Common use of PERFORMANCE MANAGEMENT SYSTEM Clause in Contracts

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees Performance Plan (Annexure A) to participate in this Agreement sets out – 6.1.1 The standards and procedures for evaluating the performance management system that the Employer adopted Employee’s performance; and 6.1.2 The intervals for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% evaluation of the Employee’s performance. 6.2 Despite the establishment of agreed intervals for evaluation, the Employer may in addition review the Employee’s performance at any stage while the contract of employment remains in force; 6.3 Personal growth and development needs identified during any performance review discussion must be documented in a Personal Development Plan as well as the actions agreed to and implementation must take place within set time frames; 6.4 The Employee’s performance will be measured in terms of contributions to the goals and strategies set out in the Employer’s Integrated Development Plan (IDP) as described in 6.6 – 6.12 below; 6.5 The Employee will submit quarterly performance reports (SDBIP) and a comprehensive annual performance report at least one week prior to the performance assessment meetings to the Evaluation Panel Chairperson for distribution to the panel members for preparation purposes; 6.6 Assessment of the achievement of results as outlined in the performance plan: 6.6.1 Each KPI or group of KPIs shall be assessed according to the extent to which the specified standards or performance targets have been met and with due regard to ad-hoc tasks that had to be performed under the KPI, and the score of the employer will be given to and explained to the Employee during the assessment interview. 6.6.2 A rating on the five-point scale shall be provided for each KPI or group of KPIs which will then be multiplied by the weighting to calculate the final score; 6.6.3 The Employee will submit his self-evaluation to the Employer prior to the formal assessment; 6.6.4 In the instance where the employee could not perform due to reasons outside the control of the employer and employee, the KPI will not be considered during the evaluation. The Competencies are spilt into two groups, leading competencies (indicated employee should provide sufficient evidence in blue such instances; and 6.6.5 An overall score will be calculated based on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution total of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusindividual scores calculated above.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below)competencies, which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 6.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employee and service providers to perform to the standards required; 5.3 6.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 6.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 6.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 6.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 6.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 6.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 6.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 : 1 Service Delivery and Infrastructure 2 Municipal Transformation and Institutional Development 3 Local Economic Development 4 Municipal Financial Viability and Management 5 Good Governance, Public Participation Accountability and Transparency 6.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groupswill be assessed in terms of the Regulations on Appointment and Conditions of Employment of Senior Managers (Regulation 21 of 17 January 2014): Strategic Direction and Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and Project Management  Program and Project Planning and Implementation  Service Delivery Management  Program and Project Monitoring and Evaluation Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance 7.1 The Performance Plan (Annexure A) to this Agreement sets out – 7.1.1 The standards and procedures for evaluating the Employee’s performance; and 7.1.2 The intervals for the evaluation of the Employee’s performance. 7.2 Despite the establishment of agreed intervals for evaluation, leading competencies the Employer may in addition review the Employee’s performance at any stage while the contract of employment remains in force; 7.3 Personal growth and development needs identified during any performance review discussion must be documented in a Personal Development Plan as well as the actions agreed to and implementation must take place within set time frames; 7.4 The Employee’s performance will be measured in terms of contributions to the goals and strategies set out in the Employer’s Integrated Development Plan (indicated IDP) as described in blue 7.6 – 7.13 below; 7.5 The Employee will submit quarterly performance reports (SDBIP) and a comprehensive annual performance report at least one week prior to the performance assessment meetings to the Evaluation Panel Chairperson for distribution to the panel members for preparation purposes; 7.6 Assessment of the achievement of results as outlined in the performance plan: 7.6.1 Each KPI or group of KPIs shall be assessed according to the extent to which the specified standards or performance targets have been met and with due regard to ad-hoc tasks that had to be performed under the KPI; 7.6.2 A rating on the graph below) that drive strategic intent five-point scale shall be provided for each KPI or group of KPIs which will then be multiplied by the weighting to calculate the final score; 7.6.3 The Employee will submit his self-evaluation to the Employer prior to the formal assessment; 7.6.4 In the instance where the Employee could not perform due to reasons outside the control of the employer and direction and core competencies (indicated employee, the KPI will not be considered during the evaluation. The Employee should provide sufficient evidence in green such instances; and 7.6.5 An overall score will be calculated based on the graph below), which drive the execution total of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusindividual scores calculated above.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 ‌ 5.1. The Employee employee agrees to participate in the performance management system that the Employer adopted for adopts and implements in the employees of the EmployerMunicipality; 5.2 5.2. The Employee employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees employer, management, and service providers municipal staff to perform to the standards required; 5.3 5.3. The Employer must employer will consult the Employee employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employeeemployee; 5.4 5.4. The Employee employee undertakes to actively focus on towards the promotion and the implementation of the key performance indicators Key Performance Areas (KPAs) (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 5.5. The criteria upon which the performance of the Employee employee shall be assessed and shall consist of two components, Operational Performance and Competencies both of which shall be contained in the performance agreement. The employee must be assessed against both components, with a weighing of 80:20 allocated to the Key Performance AgreementAreas (KPAs) and the Core Competency Requirements (CCRs) respectively. Each area of assessment will be weighted and will contribute a specific part to the total score. KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment; 5.6 5.6. The Employee’s assessment will be based on his performance in terms of the outputs/outcomes outputs (performance indicatorstargets) identified as per attached reflected on the Performance Plan, Plan which are linked to the relevant KPAs, key objectives and will constitute 80% of the overall assessment result key performance indicators (KPIs) as per the weightings agreed to between the Employer and the Employee; 5.7 5.7. The Key Performance Areas (KPAs) relating to the Employee’s functional area will make up 80% of the Employee’s assessment score, and will contain the following Areas: 5.8. The Core Competency Requirements (CCRs) or Core Managerial Competencies (CMCs) and the Core Occupational Competencies (COC) attached per Annexure B will make up the other 20% of the Employeeemployee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the employee’s specific job should be selected by (indicated in blue on √) to indicate choice from the graph below) that drive strategic intent list as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. Strategic direc on CCRs are compulsory and leadership include: (a) Financial Management; (b) People management Program Management and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmpowerment; and

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (KPAs) (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance KPA’s and Competencies Competency Framework requirements as per the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicatorsKPIs) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPAs applicable to the Employee, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;. KPA 01. Governance and Stakeholder Participation KPA 02. Financial Sustainability KPA 03. Institutional Transformation KPA 04. Physical Infrastructure and Services KPA 05. Planning and Economic Development KPA 06. Safety and Environmental Management KPA 07. Social and Community Development 5.7 The Competencies competency requirements for senior managers as per Regulation 9 of Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies will be assessed every six (indicated in blue on the graph below6) that drive strategic intent months (January and direction and core competencies (indicated in green on the graph belowJuly), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below)competencies, which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 6.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employee and service providers to perform to the standards required; 5.3 6.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 6.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 6.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 6.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 6.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 6.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 6.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 : 1 Service Delivery and Infrastructure 2 Municipal Transformation and Institutional Development 3 Local Economic Development 4 Municipal Financial Viability and Management 5 Good Governance, Public Participation Accountability and Transparency 6.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groupswill be assessed in terms of the Regulations on Appointment and Conditions of Employment of Senior Managers (Regulation 21 of 17 January 2014): Strategic Direction and Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and Project Management • Program and Project Planning and Implementation • Service Delivery Management • Program and Project Monitoring and Evaluation Financial Management • Budget Planning and Execution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance 7.1 The Performance Plan (Annexure A) to this Agreement sets out – 7.1.1 The standards and procedures for evaluating the Employee’s performance; and 7.1.2 The intervals for the evaluation of the Employee’s performance. 7.2 Despite the establishment of agreed intervals for evaluation, leading competencies the Employer may in addition review the Employee’s performance at any stage while the contract of employment remains in force; 7.3 Personal growth and development needs identified during any performance review discussion must be documented in a Personal Development Plan as well as the actions agreed to and implementation must take place within set time frames; 7.4 The Employee’s performance will be measured in terms of contributions to the goals and strategies set out in the Employer’s Integrated Development Plan (indicated IDP) as described in blue 7.6 – 7.13 below; 7.5 The Employee will submit quarterly performance reports (SDBIP) and a comprehensive annual performance report at least one week prior to the performance assessment meetings to the Evaluation Panel Chairperson for distribution to the panel members for preparation purposes; 7.6 Assessment of the achievement of results as outlined in the performance plan: 7.6.1 Each KPI or group of KPIs shall be assessed according to the extent to which the specified standards or performance targets have been met and with due regard to ad-hoc tasks that had to be performed under the KPI; 7.6.2 A rating on the graph below) that drive strategic intent five-point scale shall be provided for each KPI or group of KPIs which will then be multiplied by the weighting to calculate the final score; 7.6.3 The Employee will submit his self-evaluation to the Employer prior to the formal assessment; 7.6.4 In the instance where the Employee could not perform due to reasons outside the control of the employer and direction and core competencies (indicated employee, the KPI will not be considered during the evaluation. The Employee should provide sufficient evidence in green such instances; and 7.6.5 An overall score will be calculated based on the graph below), which drive the execution total of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusindividual scores calculated above.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score: 1. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusBasic Service Delivery & Infrastructure Development 5

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competence Framework Structure (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score: 1. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusBasic Service Delivery & Infrastructure Development 25

