public Management Functions § Managing Information Resources o Legislative Framework for Information Management in the Public Sector. § Management of Natural Resources o Critical Issues in Natural Resources Management |
Economics 1 | ECON001 | § Introduction to Economics o Economics as a science o Scarcity choice and opportunity cost o Economic problem § The interdependence between major sectors, markets and flows in the mixed economy o Production, income and spending o Interdependence between households and firms o The government in the circular flow of production, income and spending o Foreign sector § Introduction to South African economy o An overview of the development of the SA economy o Performance of the SA economy o Basic SA economic policies Ø Fiscal policy Ø Monetary policy § Introduction to Demand and Supply o The market concepts o Demand o Supply o Equilibrium o Elasticity § Consumer choice: the utility approach o Indifference curve o Budget line o Consumer equilibrium o Marginal Utility and Individual Demand Curve |
§ Production and Cost o Production factors o Laws of Return o Revenue cost and profits § Determining prices and output o Perfect Competition o Imperfect Competition ▪ Monopoly ▪ Monopsony ▪ Monopolistic Competition ▪ Oligopoly § Economic growth and development o The definition and measurement growth o The business cycles o Sources of economic growth o Economic growth in South Africa |
of |
economic | ||
English | ECOS001 | § Communication theory | ||
Communication Studies 1 | o The communication Process o Reasons for communication o Verbal and non-verbal communication § Fundamentals of Communication | |||
o Verbal and non-verbal communication o Vocal communication ▪ Pitch of the voice ▪ Pace of the speech ▪ Pauses and inserts ▪ Voice projection | ||||
o Visual communication § Communication Channels | ||||
o Medium of information ▪ Face-to-face ▪ Telephone ▪ Electronic mail ▪ Memos and letters ▪ Flyers, Bulletins and Reports | ||||
§ Government Communication | ||||
o Statutory Framework for government information and communication | ||||
o Information: a prerequisite for a democracy o Public Right2know o Barriers to government communication o State and the media o Propaganda § Public Information Services | ||||
o Introduction to Public Information Services o Characteristics and value of data, information and knowledge | ||||
§ Quality § Timeliness § Completeness § Relevance o Information technology for effective governance § The need for management information § Development and management of information systems o E-government § E-government and E-governance § E-government and service delivery § Functions of e-government o Ethics, values and principles in the public sector
§ Meetings documentations and procedures o Purpose of meetings o Kinds of meetings o Procedural aspects o Approaches to meetings o Phases and structure of meetings § Pre meeting phase · Agenda setting · Logistics § Meeting phase · Chairing · Recording/taking minutes · Participation of attendees · Dealing with meeting conflict · Post meeting phase § Preparation of minutes § Report writing o Classification of reports o Language and style of report writing o Planning and compiling reports | ||
Governance & Politics 1 | GOPO100 | § Introduction to governance and politics in South Africa o Terminology analysis o State and government · Theories of the state · Characteristics of the state § Political philosophy and political ideologies o Political philosophy · Liberty · Equality · Justice o Political ideologies § Political parties and elections § State institutions supporting democracy § Service delivery in South Africa |
Public Law 1 | PULA100 | § Introduction to Public Law o The concepts of law o Private law o Public law o Constitutional law o Public law as part of Administrative law o Nature and scope of Administrative law o Sources of administrative law § Justice Administrative Action ▪ Promotion of administrative justice Act (PAJA) 3 of 2000 ▪ Application of the Act ▪ Administrative action affecting the public ▪ Reasons for administrative justice ▪ Judicial review of administrative justice o Pillars of administrative justice in South Africa o Lawful administrative action o Reasonable administrative action o Procedurally fair administrative action |
LEVEL 2 | MODULE CODE |
MODULE OVERVIEW |
Public Management 2 | PUMA200 | § Management ethics, approaches and principles o Guidelines and codes of conduct in the context of public management o Framework for evaluating unethical behaviour in a public dement o Levels of professionalism o Characteristics and contributions of phases of development management o Multidisciplinary and generic process approaches to public management § Public management dynamics o Elements of public management functions o Public managers in policymaking § Managing specialised applications in government o Management applications of policy-making analysis o Strategic management and organisation development o Management application areas of human resources, financial management, development management and project management § Theories of Public Administration o Classical theories, schools, and approaches o Contemporary models and approaches.
