Common use of Personal Development Plan Clause in Contracts

Personal Development Plan. 1.1.1 A Municipality should be committed to – (a) the continuous training and development of its employees to achieve its vision, mission and strategic objectives and empower employees; and (b) managing training and development within the ambit of relevant national policies and legislation. 1.1.2 A Municipality should follow an integrated approach to Human Resource Management, that is: (a) Human Resource development forms and integral part of human resour- ce planning and management. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (b) In order for training and development strategy and plans to be success- ful it should be based on sound Human Resource (HR) practices, such as the (strategic) HR Plan, job descriptions, the result of regular perfor- ▇▇▇▇▇ appraisals and career pathing. (c) To ensure the necessary linkage with performance management, the Performance Management and Development System provides for the Personal Development Plans of employees to be included in their annual performance agreements. Such approach will also ensure the alignment of individual performance objectives to the municipality’s strategic objec- tives, and that training and development needs can be identified through performance management and appraisal. (d) Career-pathing ensures that employees are placed and developed in jobs according to aptitude and identified potential. Through training and development they can acquire the necessary competencies to prepare them for future positions. A comprehensive competency framework and profile for Municipal Managers are attached and these should be linked to relevant registered unit standards to specifically assist them in compi- ling Personal Development Plans in consultation with their managers. (e) Personal Development Plans are compiled for individual employees and the data collated from all employees in the municipality forms the basis for the prescribed Workplace Skills Plan, which municipalities are requi- red to compile as a basis for all training and education activities in the municipality in a specific financial year and report on progress made to the Local Government Sector Education and Training Authority. 1.1.3 The aim of the compilation of Personal Development Plans is to identify, prioritise and implement training needs. 1.1.4 Compiling the Personal Development Plan attached as Appendix. (a) Competency assessment instruments, which are dealt with more speci- fically in Appendix 1 and 2, should be established to assist with the ob- jective assessment of employees’ actual competencies against their job specific competency profiles and managerial competencies at a given period in time with the purpose of identifying training needs or skills gap. (b) The competency framework and profiles and relevant competency as- sessment results will enable a manager, in consultation with his/her em- ployee, to compile a Personal Development Plan. The identified training needs should be entered into column 1 of Appendix 1, entitled Skills / Performance Gap. The following should be carefully determined during such a process: (i) Organisational needs, which include the following: o Strategic development priorities and competency require- ments, in line with the municipality’s strategic objectives. o The competency requirements of individual jobs. The relevant job requirements (job competency profile) as identified in the job description should be compared to the current competency profile of the employee to determine the individual’s compe- tency gaps. o Specific competency gaps as identified during the probation period and performance appraisal of the employee. (ii) Individual training needs that are job / career related. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (c) Next, the prioritization of the training needs [1 to …] should be listed since it may not be possible to address all identified training needs in a specific financial year. It is however of critical importance that training needs be addressed on a phased and priority basis. This implies that all these needs be should be prioritized for purposes of accommodating critical / strategic training and development needs in the HR Plan, Perso- nal Development Plans and the Workplace Skills Plan. (d) Consideration must then be given to the expected outcomes, to be listed in column 2 of Appendix 1, so that once the intervention is completed the impact it had can be measured against relevant output indicators. (e) An appropriate intervention should be identified to address training needs / skills gaps and the outcome to be achieved but with due regard to cost effectiveness. These should be listed in column3 of Appendix 1, entitled: Suggested training and / or development activity in line with the National Qualifications Framework, which could enable the trainee to obtain recognition towards a qualification for training undertaken. It is important to determine through the Training / Human Resource Deve- lopment / Skills Development Unit within the municipality whether unit standards have been developed and registered with the South African Qualifications Authority that are in line with the skills gap and expected outcomes identified. Unit standards usually have measurable assess- ment criteria to determine achieved competency. (f) Guidelines regarding the number of training days per employee and the nominations of employees: An employee should on average receive at least five days of training per financial year and not unnecessarily be withdrawn from training interventions. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (g) Column 4 of Appendix 1: The suggested mode of delivery refers to the chosen methodology that is deemed most relevant to ensure transfer of skills. The training / development activity should impact on service de- livery back in the workplace. Mode of delivery consists of, amongst others, self-study [The official takes it upon him / her to read e.g. legis- lation]; internal or external training provision; coaching and / or ▇▇▇▇▇- ring and exchange programmes, etc. (h) The suggested time frames (column 5 of Appendix 1) enable managers to effectively plan for the annum e.g. so that not all their employees are away from work within the same period and also ensuring that the PDP is implemented systematically. (i) Work opportunity created to practice skill / development areas, in column 6 of Appendix 1, further ensures internalization of information gained as well as return on investment (not just a nice to have skill but a necessary to have skill that is used in the workplace). Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (j) The final column, column 7 of Appendix 1, provides the employee with a support person that could act as coach or mentor with regard to the area of learning.