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (KPAs) (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall will be assessed shall will consist of two components, Operational Performance KPA’s and Competencies Competency Framework requirements as per the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, both of which shall will be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsKPIs) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPAs applicable to the Employee, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;; and 5.7 The Competencies competency requirements for senior managers as per Regulation 9 of Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies will be assessed every six months (indicated in blue on the graph below) that drive strategic intent January and July). 1. Strategic direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competenciesleadership • Impact and influence • Institutional performance management • Strategic planning and management • Organisational awareness 2. Strategic direc on and leadership People management • Human capital planning and development • Diversity management • Employee relations management • Negotiation and dispute management 3. Programme and project management • Programme and project planning and implementation • Service delivery management • Program and project management monitoring and evaluation 4. Financial management • Budget planning and execution • Financial strategy and delivery • Financial reporting and delivery 5. Change leadership • Change vision and strategy • Process design and improvement • Change impact monitoring and evaluation 6. Governance leadersip leadership • Policy formulation • Risk and compliance management • Cooperative governance 7. Moral competence • Core Competency 8. Planning and organising • Core Competency 9. Analysis and innova on innovation • Core Competency 10. Knowledge and informa on information management Communica on • Core Competency 11. Communication • Core Competency 12. Results and quality focusfocus • Core Competency

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Operations, Maintenance and Construction 20% Planning and Design 20% Information Management 10% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Strategic Focus Areas (SFAs) (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance SFAs and Competencies Competency Framework requirements as per the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outputs / outcomes (performance indicatorsKPIs) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsSFAs applicable to the Employee, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;. SFA 1 – Valley of Possibility SFA 2 - Green and Sustainable Valley SFA 3 - Safe Valley SFA 4 - Dignified Living SFA 5 - Good Governance and Compliance 5.7 The Competencies competency requirements for senior managers as per Regulation 9 of Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers will make up the other 20% of the Employee’s assessment score. The competencies will be assessed every six (6) months (January and July). Leading and Core Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and 1. Strategic direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competenciesleadership     Impact and influence Institutional performance management Strategic planning and management Organisational awareness 2. Strategic direc on People management     Human capital planning and leadership People development Diversity management Employee relations management Negotiation and dispute management 3. Programme and project management    Programme and project planning and implementation Service delivery management Program and project management monitoring and evaluation 4. Financial management    Budget planning and execution Financial strategy and delivery Financial reporting and delivery 5. Change leadership    Change vision and strategy Process design and improvement Change impact monitoring and evaluation 6. Governance leadersip leadership    Policy formulation Risk and compliance management Cooperative governance 7. Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus Core Competency

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competency Framework Structure (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other : 1. Basic Service Delivery & Infrastructure Development 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employee, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCRs) respectively. 5.5.2 KPA’s covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.5.3 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Municipal Transformation and Organisational Development 15% Basic Service Delivery 30% Local Economic Development 5% Municipal Financial Viability and Management 20% Good Governance and Public Participation 30% Spatial Rationale 10% 5.7 The Competencies Municipal Manager’s responsibilities are also directed in terms of the abovementioned key performance areas. Strategic Capability and Leadership 10% Programme and Project Management 10% Financial Management 20% Change Management - Knowledge Management 10% Service Delivery Innovation - Problem Solving and Analysis - People Management and Empowerment 20% Client Orientation and Customer Focus 20% Communication - Accountability and Ethical Conduct 10% 5.8 The CCRs will make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusCCRs are compulsory for Municipal Managers:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% General support 5% Human Resources 25% Secretariat and Record Management 10% Administration: Properties and Contracts 5% Communication and Public Relations 5% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 30 Infrastructure Development and Basic Service Delivery 60 Local Economic Development (LED) 0 Municipal Financial Viability and Management 0 Good Governance and Public Participation 10 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 90 Infrastructure Development and Basic Service Delivery 0 Local Economic Development (LED) 0 Municipal Financial Viability and Management 0 Good Governance and Public Participation 10 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Trade Services 15% Civil Operations and Maintenance 20% Public Services 10% Buildings and Structures 5% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 35 Infrastructure Development and Basic Service Delivery 10 Local Economic Development (LED) 0 Municipal Financial Viability and Management 0 Good Governance and Public Participation 55 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Budgeting 10% Credit Control 5% Financial Statements 10% Supply Chain Management 5% Income 5% Expenditure 5% Asset and vehicle management 5% Financial Systems Administration 5% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Civil Services 30% Cleaning Services 15% Building Services 5% 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Employee: Strategic direc on capability and leadership 10% Financial management 10% Service delivery innovation 10% Problem solving and analysis 10% People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning empowerment 10% Client orientation and organising Analysis customer focus 10% Communication 10% Knowledge of developmental local government 10% Knowledge of Performance Management and innova on Knowledge Reporting 10% Interpretation of and informa on management Communica on Results implementation within the legislative and quality focusnational policy frameworks 10%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other : 1. Basic Service Delivery & Infrastructure Development 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: IDP Implementation 40% Good Governance and Public Participation and LED 15% Basic Service Delivery 15% Municipal Institutional Development and Transformation 15% Municipal Financial Viability and Management 15% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) Weightin g Basic Service Delivery 30 Municipal Institutional Development and Transformation 20 Local Economic Development (LED) 10 Municipal Financial Viability and Management 20 Good Governance and Public Participation 10 Spatial development framework 10 5.7 The Competencies will make up In the other 20% case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the Employee’s assessment scorerelevant manager must be subject to negotiation between the municipal manager and the relevant manager. The Competencies competencies that appear in the competency framework are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. detailed below Strategic direc on Direction and leadership • Impact and influence • Institutional Performance Management • Strategic planning and management • Organisational awareness People Management • Human Capital planning and Development • Diversity in management • Employee Relations Management • Negotiation and Dispute Management Program and project management Management • Program and project planning and Implementation • Service Delivery Management • Program and Project Monitoring and Evaluation Financial management Change leadership Governance leadersip Moral competence Management • Budget Planning and organising Analysis Execution • Financial Strategy and innova on Knowledge Delivery • Financial Reporting and informa on management Communica on Results Monitoring Change Leadership • Change Vision and quality focusStrategy • Process Design and Improvement • Change Impact Monitoring and evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Human Resources 25% Secretariat and Record Management 10% Administration: Properties and Contracts 5% Communication and Public Relations 10% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer municipality adopted for the employees of the Employermunicipality; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers relevant stakeholders to perform to the standards required; 5.3 The Employer must will consult the Employee employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employeeemployee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Basic Service Delivery and Infrastructure Municipal Transformation and Institutional Development Local Economic Development (LED) Municipal Financial Viability and Management Good Governance, Public Participation Accountability and Transparency 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, consist of six (6) leading competencies which comprise of twenty (indicated in blue on the graph below20) driving competencies that drive the strategic intent and direction of local government and six (6) core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. LEADING COMPETENCIES Strategic direc on Capability and leadership Leadership • Impact and influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relation Management • Negotiation and dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service delivery Management • Program and innova on Project Monitoring and evaluation Financial Management • Budget Planning and Execution • Financial strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and evaluation Governance Leadership • Policy Formulation • Risk and compliance Management • Cooperative Governance Knowledge and informa on management Communica on Results and quality focusInformation Management

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: Management 40% Budgeting 10% Credit Control 10% Financial Statements and Control 20% Supply Chain Management 10% Information Technology 10% 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Employee: Strategic direc on capability and leadership 10% Financial management 10% Service delivery innovation 10% Problem solving and analysis 10% People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning empowerment 10% Client orientation and organising Analysis customer focus 10% Communication 10% Knowledge of developmental local government 10% Knowledge of Performance Management and innova on Knowledge Reporting 10% Interpretation of and informa on management Communica on Results implementation within the legislative and quality focusnational policy frameworks 10%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 10 Infrastructure Development and Basic Service Delivery 0 Local Economic Development (LED) 0 Municipal Financial Viability and Management 80 Good Governance and Public Participation 10 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (KPAs) (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall will be assessed shall will consist of two components, Operational Performance KPA’s and Competencies Competency Framework requirements as per the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, both of which shall will be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsKPIs) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPAs applicable to the Employee, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;; and 5.7 The Competencies competency requirements for senior managers as per Regulation 9 of Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies will be assessed every six months (indicated in blue on the graph below) that drive strategic intent January and July). 1. Strategic direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competenciesleadership • Impact and influence • Institutional performance management • Strategic planning and management • Organisational awareness 2. Strategic direc on and leadership People management • Human capital planning and development • Diversity management • Employee relations management • Negotiation and dispute management 3. Programme and project management • Programme and project planning and implementation • Service delivery management • Program and project management monitoring and evaluation 4. Financial management • Budget planning and execution • Financial strategy and delivery • Financial reporting and delivery 5. Change leadership Governance leadersip Moral competence Planning • Change vision and organising Analysis strategy • Process design and innova on Knowledge improvement • Change impact monitoring and informa on management Communica on Results and quality focusevaluation

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 40 Infrastructure Development and Basic Service Delivery 30 Local Economic Development (LED) 0 Municipal Financial Viability and Management 0 Good Governance and Public Participation 30 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Budgeting 10% Credit Control 5% Financial Statements and Control 15% Supply Chain Management 5% Income 5% Expenditure 5% Asset and vehicle management 5% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 5.1. The Employee (Corporate Service Director) agrees to participate in the performance management system that the Employer adopted (Senqu Municipality) adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 5.2. The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 5.3. The Employer must shall consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 5.4. The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.5. The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 5.5.1. The Employee must be assessed against both components, with a weighting of 80:20 allocated to the KPA’s and the Leadership and Core Competencies respectively. 5.5.2. Each area of assessment shall be weighted and shall contribute a specific part to the total score. 5.5.3. KPA’s covering the main areas of work shall account for 80% and Leadership and Core Competencies shall account for 20% of the final assessment. 5.6. The Employee’s assessment will shall be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAs, KPA’s and will shall constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Financial Management and Viability 10 Municipal Transformation & Institutional Development 60 Good Governance & Public Participation 30 5.7 5.7. The Leadership and Core Competencies will shall make up the other 20% of the Employee’s assessment score. The Leadership and Core Competencies that are spilt into two groups, leading competencies (indicated in blue deemed to be most critical for the Employee’s specific job should be selected from the list below as agreed to between the Employer and Employee. # Leadership Competencies Generic Standards Director’s Standards Weight 1 Strategic Direction Provide and direct a vision for the institution and inspire and deploy others to deliver on the graph below) strategic institutional mandate Ensure that drive the departmental plans are implemented in line with the overall strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution objectives of the leading competenciesmunicipality. Strategic direc on 9 2 People Management Effectively manage, inspire, and leadership People management Program encourage people, respect diversity, optimise talent and project management Financial management Change leadership Governance leadersip Moral competence Planning build nurture relationship in order to achieve institutional objectives Develop a system that will enable both internal and organising Analysis external clients to be able to voice their satisfaction and innova on Knowledge and informa on management Communica on Results and quality focusdissatisfaction about the services the department delivers. 9