§ Theories of Governance |
o Interrelationship between governance and New Public Management (NPM) o Evolution of New Public Management o Global perception of governance o Relationship between governance and Sustainable Human Development o Significance/essence of governance in the development process
§ Public Management: Issues, Challenges and Remedies o Issues and trends in the macro-environment o Challenges and issues within the micro or internal environment o Remedies for management challenge
§ Ethical foundations of Good Governance o Ethical codes in the public sector o Meaning of good governance o Principles of good governance o Characteristics of good governance | ||
Economics 2 | ECON200 | § An introduction to macroeconomics o Economic cycle o Economic theories · Classical theory · Keynes’s theory § Government expenditure o Taxation and Total income o Capital Account o Balance of payment o Foreign sector o Investment function § Measuring the performance of the economy § Inflation and Unemployment o Types of unemployment o Solutions to unemployment o Causes of inflation o Measuring inflation rate o Influence of expectations on inflation o Monetarist view of inflation o Cost of inflation o Relationship between inflation and unemployment § Aggregate demand and aggregate supply model § Monetary economics o Money and banking o Demand and supply of money o Financial institutions o Financial markets o Markets and instruments |
§ Development Economics o Introduction to development economics o Development policy o Regional economics § International Economics o International Trade o International payments o Protection policy o International Trade policy o International economics integration | ||
End User Computing 2 | EUCO 200 | § Inter- and Intranet navigation and searches § Intermediate word processing techniques § Spreadsheets § Presentation software § Introduction to databases § Utilisation of appropriate media |
Project Management 2 | PROJ200 | § Introduction to Project Management o Terminology analysis o The necessity of project management o Project performance dimensions o Project management knowledge areas § Project lifecycle o Conceptualizing Projects o Planning Projects o Executing Projects o Monitoring and Controlling Projects. § Organizational Design and the Project Environment o Functional organisation o Matrix o Projectized organisational structure § Project Scope Management. o Project Scope Management vs Project Life Cycle. o Scope Verification and Validation. o Scope Change and Control. § Resource Planning. o Resource Estimating o Resource Availability, o Project Resource Smoothing, o How to increase Project Resources. § Project Risk Management. o What is Project Risk? o Risk Management Plan. o Risk Management and the Project Life Cycle. o Risk Identification and Quantification o Developing the Risk Response. § Project Communication Management. o Project Communication Plan o Project Meetings. |
o Hand Over Meetings o Project Reporting o Documentation Control. o Project Commissioning and Handover § Project Team Management o Purpose of Project Teams o Benefits of Project Teams. o Team Development Phases. o Levels of Team Building. | ||
Fundamentals of Research 2 | FURE002 | § Introduction to research o Importance of research o Elements of research o Dimensions of research o Nature of research o Research terminology o Ethical requirements for researchers § Types of research o Applied and Abstract research § Sources of topics for scientific research o Sources of research topics or problems o Determining suitability of a research problem § Demarcation of the research problem o Selecting a subject for the research o Problem Identification. § Literature review o Steps in literature review § Methods of collecting data o Research instruments o Primary and secondary data § Research methodology/ approaches o Qualitative o Quantitative § Data collection and sampling o sampling population and target audience § Interpretations of findings § Writing a research proposal o Defining a research proposal o Value of a proposal o Types of research proposals o Components of a research proposal § Report Writing |
Local Government Management 2 | LGMA200 | § Introduction to Local Government in South Africa § History of Local Government in South Africa § Legislative Framework of Local Government § Local Economic Development o Concepts and theory of LED o LED planning process o LED strategies for municipalities · Developing infrastructure |