Personal Development Plan. 1.1.1 A Municipality should be committed to – (a) the continuous training and development of its employees to achieve its vision, mission and strategic objectives and empower employees; and (b) managing training and development within the ambit of relevant national policies and legislation. 1.1.2 A Municipality should follow an integrated approach to Human Resource Management, that is: (a) Human Resource development forms and integral part of human resour- ce planning and management. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (b) In order for training and development strategy and plans to be success- ful it should be based on sound Human Resource (HR) practices, such as the (strategic) HR Plan, job descriptions, the result of regular perfor- ▇▇▇▇▇ appraisals and career pathing. (c) To ensure the necessary linkage with performance management, the Performance Management and Development System provides for the Personal Development Plans of employees to be included in their annual performance agreements. Such approach will also ensure the alignment of individual performance objectives to the municipality’s strategic objec- tives, and that training and development needs can be identified through performance management and appraisal. (d) Career-pathing ensures that employees are placed and developed in jobs according to aptitude and identified potential. Through training and development they can acquire the necessary competencies to prepare them for future positions. A comprehensive competency framework and profile for Municipal Managers are attached and these should be linked to relevant registered unit standards to specifically assist them in compi- ling Personal Development Plans in consultation with their managers. (e) Personal Development Plans are compiled for individual employees and the data collated from all employees in the municipality forms the basis for the prescribed Workplace Skills Plan, which municipalities are requi- red to compile as a basis for all training and education activities in the municipality in a specific financial year and report on progress made to the Local Government Sector Education and Training Authority. 1.1.3 The aim of the compilation of Personal Development Plans is to identify, prioritise and implement training needs. 1.1.4 Compiling the Personal Development Plan attached as Appendix. (a) Competency assessment instruments, which are dealt with more speci- fically in Appendix 1 and 2, should be established to assist with the ob- jective assessment of employees’ actual competencies against their job specific competency profiles and managerial competencies at a given period in time with the purpose of identifying training needs or skills gap. (b) The competency framework and profiles and relevant competency as- sessment results will enable a manager, in consultation with his/her em- ployee, to compile a Personal Development Plan. The identified training needs should be entered into column 1 of Appendix 1, entitled Skills / Performance Gap. The following should be carefully determined during such a process: (i) Organisational needs, which include the following: o Strategic development priorities and competency require- ments, in line with the municipality’s strategic objectives. o The competency requirements of individual jobs. The relevant job requirements (job competency profile) as identified in the job description should be compared to the current competency profile of the employee to determine the individual’s compe- tency gaps. o Specific competency gaps as identified during the probation period and performance appraisal of the employee. (ii) Individual training needs that are job / career related. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (c) Next, the prioritization of the training needs [1 to …] should be listed since it may not be possible to address all identified training needs in a specific financial year. It is however of critical importance that training needs be addressed on a phased and priority basis. This implies that all these needs be should be prioritized for purposes of accommodating critical / strategic training and development needs in the HR Plan, Perso- nal Development Plans and the Workplace Skills Plan. (d) Consideration must then be given to the expected outcomes, to be listed in column 2 of Appendix 1, so that once the intervention is completed the impact it had can be measured against relevant output indicators. (e) An appropriate intervention should be identified to address training needs / skills gaps and the outcome to be achieved but with due regard to cost effectiveness. These should be listed in column3 of Appendix 1, entitled: Suggested training and / or development activity in line with the National Qualifications Framework, which could enable the trainee to obtain recognition towards a qualification for training undertaken. It is important to determine through the Training / Human Resource Deve- lopment / Skills Development Unit within the municipality whether unit standards have been developed and registered with the South African Qualifications Authority that are in line with the skills gap and expected outcomes identified. Unit standards usually have measurable assess- ment criteria to determine achieved competency. (f) Guidelines regarding the number of training days per employee and the nominations of employees: An employee should on average receive at least five days of training per financial year and not unnecessarily be withdrawn from training interventions. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (g) Column 4 of Appendix 1: The suggested mode of delivery refers to the chosen methodology that is deemed most relevant to ensure transfer of skills. The training / development activity should impact on service de- livery back in the workplace. Mode of delivery consists of, amongst others, self-study [The official takes it upon him / her to read e.g. legis- lation]; internal or external training provision; coaching and / or ▇▇▇▇▇- ring and exchange programmes, etc. (h) The suggested time frames (column 5 of Appendix 1) enable managers to effectively plan for the annum e.g. so that not all their employees are away from work within the same period and also ensuring that the PDP is implemented systematically. (i) Work opportunity created to practice skill / development areas, in column 6 of Appendix 1, further ensures internalization of information gained as well as return on investment (not just a nice to have skill but a necessary to have skill that is used in the workplace). Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021. (j) The final column, column 7 of Appendix 1, provides the employee with a support person that could act as coach or mentor with regard to the area of learning.