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Operations, Maintenance and Construction 20% Planning and Design 20% Information Management 10% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Traffic and Law Enforcement Services 30% Fire and Emergency Services 20% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (KPAs) (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance KPA’s and Competencies Competency Framework requirements as per the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicatorsKPIs) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPAs applicable to the Employee, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;. KPA 01. Governance and Stakeholder Participation KPA 02. Financial Sustainability KPA 03. Institutional Transformation KPA 04. Physical Infrastructure and Services KPA 05. Planning and Economic Development KPA 06. Safety and Environmental Management KPA 07. Social and Community Development 5.7 The Competencies competency requirements for senior managers as per Regulation 9 of Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent LEADING AND CORE COMPETENCIES  Impact and influence 1. Strategic direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competenciesleadership   Institutional performance management Strategic planning and management  Organisational awareness  Human capital planning and development 2. Strategic direc on and leadership People management   Diversity management Employee relations management  Negotiation and dispute management  Programme and project planning and implementation 3. Programme and project management  Service delivery management  Program and project management monitoring and evaluation  Budget planning and execution 4. Financial management  Financial strategy and delivery  Financial reporting and delivery  Change vision and strategy 5. Change leadership  Process design and improvement  Change impact monitoring and evaluation  Policy formulation 6. Governance leadersip leadership  Risk and compliance management  Cooperative governance 7. Moral competence  Core Competency 8. Planning and organising  Core Competency 9. Analysis and innova on innovation  Core Competency 10. Knowledge and informa on information management Communica on Results and quality focus Core Competency 11. Communication  Core Competency

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Identified Key Performance Area1 Weight Local economic development (LED) Municipal Institutional Development and Transformation Municipal financial viability and management Basic service delivery Good governance and Public participation 5.7 In the case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the relevant manager, must be subject to negotiation between the municipal manager and the relevant manager. 1 Provision has been made for each of the identified KPAs to relate to at least one KPA prescribed for the MM. 5.8 The Competencies CCRs will make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CCRs are compulsory for Municipal Managers: CORE COMPETENCY REQUIREMENTS (CCR) FOR EMPLOYEES Strategic direc on Capability and leadership Leadership Programme and Project Management Financial Management compulsory Change Management Knowledge Management Service Delivery Innovation Problem Solving and Analysis People management Program Management and project management Financial management Change leadership Empowerment compulsory Client Orientation and Customer Focus compulsory Communication Honesty and Integrity Competence in Self Management Interpretation of and implementation within the legislative an national policy frameworks Knowledge of Performance Management and Reporting Knowledge of global and South African specific political, social and economic contexts Competence in policy conceptualisation, analysis and implementation Knowledge of more than one functional municipal field / discipline Skills in Mediation Skills in Governance leadersip Moral competence Planning Competence as required by other national line sector departments Exceptional and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusdynamic creativity to improve the functioning of the municipality

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system Performance Management System that the Employer adopted adopts or introduces for the employees of the Employer;Municipality. 5.2 6.2 The Employee accepts that the purpose of the performance management system Performance Management System will be to provide a comprehensive system with of specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 6.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system Performance Management System, as applicable to the Employee;. 5.4 6.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 6.5 The criteria criteria, upon which the performance of the Employee shall must be assessed assessed, shall consist of two components, Operational Performance and Competencies both of which shall must be contained in the Performance Agreement;. 5.6 6.5.1 The Employee must be assessed against both components, with a weighting of 80:20 respectively allocated to the KPAs and the Competency Requirements. 6.5.2 Each area of assessment will be weighted and shall contribute a specific part to the total score. 6.5.3 KPAs covering the main areas of work will account for 80%, while of the final assessment, the competencies outlined in the Competency Framework, will account for 20%. 6.6 The Employee’s performance assessment will shall be based on his performance in terms of the outputs/outcomes (key performance indicators) identified as per the attached Performance PlanPlan (Section B), which are linked to the KPAs, and will which constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: 1 KPA 1: Basic Service Delivery 77% 2 KPA 2: Municipal Institutional Development and Transformation 4% 3 KPA 3: Local Economic Development 5% 4 KPA 4: Municipal Financial Viability and Management 6% 5 KPA 5: Good Governance and Public Participation 8% TOTAL PERCENTAGE 100% 5.7 6.7 The Competencies will following Competency Framework Structure, which is critical to the employee’s specific job, shall make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on score and must be considered with due regard to the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusproficiency level agreed to.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 ; The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 ; The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 ; The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators Key Performance Areas (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 ; The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies Core Competency Requirements (CCR’s), both of which shall be contained in the Performance Agreement; 5.6 ; The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 : 1 Service Delivery and Infrastructure 2 Municipal Transformation and Institutional Development 3 Local Economic Development 4 Municipal Financial Viability and Management 5 Good Governance, Public Participation Accountability and Transparency The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. CCR’s that are deemed to be most critical for the Employee’s specific job are reflected in the list below as agreed to between the Employer and Employee: 1 Strategic Capability and Leadership 2 Financial Management (compulsory) 3 Change Management 4 Knowledge Management 5 Problem Solving and Analysis 6 Programme and Project Management 7 Service Delivery Innovation 8 People Management and Empowerment (compulsory) 9 Client Orientation and Customer Focus (compulsory) 10 Communication The Competencies are spilt into two groupsPerformance Plan (Annexure A) to this Agreement sets out – The standards and procedures for evaluating the Employee’s performance; and The intervals for the evaluation of the Employee’s performance. Despite the establishment of agreed intervals for evaluation, leading competencies the Employer may in addition review the Employee’s performance at any stage while the contract of employment remains in force; Personal growth and development needs identified during any performance review discussion must be documented in a Personal Development Plan as well as the actions agreed to and implementation must take place within set time frames; The Employee’s performance will be measured in terms of contributions to the goals and strategies set out in the Employer’s Integrated Development Plan (indicated IDP) as described in blue 6.6 – 6.12 below; The Employee will submit quarterly performance reports (SDBIP) and a comprehensive annual performance report at least one week prior to the performance assessment meetings to the Evaluation Panel Chairperson for distribution to the panel members for preparation purposes; Assessment of the achievement of results as outlined in the performance plan: Each KPI or group of KPIs shall be assessed according to the extent to which the specified standards or performance targets have been met and with due regard to ad-hoc tasks that had to be performed under the KPI; A rating on the graph below) that drive strategic intent five-point scale shall be provided for each KPI or group of KPIs which will then be multiplied by the weighting to calculate the final score; and direction and core competencies (indicated in green An overall score will be calculated based on the graph below), which drive the execution total of the leading competenciesindividual scores calculated above. Strategic direc Assessment of the CCRs: Each CCR shall be assessed according to the extent to which the specified standards for the required proficiency level have been met; A rating on the five-point scale shall be provided for each CCR which will then be multiplied by the weighting to calculate the final score; and leadership People management Program An overall score will be calculated based on the total of the individual scores calculated above. Overall rating An overall rating is calculated by adding the overall scores as calculated in 6.6.3 and project management Financial management Change leadership Governance leadersip Moral competence Planning 6.7.3 above; and organising Analysis Such overall rating represents the outcome of the performance appraisal. The assessment of the performance of the Employee will be based on the following rating scale for KPIs and innova on Knowledge CCRs: 5 Outstanding performance Performance far exceeds the standard expected of an employee at this level. The appraisal indicates that the Employee has achieved above fully effective results against all performance criteria and informa on management Communica on Results indicators as specified in the PA and quality focusPerformance plan and maintained this in all areas of responsibility throughout the year. 4 Performance significantly above expectations Performance is significantly higher than the standard expected in the job. The appraisal indicates that the Employee has achieved above fully effective results against more than half of the performance criteria and indicators and fully achieved all others throughout the year.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system Performance Management System that the Employer adopted adopts or introduces for the employees of the Employer;Municipality. 5.2 6.2 The Employee accepts that the purpose of the performance management system Performance Management System will be to provide a comprehensive system with of specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 6.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system Performance Management System, as applicable to the Employee;. 5.4 6.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 6.5 The criteria criteria, upon which the performance of the Employee shall must be assessed assessed, shall consist of two components, Operational Performance and Competencies both of which shall must be contained in the Performance Agreement;. 5.6 6.5.1 The Employee must be assessed against both components, with a weighting of 80:20 respectively allocated to the KPAs and the Competency Requirements. 6.5.2 Each area of assessment will be weighted and shall contribute a specific part to the total score. 6.5.3 KPAs covering the main areas of work will account for 80%, while of the final assessment, the competencies outlined in the Competency Framework, will account for 20%. 6.6 The Employee’s performance assessment will shall be based on his performance in terms of the outputs/outcomes (key performance indicators) identified as per the attached Performance PlanPlan (Section B), which are linked to the KPAs, and will which constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: 1 KPA 1: Basic Service Delivery 0% 2 KPA 2: Municipal Institutional Development and Transformation 4% 3 KPA 3: Local Economic Development 15% 4 KPA 4: Municipal Financial Viability and Management 73% 5 KPA 5: Good Governance and Public Participation 8% TOTAL PERCENTAGE 100% 5.7 6.7 The Competencies will following Competency Framework Structure, which is critical to the employee’s specific job, shall make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on score and must be considered with due regard to the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusproficiency level agreed to.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Traffic and Law Enforcement Services 30% Fire and Emergency Services 20% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system Performance Management System that the Employer adopted adopts or introduces for the employees of the Employer;Municipality. 5.2 6.2 The Employee accepts that the purpose of the performance management system Performance Management System will be to provide a comprehensive system with of specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 6.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system Performance Management System, as applicable to the Employee;. 5.4 6.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 6.5 The criteria criteria, upon which the performance of the Employee shall must be assessed assessed, shall consist of two components, Operational Performance and Competencies both of which shall must be contained in the Performance Agreement;. 5.6 6.5.1 The Employee must be assessed against both components, with a weighting of 80:20 respectively allocated to the KPAs and the Competency Requirements. 6.5.2 Each area of assessment will be weighted and shall contribute a specific part to the total score. 6.5.3 KPAs covering the main areas of work will account for 80%, while of the final assessment, the competencies outlined in the Competency Framework, will account for 20%. 6.6 The Employee’s performance assessment will shall be based on his performance in terms of the outputs/outcomes (key performance indicators) identified as per the attached Performance PlanPlan (Section B), which are linked to the KPAs, and will which constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: 1 KPA 1: Basic Service Delivery 57% 2 KPA 2: Municipal Institutional Development and Transformation 4% 3 KPA 3: Local Economic Development 27% 4 KPA 4: Municipal Financial Viability and Management 4% 5 KPA 5: Good Governance and Public Participation 8% TOTAL PERCENTAGE 100% 5.7 6.7 The Competencies will following Competency Framework Structure, which is critical to the employee’s specific job, shall make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on score and must be considered with due regard to the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusproficiency level agreed to.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competency Framework Structure (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score: 1. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Basic Service Delivery & Infrastructure Development 5 2.Municipal Transformation & Institutional Development 20 ▇.▇▇▇▇▇▇ & Local Economic Development 7 ▇.▇▇▇▇▇▇▇▇▇ Viability & Financial management Change leadership Management 10 5.Good Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus& Public Participation 50