· Promoting tourism · Marketing § Small Business Development o Promotion of SMME’s o Financial support for the development and growth of SMME’s o Business Management support o Youth entrepreneurial programmes § Structural Composition of Municipalities § Administrative and Managerial functions of Municipalities § Citizen Participation in Local Government § Municipal services and service delivery | ||
Public Human Resource Management 2 | PUHR 200 | § Legislative and policy framework for human resource management o From human resource management to human capital management o Key role player in HR o Good governance in human capital management § Human resource planning • Job analysis • Job description • Steps in HR planning process § Recruitment and selection processes o Context of human capital acquisition o Recruitment policy and procedures o Recruiting methods o Evaluation of recruitment o Challenges of recruitment and placement in the public sector § Selecting, appointing, and orientating public sector employees o Objectives of selection o Selection policy and procedures o Principles underlying selection processes § Employee Induction § Equal Opportunities and Affirmative Action and managing diversity o Origin and need for affirmative action o Approaches to affirmative action o Affirmative action and the merit principle o Employment equity o Diversity management § Employee induction |
Public Finance & Supply Chain Management 2 | PSMA020 | § Introduction and background to Public Financial Management o The political organisation of the public sector o Public provision of goods and services, and key sources of government revenue o Allocation Problem, public opportunity cost and priorities. § Institutional Policy and Legislative Framework governing Public Finance o Constitution of the Republic of South Africa o Public Finance Management Act, 1999 o Municipal Finance Management Act, 2003 o Treasury Regulations o Taxation Policy § Role-players in Public Financial Management o Internal role-players o External role-players § Taxation o Taxation principles o Objects of taxation o Types of taxes § Planning and Budgeting Framework o Budget reform and management of public money through budgeting o Budget logic o Setting up the process/ budget cycle o Treasury Guidelines in Planning and budgeting o Accountability and responsibility o The fundamentals of financial management § Budget execution o Budget execution cycle o Systems involved in budget execution o Managing budget execution risks § Financial governance and political economy o Characteristics of good governance o Principles of good governance o Implementing good governance principles o Factors leading to poor governance o Achieving good governance in the public sector o Trends affecting Public Administration § Introduction to Supply Chain Management o Understanding the concept of Supply Chain Management o Key terminologies associated with SCM o Evolutional developments of SCM o Implementation of effective SCM o Public procurement and SCM § Supply Chain Management in the public sector o Government SCM |
o Institutionalisation of SCM o SCM challenges in the South African public sector. o Enhancing the implementation of SCM in the public sector. § Legislation governing Public SCM o Governance framework in the public sector o Legislative prescripts for SCM o Primary legislation affecting public sector SCM o Subordinate legislation, prescripts and norms supporting primary legislation o Complementary legislation § Implementing Bid Committee systems o The Bid Committee systems o Bid Specification Committee for goods and services o Bid Evaluation Committee for goods and services o Quotations Committee o Bid Adjudication Committee for goods and services o Committee system for infrastructure procurement o Other institutional committees o General committee members |
LEVEL 3 | MODULE CODE | MODULE OVERVIEW |
Public Management 3 | PUMA300 | § Public Administration and development management: theoretical conception, and practical paradigm § Organizational theory and systems theory § Governance for Sustainable Development o Governance and Sustainable Development o Underpinnings of good governance o Effective, responsive, and accountable state institutions o Openness and transparency – public access to information o Addressing corruption and curbing illicit financial flows o Justice and the Rule of Law o Participation in decision-making o Addressing governance priorities o Approaches to Integrating Governance § Managing change in public service organizations o The processes of change in public services and public service organizations o Organizational culture and managing change in public service organizations o Implementing change in public service organizations § Managing innovation in public service organizations |
