Common use of LEADING COMPETENCIES Clause in Contracts

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy o Process Design and Improvement o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance 1.67

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy o Process Design and Improvement o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a 1.67 thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance CORE COMPETENCIES Moral Competence • Able to identify moral triggers, apply reasoning that promotes honesty and integrity and consistently display behaviour that reflects moral competence 1.67 Planning and Organising • Able to plan, prioritise and organise information and resources effectively to ensure the quality of service delivery and build efficient contingency plans to manage risk 1.67 Analysis and Innovation • Able to critically analyse information, challenges and trends to establish and implement fact-based solutions that are innovative to improve institutional processes in order to achieve key strategic objectives 1.67

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy 1.67 o Process Design and Improvement o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance 1.67

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy o Process Design and Improvement o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a 1.67 thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance 1.67CORE COMPETENCIES Moral Competence  Able to identify moral triggers, apply reasoning that promotes honesty and integrity and consistently display behaviour that reflects moral competence 1.67 Planning and Organising  Able to plan, prioritise and organise information and resources effectively to ensure the quality of service delivery and build efficient contingency plans to manage risk 1.67 Analysis and Innovation  Able to critically analyse information, challenges and trends to establish and implement fact-based solutions that are innovative to improve institutional processes in order to achieve key strategic objectives 1.67 Knowledge and Information Management  Able to promote the generation and sharing of knowledge and information through various processes and media, in order to enhance the collective knowledge base of local government 1.67 Communication  Able to share information, knowledge and ideas in a clear, focused and concise manner appropriate for the audience in order to effectively convey, persuade and influence stakeholders to achieve the desired outcome 1.67 Results and Quality Focus  Able to maintain high quality standards, focus on achieving results and objectives while consistently striving to exceed expectations and encourage others to meet quality standards. Further, to actively monitor and measure results and quality against identified objectives 1.67 TOTAL 20% ANNEXURE B KEY PERFORMANCE INDICATORS The Performance Plan sets out the performance objectives and targets which are based on the Integrated Development Plan, Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of the Employer, and includes key performance indicators, units of measure, details of evidence that must be provided to show that the indicator has been achieved, target dates and weightings which show the relative importance of key performance indicators to one another. Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight TL1 Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Provision of equitable quality basic services to all households Number of formal residential properties that receive piped water (credit and prepaid water) that is connected to the municipal water infrastructure network and billed for the service as at 30 June 2019 Number of residential properties which are billed for water or have pre paid meters All 8677 Report generated from the financial system No 8677 0000 0000 0000 0000 TL2 Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Provision of equitable quality basic services to all households Number of formal residential properties connected to the municipal electrical infrastructure network (credit and prepaid electrical metering)(Excluding Eskom areas) and billed for the service as at 30 June 2019 Number of residential properties which are billed for electricity or have pre paid meters (Excluding Eskom areas) All 9033 Report generated from the financial system No 9033 9033 9033 9033 9033 TL3 Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Provision of equitable quality basic services to all households Number of formal residential properties connected to the municipal waste water sanitation/sewerage network for sewerage service (inclusive of septic Number of residential properties which are billed for sewerage All 8995 Report generated from the financial system No 8995 0000 0000 0000 0000 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight tanks), irrespective of the number of water closets (toilets) and billed for the service as at 30 June 2019 TL4 Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Provision of equitable quality basic services to all households Number of formal residential properties for which refuse is removed once per week and billed for the service as at 30 June 2019 Number of residential properties which are billed for refuse removal All 9614 Report generated from the financial system No 9614 9614 9614 9614 9614 TL5 Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Provision of equitable quality basic services to all households Provide 6kl free basic water per month to all formal households during the 2018/19 financial year Number of HH receiving free basic water All 8677 Report generated from the financial system No 8677 0000 0000 0000 0000 TL8 Municipal To improve To provide The percentage of % of the municipal All 0.8598 Report generated % 95 10 50 80 95 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight Financial Viability and Management the financial viability of the Municipality and ensure its long term financial sustainability effective financial, asset and procurement management the municipality's capital budget actually spent on capital projects by 30 June 2019 {(Actual amount spent on projects /Total amount budgeted for capital projects)X100} capital budget spent from the financial system XX00 Xxxxxxxxx Financial Viability and Management To improve the financial viability of the Municipality and ensure its long term financial sustainability To provide effective financial, asset and procurement management Financial viability measured in terms of the municipality's ability to meet it's service debt obligations as at 30 June 2019 (Short Term Borrowing + Bank Overdraft + Short Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue - Operating Conditional Grant) % Debt to Revenue All 0.0114 Annual Financial Statements and calculation sheet % 10 0 0 0 10 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight and ensure its long term financial sustainability management outstanding service debtors/ revenue received for services) (Target is maximum)) TL13 Municipal Financial Viability and Management To improve the financial viability of the Municipality and ensure its long term financial sustainability To provide effective financial, asset and procurement management Achieve a debtors payment percentage of at least 96% by 30 June 2019 {(Gross Debtors Closing Balance + Billed Revenue - Gross Debtors Opening Balance + Bad Debts Written Off)/Billed Revenue) x 100} % debtors payment ratio achieved All 0.9907 Report generated from the financial system % 96 96 96 96 96 Xxx Xxxxxxxx XXX IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight to participate in the affairs of the Municipality D1 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Submit monthly reports to the MM on the progress made with the implementation of Council resolutions. Number of reports submitted 12 Collaborator report No 12 3 3 3 3 D2 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Implement the OHS recommendations made by the OHS Officer to the LLF by the due date % Recommendations of the OHS Officer made to the LLF implemented. 12 Collaborator report No 12 3 3 3 3 D3 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Develop and sign performance agreements with all managers in the Directorate before 30 September % signed performance agreements submitted to HR 1 Ignite PMS report and Signed agreements % 100 100 0 0 0 D4 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Formal evaluations of the performance of all managers in the Department who were employed for the full 6 month period under review by 30 September and 28 February % of managers for whom formal evaluations were completed 1 PMS evaluation report and individual score sheets % 100 100 0 100 0 D6 Good Governance and Public Participation To ensure good governance and To create a culture of good governance Develop and submit an action plan on all internal audit reports received within 10 % action plans developed for all internal audit reports received 1 Quarterly reports provided by Internal Audit % 100 100 100 100 100 Ref National KPA IDP Goal Strategic Objective KPI Name Unit of Measurement Risk Xxxx Baseline XXX Unit Annual Target Q1 Q2 Q3 Q4 Weight institutional sustainability working days after the receipt of the report D7 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Conduct quarterly staff meetings with managers Number of quarterly meetings conducted 10 Minutes of meetings No 4 1 1 1 1 D8 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance 80% of all project milestones as per the procurement plan achieved % of project milestones achieved 0.8 Report on progress with procurement plan % 80 80 80 80 80 D9 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Review eGAP and IPS2 questionnaires quarterly Number of quarterly completions 4 Proof of submission No 4 1 1 1 1 D10 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Facilitate the mSCOA Steering Committee meetings on a bi- annual basis Number of meetings facilitated 4 Minutes of the meetings No 2 0 1 0 1 D11 Good Governance and Public Participation To ensure good governance and institutional sustainability To create a culture of good governance Facilitate the mSCOA project implementation committee meetings quarterly Number of meetings facilitated 6 Minutes of the meetings No 4 1 1 1 1