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competence Framework Structure (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score: 1. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusBasic Service Delivery & Infrastructure Development 70

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: Management 40% Management Services 30% Human Resources 30% 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Employee: Strategic direc on capability and leadership 10% Financial management 10% Service delivery innovation 10% Problem solving and analysis 10% People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning empowerment 10% Client orientation and organising Analysis customer focus 10% Communication 10% Knowledge of developmental local government 10% Knowledge of Performance Management and innova on Knowledge Reporting 10% Interpretation of and informa on management Communica on Results implementation within the legislative and quality focusnational policy frameworks 10%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: IDP Implementation 40% Good Governance and Public Participation and LED 15% Basic Service Delivery 15% Municipal Institutional Development and Transformation 15% Municipal Financial Viability and Management 15% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 25 Infrastructure Development and Basic Service Delivery 0 Local Economic Development (LED) 70 Municipal Financial Viability and Management 0 Good Governance and Public Participation 5 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) Weighting Basic Service Delivery 25 Municipal Institutional Development and Transformation 25 Local Economic Development (LED) 10 Municipal Financial Viability and Management 20 Good Governance and Public Participation 20 Total 100% 5.7 In the case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the relevant manager, must be subject to negotiation between the municipal manager and the relevant manager. 5.8 The Competencies CCRs will make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CCRs are compulsory for Municipal Managers: CORE COMPETENCY REQUIREMENTS (CCR) FOR EMPLOYEES Strategic direc on Capability and leadership Leadership 6 Programme and Project Management 5 Financial Management compulsory 6 Change Management 3 Knowledge Management 6 Service Delivery Innovation 6 Problem Solving and Analysis 4 People management Program Management and project management Financial management Change leadership Empowerment compulsory 4 Client Orientation and Customer Focus compulsory 4 Communication 4 Honesty and Integrity 5 Competence in Self Management 3 Interpretation of and implementation within the legislative an national policy frameworks 5 Knowledge of Performance Management and Reporting 4 Knowledge of global and South African specific political, social and economic contexts 5 Competence in policy conceptualisation, analysis and implementation 4 Knowledge of more than one functional municipal field / discipline 6 Skills in Mediation 5 Skills in Governance leadersip Moral competence Planning 6 Competence as required by other national line sector departments 6 Exceptional and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusdynamic creativity to improve the functioning of the municipality 3 Total percentage - 100%

PERFORMANCE MANAGEMENT SYSTEM. 5.1  The Employee employee agrees to participate in the performance management system Performance Management System that the Employer adopted municipality will adopt (before October 2013) and introduced for the employees of the Employer; 5.2 Masilonyana Local Municipality, to manage municipal staff.  The Employee employee accepts that the purpose of the performance management system will be Performance Management System is to provide a comprehensive system with specific performance standards to assist the employees municipality, management and service providers municipal staff to perform to the standards required; 5.3 ;  The Employer must Municipal Manager will consult the Employee employee about the specific performance standards and targets that will be included in the performance management system Performance Management System as applicable to the Employee; 5.4 employee;  The Employee undertakes employee undertake to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 ;  The criteria upon which the performance of the Employee employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be are contained in the Performance Agreement; 5.6 ;  The Employeeemployee will be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Management Competencies (CMC’s) respectively;  Each area of assessment will be weighted and will contribute a specific part to the total score;  KPA’s covering the main areas of work will account for 80% and CMC’s 20% of the final assessment;  The employee’s assessment will be based on his performance in terms of the outputs/outputs/ outcomes (specified in the Attached Performance Plan The Performance plan set out:  The standard and procedures for evaluating the employee’s performance indicators) and;  The intervals for the evaluation of the employee’s performance  The municipal council may review the employee’s performance at any stage while the contract of employment remain in force;  Personal growth and development needs identified as per attached Performance Planduring any performance review discussion must be documented and’ where possible, which are linked action agreed to and implementation must occur within a set time frames  The employee’s performance will be measured in terms of contributions to the KPAs, goals and strategies set out in the 2013/2014 Municipal IDP; The Annual Performance Appraisal will constitute 80% involve:  An assessment of achievements of results as outlined in the Performance Plan  Each KPA will be assessed according to the extent to which specified standards or performance indicators have been met and with due regard to ad hoc tasks that had to be performed under that KPA;  An indicative rating on the five point scoring mechanism be provided for each KPA;  The applicable assessment rating calculator will then be used to add the scores and calculate a final KPA score;  Each CMC will be assessed according to the extent to which the specified standard have been met;  An indicative rating on the five point scale should be provided for each CMC;  The rating will be multiplied by the weighting given to each CMC to provide a score;  The applicable assessment calculator will be used to add the scores and calculate the final CMC score;  An overall rating will be calculated using the applicable assessment rating calculator. Such overall rating represents the outcome of the overall assessment result as per performance appraisal;  For the weightings agreed to between purposes of evaluating the Employer and Employee; 5.7 The Competencies will make up the other 20% annual performance of the Employee’s assessment score. The Competencies are spilt into two groupsemployee, leading competencies (indicated in blue on an evaluation panel shall be constituted by the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusMunicipal Manager.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Community Development 10% Human Settlements 10% Built Environment 20% Occupational Health and Facilities 10% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Community Development 10% Human Settlements 10% Built Environment 20% Occupational Health and Facilities 10% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees of the Employer;. 5.2 6.2 The Employee accepts that the purpose of the performance management system will be is to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards standard required;. 5.3 6.3 The Employer must will consult the Employee about the in respect of any specific performance standards and targets that will be included in the performance management system that are applicable to the Employee;. 5.4 6.4 The Employee undertakes to actively focus on towards the promotion and implementation Implementation of the key performance indicators Key Performance Areas (KPAs) (including special projects relevant to the employee’s Employee's responsibilities) within the local government framework;. 5.5 6.5 The criteria upon which the performance of the Employee shall is to be assessed shall consist of two components, Operational Performance namely KPAs and Competencies both Core Competency Requirement (CCRs), with a weighting of which shall 80:20 allocated to the KPAs and the CCRs respectively. 6.6 Each area of assessment will be contained in weighted and will contribute a specific part to the Performance Agreement;total score. 5.6 6.7 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 6.8 The Employee’s 's assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) ), identified as per attached Performance PlanAnnexure A, which are linked to the KPAs, KPAs and will constitute which constitutes 80% of the overall assessment result as per the weightings agreed to be between the Employer and Employee;Employee as follows: Basic Service Delivery Municipal Institutional Development and Transformation 16.7% Local Economic Development (LED) 4.2% Municipal Financial Viability and Management 4.2% Good Governance and Public Participation 16.7% Total 100% 5.7 6.9 The Competencies CCRs will make up the other 20% of the Employee’s assessment 's 4assessment score. The CCRs which are competencies that cuts across all levels of work in a municipality are agreed to between the Employer and Employee. Below is a list of Leading and Core competencies as stipulated in the Local Government: Regulations on appointment and conditions of Employment of Senior Managers: Leading Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent : Weight Strategic Direction and direction Leadership • Impact and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Influence 3.7 • Institutional Performance Management 3.7 • Strategic direc on Planning and leadership Management 5.1 • Organisational Awareness 3.7 People management Management • Human Capital Planning and Development 3.7 • Diversity Management 3.7 • Employee Relations Management 3.7 • Negotiation and Dispute Management • Program and project management Financial management Change leadership Governance leadersip Moral competence Project Planning and organising Analysis Implementation 3.7 3.7 Programme and innova on Project Management • Service Delivery Management 3.7 • Program ad Project Monitoring and Evaluation 3.7 Financial Management • Budget Planning and Execution 3.7 • Financial Strategy and Delivery 3.7 • Financial Reporting and Monitoring 3.7 Change Leadership • Change Vision and Strategy 3.7 • Process Design and Improvement 3.7 • Change Impact Monitoring and Evaluation 3.7 Governance Leadership • Policy Formulation 3.7 • Risk and Compliance Management 3.7 • Cooperative Governance 3.7 Moral Competence 3.7 Planning and Organising 4.5 Anal_y_sis and Innovation 4.5 Knowledge and informa on management Communica on Information Management 3.7 Communication 4.5 Results and quality focusQuality focus 3.7 S;1"-- Im? c>/--C