o Understanding and managing innovation in public services o Developing and supporting innovators in public service organizations o Managing the process of innovation in public services § Governing in a Global Context o Organizational Responses to Globalization o Public Administration in the Age of Globalization o Implications of Transnational Organization Design for Public Administration and Management § Ethics in Public Administration o Democratic basis of public ethics o Developing democratic principles o Legal Frameworks for ethical government o Constitutional and constitutionality-based policy and legislation o Future perspectives | ||
Monitoring & Evaluation 3 | MONE300 | § Introduction to Monitoring and Evaluation o The Importance of M&E o The Result Based Management Pyramid o Principles underpinning Monitoring and Evaluation in S.A. o Planning for Monitoring and Evaluation. o Key Monitoring Variables. o Quality Improvement Monitoring Techniques o Practical Steps in Public Policy Monitoring and Evaluation. o Government Wide Monitoring and Evaluation System: Roles and Responsibilities. § Policy Framework for Government Wide Monitoring and Evaluation System in South Africa. o Constitution of the Republic of South Africa. o Government Wide Monitoring and Evaluation system in South Africa o Public Financial Management Act 1999 o Municipal Finance Management Act, 2003 § Integrating monitoring and evaluation in policy programme management • Programme/project formulation • Appraisal and approval • Implementation • Programme/project completion § Planning and managing evaluation • Preparation • Formulating terms of reference |
• Organizing and managing the evaluation Introduction to report writing in M&E o Definition and purposes o Content and structure o Procedures for preparing and tabling | ||
Policy Studies 3 | POST300 | § Introduction to Policy Studies. o Nature, role and history of public policy o Theories and models of analyzing public policy. o Public Policy in more and lesser developed states. § Policy Formulation: o Environment of Public Policy o Institutional Arrangements for Policy Making. o Policy Problem Identification and Structuring § Policy Agenda Setting, Policy Design, and Decision Making. § Policy Implementation. o Introduction to Policy Implementation: Terms, Concepts and Frameworks. o The 7 C Protocol and Policy Implementation. o Stages of Policy Implementation. o Policy Implementation in Developing Nations. o Evidence Based Policy: Importance and Issues. o Policy Implementation Enablers o Institutional Arrangements for Policy Implementation. |
Governmental Relations 3 | GORE 300 | § The Nature and content of Governmental Relations o Approaches to Intergovernmental Relations o The Democratic Approach o The Constitutional Approach/ Legal Approach o The Financial Approach o Normative-Operational Approach § The influence of forms of government on Intergovernmental Relations o Unitary Form of Government o Federal Form of Government o The Unitary and Federal Debate in South Africa § Models of Governmental Relations § Intergovernmental Relations in Public Administration o Policy and Policy Making as an Intergovernmental Relations Issue |
o Finance as an Intergovernmental Relations Issue o Human Resources as an Intergovernmental Relations Issue § Constitutional framework on Intergovernmental Relations and Co-operative Government o Co-operative Government in relation to Intergovernmental Relations o Constitutional Framework on Co-operative Government o Constitutional Framework on Local Government · Powers and Functions of Local Government · Establishment of Municipalities · Local Government and the Reconstruction and Development Programme · White Paper on Local Government § Intergovernmental Relations and Service Delivery § Intergovernmental Fiscal Relations o Framework Document for Intergovernmental Fiscal Relations in South Africa · Intergovernmental Fiscal Relations Act, 1997 (Act 97 of 1997 · The Functions of the Budget Council · Process for Revenue Sharing Among the Spheres of Government · Division of Revenue Bill o National Council of Provinces (NCOP) o South African Local Government Association (SALGA) Ø Framework for Restructuring of Municipal Service Provision o Financial Implications for Intergovernmental Relations o Financial and Fiscal Commission § Settlement of Intergovernmental Disputes § Extra governmental Relations § Intergovernmental Relations Network § Regional Integration | ||
Public Financial Management 3 | PUFM300 | § Financial Planning and Budgeting § Public accounting and reporting Standards o Mandate and functions o Establishment and operations o Constitution of the Republic of South Africa o Public Finance Management Act, 1999 o Public Audit Act, 2004 |