Personal Development Plan. 1.1.1 A Municipality should be committed to – (a) the continuous training and development of its employees to achieve its vision, mission and strategic objectives and empower employees; and (b) managing training and development within the ambit of relevant national policies and legislation. 1.1.2 A Municipality should follow an integrated approach to Human Resource Management, that is: (a) Human Resource development forms and integral part of human resour- ce planning and management. Original signed Signed as per Council Resolution C2526/04/2021 C2617/07/2021 dated 29 April July 2021 (b) In order for training and development strategy and plans to be success- ful it should be based on sound Human Resource (HR) practices, such as the (strategic) HR Plan, job descriptions, the result of regular perfor- ▇▇▇▇▇ appraisals and career pathing. (c) To ensure the necessary linkage with performance management, the Performance Management and Development System provides for the Personal Development Plans of employees to be included in their annual performance agreements. Such approach will also ensure the alignment of individual performance objectives to the municipality’s strategic objec- tives, and that training and development needs can be identified through performance management and appraisal. (d) Career-pathing ensures that employees are placed and developed in jobs according to aptitude and identified potential. Through training and development they can acquire the necessary competencies to prepare them for future positions. A comprehensive competency framework and profile for Municipal Managers are attached and these should be linked to relevant registered unit standards to specifically assist them in compi- ling Personal Development Plans in consultation with their managers. (e) Personal Development Plans are compiled for individual employees and the data collated from all employees in the municipality forms the basis for the prescribed Workplace Skills Plan, which municipalities are requi- red to compile as a basis for all training and education activities in the municipality in a specific financial year and report on progress made to the Local Government Sector Education and Training Authority. 1.1.3 The aim of the compilation of Personal Development Plans is to identify, prioritise and implement training needs. 1.1.4 Compiling the Personal Development Plan attached as Appendix. (a) Competency assessment instruments, which are dealt with more speci- fically in Appendix 1 and 2, should be established to assist with the ob- jective assessment of employees’ actual competencies against their job specific competency profiles and managerial competencies at a given period in time with the purpose of identifying training needs or skills gap. (b) The competency framework and profiles and relevant competency as- sessment results will enable a manager, in consultation with his/her em- ployee, to compile a Personal Development Plan. The identified training needs should be entered into column 1 of Appendix 1, entitled Skills / Performance Gap. The following should be carefully determined during such a process: (i) Organisational needs, which include the following: o Strategic development priorities and competency require- ments, in line with the municipality’s strategic objectives. o The competency requirements of individual jobs. The relevant job requirements (job competency profile) as identified in the job description should be compared to the current competency profile of the employee to determine the individual’s compe- tency gaps. o Specific competency gaps as identified during the probation period and performance appraisal of the employee. (ii) Individual training needs that are job / career related. Original signed Signed as per Council Resolution C2526/04/2021 C2617/07/2021 dated 29 April July 2021 (c) Next, the prioritization of the training needs [1 to …] should be listed since it may not be possible to address all identified training needs in a specific financial year. It is however of critical importance that training needs be addressed on a phased and priority basis. This implies that all these needs be should be prioritized for purposes of accommodating critical / strategic training and development needs in the HR Plan, Perso- nal Development Plans and the Workplace Skills Plan. (d) Consideration must then be given to the expected outcomes, to be listed in column 2 of Appendix 1, so that once the intervention is completed the impact it had can be measured against relevant output indicators. (e) An appropriate intervention should be identified to address training needs / skills gaps and the outcome to be achieved but with due regard to cost effectiveness. These should be listed in column3 of Appendix 1, entitled: Suggested training and / or development activity in line with the National Qualifications