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or Introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.5.4 The total score must be determined using the rating calculator 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;. Infrastructure Development and Service Delivery 10 Spatial and Community Development 0 Local Economic Development (LED) 0 Municipal Institutional Development and Transformation 6 Financial Viability and Management 75 Good Governance and Public Participation 9 Total 100% 5.7 In the case of mangers directly accountable to the Municipal Manager, key performance areas related to the functional are of the relevant manager, must be subject to negotiation between the Municipal Manager and the relevant manager. 5.8 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The CCR’s that are deemed to be most critical for the Employee’s specific job should be selected from the list below as agreed to between the Employer and Employee: Leading Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent Strategic Direction and direction Leadership  Impact and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. influence  Institutional Performance Management  Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis Management  Organizational Awareness People Management  Human Capital Planning and innova on Knowledge Development  Diversity Management  Employee Relations Management  Negotiation and informa on management Communica on Results Dispute Management Programme and quality focusProject Management  Programme and Project Planning and Implementation  Service Delivery Management  Programme and Project Monitoring and Evaluation  Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance CORE COMPETENCE

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Human Resources 25% Secretariat and Record Management 10% Administration: Properties and Contracts 5% Communication and Public Relations 10% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Traffic and Law Enforcement Services 30% Fire and Emergency Services 20% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 7.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 7.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 7.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 7.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 7.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 7.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competency Requirements (CRs) respectively. 7.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 7.5.3 KPAs covering the main areas of work will account for 80% and CRs will account for 20% of the final assessment. 7.5.4 The total score must determined using the rating calculator. 7.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) Weighting 5.7 7.7 In the case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the relevant manager, must be subject to negotiation between the municipal manager and the relevant manager. 7.8 The Competencies CRs will make up the other 20% of the Employee’s assessment score. The Competencies CRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CRs are compulsory for Municipal Managers: COMPETENCY REQUIREMENTS FOR EMPLOYEES Strategic direc on Direction and leadership Leadership  10% People management Management  10% Program and project management Project Management  5% Financial management Management  10% Change leadership Leadership  5% Governance leadersip Leadership  5% Moral competence Competence  5% Planning and organising Organising  10% Analysis and innova on Innovation  10% Knowledge and informa on management Communica on Information Management  10% Communication  10% Results and quality focusQuality Focus  10% Total percentage - 100%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) Weighting Basic Service Delivery 5 Municipal Institutional Development and Transformation 10 Local Economic Development (LED) 5 Municipal Financial Viability and Management 60 Good Governance and Public Participation 10 Total 100% 5.7 The Competencies will make up In the other 20% case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the Employee’s assessment scorerelevant manager, must be subject to negotiation between the municipal manager and the relevant manager. The Competencies competencies that appear in the competency framework are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. detailed below Strategic direc on Direction and leadership     Impact and influence Institutional Performance Management Strategic planning and management Organisational awareness People Management     Human Capital planning and Development Diversity in management Employee Relations Management Negotiation and Dispute Management Program and project management Management    Program and project planning and Implementation Service Delivery Management Program and Project Monitoring and Evaluation Financial management Change leadership Governance leadersip Moral competence Management    Budget Planning and organising Analysis Execution Financial Strategy and innova on Knowledge Delivery Financial Reporting and informa on management Communica on Results Monitoring Change Leadership    Change Vision and quality focusStrategy Process Design and Improvement Change Impact Monitoring and evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 5.1. The Employee (reference to the Municipal Manger) agrees to participate in the performance Performance management system that the Employer adopted (reference to Senqu Municipality) adopts or introduces for the employees of Employer, management and its municipal staff of, the Employer;employer. 5.2 5.2. The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 5.3. The Employer must shall consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 5.4. The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.5. The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 5.5.1. The Employee must be assessed against both components, with a weighting of 80:20 allocated to the KPA’s and the Leadership and Core Management Competencies respectively. 5.5.2. Each area of assessment shall be weighted and shall contribute a specific part to the total score. 5.5.3. KPA’s covering the main areas of work shall account for 80% and Leadership and Core Competencies shall account for 20% of the final assessment. 5.6. The Employee’s assessment will shall be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAs, KPA’s and will shall constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Basic Service Delivery 20 Local Economic Development 20 Financial Management and Viability 20 Municipal Transformation & Institutional Development 20 Good Governance & Public Participation 20 5.7 5.7. The Leading and Core Competencies will make up the other 20% of the Employee’s assessment score. The table below depicts Leading and Core Competencies are spilt into two groups, leading competencies (indicated in blue assigned to the senior manager as per the Local Government Regulation on the graph below) that drive strategic intent appointment and direction conditions of employment of a senior manager. # Leadership Competencies Generic Standards Municipal Manager’s Standards Weight 1 Strategic Direction Provide and core competencies (indicated in green direct a vision for the institution and inspire and deploy others to deliver on the graph below)strategic institutional mandate Develop Performance measures to monitor the progress and effectiveness of municipal departments 10 2 People Management Effectively manage, which drive the execution of the leading competenciesinspire, and encourage people, respect diversity, optimise talent and build nurture relationship in order to achieve institutional objectives Develop a system that will enable both internal and external clients to be able to voice their satisfaction and dissatisfaction effectively. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus10

PERFORMANCE MANAGEMENT SYSTEM. 5.1 7.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 7.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 7.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 7.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 7.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 7.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competency Requirements (CRs) respectively. 7.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 7.5.3 KPAs covering the main areas of work will account for 80% and CRs will account for 20% of the final assessment. 7.5.4 The total score must determined using the rating calculator. 7.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) Weighting 5.7 7.7 In the case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the relevant manager, must be subject to negotiation between the municipal manager and the relevant manager. 7.8 The Competencies CRs will make up the other 20% of the Employee’s assessment score. The Competencies CRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CRs are compulsory for Municipal Managers: COMPETENCY REQUIREMENTS FOR EMPLOYEES Strategic direc on Direction and leadership Leadership ✓ 10% People management Management ✓ 10% Program and project management Project Management ✓ 10% Financial management Management ✓ 5% Change leadership Leadership ✓ 5% Governance leadersip Leadership ✓ 10% Moral competence Competence ✓ 15% Planning and organising Organising ✓ 10% Analysis and innova on Innovation ✓ 5% Knowledge and informa on management Communica on Information Management ✓ 10% Communication ✓ 5% Results and quality focusQuality Focus ✓ 10% Total percentage - 100%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: IDP Implementation 40% Good Governance and Public Participation and LED 15% Basic Service Delivery 15% Municipal Institutional Development and Transformation 15% Municipal Financial Viability and Management 15% 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Employee: Strategic direc on capability and leadership 10% Financial management 10% Service delivery innovation 10% Problem solving and analysis 10% People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning empowerment 10% Client orientation and organising Analysis customer focus 10% Communication 10% Knowledge of developmental local government 10% Knowledge of Performance Management and innova on Knowledge Reporting 10% Interpretation of and informa on management Communica on Results implementation within the legislative and quality focusnational policy frameworks 10%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Traffic and Law Enforcement Services 30% Fire and Emergency Services 20% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Project Monitoring and Evaluation Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance Knowledge and informa on management Communica on Results and quality focusInformation Management

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required; 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee; 5.4 The Employee undertakes to actively focus towards the promotion and 4.1 The Performance Plan (Annexure A) sets out- 4.1.1 Key Performance Areas that the employee should focus on 4.1.2 Core competencies required from employees 4.1.3 The strategic objectives, key performance indicators, projects and targets that must be met by the Employee 4.1.4 The time frames within which those performance objectives and targets must be met 4.2 The performance objectives, key performance indicators, projects and targets reflected in Annexure A are set by the Employer in consultation with the Employee and based on the promotion Integrated Development Plan, Service Delivery and implementation Budget Implementation Plan (SDBIP) and the Budget of the Employer, and shall include strategic objectives; key performance indicators; targets projects and activities that may include dates and weightings. A description of these elements follows: 4.2.1 The strategic objectives describe the strategic intent of the organisation that needs to be achieved 4.2.2 The performance indicators provide the measurements on how the strategic objective needs to be achieved 4.2.3 The target dates describe the timeframe in which the work must be achieved 4.2.4 The weightings show the relative importance of the key performance areas, key objectives, key performance indicators (including special projects relevant to each other 4.2.5 The activities are the employeeactions to e achieved within a project implementation of the KPA’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCRs) respectively. 5.5.2 KPA’s covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.5.3 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.6 The Employee’s assessment will be based on his her performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Municipal Transformation and Organisational Development 30 Basic Service Delivery 10 Municipal Financial Viability and Management 10 Good Governance and Public Participation 50 5.7 Manager’s responsibilities are also directed in terms of the abovementioned key performance areas. In the case of managers directly accountable to the Municipal Manager, other key performance areas related to the functional area of the relevant manager can be added subject to negotiation between the municipal manager and the relevant manager 5.8 The Competencies CCRs will make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CCRs are compulsory for Municipal Managers: Strategic direc on Capability and leadership Leadership 10% Programme and Project Management 5% Financial Management ✓ 5% Change Management 10% Knowledge Management 15% Service Delivery Innovation 5% Problem Solving and Analysis 15% People management Program Management and project management Financial management Change leadership Governance leadersip Moral competence Planning Empowerment ✓ 15% Client Orientation and organising Analysis Customer Focus ✓ 5% Communication 5% Accountability and innova on Knowledge Ethical Conduct 10% Total percentage - 100% 1 As published and informa on management Communica on Results and quality focusdefined within the Draft Competency Guidelines; Government Gazette 23 March 2007 2 ✓ = Compulsory for Municipal Manager