o Treasury Regulations § Accounting Standards o Fundamentals of Accounting o Financial Management Systems · Chart of Accounts · Cash vs Accrual Accounting o Generally Recognised Accounting Practice (GRAP) o Generally Accepted Accounting Practice (GAAP) o International Public Sector Accounting Standards (IPSAS) § Costing and Budgeting § Public Financial Management Performance o Accruals Accounting and Output Budgeting o Defining and measuring Non-Financial Items, Especially Outputs and Outcomes o Outputs and Input Budget § Risk Management o Managing budget execution risks § Internal Audit Process o Internal audit functions o Audit Planning o Audit Execution o Audit Reporting § Audit Committees o Role of the Audit Committee o Mandate of the Audit Committee o External audit: Auditor-General § Intergovernmental Fiscal Relations in South Africa o Intergovernmental Fiscal Relations o Framework Document for Intergovernmental Fiscal Relations in South Africa o Intergovernmental Fiscal Relations Act, 1997 (Act 97 of 1997 · The Functions of the Budget Council · Process for Revenue Sharing Among the Spheres of Government · Division of Revenue Bill · National Council of Provinces (NCOP) o South African Local Government Association (SALGA) o Financial and Fiscal Commission o Framework for Restructuring of Municipal Service Provision o Financial Implications for Intergovernmental Relations |
§ Ethical Foundations of Public Financial Management o Ethical concepts o Public sector ethics o Fraud and corruption o Ethical failings in the public sector o Upholding public ethics standards in South Africa | ||
Supply Chain Management 3 | SCMA300 | § Demand Management in the public service o Demand management in perspective o Demand management planning o Strategic planning in SCM o Operational planning in SCM o Demand analysis o Procurement planning § Acquisition Management o Defining acquisition management o Acquisition methods o Delegation of authority in acquisition management o Technology requirements in acquisition requirements o Sourcing suppliers through quotations o Sources suppliers through competitive bidding § Strategic sourcing and category management in the public sector o Understanding strategic sourcing and category management o Principles of strategic sourcing o Strategic sourcing framework o Strategic sourcing and category management methods and strategies. § Logistics Management o The concept of logistics and place in the public sector o Distribution of goods o Warehouse and store management o Logistics administration § Risk Management in the public sector SCM o Introduction to SCM risk management o SCM system risk management response plan o SCM risk management on a case-to-case basis o SCM risk assessment tool o Monitoring SCM risk management system o Internal control and SCM risk management |
o Detective and preventive control activities § Asset Disposal Management o Introduction to asset and asset management o Asset Disposal within the asset management system o Importance of Asset Disposal o Disposal management and principles o System of Asset Disposal Management o Asset Disposal Methods | ||
Local Government Management 3 | LGMA300 | § Integrated development planning as an approach to sustainable development in municipalities. o Integrated development planning o Contextualising integrated development planning § Local government and service delivery. o Nature and extent of typical municipal services. o The realities of service delivery. o Service delivery improvement strategies, programmes and recommendations. · Professionalisation of Local Government · District Development Model § Municipal human resource management. o Clarification of key human resource terms. o HRM systems and processes o HR planning o HR provision, utilisation, and development- training and development performance management o Labour relations and grievance procedure- professionalism and codes of conduct. § Municipal financial management o Legislative framework for Municipal finance management o Key role players and structures in municipal financial management. o Municipal budgets and cycle § Municipal supply chain management o Process of supply chain management- establishment of municipal chain management units o Bidding process- assets management. § Managing municipal performance o Defining performance and performance management o Statutory and regulatory requirements related to performance management. o Performance management models, tools and techniques |
§ Local Government and Sustainable Development o Dominant views on sustainable development o Promoting sustainable development at grassroots o Achieving sustainable local government | |||
