Common use of PROFICIENCY LEVELS Clause in Contracts

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Understands the municipality’s strategic initiatives, but weak in inspiring others to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds self accountable for executing the strategy;  Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out as a leader who can motivate others to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Participates in team goal setting and problem solving;  Interacts and collaborates with diverse groups of people;  Understands team strengths, weaknesses and preferences; and  Is aware of the municipality’s strategic initiativesappropriate steps and guidelines for employee development and feedback, but weak in inspiring others not yet fully able to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategiesimplement these.  Gives direction Seeks opportunities to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense increase personal contribution & level of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategiesresponsibility;  Supports stakeholders and respects the individuality of others and recognises the benefits of diversity of ideas and approaches;  Delegates and empowers others to increase contribution and level of responsibility;  applies labour and employment legislation and regulations consistently;  facilitates team goal setting and problem solving;  recognises individuals and teams and provides developmental feedback in achieving accordance with performance management principles;  adheres to internal and national standards with regards to human resource practices;  identifies competencies required and suitable resources for specific tasks;  Analyses ineffective team and work processes and recommends improvement;  Recognises and rewards desired behaviours and results;  Mentors and counsels others;  Addresses balance between individual career expectations and organisational needs;  Considers developmental needs of personnel when building teams and assigning tasks;  Establishes an environment in which personnel can maximise their goalspotential;  Guides others on managing people;  Inspires staff with own behaviour - “walks, a culture of performance excellence by giving positive and constructive feedback to the talk”team;  Manages Creates links among various individuals and takes calculated risks;  Communicates strategic plan to teams and instils a common sense of identity towards the municipality, achievement of goals by various team members and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for incorporates best practice people management processes, approaches and tools across the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the governmentorganisation;  Holds self accountable Creates processes to ensure accountability for executing the strategypeople management and development;  Builds Exceeds set goals for employment equity and maintains affirmative action;  Has a wide network of internal and external relationships to gain confidence, trust and respect from othersreputation as a leader in fostering professional growth;  Sought out after as a leader who can motivate others to achieve a common goalmentor;  Creates loyaltyDevelops comprehensive, comradeship integrated strategies and a municipal environment that permits innovative thinking, approaches to managing human resources;  Develops systems and processes to recruit and retain high quality staff; and  Develops strategic planning methods Adapts leadership style to different people, cultures and toolssituations. PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT  displays personal interest in the well-being of colleagues;  able to manage own time as well as time of colleagues and other stakeholders; and  manages conflict through a participatory approach.  Shares knowledge of the big picture to help others understand their role; and  Creates a culture of continuous learning and development. Competency 9: Client Orientation and Customer Focus Definition: Must be willing and able to deliver services effectively and efficiently in order to put the spirit of customer service (Batho Pele) into practice.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Understands the municipality’s strategic initiatives, but weak Achieves agreement or consensus in inspiring others to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the an adversarial environment;  Promotes municipality’s mission Guides the municipality through complexity and vision to all relevant stakeholdersuncertainty of vision;  Empowers others Leads and unites diverse workgroups across municipal departments to deal with complex achieve municipality objectives, and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies risk management. Competency 3: Financial Management Definition: Must be able to comply with requirements for the accounting officer of the municipality utilising in-depth as prescribed in the Municipal Finance Management Act No 56 of 2003. PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT  Articulates basic financial concepts and techniques as they relate to municipal processes and tasks (e.g. performance budgeting and value for money);  Is familiar with the different sources of financial data, reporting mechanisms and financial processes and systems;  Understands importance of financial accountability;  Understands the necessity for asset control;  Recognises key expenditure and financial accounting and reporting concepts;  Performs key financial management processes (expenditure, accounting and reporting) with guidance / direction;  Tracks and measures actual expenditure against budget; and  Understands the role of an audit function.  