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy o Process Design and Improvement o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of 1.67 relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance 1.67CORE COMPETENCIES Moral Competence • Able to identify moral triggers, apply reasoning that promotes honesty and integrity and consistently display behaviour that reflects moral competence 1.67 Planning and Organising • Able to plan, prioritise and organise information and resources effectively to ensure the quality of service delivery and build efficient contingency plans to manage risk 1.67 Analysis and Innovation • Able to critically analyse information, challenges and trends to establish and implement fact-based solutions that are innovative to improve institutional processes in order to achieve key strategic objectives 1.67 Knowledge and Information Management • Able to promote the generation and sharing of knowledge and information through various processes and media, in order to enhance the collective knowledge base of local government 1.67 Communication • Able to share information, knowledge and ideas in a clear, focused and concise manner appropriate for the audience in order to effectively convey, persuade and influence stakeholders to achieve the desired outcome 1.67 Results and Quality Focus • Able to maintain high quality standards, focus on achieving results and objectives while consistently striving to exceed expectations and encourage others to meet quality standards. Further, to actively monitor and measure results and quality against identified objectives 1.67 TOTAL 20% KEY PERFORMANCE INDICATORS The Performance Plan sets out the performance objectives and targets which are based on the Integrated Development Plan, Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of the Employer, and includes key performance indicators, units of measure, details of evidence that must be provided to show that the indicator has been achieved, target dates and weightings which show the relative importance of key performance indicators to one another. Ref National KPA Strategic goal Strategic Objective KPI Name Unit of Measure Xxxx RISK Source of Evidence Baseline Annual Target Q1 Q2 Q3 Q4 Weight TL20 Municipal Financial Viability and Management To improve the financial viability of the Municipality and ensure its long term financial sustainability To provide effective financial, asset and procurement management Spend 95% of the total approved management services capital budget by 30 June % of management services budget spent All Report generated from the financial system 95.00% 2.00% 45.00% 62.00% 95.00% 95.00% 5 Ref National KPA Strategic goal Strategic Objective KPI Name Unit of Measure Xxxx RISK Source of Evidence Baseline Annual Target Q1 Q2 Q3 Q4 Weight D20 Good Governance and Public Participation To create a culture of good governance To ensure good governance Formal evaluations of the performance of all managers in the Department who were employed for the full 6 month period under review by 30 September and % of managers for whom formal evaluations were completed All PMS evaluation report and individual score sheets 100% 100% 100% 0 100% 0 3 Ref National KPA Strategic goal Strategic Objective KPI Name Unit of Measure Xxxx RISK Source of Evidence Baseline Annual Target Q1 Q2 Q3 Q4 Weight 28 February D22 Good Governance and Public Participation To create a culture of good governance To ensure good governance Review risk actions for the department by 15 June % completed All System report 100% 100% 0 0 0 100% 3 D23 Good Governance and Public Participation To create a culture of good governance To ensure good governance Ensure effective communication and reporting to internal and external stakeholders on prescribed dates in the prescribed format. % required reports submitted and / or minutes of meetings held All Collaborator reports; Minutes of OHS meetings, Minutes of staff meetings; IPS2 & eGAP reports, Kronos reports. 100% 100% 100% 100% 100% 100% 2 Ref National KPA Strategic goal Strategic Objective KPI Name Unit of Measure Xxxx RISK Source of Evidence Baseline Annual Target Q1 Q2 Q3 Q4 Weight SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens To provide community facilities and services Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Libraries 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 5 SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens Development of sustainable vibrant human settlements Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Housing 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90 90 90 90 5 SDBIP Graph Basic Service Delivery To create a safe and healthy environment for all citizens and visitors to the Cape Agulhas Municipality To create and maintain a safe and healthy environment Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Protection Services 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 5 SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens To provide community facilities and services Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Public Services 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 5 Ref National KPA Strategic goal Strategic Objective KPI Name Unit of Measure Xxxx RISK Source of Evidence Baseline Annual Target Q1 Q2 Q3 Q4 Weight SDBIP Graph Basic Service Delivery To ensure access to equitable affordable and sustainable municipal services for all citizens To provide community facilities and services Effective management and supervision of the SDBIP on the KPI’s of the Sub Directorate: Human Development 90% of the KPI’s of the Sub Directorate have been met as per IGNITE Dashboard All Updated SDBIP and Report 90% 90% 90% 90% 90% 90% 5 TOTAL 80 ANNEXURE B: COMPETENCY DESCRIPTIONS