Public Human | Resource | PUHR300 | § Human capital management for effective for service |
Management 3 | delivery/ the conceptualization of human capital | ||
management in the 21st century | |||
§ Compensating and caring for public sector | |||
employees | |||
o Compensating public sector employees · Compensation policies | |||
· Pay system design | |||
· Incentive compensation | |||
· Employee benefits | |||
o Conceptualising employee wellness · Legal and strategic framework for | |||
employee health and wellness | |||
· Managing HIV/AIDS in the public | |||
sector | |||
· Holistic approach to wellness | |||
· Dimensions of wellness | |||
§ Career Management | |||
o Career concepts o Career choices o Purpose of career management o Career anchors o Career patterns o Career plateaux o Effects of working couples and work-family conflict on career movements | |||
§ Performance Management | |||
o Performance framework o Objectives of performance management o Performance planning o Pillars of successful performance management system | |||
o Setting performance standards o Individual performance plan o Performance measurements and appraisals o Dispute resolutions § Training and Development in the public sector | |||
o Skills development legislation o The importance of training in a public institution | |||
o Training cycle o Training needs analysis o Training design o Training models | |||
o Training theories and methods
Informational and experiential training methods § Employee motivation in the public sector o Motivation in the public sector o Motivation theories o Role of motivation in teams o Factors contributing to demotivation § Talent and Retention Management o Value of talent and retention management o Integrating talent management o Talent management process o Strategic talent management o Retention management o Strategies to retain employees § Employee relations o Contextualising public sector employee relations in South Africa o Role players in public sector employee relations o Facets of public sector employee relations o Strikes and lockouts in the public sector | ||
Public Management Practice (12 weeks to be undertaken at Level 3) | PUMP300 PUMP301 PUMP302 | § P0 completed and assessed regarding relevant theoretical foundations and soft skills necessary for acceptance into various public entities § Completion requires the required 12 weeks of work integrated learning within the administrative entities in Human Resource Management, Finance, and other relevant departments § Portfolio of Evidence and Logbook § to be completed and submitted for assessment. |
Advanced Diploma in Public Management
Qualification Code: ADVPUM
SAQA ID: 111159
NQF Leve: 7
SAQA Credits : 120
Rational for the Qualification
The public sector requires highly skilled workforce that will gratify the obligation of outcome-based government and development state. This qualification provides students with an opportunity to equip themselves with knowledge, skills, and competences to contribute to an advancement of governance in the public sector.
Statement of Purpose
The Advanced Diploma in Public Management targets interested candidates who successfully completed a Diploma/National diploma in Public Management or equivalent. Through this qualification, learners will acquire advanced skills and competencies to carry out the expected management, administrative tasks and enhance the strategic abilities thereby contributing to improved service delivery. In so doing, officials, officials in the public service must uphold high ethical standards since South Africa is part of a global market, which responds to international. This will enhance principles of Good Governance and International Relations.
Qualification Rules
Learners will qualify on condition that they have completed all modules, which account for 120 credits.
Exit Level Outcome:
Provide a vision and set direction for the organization /unit and inspire others to deliver the organisational
Provide effective institutional leadership by applying appropriate models, theories and leadership
Maintain and enhance confidence in the South African Public Service by applying effective organisational leadership skills.
Apply strategic thinking in managing and leading Public Sector
Promote Honest Conduct in leading and managing the Public Sector
Admission requirements
Minimum requirement for admission is National Diploma or Diploma in Public Management or equivalent with an average pass mark of 60%. In instances where a student obtained less than 60%, a minimum of three years’ experience in the public sector is considered.
