CORE
COMPETENCIES
PROFESSIONAL PATHWAYS / TECHNICAL COMPETENCIES
CORE VALUES
GOJ
Competency
Model
Ensuring Value for Tax Payers' Money

Understand and apply policies and financial processes and collaborate across boundaries to ensure that the Public Service achieves its strategic outcomes within available resources.

Sub-competencies include, but are not limited to:

  • Organisational awareness
  • Financial data management
  • Budgeting
  • Waste management
  • Performance monitoring
  • Cost-benefit analysis
Professional Bands
BAND 1
  • Takes personal care of public property and resources.
  • Communicates evidence of waste to managers and recommends solutions.
  • Employs accuracy and completeness in estimating costs as well as calculating and recording financial information.
  • Maintains recognised financial procedures and practices.
  • Takes into account financial and budget implications in planning and decision-making.
  • Presents basic financial information to direct reports appropriately.
  • Displays an awareness of financial risk and exposure to solutions to address these.
  • Recommends options to achieve value for money and efficiency.
  • Manages information and financial data so that it is accurate and easily retrieved.
  • Understands the impact of funding allocations on planning portfolios and budgets.
  • Makes and encourages strategic choices on spending, challenges and highrisk costly projects. Foregoes nonpriority expenditure.
  • Understands and manages the risk and cost drivers for own area of responsibility in the context of strategic priority.
  • Interprets a wide range of financial and management information and uses financial data effectively in decisions.
  • Understands and applies effective reporting and compliance measures.
  • Engages in sound financial management practices and coaches others in the utilization of same.
  • Develops and implements risk prevention measures.
  • Identifies resource needs and ensure goals achieved within budget and timelines.
  • Utilises strategic planning tools for optimal results in project planning and management processes.
  • Identifies changing and changed priorities and advises on the allocation of budget accordingly.
  • Interprets a wide range of financial and performance information and uses this to determine how the strategic plan and policies of the MDA are to be implemented.
  • Determines and communicates highlevel priorities to inform budget.
  • Maintains good financial and budgetary discipline by ensuring accountability for financial controls and systems in the MDA.
  • Understands and promotes sound financial management and its impact on the effectiveness of the MDA.
  • Assesses and analyses trends, reviews data, and evaluates options to ensure that financial cases are viable.
  • Uses the internal audit report in performance management conversations.
  • Applies strategic manage ment of financial and budgetar y complian ce and governan ce responsi bilities within the MDA.
  • Establishe s effective governanc e to ensure the ethical and honest use of financial resources across the MDA.
  • Supports a strong and effective internal audit function.
Return to Performance Driven Cluster
Performance Driven Cluster
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Ensuring Value for Tax Payers' Money
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Providing a Quality Service
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Demonstrating Commercial and Business Mindset
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