Demonstrates knowledge of customers general concepts of financial planning, budgeting and clientsforecasting and how they interrelate;  manages, monitors and assess financial risk;  Continuously looks for new opportunities to obtain and save funds;  ensures the conventionspreparation of the financial reports based on prescribed format;  understands and weighs up financial implications of propositions;  ensures the control assets according to prescribed policies and procedures;  understands, changing trendsanalyses and monitors financial reports;  allocates resources to established goals and objectives;  Manage expenditure in relation to cash flow projections;  Ensures effective utilisation of financial resources;  Ensures key planning, budgeting and forecasting processes and constitutional framework is able to answer questions in relation to the municipality’s budget;  Ensures the management of the governmentfinancial planning, forecasting and reporting processes;  Holds self accountable for executing Ensures the strategypreparation of budgets that are aligned to the strategic objectives of the municipality’s Integrated Development Plan (IDP);  Builds Addresses complex budgeting and maintains a wide network financial management issues;  Ensures the formulation of long term financial plans and resource allocations;  Ensures the development and implementation of systems, procedures and processes in order to improve financial management;  Advise on policies and procedures regarding asset control;  Develops planning tools that assist with evaluating and monitoring future expenditure trends;  Ensures and monitors the setting of budgeting guidelines for the municipality;  Sets strategic direction for the organisation / department in relation to expenditure and other financial processes;  Ensures the identification and implementation of partnerships and explores other avenues to achieve financial savings and improved service delivery;  Ensures the identification and implementation of new techniques to improve asset control;  Evaluates financial impact of strategic decisions across the organisation; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT  Develops corrective measures / actions to ensure alignment of budget to financial resources; and  Makes realistic projections in routine reports.  Dynamically allocates resources according to internal and external relationships to gain confidence, trust and respect from othersobjectives;  Sought out as a leader who can motivate Ensure the development of Expenditure Key Performance Indicators (KPIs);  Succeeds in achieving maximum results with limited resources;  Assists others with financial accounting \ reporting tasks; and  Analyse projections in reports.  Ensures the development of long-term plans, performance measures and budgets that are aligned with strategic objectives; and  Possesses financial acumen and understanding and runs the finances according to sound principles. Competency 8: People and Diversity Management Definition: Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in order to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and toolsthe municipality’s goals.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  • Understands the municipality’s strategic initiatives, but weak in inspiring others to achieve the set objectives;  • Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  • Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  • Demonstrates commitment through actions, and  • Requires support for defining performance measures to evaluate the success of strategies.  • Gives direction to team in realising the municipality’s strategic objectives;  • Impacts positively on management team morale, sense of belonging and participation;  • Develops action plans to execute strategic initiatives;  • Assists in defining performance measures to evaluate the success of strategies;  • Identifies and communicates obstacles to executing specific strategies;  • Supports stakeholders in achieving their goals;  • Inspires staff with own behaviour - “walks, the talk”;  • Manages and takes calculated risks;  • Communicates strategic plan to the municipality, and  • Utilises strategic planning methods and tools.  • Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  • Displays and contributes in- depth knowledge to strategic planning at the municipal level;  • Ensures alignment of strategies across various functional areas to the municipality strategy;  • Defines performance measures to evaluate the success of municipality’s strategy;  • Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  • Promotes municipality’s mission and vision to all relevant stakeholders;  • Empowers others to deal with complex and ambiguous situations;  • Structures and positions the municipality to Government priorities;  • Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  • Holds self accountable for executing the strategy;  • Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  • Sought out as a leader who can motivate others to achieve a common goal;  • Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  • Develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  • Participates in team goal setting and problem solving; • Interacts and collaborates with diverse groups of people; • Understands team strengths, weaknesses and preferences; and • Is aware of the municipality’s strategic initiativesappropriate steps and guidelines for employee development and feedback, but weak in inspiring not yet fully able to implement these. • Seeks opportunities to increase personal contribution & level of responsibility; • Supports and respects the individuality of others and recognises the benefits of diversity of ideas and approaches; • Delegates and empowers others to achieve increase contribution and level of responsibility; • applies labour and employment • Analyses ineffective team and work processes and recommends improvement; • Recognises and rewards desired behaviours and results; • Mentors and counsels others; • Addresses balance between individual career expectations and organisational needs; • Considers developmental needs of personnel when building teams and assigning tasks; • Establishes an environment in which personnel can maximise their potential; • Guides others on managing people; • Inspires a culture