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system Performance Management System that the Employer adopted adopts or introduces for the employees of the Employer;Municipality. 5.2 6.2 The Employee accepts that the purpose of the performance management system Performance Management System will be to provide a comprehensive system with of specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 6.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system Performance Management System, as applicable to the Employee;. 5.4 6.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 6.5 The criteria criteria, upon which the performance of the Employee shall must be assessed assessed, shall consist of two components, Operational Performance and Competencies both of which shall must be contained in the Performance Agreement;. 5.6 6.5.1 The Employee must be assessed against both components, with a weighting of 80:20 respectively allocated to the KPAs and the Competency Requirements. 6.5.2 Each area of assessment will be weighted and shall contribute a specific part to the total score. 6.5.3 KPAs covering the main areas of work will account for 80%, while of the final assessment, the competencies outlined in the Competency Framework, will account for 20%. 6.6 The Employee’s performance assessment will shall be based on his performance in terms of the outputs/outcomes (key performance indicators) identified as per the attached Performance PlanPlan (Section B), which are linked to the KPAs, and will which constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: 1 KPA 1: Basic Service Delivery 8% 2 KPA 2: Municipal Institutional Development and Transformation 48% 3 KPA 3: Local Economic Development 8% 4 KPA 4: Municipal Financial Viability and Management 4% 5 KPA 5: Good Governance and Public Participation 32% TOTAL PERCENTAGE 100% 5.7 6.7 The Competencies will following Competency Framework Structure, which is critical to the employee’s specific job, shall make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on score and must be considered with due regard to the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusproficiency level agreed to.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee CFO agrees to participate in the performance management system [Performance Management System] that the Employer adopted Accounting Officer on behalf of the municipality adopts or introduces for the employees of the Employer; 5.2 organisation. The Employee CFO accepts that the purpose of the performance management system [Performance Management System] will be to provide a comprehensive system with specific performance standards to assist the employees and service providers her to perform to the standards required; 5.3 . The Employer must Accounting Officer will consult the Employee CFO, about the specific performance standards and targets that will be included in the performance management system [Performance Management System] as applicable to the Employee;CFO. The CFO agrees to participate in the Performance Management System, Development, Adherence, Commitment and Implementation that the municipality adopts. 5.4 6.1 The Employee CFO undertakes to actively focus on towards the promotion and implementation of the key Key Performance Areas (KPA’s). 6.2 Special projects that demonstrate outstanding performance indicators (including special by the CFO. 6.2.1 Special developmental projects relevant with capacity and skills development impact 6.2.2 Extra financial resources to supplement the employee’s responsibilities) within adopted budget for the local government framework; 5.5 The criteria upon which the performance of the Employee CFO shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the performance agreement. 6.2.3 The CFO must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Agreement;Areas (KPA’s) and the Core Managerial Competencies (CMC’s) respectively. Each area of assessment will be weighted and will contribute a specific part to the total score. KPA’s covering the main areas of work will account for [80%] and CMC’s will account for [20%] of the final assessment. 5.6 6.2.4 The Employee’s CFO assessment will be based on his her performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, the performance plan and SDBIP 2015/2016 which are linked to the KPAsKPA’s, and will which constitute 80% of the overall assessment result as per the weightings reflected agreed to between the Employer Accounting Officer and Employee; 5.7 The Competencies will make up the other CFO. 6.2.4.2 Supply Chain Management 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus6.2.4.3 Expenditure Management 20% 6.2.4.4 Budget Management 20%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure B), which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: Key Performance Areas (KPAs) 9BWeight IDP Implementation 10% Good Governance and Public Participation and LED 62% Municipal Institutional Development and Transformation 22% Municipal Financial Viability and Management 6% 8BTotal 100% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership People management Program Leadership  Impact and project management Financial management Change leadership Governance leadersip Moral competence Influence  Institutional Performance Management  Strategic Planning and organising Analysis Management  Organisational Awareness People Management  Human Capital Planning and innova on Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Programme and Project Management  Programme and Project Planning and Implementation  Service Delivery Management  Programme and Project Monitoring and Evaluation Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance Knowledge and informa on management Communica on Results and quality focusInformation Management

PERFORMANCE MANAGEMENT SYSTEM. 5.1  The Employee employee agrees to participate in the performance management system Performance Management System that the Employer adopted municipality will adopt (before October 2013) and introduced for the employees of the Employer; 5.2 Masilonyana Local Municipality, to manage municipal staff.  The Employee employee accepts that the purpose of the performance management system will be Performance Management System is to provide a comprehensive system with specific performance standards to assist the employees municipality, management and service providers municipal staff to perform to the standards required; 5.3 ;  The Employer must Mayor will consult the Employee employee about the specific performance standards and targets that will be included in the performance management system Performance Management System as applicable to the Employee; 5.4 employee;  The Employee undertakes employee undertake to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 ;  The criteria upon which the performance of the Employee employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be are contained in the Performance Agreement; 5.6 ;  The Employeeemployee will be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Management Competencies (CMC’s) respectively;  Each area of assessment will be weighted and will contribute a specific part to the total score;  KPA’s covering the main areas of work will account for 80% and CMC’s 20% of the final assessment;  The employee’s assessment will be based on his performance in terms of the outputs/outputs/ outcomes (specified in the Attached Performance Plan The Performance plan set out:  The standard and procedures for evaluating the employee’s performance indicators) and;  The intervals for the evaluation of the employee’s performance  The municipal council may review the employee’s performance at any stage while the contract of employment remain in force;  Personal growth and development needs identified during any performance review discussion must be documented and’ where possible, action agreed to and implementation must occur within a set time frames  The employee’s performance will be measured in terms of contributions to the goals and strategies set out in the 201/1 municipal IDP; The Annual Performance Appraisal will involve:  An assessment of achievements of results as per attached outlined in the Performance Plan  Each KPA will be assessed according to the extent to which specified standards or performance indicators have been met and with due regard to ad hoc tasks that had to be performed under that KPA;  An indicative rating on the five point scoring mechanism be provided for each KPA;  The applicable assessment rating calculator will then be used to add the scores and calculate a final KPA score;  Each CMC will be assessed according to the extent to which the specified standard have been met;  An indicative rating on the five point scale should be provided for each CMC;  The rating will be multiplied by the weighting given to each CMC to provide a score;  The applicable assessment calculator will be used to add the scores and calculate the final CMC score;  An overall rating will be calculated using the applicable assessment rating calculator. Such overall rating represents the outcome of the performance appraisal;  For the purposes of evaluating the annual performance of the employee, an evaluation panel shall be constituted by the Mayor or council  The performance of the employee shall be reviewed within the time frames specified in the Performance Plan;  The municipality shall keep a record of the review and assessment meetings;  Performance Feedback shall be based on the Municipal Assessment of the employee’s performance;  The municipality will be entitled to review and make reasonable changes to the provisions of the Performance Plan, which are linked from time to time for operational reasons. The employee will be fully consulted before any such changes is made;  The municipality may amend the KPAs, and will constitute 80% provisions of the overall assessment result performance plan, whenever the PMS is adopted, implemented and or amended as per the weightings agreed to between case may be. In that case the Employer and Employeeemployee will be fully consulted before any such changes can be effected; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 20 Infrastructure Development and Basic Service Delivery 20 Local Economic Development (LED) 20 Municipal Financial Viability and Management 20 Good Governance and Public Participation 20 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system Performance Management System that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system Performance Management System will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system Performance Management System as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) Weighting Municipal Institutional Development and Transformation 10 Municipal Financial Viability and Management 10 Good Governance and Public Participation 10 Local Economic Development 30 Basic Service Delivery 10 Cross-Cutting 30 Total 100% 5.7 In the case of managers directly accountable to the Municipal Manager, Key Performance Areas related to the functional area of the relevant manager, must be subject to negotiation between the Municipal Manager and the relevant manager. 5.8 The Competencies CCRs will make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CCRs are compulsory for Municipal Managers: CORE COMPETENCY REQUIREMENTS (CCR) FOR EMPLOYEES Strategic direc on Capability and leadership Leadership Programme and Project Management √ 5 Financial Management √ 5 Change Management Knowledge Management Service Delivery Innovation Problem Solving and Analysis People management Program Management and project management Financial management Change leadership Empowerment √ 5 Client Orientation and Customer Focus √ 5 Communication Honesty and Integrity Competence in Self Management Interpretation of and implementation within the legislative an national policy frameworks Knowledge of Performance Management and Reporting Knowledge of global and South African specific political, social and economic contexts Competence in policy conceptualisation, analysis and implementation Knowledge of more than one functional municipal field / discipline Skills in Mediation Skills in Governance leadersip Moral competence Planning Competence as required by other national line sector departments Exceptional and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusdynamic creativity to improve the functioning of the municipality