Framework, which could enable the trainee to obtain recognition towards a qualification for training undertaken. It is important to determine through the Training / Human Resource Deve- lopment / Skills Development Unit within the municipality whether unit standards have been developed and registered with the South African Qualifications Authority that are in line with the skills gap and expected outcomes identified. Unit standards usually have measurable assess- ment criteria to determine achieved competency. (f) Guidelines regarding the number of training days per employee and the nominations of employees: An employee should on average receive at least five days of training per financial year and not unnecessarily be withdrawn from training interventions. Original signed Signed as per Council Resolution C2526/04/2021 C2617/07/2021 dated 29 April July 2021 (g) Column 4 of Appendix 1: The suggested mode of delivery refers to the chosen methodology that is deemed most relevant to ensure transfer of skills. The training / development activity should impact on service de- livery back in the workplace. Mode of delivery consists of, amongst others, self-study [The official takes it upon him / her to read e.g. legis- lation]; internal or external training provision; coaching and / or ▇▇▇▇▇- ring and exchange programmes, etc. (h) The suggested time frames (column 5 of Appendix 1) enable managers to effectively plan for the annum e.g. so that not all their employees are away from work within the same period and also ensuring that the PDP is implemented systematically. (i) Work opportunity created to practice skill / development areas, in column 6 of Appendix 1, further ensures internalization of information gained as well as return on investment (not just a nice to have skill but a necessary to have skill that is used in the workplace). Original signed Signed as per Council Resolution C2526/04/2021 C2617/07/2021 dated 29 April July 2021 (j) The final column, column 7 of Appendix 1, provides the employee with a support person that could act as coach or mentor with regard to the area of learning.

Personal Development Plan. 1.1.1 A Municipality should be committed to –to- (a) the continuous training and development of its employees to achieve its vision, mission and strategic objectives and empower employees; and (b) managing training and development within the ambit of relevant national policies and legislation. 1.1.2 A Municipality should follow an integrated approach to Human Resource Management, that is: (a) Human Resource resource development forms and integral part of human resour- ce planning an integrated to Human Resource Planning and management. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021. (b) In order for training and development strategy and plans to be success- ful successful it should be based on sound Human Resource (HR) practices, such as the (strategic) HR Plan, job descriptions, the result of regular perfor- ▇▇▇▇▇ performance appraisals and career pathing. (c) To ensure the necessary linkage with performance management, the Performance Management and Development System provides for the Personal Development Plans of employees to be included in their annual performance agreements. Such approach will also ensure the alignment of individual performance objectives to the municipality’s strategic objec- tivesobjectives, and that training and development needs can be identified through performance management and appraisal. (d) Career-pathing ensures that employees are placed and developed in jobs according to aptitude and identified potential. Through training and development they can acquire the necessary competencies to prepare them for future positions. A comprehensive competency framework and profile for Municipal Managers are attached and these should be linked to relevant registered unit standards to specifically assist them in compi- ling compiling Personal Development Plans in consultation with their managers. (e) Personal Development Plans are compiled for individual employees and the data collated from all employees in the municipality forms the basis for the prescribed Workplace Skills Plan, which municipalities are requi- red required to compile as a basis for all training and ad education activities in the municipality in a specific financial year and report on progress made to the Local Government Sector Education and Training Authority. 1.1.3 The aim of the compilation of Personal Development Plans is to identify, prioritise and implement training needs. 