of performance excellence by giving positive and constructive feedback to the set objectivesteam;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the • Creates links into practice;  Aligns among various individuals and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, teams and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, instils a common sense of belonging identity towards the achievement of goals by various team members and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  • Develops and implements strategies incorporates best practice people management processes, approaches and tools across the organisation; • Creates processes to ensure accountability for the municipality utilising in-depth knowledge of customers people management and clients, the conventions, changing trends, processes development; • Exceeds set goals for employment equity and constitutional framework of the governmentaffirmative action;  Holds self accountable for executing the strategy;  Builds and maintains • Has a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out reputation as a leader who can motivate in fostering professional growth; • Sought after as a mentor; • Develops comprehensive, integrated strategies and approaches to managing human resources; • Develops systems and processes to recruit and retain high quality staff; and • Adapts leadership style to different people, cultures and situations. legislation and regulations consistently; • facilitates team goal setting and problem solving; • recognises individuals and teams and provides developmental feedback in accordance with performance management principles; • adheres to internal and national standards with regards to human resource practices; • identifies competencies required and suitable resources for specific tasks; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT • displays personal interest in the well-being of colleagues; • able to manage own time as well as time of colleagues and other stakeholders; and • manages conflict through a participatory approach. • Shares knowledge of the big picture to help others understand their role; and • Creates a culture of continuous learning and development. Competency 9: Client Orientation and Customer Focus Definition: Must be willing and able to achieve a common goal;  Creates loyalty, comradeship deliver services effectively and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and toolsefficiently in order to put the spirit of customer service (Batho Pele) into practice.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Understands the municipality’s strategic initiatives, but weak in inspiring others to achieve the set objectives;  Describes describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates demonstrates commitment through actions, and  Requires requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts impacts positively on management team morale, sense of belonging and participation;  Develops develops action plans to execute strategic initiatives;  Assists assists in defining performance measures to evaluate the success of strategies;  Identifies identifies and communicates obstacles to executing specific strategies;  Supports supports stakeholders in achieving their goals;  Inspires inspires staff with own behaviour - “walks, the talk”;  Manages manages and takes calculated risks;  Communicates communicates strategic plan to the municipality, and  Utilises utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays displays and contributes in- in-depth knowledge to strategic planning at the municipal level;  Ensures ensures alignment of strategies across various functional areas to the municipality strategy;  Defines defines performance measures to evaluate the success of municipality’s strategy;  Monitors monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes promotes municipality’s mission and vision to all relevant stakeholders;  Empowers empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds holds self accountable for executing the strategy;  Builds builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought sought out as a leader who can motivate others to achieve a common goal;  Creates creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Understands achieves agreement or consensus in an adversarial environment;  guides the municipality through complexity and uncertainty of vision;  leads and unites diverse workgroups across municipal departments to achieve municipality objectives, and  develops and implements risk management. Competency 3: Financial Management Definition: Must be able to comply with requirements for the accounting officer of the municipality as prescribed in the Municipal Finance Management Act No 56 of 2003. PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT  Articulates basic financial concepts and techniques as they relate to municipal processes and tasks (e.g. performance budgeting and value for money);  is familiar with the different sources of financial data, reporting mechanisms and financial processes and systems;  understands importance of financial accountability;  understands the necessity for asset control;  recognises key expenditure and financial accounting and reporting concepts;  performs key financial management processes (expenditure, accounting and reporting) with guidance / direction;  tracks and measures actual expenditure against budget; and  understands the role of an audit function.  