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required; 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee; 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators (including special projects relevant to the employeeKPA’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCRs) respectively. 5.5.2 KPA’s covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.5.3 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.6 The Employee’s assessment will be based on his her performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Basic Service Delivery 80 Municipal Financial Viability and Management 10 Good Governance and Public Participation 10 5.7 Manager’s responsibilities are also directed in terms of the abovementioned key performance areas. In the case of managers directly accountable to the Municipal Manager, other key performance areas related to the functional area of the relevant manager can be added subject to negotiation between the municipal manager and the relevant manager 5.7 5.8 The Competencies CCRs will make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CCRs are compulsory for Municipal Managers: Strategic direc on Capability and leadership Leadership 10% Programme and Project Management 10% Financial Management ü 5% Change Management 10% Knowledge Management 5% Service Delivery Innovation 15% Problem Solving and Analysis 15% People management Program Management and project management Financial management Change leadership Governance leadersip Moral competence Planning Empowerment ü 10% Client Orientation and organising Analysis Customer Focus ü 10% Communication 5% Accountability and innova on Knowledge Ethical Conduct 5% Total percentage - 100% 1 As published and informa on management Communica on Results and quality focusdefined within the Draft Competency Guidelines; Government Gazette 23 March 2007

PERFORMANCE MANAGEMENT SYSTEM. 5.1 6.1 The Employee agrees to participate in the performance management system Performance Management System that the Employer adopted adopts or introduces for the employees of the Employer;Municipality. 5.2 6.2 The Employee accepts that the purpose of the performance management system Performance Management System will be to provide a comprehensive system with of specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 6.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system Performance Management System, as applicable to the Employee;. 5.4 6.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 6.5 The criteria criteria, upon which the performance of the Employee shall must be assessed assessed, shall consist of two components, Operational Performance and Competencies both of which shall must be contained in the Performance Agreement;. 5.6 6.5.1 The Employee must be assessed against both components, with a weighting of 80:20 respectively allocated to the KPAs and the Competency Requirements. 6.5.2 Each area of assessment will be weighted and shall contribute a specific part to the total score. KPAs covering the main areas of work will account for 80%, while of the final assessment, the competencies outlined in the Competency Framework, will account for 20%. 6.6 The Employee’s performance assessment will shall be based on his performance in terms of the outputs/outcomes (key performance indicators) identified as per the attached Performance PlanPlan (Section B), which are linked to the KPAs, and will which constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: 1 KPA 1: Basic Service Delivery 15% 2 KPA 2: Municipal Institutional Development and Transformation 20% 3 KPA 3: Local Economic Development 15% 4 KPA 4: Municipal Financial Viability and Management 15% 5 KPA 5: Good Governance and Public Participation 35% TOTAL PERCENTAGE 100% 5.7 6.7 The Competencies will following Competency Framework Structure, which is critical to the employee’s specific job, shall make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on score and must be considered with due regard to the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusproficiency level agreed to.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. Initial: Director ________________ Initial: MM ________________ 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: KPA1: To provide access to reliable infrastructure that will contribute to a higher 80% KPA2: To provide adequate Services and improve our Public relations KPA3: To strive towards a safe community in Kannaland through the proactive management of traffic, environmental health, fire and disaster risks KPA4: To facilitate Economic Growth and Social and Community development KPA5: To promote efficient and effective Governance with high levels of stakeholder participation KPA 6: To provide an efficient workforce by aligning our institutional arrangements to our overall strategy KPA 7: To strive towards a financially sustainable municipality 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee: Initial: Director ________________ Initial: MM ________________

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Planperformance plan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings weights agreed to between the Employer and the Employee;: Municipal Transformation and Organizational Development 25 Infrastructure Development and Basic Service Delivery 10 Local Economic Development (LED) 60 Municipal Financial Viability and Management 0 Good Governance and Public Participation 5 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies (indicated in blue on deemed to be most critical for the graph below) that drive strategic intent Employee’s specific job should be selected from the list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee:

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: Management 40% Municipal Police Services 30% Fire and Emergency Services 20% Harbour: Yzerfontein 10% 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Employee: Strategic direc on capability and leadership 10% Financial management 10% Service delivery innovation 10% Problem solving and analysis 10% People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning empowerment 10% Client orientation and organising Analysis customer focus 10% Communication 10% Knowledge of developmental local government 10% Knowledge of Performance Management and innova on Knowledge Reporting 10% Interpretation of and informa on management Communica on Results implementation within the legislative and quality focusnational policy frameworks 10%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employee, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.5.4 The total score must be determined using the rating calculator 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;. Key Performance Areas (KPA’s) Weighting Basic Service Delivery 29 Municipal Institutional Development and Transformation 08 Local Economic Development (LED) 09 Municipal Financial Viability and Management 30 Good Governance and Public Participation 18 Spatial and Community Development 06 Total 100% 5.7 In the case of mangers directly accountable to the Municipal Manager, key performance areas related to the functional are of the relevant manager, must be subject to negotiation between the Municipal Manager and the relevant manager. 5.8 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The CCR’s that are deemed to be most critical for the Employee’s specific job should be selected from the list below as agreed to between the Employer and Employee: Leading Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent Strategic Direction and direction Leadership  Impact and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. influence  Institutional Performance Management  Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis Management  Organizational Awareness People Management  Human Capital Planning and innova on Knowledge Development  Diversity Management  Employee Relations Management  Negotiation and informa on management Communica on Results Dispute Management Programme and quality focusProject Management  Programme and Project Planning and Implementation  Service Delivery Management  Programme and Project Monitoring and Evaluation  Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance CORE COMPETENCE

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies Core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Municipal Institutional Development and Transformation 20 Basic Service Delivery 10 Local Economic Development (LED) 50 Municipal Financial Viability and Management 10 Good Governance and Public Participation 10 5.7 The Competencies will make up In the other 20% case of managers directly accountable to the Municipal Manager, key performance areas related to the functional area of the relevant manager must be subject to negotiation between the Municipal Manager and the relevant manager. 5.8 CCRs that are deemed to be most critical for the Employee’s assessment scorespecific job should be selected (√) from the list below as agreed to between the Employer and Employee. The Competencies are spilt into two groupsCORE MANAGERIAL COMPETENCIES (CMC)1  2 WEIGHT LEVEL3 Strategic Capability and Leadership  5% 1 Programme and Project Management  15% 1 Financial Management 1 Change Management  5% 1 Knowledge Management 1 Service Delivery Innovation  10% 1 Problem Solving and Analysis 1 People Management and Empowerment 1 Client Orientation and Customer Focus  10% 1 Communication  5% 1 Accountability and Ethical Conduct  5% 1 CORE OCCUPATIONAL COMPETENCIES (COC) 1 Competence in Self Management 1 Interpretation of and implementation within the legislative an national policy frameworks  10% 1 Knowledge of developmental local government 1 Knowledge of Performance Management and Reporting  10% 1 Knowledge of global and South African specific political, leading competencies (indicated social and economic contexts 1 Competence in blue on policy conceptualisation, analysis and implementation 1 Knowledge of more than one functional municipal field / discipline  10% 1 Skills in Mediation 1 Skills in Governance 1 Competence as required by other national line sector departments  10% 1 Exceptional and dynamic creativity to improve the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution functioning of the leading competencies. Strategic direc on municipality  5% 1 1 As published and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusdefined within the Draft Competency Guidelines; Government Gazette 23 March 2007 2  = Compulsory for Municipal Manager 3 Proficiency levels as stipulated in the Draft Competency Guidelines; Government Gazette 23 March 2007: Proficiency Level 1 – This proficiency rating indicates that the person should be able to perform their local government responsibilities at the minimum level without any additional support.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Trade Services 15% Civil Operations and Maintenance 20% Public Services 10% Buildings and Structures 5% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Project Monitoring and Evaluation Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance Knowledge and informa on management Communica on Results and quality focusInformation Management

PERFORMANCE MANAGEMENT SYSTEM. 5.1 7.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 7.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 7.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 7.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 7.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 7.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competency Requirements (CRs) respectively. 7.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 7.5.3 KPAs covering the main areas of work will account for 80% and CRs will account for 20% of the final assessment. 7.5.4 The total score must determined using the rating calculator. 7.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) Weighting 5.7 7.7 In the case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the relevant manager, must be subject to negotiation between the municipal manager and the relevant manager. 7.8 The Competencies CRs will make up the other 20% of the Employee’s assessment score. The Competencies CRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CRs are compulsory for Municipal Managers: COMPETENCY REQUIREMENTS FOR EMPLOYEES Strategic direc on Direction and leadership Leadership ✓ 10% People management Management ✓ 5% Program and project management Project Management ✓ 10% Financial management Management ✓ 10% Change leadership Leadership ✓ 5% Governance leadersip Leadership ✓ 10% Moral competence Competence ✓ 10% Planning and organising Organising ✓ 10% Analysis and innova on Innovation ✓ 5% Knowledge and informa on management Communica on Information Management ✓ 10% Communication ✓ 10% Results and quality focusQuality Focus ✓ 5% Total percentage - 100%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 5.1. The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer; 5.2 5.2. The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required; 5.3 5.3. The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee; 5.4 5.4. The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 5.5. The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.6 5.5.1. The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCRs) respectively. 5.5.2. KPA’s covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.5.3. Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.4. The Employee’s assessment will be based on his performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% : Municipal Transformation and Organisational Development 25 Basic Service Delivery 25 Local Economic Development (LED) 0 Municipal Financial Viability and Management 25 Good Governance and Public Participation 25 5.6. Manager’s responsibilities are also directed in terms of the Employee’s assessment scoreabovementioned key performance areas. The Competencies are spilt into two groupsIn the case of managers directly accountable to the Municipal Manager, leading competencies (indicated in blue on other key performance areas related to the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution functional area of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusthe

