COMPETENCY FRAMEWORK Clause Samples

COMPETENCY FRAMEWORK. In the below Competency Framework, "core competencies" are competencies that cut across all levels of work in a municipality and enhance contextualised leadership that guarantees service delivery impact; and "leading competencies" means competencies that are required to develop clear institutional strategy, initiate, drive and implement programs to achieve long-term sustainable and measurable service delivery performance results. This competency framework replaces regulation 26(8) of the Local Government: Municipal Performance Regulations for Municipal Managers and Managers directly accountable to Municipal Managers, 2006. A person appointed as a senior manager must have the competencies as set out in this framework. The competency framework consists of six leading competencies which comprise of twenty (20) driving competencies that communicate what is expected for effective performance in local government. The competency framework further involves six (6) core competencies that act as drivers to ensure that the leading competencies are executed at an optimal level. There is no hierarchical connotation to the structure and all competencies are essential to the role of a senior manager to influence high performance. All competencies must therefore be considered as measurable and critical in assessing the level of a senior manager's performance. The competency framework is underscored by four (4) achievement levels that act as benchmark and minimum requirements for other human capital interventions, which are, recruitment and selection, learning and development, succession planning, and promotion. The competencies that appear in the competency framework are detailed as follows:- 1 Strategic direction and leadership Impact and Influence Provide and direct a vision for the institution, and inspire and deploy others to deliver on the strategic institutional mandate. 9% • Understand institutional and departmental strategic objectives, but lacks the ability to inspire others to achieve set mandate. • Describe how specific tasks link to institutional strategies but has limited influence in directing strategy. • Has basic a understanding of institutional performance management, but lacks the ability to integrate systems into a collective whole. • Demonstrate a basic understanding of decision key makers. • Give direction a team in realising the institution's strategic mandate and set objectives. • Has a positive impact and influence on the morale, engagement and par...
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COMPETENCY FRAMEWORK. The competencies identified for each work group and grade are nationally endorsed units of competence. The units have been selected from various industry packages as examples of units of competence which reflect the work undertaken by the staff covered by the new consent agreement. The selection of the competencies for each grade will be subject to ongoing review and replacement as the nature of work and technology changes. The identifying codes for each competency indicate the current source industry package.
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COMPETENCY FRAMEWORK. The MECM is built on the principle of payment for skills for which an employee has been deemed competent. The model is aligned to national competencies within the Electricity Supply Industry - Generation Sector Training Package. Competencies may be adjusted to Delta's workplace where required and additional Delta specific competencies may be added if necessary, following consultation with the MECM Committee. The national competencies applicable to the Model fall within levels 2-5 on the Australian Qualification Framework (AQF). The Model is made up of a range of competency units, these units are divided into the following sections - Business Drivers, Mandatory and Elective. Approved By: Chief Executive Next Review: December 2025 Objective ID Procedure Name: Maintenance Employee Competency Model Date: 28 October 2022 Procedure Number: DES PE 001-43 Version: 1.0
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COMPETENCY FRAMEWORK. Key Performance Area Weight Personal Development and acquisition of satisfactory competency levels on Core Managerial Competencies 100 Job-specific Competencies 1. Visionary Leadership Proficiency level 1 2. Strategic Leadership Proficiency level 1 3. Advanced Planning skills Proficiency level 1 4. Strategic financial leadership Proficiency level 1 5. Advanced knowledge in policy formulation Proficiency level 1 6. Advanced change management skills Proficiency level 1 7. Advanced mediation and arbitration skills Proficiency level 1 Core Managerial Competencies 1. Proficiency in Strategic Capability and Leadership Proficiency level 1 2. Proficiency in Programme and Project management Proficiency level 1 3. Proficiency in Financial Management Proficiency level 1 4. Proficiency in Change management Proficiency level 1 5. Proficiency in Knowledge Management Proficiency level 1 6. Proficiency in Service Delivery Innovation (SDI) Proficiency level 1 7. Proficiency in Problem Solving and Analysis Proficiency level 1 8. Proficiency in People and Diversity Management Proficiency level 1 9. Proficiency in Client orientation and Customer focus Proficiency level 1 10. Proficiency in Communication Proficiency level 1 11. Proficiency in Accountability and ethical conduct Proficiency level 1 12. Proficiency in Honesty and Integrity Proficiency level 1 13. Creativity Proficiency level 1
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COMPETENCY FRAMEWORK. A Position Description (PD) (Attachment 1) has been developed to outline the primary purpose and major activities to be performed by Operators from SP18. • Operator Skill Modules (Attachment 3) have been developed to provide details of additional operator skills, which, once attained, are then utilised in addition to the major activities of the Position Description. • The Model recognises there are no barriers to allowing appropriately trained staff from operating and/or isolating plant. • Training delivery will be based on training requests and business needs; • An employee’s training will be based on individual training plans and career progression as detailed in the ePADA and subject to any applicable merit selection processes. • Delta will continue to conduct annual workforce planning, including a review of operational needs, critical skills, projected retirements and long term leave use. • In conjunction with development plans arising from the ePADA process, Delta will continue to provide training and development opportunities to employees. • From time to time Delta will conduct plant upgrades as part of its normal business operations. Production Operators will be required to participate in risk assessment/HAZOPs, design (where applicable), implementation and training phases of these upgrades. • Competencies may be adjusted to Delta’s workplace where required and additional Delta specific competencies may be added if necessary, following consultation with the POSDM Committee.
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COMPETENCY FRAMEWORK. Health Education England has produced a competency framework describing three different levels of competency for care navigation. These core competencies are brought together in a tiered competency framework, recognising three successive levels; essential, enhanced and expert. This will help provide a coherent benchmark or set of standards for care navigation, to help ensure that relevant staff receive the necessary education, training and support to work effectively. Three levels of competencies for care navigation:
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Related to COMPETENCY FRAMEWORK