Demonstrates knowledge of general concepts of financial planning, budgeting and forecasting and how they interrelate;  manages, monitors and assess financial risk;  continuously looks for new opportunities to obtain and save funds;  ensures the preparation of the financial reports based on prescribed format;  understands and weighs up financial implications of propositions;  ensures the control assets according to prescribed policies and procedures;  understands, analyses and monitors financial reports;  allocates resources to established goals and objectives;  manage expenditure in relation to cash flow projections;  ensures effective utilisation of financial resources;  Ensures key planning, budgeting and forecasting processes and is able to answer questions in relation to the municipality’s budget;  ensures the management of the financial planning, forecasting and reporting processes;  ensures the preparation of budgets that are aligned to the strategic initiativesobjectives of the municipality’s Integrated Development Plan (IDP);  addresses complex budgeting and financial management issues;  ensures the formulation of long term financial plans and resource allocations;  ensures the development and implementation of systems, but weak procedures and processes in inspiring order to improve financial management;  advise on policies and procedures regarding asset control;  Develops planning tools that assist with evaluating and monitoring future expenditure trends;  ensures and monitors the setting of budgeting guidelines for the municipality;  sets strategic direction for the organisation / department in relation to expenditure and other financial processes;  ensures the identification and implementation of partnerships and explores other avenues to achieve financial savings and improved service delivery;  ensures the identification and implementation of new techniques to improve asset control;  evaluates financial impact of strategic decisions across the organisation; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT  develops corrective measures / actions to ensure alignment of budget to financial resources; and  makes realistic projections in routine reports.  dynamically allocates resources according to internal and external objectives;  ensure the development of Expenditure Key Performance Indicators (KPIs);  succeeds in achieving maximum results with limited resources;  assists others with financial accounting \ reporting tasks; and  analyse projections in reports.  ensures the development of long-term plans, performance measures and budgets that are aligned with strategic objectives; and  possesses financial acumen and understanding and runs the finances according to sound principles. Competency 8: People and Diversity Management Definition: Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in order to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds self accountable for executing the strategy;  Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out as a leader who can motivate others to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  • Achieves agreement or consensus in an adversarial environment; • Guides the municipality through complexity and uncertainty of vision; • Leads and unites diverse workgroups across municipal departments to achieve municipality objectives, and • Develops and implements risk management. Competency 3: Financial Management Definition: Must be able to comply with requirements for the accounting officer of the municipality as prescribed in the Municipal Finance Management Act No 56 of 2003. PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT • Articulates basic financial concepts and techniques as they relate to municipal processes and tasks (e.g. performance budgeting and value for money); • Is familiar with the different sources of financial data, reporting mechanisms and financial processes and systems; • Understands importance of financial accountability; • Understands the necessity for asset control; • Recognises key expenditure and financial accounting and reporting concepts; • Performs key financial management processes (expenditure, accounting and reporting) with guidance / direction; • Tracks and measures actual expenditure against budget; and • Understands the role of an audit function. • Demonstrates knowledge of general concepts of financial planning, budgeting and forecasting and how they interrelate; • manages, monitors and assess financial risk; • Continuously looks for new opportunities to obtain and save funds; • ensures the preparation of the financial reports based on prescribed format; • understands and weighs up financial implications of propositions; • ensures the control assets according to prescribed policies and procedures; • understands, analyses and monitors financial reports; • allocates resources to established goals and objectives; • Manage expenditure in relation to cash flow projections; • Ensures effective utilisation of financial resources; • Ensures key planning, budgeting and forecasting processes and is able to answer questions in relation to the municipality’s budget; • Ensures the management of the financial planning, forecasting and reporting processes; • Ensures the preparation of budgets that are aligned to the strategic initiativesobjectives of the municipality’s Integrated Development Plan (IDP); • Addresses complex budgeting and financial management issues; • Ensures the formulation of long term financial plans and resource allocations; • Ensures the development and implementation of systems, but weak procedures and processes in inspiring order to improve financial management; • Advise on policies and procedures regarding asset control; • Develops planning tools that assist with evaluating and monitoring future expenditure trends; • Ensures and monitors the setting of budgeting guidelines for the municipality; • Sets strategic direction for the organisation / department in relation to expenditure and other financial processes; • Ensures the identification and implementation of partnerships and explores other avenues to achieve financial savings and improved service delivery; • Ensures the identification and implementation of new techniques to improve asset control; • Evaluates financial impact of strategic decisions across the organisation; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT • Develops corrective measures / actions to ensure alignment of budget to financial resources; and • Makes realistic projections in routine reports. • Dynamically allocates resources according