1.1.4 Compiling the Personal Development Plan attached as at Appendix. (a) Competency assessment instruments, which are dealt with more speci- fically specifically in Appendix 1 and 2, should be established to assist with the ob- jective objective assessment of employees’ actual competencies against their job specific competency profiles and managerial competencies at a given period in time with the purpose of identifying training needs or skills gapgaps. (b) The competency framework and profiles and relevant competency as- sessment assessment results will enable a manager, in consultation with his/her em- ployeeemployee, to compile a Personal Development Plan. The identified training needs should be entered into column 1 of Appendix 1, entitled Skills / Performance Gap. The following should be carefully determined during such a process: (i) Organisational needs, which include the following: o Strategic development priorities and competency require- mentsrequirements, in line with the municipality’s strategic objectives. o The competency requirements of individual jobs. The relevant job requirements (job competency profile) as identified in the job description should be compared to the current competency profile of the employee to determine the individual’s compe- tency competency gaps. o Specific competency gaps as identified during the probation period and performance appraisal of the employee. (ii) Individual training needs that are job / career related. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (c) Next, the prioritization priorisation of the training needs [(1 to to…] ) should be listed since it may not be possible to address all identified training needs in a specific financial year. It is however of critical importance that training needs be addressed on a phased and priority basis. This implies that all these needs be should be prioritized for purposes of accommodating critical / strategic training and development needs in the HR Plan, Perso- nal Personal Development Plans Plan and the Workplace Skills Plan. (d) Consideration must then be given to the expected outcomes, to be listed in column 2 of Appendix 1, so that once the intervention is completed the impact it had can be measured against relevant output indicators. (e) An appropriate intervention should be identified to address training needs / skills gaps and the outcome to be achieved but with due regard to cost effectiveness. These should be listed in column3 column 3 of Appendix 1, entitled: Suggested training and / or development activity in line with the National Qualifications Framework, which could enable the trainee to obtain recognition towards a qualification for training undertaken. It is important to determine through the Training / Human /Human Resource Deve- lopment Development / Skills Development Unit within the municipality whether unit standards have been developed and registered with the South African Qualifications Authority that are in line with the skills gap and expected outcomes identified. Unit standards usually have measurable assess- ment assessment criteria to determine achieved competency. (f) Guidelines regarding the number of training days per employee and the nominations of employees: An employee should on average receive at least five days of training per financial year and not unnecessarily be withdrawn from training interventions. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (g) Column 4 of Appendix 1: The suggested mode of delivery refers to the chosen methodology that is deemed most relevant to ensure transfer of skills. The training / development activity should impact on service de- livery delivery back in the workplace. Mode of delivery consists of, amongst others, self-study [The the official takes it upon him / her to read e.g. legis- lationlegislation]; internal or external training provision; , coaching and / or ▇▇▇▇▇- ring mentoring and exchange programmes, etc. (h) The suggested time frames (column 5 of Appendix 1) enable managers to effectively plan for the annum e.g. e.g so that not all their employees are away from form work within the same period and also ensuring that the PDP is implemented systematically. (i) Work opportunity created to practice skill / development areas, in column 6 of Appendix appendix 1, further ensures internalization of information gained as well as return on investment (not just a nice to have skill but a necessary to have skill that is used in the workplace). Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021. (j) The final column, column 7 of Appendix appendix 1, provides the employee with a support person that could act as coach or mentor with regard to the area of learning. Skills / Performance Gab ( in order of priority Outcomes Expected (measurable indicators, quantity, quality and time frames) Suggested training and development activity Suggested mode of delivery Suggested Time Frames Work opportunity created to practice skill / development area Support Person 1. Municipal financial The Director will be able to Financial External service .3 months Efficiency in Senior Manager: management. manage allocated budget in management for provider. budgeting and Training line with applicable non- finance budget control. legislation. Manager.