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy o Process Design and Improvement o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of 1.67 relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance CORE COMPETENCIES Moral Competence • Able to identify moral triggers, apply reasoning that promotes honesty and integrity and consistently display behaviour that reflects moral competence 1.67 Planning and Organising • Able to plan, prioritise and organise information and resources effectively to ensure the quality of service delivery and build efficient contingency plans to manage risk 1.67 Analysis and Innovation • Able to critically analyse information, challenges and trends to establish and implement fact-based solutions that are innovative to improve institutional processes in order to achieve key strategic objectives 1.67

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy o Process Design and Improvement 1.67 o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance 1.67

LEADING COMPETENCIES. Strategic Direction and Leadership Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate, o Impact and Influence o Institutional Performance Management o Strategic Planning and Management o Organisational Awareness 1.67 People Management Effectively manage, inspire and encourage people, respect diversity, optimise talent and build and nurture relationships in order to achieve institutional objectives o Human Capital Planning and Development o Diversity Management o Employee Relations Management o Negotiation and Dispute Management 1.67 Program and Project Management Able to understand program and project management methodology; plan, manage, monitor and evaluate specific activities in order to deliver on set objectives o Program and Project Planning and Implementation o Service Delivery Management o Program and Project Monitoring and Evaluation 1.67 Financial Management Able to compile, plan and manage budgets, control cash flow, institute financial risk management and administer procurement processes in accordance with recognised financial practices. Further to ensure that all financial transactions are managed in an ethical manner o Budget Planning and Execution o Financial Strategy and Delivery o Financial Reporting and Monitoring 1.67 Change Leadership Able to direct and initiate institutional transformation on all levels in order to successfully drive and implement new initiatives and deliver professional and quality services to the community o Change Vision and Strategy o Process Design and Improvement o Change Impact Monitoring and Evaluation 1.67 Governance Leadership Able to promote, direct and apply professionalism in managing risk and compliance requirements and apply a 1.67 thorough understanding of governance practices and obligations. Further, able to direct the conceptualisation of relevant policies and enhance cooperative governance relationships o Policy Formulation o Risk and Compliance Management o Cooperative Governance 1.67CORE COMPETENCIES Moral Competence  Able to identify moral triggers, apply reasoning that promotes honesty and integrity and consistently display behaviour that reflects moral competence 1.67 Planning and Organising  Able to plan, prioritise and organise information and resources effectively to ensure the quality of service delivery and build efficient contingency plans to manage risk 1.67 Analysis and Innovation  Able to critically analyse information, challenges and trends to establish and implement fact-based solutions that are innovative to improve institutional processes in order to achieve key strategic objectives 1.67 Knowledge and Information Management  Able to promote the generation and sharing of knowledge and information through various processes and media, in order to enhance the collective knowledge base of local government 1.67 Communication  Able to share information, knowledge and ideas in a clear, focused and concise manner appropriate for the audience in order to effectively convey, persuade and influence stakeholders to achieve the desired outcome 1.67 Results and Quality Focus  Able to maintain high quality standards, focus on achieving results and objectives while consistently striving to exceed expectations and encourage others to meet quality standards. Further, to actively monitor and measure results and quality against identified objectives 1.67 TOTAL 20