to internal and external objectives; • Ensure the development of Expenditure Key Performance Indicators (KPIs); • Succeeds in achieving maximum results with limited resources; • Assists others with financial accounting \ reporting tasks; and • Analyse projections in reports. • Ensures the development of long-term plans, performance measures and budgets that are aligned with strategic objectives; and • Possesses financial acumen and understanding and runs the finances according to sound principles. Competency 8: People and Diversity Management Definition: Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in order to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds self accountable for executing the strategy;  Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out as a leader who can motivate others to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Understands • Articulates basic financial concepts and techniques as they relate to municipal processes and tasks (e.g. performance budgeting and value for money); • is familiar with the different sources of financial data, reporting mechanisms and financial processes and systems; • understands importance of financial accountability; • understands the necessity for asset control; • recognises key expenditure and financial accounting and reporting concepts; • performs key financial management processes (expenditure, accounting and reporting) with guidance / direction; • tracks and measures actual expenditure against budget; and • understands the role of an audit function. • Demonstrates knowledge of general concepts of financial planning, budgeting and forecasting and how they interrelate; • manages, monitors and assess financial risk; • continuously looks for new opportunities to obtain and save funds; • ensures the preparation of the financial reports based on prescribed format; • understands and weighs up financial implications of propositions; • ensures the control assets according to prescribed policies and procedures; • understands, analyses and monitors financial reports; • allocates resources to established goals and objectives; • manage expenditure in relation to cash flow projections; • ensures effective utilisation of financial resources; • Ensures key planning, budgeting and forecasting processes and is able to answer questions in relation to the municipality’s budget; • ensures the management of the financial planning, forecasting and reporting processes; • ensures the preparation of budgets that are aligned to the strategic initiativesobjectives of the municipality’s Integrated Development Plan (IDP); • addresses complex budgeting and financial management issues; • ensures the formulation of long term financial plans and resource allocations; • ensures the development and implementation of systems, but weak procedures and processes in inspiring order to improve financial management; • advise on policies and procedures regarding asset control; • Develops planning tools that assist with evaluating and monitoring future expenditure trends; • ensures and monitors the setting of budgeting guidelines for the municipality; • sets strategic direction for the organisation / department in relation to expenditure and other financial processes; • ensures the identification and implementation of partnerships and explores other avenues to achieve financial savings and improved service delivery; • ensures the identification and implementation of new techniques to improve asset control; • evaluates financial impact of strategic decisions across the organisation; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT • develops corrective measures / actions to ensure alignment of budget to financial resources; and • makes realistic projections in routine reports. • dynamically allocates resources according to internal and external objectives; • ensure the development of Expenditure Key Performance Indicators (KPIs); • succeeds in achieving maximum results with limited resources; • assists others with financial accounting \ reporting tasks; and • analyse projections in reports. • ensures the development of long-term plans, performance measures and budgets that are aligned with strategic objectives; and • possesses financial acumen and understanding and runs the finances according to sound principles. Competency 8: People and Diversity Management Definition: Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in order to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds self accountable for executing the strategy;  Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out as a leader who can motivate others to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  • Articulates basic financial concepts and techniques as they relate to municipal processes and tasks (e.g. performance budgeting and value for money); • Is familiar with the different sources of financial data, reporting mechanisms and financial processes and systems; • Understands importance of financial accountability; • Understands the necessity for asset control; • Recognises key expenditure and financial accounting and reporting concepts; • Performs key financial management processes (expenditure, accounting and reporting) with guidance / direction; • Tracks and measures actual expenditure against budget; and • Understands the role of an audit function. • Demonstrates knowledge of general concepts of financial planning, budgeting and forecasting and how they interrelate; • manages, monitors and assess financial risk; • Continuously looks for new opportunities to obtain and save funds; • ensures the preparation of the financial reports based on prescribed format; • understands and weighs up financial implications of propositions; • ensures the control assets according to prescribed policies and procedures; • understands, analyses and monitors financial reports; • allocates resources to established goals and objectives; • Manage expenditure in relation to cash flow projections; • Ensures effective utilisation of financial