Personal Development Plan. 1.1.1 A Municipality should be committed to –to- (a) the continuous training and development of its employees to achieve its vision, mission and strategic objectives and empower employees; and (b) managing training and development within the ambit of relevant national policies and legislation. 1.1.2 A Municipality should follow an integrated approach to Human Resource Management, that is: (a) Human Resource resource development forms and integral part of human resour- ce planning an integrated to Human Resource Planning and management. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021. (b) In order for training and development strategy and plans to be success- ful successful it should be based on sound Human Resource (HR) practices, such as the (strategic) HR Plan, job descriptions, the result of regular perfor- ▇▇▇▇▇ performance appraisals and career pathing. (c) To ensure the necessary linkage with performance management, the Performance Management and Development System provides for the Personal Development Plans of employees to be included in their annual performance agreements. Such approach will also ensure the alignment of individual performance objectives to the municipality’s strategic objec- tivesobjectives, and that training and development needs can be identified through performance management and appraisal. (d) Career-pathing ensures that employees are placed and developed in jobs according to aptitude and identified potential. Through training and development they can acquire the necessary competencies to prepare them for future positions. A comprehensive competency framework and profile for Municipal Managers are attached and these should be linked to relevant registered unit standards to specifically assist them in compi- ling compiling Personal Development Plans in consultation with their managers. (e) Personal Development Plans are compiled for individual employees and the data collated from all employees in the municipality forms the basis for the prescribed Workplace Skills Plan, which municipalities are requi- red required to compile as a basis for all training and ad education activities in the municipality in a specific financial year and report on progress made to the Local Government Sector Education and Training Authority. 1.1.3 The aim of the compilation of Personal Development Plans is to identify, prioritise and implement training needs. 1.1.4 Compiling the Personal Development Plan attached as at Appendix. (a) Competency assessment instruments, which are dealt with more speci- fically specifically in Appendix 1 and 2, should be established to assist with the ob- jective objective assessment of employees’ actual competencies against their job specific competency profiles and managerial competencies at a given period in time with the purpose of identifying training needs or skills gapgaps. (b) The competency framework and profiles and relevant competency as- sessment assessment results will enable a manager, in consultation with his/her em- ployeeemployee, to compile a Personal Development Plan. The identified training needs should be entered into column 1 of Appendix 1, entitled Skills / Performance Gap. The following should be carefully determined during such a process: (i) Organisational needs, which include the following: o Strategic development priorities and competency require- mentsrequirements, in line with the municipality’s strategic objectives. o The competency requirements of individual jobs. The relevant job requirements (job competency profile) as identified in the job description should be compared to the current competency profile of the employee to determine the individual’s compe- tency competency gaps. o Specific competency gaps as identified during the probation period and performance appraisal of the employee. (ii) Individual training needs that are job / career related. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (c) Next, the prioritization priorisation of the training needs [(1 to to…] ) should be listed since it may not be possible to address all identified training needs in a specific financial year. It is however of critical importance that training needs be addressed on a phased and priority basis. This implies that all these needs be should be prioritized for purposes of accommodating critical / strategic training and development needs in the HR Plan, Perso- nal Personal Development Plans Plan and the Workplace Skills Plan. (d) Consideration must then be given to the expected outcomes, to be listed in column 2 of Appendix 1, so that once the intervention is completed the impact it had can be measured against relevant output indicators. (e) An appropriate intervention should be identified to address training needs / skills gaps and the outcome to be achieved but with due regard to cost effectiveness. These should be listed in column3 column 3 of Appendix 1, entitled: Suggested training and / or development activity in line with the National Qualifications Framework, which could enable the trainee to obtain recognition towards a qualification for training undertaken. It is important to determine through the Training / Human /Human Resource Deve- lopment Development / Skills Development Unit within the municipality whether unit standards have been developed and registered with the South African Qualifications Authority that are in line with the skills gap and expected outcomes identified. Unit standards usually have measurable assess- ment assessment criteria to determine achieved competency. (f) Guidelines regarding the number of training days per employee and the nominations of employees: An employee should on average receive at least five days of training per financial year and not unnecessarily be withdrawn from training interventions. Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021 (g) Column 4 of Appendix 1: The suggested mode of delivery refers to the chosen methodology that is deemed most relevant to ensure transfer of skills. The training / development activity should impact on service de- livery delivery back in the workplace. Mode of delivery consists of, amongst others, self-study [The the official takes it upon him / her to read e.g. legis- lationlegislation]; internal or external training provision; , coaching and / or ▇▇▇▇▇- ring mentoring and exchange programmes, etc. (h) The suggested time frames (column 5 of Appendix 1) enable managers to effectively plan for the annum e.g. e.g so that not all their employees are away from form work within the same period and also ensuring that the PDP is implemented systematically. (i) Work opportunity created to practice skill / development areas, in column 6 of Appendix appendix 1, further ensures internalization of information gained as well as return on investment (not just a nice to have skill but a necessary to have skill that is used in the workplace). Original signed as per Council Resolution C2526/04/2021 dated 29 April 2021. (j) The final column, column 7 of Appendix appendix 1, provides the employee with a support person that could act as coach or mentor with regard to the area of learning.. Skills / Performance Gab ( in order of priority Outcomes Expected (measurable indicators, quantity, quality and time frames) Suggested training and development activity Suggested mode of delivery Suggested Time Frames Work opportunity created to practice skill / development area Support Person 1. Advanced Certificate of Course contents Attend block Sept – Nov 12 Enhancement of MM to approve Contract and accreditation are directly course at Contract attendance Project applicable to job accredited management Management area institution skills