ALL ADMISSIONS ARE BASED ON THE SELECTION PROCESS ONLY
Duration of Study Full time one year Part time two years
CURRICULUM
Module Name | NQF level of module | Credits | Core/ Elective | Year Level | Module Code |
Introduction to Research 4 | 7 | 12 | Core | 4 | ARES040 |
Advanced Management and Leadership 4 | 7 | 12 | Core | 4 | ADML040 |
Advanced Public Policy Management 4 | 7 | 24 | Core | 4 | ADPP040 |
Advanced Public Financial Management 4 | 7 | 24 | Core | 4 | ADFM040 |
Advanced Monitoring and Evaluation 4 | 7 | 24 | Core | 4 | ADME040 |
Advanced Public Human Resource Management 4 | 7 | 24 | Core | 4 | ADHR040 |
Teaching, Learning and Assessment
All assessments will integrate knowledge, skills attitude and applied competence of the discipline. The institutional assessment policy makes provision for assessment instruments ranging from written or oral tests, presentations on topical public sector issues, assignments, integrated projects or simulation exercises, portfolio of evidence and any other assessments.
Formative assessments
Students writes three assessments per year, and all three contribute to a year mark, which contributes 40% of the final mark. A range of assessment methods will be used in assessing the learners including amongst others: Written tests, Class presentations, Integrated Projects, Simulations, Assignments and Case Studies.
Summative Assessments
The pass mark for all modules/subjects in the Advanced Diploma is 50%. The final mark consists of the year mark and examination mark in the ratio of 40:60 respectively.
Subminimum rule applies to all modules.
Advanced Monitoring and Evaluation 4 | ADME040 | § Government-Wide Monitoring and Evaluation Systems § Monitoring and Evaluation at institutional level § Developing Performance Indicators to Manage Performance in government § Monitoring and Evaluation Approaches § Evaluation Tools and Techniques. § Research and Monitoring and Evaluation of Policies and Programmes.
o Key Considerations in conducting Monitoring and evaluation Research. o Monitoring and Evaluation Research Tools. o Government Wide Monitoring and Evaluation: Data Terrains o Qualitative and Quantitative Data Collection Methodologies. § Evaluation of M&E in the South African context. |
Advanced Public Policy Management 4 | ADPP040 | · Agenda setting · Policy formulation · Evidence based policy making · Models for policy formulation · Policy adoption and implementation · 7 C for policy implementation · Policy analysis · Policy monitoring and evaluation |
Advanced Management and Leadership 4 | ADML040 | · Management and leadership imperatives for service delivery · Management theories, leadership theories and leadership styles · Management principles |
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| · Public sector leadership traits · Strategic management · Change management · Performance management · Ethical and accountable leadership · Good governance and leadership |
Introduction To Research Methodology 4 | ARES040 | · Introduction to research · Research process · Research methodology · Ethical consideration · Data collection, analysis interpretation · Research report writing |
Advanced Financial Management 4 | ADFM 040 | § Public Sector Financial Strategic management § Financial Planning in line with MTEF and MTSF § Financial Requirements § Financial Performance management § Financial Risks Management. § Financial Oversight and Accountability |
Advanced Human Resource Management 4 | ADHR040 | § Legislative/Statutory Framework for Public Sector Human Resource Management § Strategic human capital management § Strategic Change Management in the Public Sector. § Talent Management and Retention in the Public Sector § Public Sector Employee Performance Management and Development System (EPMDS) § Remuneration Management in Public Sector. § Employee Health and Wellness § Labour Relations § Ethics in the public human resource management |
INDEMNITY CLAUSE
Mangosuthu University of Technology is not liable to the learner or any third party for any demands, loss of life or amenities caused in whatever manner to the learner at the workplace where the work integrated learning takes place. Despite the aforementioned, it is the responsibility of the learner to inform Mangosuthu University of Technology in writing of an unsafe or unhealthy conditions in the workplace where the student is receiving the training.
Whilst every effort will be made to provide assistance to students in securing placement for work integrated learning the University does not guarantee such placement.