resources; • Ensures key planning, budgeting and forecasting processes and is able to answer questions in relation to the municipality’s budget; • Ensures the management of the financial planning, forecasting and reporting processes; • Ensures the preparation of budgets that are aligned to the strategic initiativesobjectives of the municipality’s Integrated Development Plan (IDP); • Addresses complex budgeting and financial management issues; • Ensures the formulation of long term financial plans and resource allocations; • Ensures the development and implementation of systems, but weak procedures and processes in inspiring order to improve financial management; • Advise on policies and procedures regarding asset control; • Develops planning tools that assist with evaluating and monitoring future expenditure trends; • Ensures and monitors the setting of budgeting guidelines for the municipality; • Sets strategic direction for the organisation / department in relation to expenditure and other financial processes; • Ensures the identification and implementation of partnerships and explores other avenues to achieve financial savings and improved service delivery; • Ensures the identification and implementation of new techniques to improve asset control; • Evaluates financial impact of strategic decisions across the organisation; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT • Develops corrective measures / actions to ensure alignment of budget to financial resources; and • Makes realistic projections in routine reports. • Dynamically allocates resources according to internal and external objectives; • Ensure the development of Expenditure Key Performance Indicators (KPIs); • Succeeds in achieving maximum results with limited resources; • Assists others with financial accounting \ reporting tasks; and • Analyse projections in reports. • Ensures the development of long-term plans, performance measures and budgets that are aligned with strategic objectives; and • Possesses financial acumen and understanding and runs the finances according to sound principles. Competency 8: People and Diversity Management Definition: Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in order to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds self accountable for executing the strategy;  Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out as a leader who can motivate others to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  • Understands the municipality’s strategic initiatives, but weak in inspiring others to achieve the set objectives;  Describes • describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns • aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates • demonstrates commitment through actions, and  Requires • requires support for defining performance measures to evaluate the success of strategies.  • Gives direction to team in realising the municipality’s strategic objectives;  Impacts • impacts positively on management team morale, sense of belonging and participation;  Develops • develops action plans to execute strategic initiatives;  Assists • assists in defining performance measures to evaluate the success of strategies;  Identifies • identifies and communicates obstacles to executing specific strategies;  Supports • supports stakeholders in achieving their goals;  Inspires • inspires staff with own behaviour - “walks, the talk”;  Manages • manages and takes calculated risks;  Communicates • communicates strategic plan to the municipality, and  Utilises • utilises strategic planning methods and tools.  • Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays • displays and contributes in- in-depth knowledge to strategic planning at the municipal level;  Ensures • ensures alignment of strategies across various functional areas to the municipality strategy;  Defines • defines performance measures to evaluate the success of municipality’s strategy;  Monitors • monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes • promotes municipality’s mission and vision to all relevant stakeholders;  Empowers • empowers others to deal with complex and ambiguous situations;  • Structures and positions the municipality to Government priorities;  Develops • develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds • holds self accountable for executing the strategy;  Builds • builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought • sought out as a leader who can motivate others to achieve a common goal;  Creates • creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops • develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  • Participates in team goal setting and problem solving; • Interacts and collaborates with diverse groups of people; • Understands team strengths, weaknesses and preferences; and • Is aware of the municipality’s strategic initiativesappropriate steps and guidelines for employee development and feedback, but weak in inspiring not yet fully able to implement these. • Seeks opportunities to increase personal contribution & level of responsibility; • Supports and respects the individuality of others and recognises the benefits of diversity of ideas and approaches; • Delegates and empowers others to achieve increase contribution and level of responsibility; • applies labour and employment legislation and regulations consistently; • facilitates team goal setting and problem solving; • recognises individuals and teams and provides developmental feedback in accordance with performance management principles; • adheres to internal and national standards with regards to human resource practices; • identifies competencies required and suitable resources for specific tasks; • Analyses ineffective team and work processes and recommends improvement; • Recognises and rewards desired behaviours and results; • Mentors and counsels others; • Addresses balance between individual career expectations and organisational needs; • Considers developmental needs of personnel when building teams and assigning