  • Competency Competency involves application of knowledge and skills to a limited range of tasks and roles. There is a specific range of contexts where the choice of actions is clear. The competencies are normally used within established routines, methods and procedures that are predictable. Judgments against established criteria may also be required.

  • Competencies The following competencies apply to this position. The employee will be assessed against these as part of their annual performance and development review.

  • Cultural Competency 1. All program staff shall receive at least one (1) in-service training per year on some aspect of providing culturally and linguistically appropriate services. At least once per year and upon request, Contractor shall provide County with a schedule of in-service training(s) and a list of participants at each such training. 2. Contractor shall use good faith efforts to translate health-related materials in a culturally and linguistically appropriate manner. At least once per year and upon request, Contractor shall provide to County copies of Contractor’s health-related materials in English and as translated. 3. Contractor shall use good faith efforts to hire clinical staff members who can communicate with clients in a culturally and linguistically appropriate manner. At least once per year and upon request, Contractor shall submit to County the cultural composition and linguistic fluencies of Contractor’s staff.

  • Legal Framework 1. This programme agreement shall be read in conjunction with the following documents which, together with this programme agreement, constitute the legal framework of the EEA Financial Mechanism 2014-2021: (a) Protocol 38c to the EEA Agreement on the EEA Financial Mechanism 2014-2021; (b) the Regulation on the implementation of the EEA Financial Mechanism 2014-2021 (hereinafter referred to as the “Regulation”) issued by the Donor States in accordance with Article 10(5) of Protocol 38c; (c) the Memorandum of Understanding on the Implementation of the EEA Financial Mechanism 2014-2021 (hereinafter referred to as the “MoU”), entered into between the Donor States and the Beneficiary State; and (d) any guidelines adopted by the FMC in accordance with the Regulation. 2. In case of an inconsistency between this programme agreement and the Regulation, the Regulation shall prevail. 3. The legal framework is binding for the Parties. An act or omission by a Party to this programme agreement that is incompatible with the legal framework constitutes a breach of this programme agreement by that Party.

  • Framework This Agreement establishes a framework that will enable Red Hat to provide Software and Services to Client. “Software” means Red Hat Enterprise Linux, JBoss Enterprise Middleware and other software programs branded by Red Hat, its Affiliates and/or third parties including all modifications, additions or further enhancements delivered by Red Hat. The specific services (the “Services”) and/or Software that Red Hat will provide to Client will be described in an Order Form, signed by the parties or otherwise accepted by Red Hat, which may consist of (a) one or more mutually agreed order forms, statements of work, work orders or similar transaction documents, or (b) an order placed by Client through Red Hat's online store accessible from a Red Hat website. The parties agree that the terms of this Agreement will govern all purchases and use by Client of Software and Services unless otherwise agreed by the parties in writing.