tasks; • Establishes an environment in which personnel can maximise their potential; • Guides others on managing people; • Inspires a culture of performance excellence by giving positive and constructive feedback to the set objectivesteam;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the • Creates links into practice;  Aligns among various individuals and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, teams and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, instils a common sense of belonging identity towards the achievement of goals by various team members and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  • Develops and implements strategies incorporates best practice people management processes, approaches and tools across the organisation; • Creates processes to ensure accountability for the municipality utilising in-depth knowledge of customers people management and clients, the conventions, changing trends, processes development; • Exceeds set goals for employment equity and constitutional framework of the governmentaffirmative action;  Holds self accountable for executing the strategy;  Builds and maintains • Has a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out reputation as a leader who can motivate in fostering professional growth; • Sought after as a mentor; • Develops comprehensive, integrated strategies and approaches to managing human resources; • Develops systems and processes to recruit and retain high quality staff; and • Adapts leadership style to different people, cultures and situations. PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT • displays personal interest in the well-being of colleagues; • able to manage own time as well as time of colleagues and other stakeholders; and • manages conflict through a participatory approach. • Shares knowledge of the big picture to help others understand their role; and • Creates a culture of continuous learning and development. Competency 9: Client Orientation and Customer Focus Definition: Must be willing and able to achieve a common goal;  Creates loyalty, comradeship deliver services effectively and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and toolsefficiently in order to put the spirit of customer service (Batho Pele) into practice.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Articulates basic financial concepts and techniques as they relate to municipal processes and tasks (e.g. performance budgeting and value for money);  Is familiar with the different sources of financial data, reporting mechanisms and financial processes and systems;  Understands importance of financial accountability;  Understands the necessity for asset control;  Recognises key expenditure and financial accounting and reporting concepts;  Performs key financial management processes (expenditure, accounting and reporting) with guidance / direction;  Tracks and measures actual expenditure against budget; and  Understands the role of an audit function.  Demonstrates knowledge of general concepts of financial planning, budgeting and forecasting and how they interrelate;  manages, monitors and assess financial risk;  Continuously looks for new opportunities to obtain and save funds;  ensures the preparation of the financial reports based on prescribed format;  understands and weighs up financial implications of propositions;  ensures the control assets according to prescribed policies and procedures;  understands, analyses and monitors financial reports;  allocates resources to established goals and objectives;  Manage expenditure in relation to cash flow projections;  Ensures effective utilisation of financial resources;  Ensures key planning, budgeting and forecasting processes and is able to answer questions in relation to the municipality’s budget;  Ensures the management of the financial planning, forecasting and reporting processes;  Ensures the preparation of budgets that are aligned to the strategic initiativesobjectives of the municipality’s Integrated Development Plan (IDP);  Addresses complex budgeting and financial management issues;  Ensures the formulation of long term financial plans and resource allocations;  Ensures the development and implementation of systems, but weak procedures and processes in inspiring order to improve financial management;  Advise on policies and procedures regarding asset control;  Develops planning tools that assist with evaluating and monitoring future expenditure trends;  Ensures and monitors the setting of budgeting guidelines for the municipality;  Sets strategic direction for the organisation / department in relation to expenditure and other financial processes;  Ensures the identification and implementation of partnerships and explores other avenues to achieve financial savings and improved service delivery;  Ensures the identification and implementation of new techniques to improve asset control;  Evaluates financial impact of strategic decisions across the organisation; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT  Develops corrective measures / actions to ensure alignment of budget to financial resources; and  Makes realistic projections in routine reports.  Dynamically allocates resources according to internal and external objectives;  Ensure the development of Expenditure Key Performance Indicators (KPIs);  Succeeds in achieving maximum results with limited resources;  Assists others with financial accounting \ reporting tasks; and  Analyse projections in reports.  Ensures the development of long-term plans, performance measures and budgets that are aligned with strategic objectives; and  Possesses financial acumen and understanding and runs the finances according to sound principles. Competency 8: People and Diversity Management Definition: Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in order to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds self accountable for executing the strategy;  Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out as a leader who can motivate others to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and tools.

PROFICIENCY LEVELS. BASIC COMPETENT ADVANCED EXPERT  Understands Articulates basic financial concepts and techniques as they relate to municipal processes and tasks (e.g. performance budgeting and value for money);  is familiar with the different sources of financial data, reporting mechanisms and financial processes and systems;  understands importance of financial accountability;  understands the necessity for asset control;  recognises key expenditure and financial accounting and reporting concepts;  performs key financial management processes (expenditure, accounting and reporting) with guidance / direction;  tracks and measures actual expenditure against budget; and  understands the role of an audit function.  Demonstrates knowledge of general concepts of financial planning, budgeting and forecasting and how they interrelate;  manages, monitors and assess financial risk;  continuously looks for new opportunities to obtain and save funds;  ensures the preparation of the financial reports based on prescribed format;  understands and weighs up financial implications of propositions;  ensures the control assets according to prescribed policies and procedures;  understands, analyses and monitors financial reports;  allocates resources to established goals and objectives;  manage expenditure in relation to cash flow projections;  ensures effective utilisation of financial resources;  Ensures key planning, budgeting and forecasting processes and is able to answer questions in relation to the municipality’s budget;  ensures the management of the financial planning, forecasting and reporting processes;  ensures the preparation of budgets that are aligned to the strategic initiativesobjectives of the municipality’s Integrated Development Plan (IDP);  addresses complex budgeting and financial management issues;  ensures the formulation of long term financial plans and resource allocations;  ensures the development and implementation of systems, but weak procedures and processes in inspiring order to improve financial management;  advise on policies and procedures regarding asset control;  Develops planning tools that assist with evaluating and monitoring future expenditure trends;  ensures and monitors the setting of budgeting guidelines for the municipality;  sets strategic direction for the organisation / department in relation to expenditure and other financial processes;  ensures the identification and implementation of partnerships and explores other avenues to achieve financial savings and improved service delivery;  ensures the identification and implementation of new techniques to improve asset control;  evaluates financial impact of strategic decisions across the organisation; PROFICIENCY LEVELS BASIC COMPETENT ADVANCED EXPERT  develops corrective measures / actions to ensure alignment of budget to financial resources; and  makes realistic projections in routine reports.  dynamically allocates resources according to internal and external objectives;  ensure the development of Expenditure Key Performance Indicators (KPIs);  succeeds in achieving maximum results with limited resources;  assists others with financial accounting \ reporting tasks; and  analyse projections in reports.  ensures the development of long-term plans, performance measures and budgets that are aligned with strategic objectives; and  possesses financial acumen and understanding and runs the finances according to sound principles. Competency 8: People and Diversity Management Definition: Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in order to achieve the set objectives;  Describes how specific tasks link to municipality’s strategies, but experiences difficulty in putting the links into practice;  Aligns and prioritises own action plans to municipality’s strategies but has limited influence in determining the strategic direction;  Demonstrates commitment through actions, and  Requires support for defining performance measures to evaluate the success of strategies.  Gives direction to team in realising the municipality’s strategic objectives;  Impacts positively on management team morale, sense of belonging and participation;  Develops action plans to execute strategic initiatives;  Assists in defining performance measures to evaluate the success of strategies;  Identifies and communicates obstacles to executing specific strategies;  Supports stakeholders in achieving their goals;  Inspires staff with own behaviour - “walks, the talk”;  Manages and takes calculated risks;  Communicates strategic plan to the municipality, and  Utilises strategic planning methods and tools.  Evaluates all activities to determine value added and alignment with the municipality’s strategic goals;  Displays and contributes in- depth knowledge to strategic planning at the municipal level;  Ensures alignment of strategies across various functional areas to the municipality strategy;  Defines performance measures to evaluate the success of municipality’s strategy;  Monitors and reviews strategic plans consistently and takes corrective action to keep plans on track in light of new challenges in the environment;  Promotes municipality’s mission and vision to all relevant stakeholders;  Empowers others to deal with complex and ambiguous situations;  Structures and positions the municipality to Government priorities;  Develops and implements strategies for the municipality utilising in-depth knowledge of customers and clients, the conventions, changing trends, processes and constitutional framework of the government;  Holds self accountable for executing the strategy;  Builds and maintains a wide network of internal and external relationships to gain confidence, trust and respect from others;  Sought out as a leader who can motivate others to achieve a common goal;  Creates loyalty, comradeship and a municipal environment that permits innovative thinking, and  Develops strategic planning methods and tools.