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Leading and Core Competency requirements (LCCs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and LCCs will account for 20% of the final assessment. . 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) 5.7 The Leading and Core Competencies (LCCs) will make up the other 20% of the Employee’s assessment score. The Competencies All LCCs are spilt into two groups, leading competencies (indicated in blue on deemed to be essential and critical for the graph below) that drive strategic intent Employee’s job and direction and core competencies (indicated in green on the graph below), which drive the execution will therefore form part of the leading competenciesemployee’s performance agreement. Strategic direc on See Annexure A.2 of this agreement for the Leading and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusCore Competency requirements of the City Manager.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 5.1. The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer; 5.2 5.2. The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required; 5.3 5.3. The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee; 5.4 5.4. The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 5.5. The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.6 5.5.1. The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCRs) respectively. 5.5.2. KPA’s covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.5.3. Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.4. The Employee’s assessment will be based on his performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Municipal Transformation and Organisational Development 53 Basic Service Delivery - Local Economic Development (LED) 3 Municipal Financial Viability and Management 9 Spatial Rationale 3 Good Governance and Public Participation 32 Total 100 5.7 5.6. Manager’s responsibilities are also directed in terms of the abovementioned key performance areas. In the case of managers directly accountable to the Municipal Manager, other key performance areas related to the functional area of the 5.7. relevant manager can be added subject to negotiation between the municipal manager and the relevant manager 5.8. The Competencies CCRs will make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. Strategic direc on and leadership CCRs are compulsory for Municipal Managers: Weighting People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmpowerment (compulsory) 17 Total: 100%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 30% IDP Implementation 20% Civil Services 30% Cleaning Services 15% Building Services 5% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership  Impact and Influence  Institutional Performance Management  Strategic Planning and Management  Organisational Awareness People management Management  Human Capital Planning and Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management  Program and Project Planning and organising Analysis Implementation  Service Delivery Management  Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management  Budget Planning and quality focusExecution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employee, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCRs) respectively. 5.5.2 KPA’s covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.5.3 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Municipal Transformation and Organisational Development - Basic Service Delivery 80% Local Economic Development - Municipal Financial Viability and Management 10% Good Governance and Public Participation 10% Spatial Rationale - 5.7 Manager’s responsibilities are also directed in terms of the abovementioned key performance areas. In the case of managers directly accountable to the Municipal Manager, other key performance areas related to the functional area of the relevant manager can be added subject to negotiation between the municipal manager and the relevant manager. 5.8 The Competencies CCRs will make up the other 20% of the Employee’s assessment score. CCRs that are deemed to be most critical for the Employee’s specific job should be selected (√) from the list below as agreed to between the Employer and Employee. CORE MANAGERIAL COMPETENCIES (CMC) WEIGHT Strategic Capability and Leadership 5% Programme and Project Management 5% Financial Management 15% Change Management - Knowledge Management - Service Delivery Innovation 65% Problem Solving and Analysis - People Management and Empowerment 5% Client Orientation and Customer Focus - Communication - Accountability and Ethical Conduct 5% Total percentage 100% 6. Evaluating Performance 6.1 The Competencies are spilt into two groups, leading competencies Performance Plan (indicated in blue on Annexure A) to this Agreement sets out : 6. 1.1 The standards and procedures for evaluating the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee’s performance.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: ServiceDeliveryand Infrastructure Municipal Transformationand Institutional Development 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or Introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.5.4 The total score must be determined using the rating calculator 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure B), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;. Infrastructure Development and Service Delivery 16 Spatial and Community Development 71 Local Economic Development (LED) 0 Municipal Institutional Development and Transformation 3 Financial Viability and Management 10 Good Governance and Public Participation 0 Total 100% 5.7 In the case of mangers directly accountable to the Municipal Manager, key performance areas related to the functional are of the relevant manager, must be subject to negotiation between the Municipal Manager and the relevant manager. 5.8 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The CCR’s that are deemed to be most critical for the Employee’s specific job should be selected from the list below as agreed to between the Employer and Employee: Leading Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent Strategic Direction and direction Leadership  Impact and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. influence  Institutional Performance Management  Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis Management  Organizational Awareness People Management  Human Capital Planning and innova on Knowledge Development  Diversity Management  Employee Relations Management  Negotiation and informa on management Communica on Results Dispute Management Programme and quality focusProject Management  Programme and Project Planning and Implementation  Service Delivery Management  Programme and Project Monitoring and Evaluation  Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance CORE COMPETENCE

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score: 1. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusBasic Service Delivery & Infrastructure Development 10

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: Good Governance and Public Participation Local Economic Development (LED) Basic Service Delivery Municipal Institutional Development and Transformation Municipal Financial Viability and Management 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Employee: Strategic direc on capability and leadership 10% Financial management 10% Service delivery innovation 10% Problem solving and analysis 10% People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning empowerment 10% Client orientation and organising Analysis customer focus 10% Communication 10% Knowledge of developmental local government 10% Knowledge of Performance Management and innova on Knowledge Reporting 10% Interpretation of and informa on management Communica on Results implementation within the legislative and quality focusnational policy frameworks 10%

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1. The Employee shall be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2. Each area of assessment shall be weighted and should contribute a specific part to the total score. 5.5.3. KPAs covering the main areas of work shall account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will shall be based on his performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAsKPA’s, and will shall constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Key Performance Areas (KPA’s) – 80% Weighting Basic Service Delivery 40 Local Economic Development (LED) 10 Municipal Financial Viability and Management 10 Good Governance and Public Participation 30 Municipal Institutional Development and Transformation 10 Total 100% 5.7 The Competencies will CCRs shall make up the other 20% of the Employee’s assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed the most critical for the Employee’s specific job should be selected (indicated in blue on √) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CCRs are compulsory for Municipal Managers: CORE COMPETENCY REQUIREMENTS (CCR) FOR EMPLOYEES – 20% Strategic direc on Capability and leadership Leadership 5 Programme and Project Management 5 Financial Management compulsory 5 Change Management 4 Knowledge Management 4 Service Delivery Innovation 5 Problem Solving and Analysis 4 People management Program Management and project management Financial management Change leadership Empowerment compulsory 5 Client Orientation and Customer Focus compulsory 5 Communication 5 Honesty and Integrity 5 Competence in Self Management 4 Interpretation of and implementation within the legislative an national policy frameworks 5 Knowledge of Performance Management and Reporting 5 Knowledge of global and South African specific political, social and economic contexts 5 Competence in policy conceptualisation, analysis and implementation 5 Knowledge of more than one functional municipal field / discipline 5 Skills in Mediation 5 Skills in Governance leadersip Moral competence Planning 5 Competence as required by other national line sector departments 4 Exceptional and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusdynamic creativity to improve the functioning of the municipality 5

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employee, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Competency Requirements respectively. 5.5.2 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.5.3 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Municipal Institutional Development and Transformation 15% Basic Service Delivery 35% Local Economic Development (LED) 10% Municipal Financial Viability and Management 5% Good Governance and Public Participation 30% Spatial Rationale 5% 5.7 Manager’s responsibilities are also directed in terms of the abovementioned key performance areas. In the case of managers directly accountable to the Municipal Manager, other key performance areas related to the functional area of the relevant manager can be added subject to negotiation between the municipal manager and the relevant manager. 5.8 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 38% IDP Implementation 25% Operations, Maintenance and Construction 25% Information Management 12% 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership Leadership • Impact and Influence • Institutional Performance Management • Strategic Planning and Management • Organisational Awareness People management Management • Human Capital Planning and Development • Diversity Management • Employee Relations Management • Negotiation and Dispute Management Program and project management Financial management Change leadership Governance leadersip Moral competence Project Management • Program and Project Planning and organising Analysis Implementation • Service Delivery Management • Program and innova on Knowledge Project Monitoring and informa on management Communica on Results Evaluation Financial Management • Budget Planning and quality focusExecution • Financial Strategy and Delivery • Financial Reporting and Monitoring Change Leadership • Change Vision and Strategy • Process Design and Improvement • Change Impact Monitoring and Evaluation Governance Leadership • Policy Formulation • Risk and Compliance Management • Cooperative Governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and Competencies respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and Competencies will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (ANNEXURE B), which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: General Management 40% Human Resource Services 33% IDP Implementation 27 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The following Competencies are spilt into two groups, leading competencies (indicated will be assessed in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution terms of the leading competencies. Regulations on Appointment and Conditions of Employment of Senior Managers (17 January 2014): Strategic direc on Direction and leadership People management Program Leadership  Impact and project management Financial management Change leadership Governance leadersip Moral competence Influence  Institutional Performance Management  Strategic Planning and organising Analysis Management  Organisational Awareness People Management  Human Capital Planning and innova on Development  Diversity Management  Employee Relations Management  Negotiation and Dispute Management Programme and Project Management  Programme and Project Planning and Implementation  Service Delivery Management  Programme and Project Monitoring and Evaluation Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and Improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance Knowledge and informa on management Communica on Results and quality focusInformation Management

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employeeEmployee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicatorsindicators and targets) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the following weightings agreed to between the Employer and Employee;: Initial: Director ________________ Initial: MM ________________ KPA1: To provide access to reliable infrastructure that will contribute to a higher 80% KPA2: To provide adequate Services and improve our Public relations KPA3: To strive towards a safe community in Kannaland through the proactive management of traffic, environmental health, fire and disaster risks KPA5: To promote efficient and effective Governance with high levels of stakeholder participation KPA 6: To provide an efficient workforce by aligning our institutional arrangements to our overall strategy KPA 7: To strive towards a financially sustainable municipality 5.7 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on following CCR’s were agreed to between the graph below) that drive strategic intent Employer and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee: Initial: Director ________________ Initial: MM ________________

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s 's responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s 's assessment will be based on his I her performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA's, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Basic Service Delivery 60% Institutional Transformation 5% Local Economic Development 5% Financial Management 20% Good Governance and Public Participation 10% Total 100% 5.7 In the case of managers directly accountable to the municipal manager, key performance areas related to the functional area of the relevant manager, must be subject to negotiation between the municipal manager and the relevant manager. 5.8 The Competencies CCRs will make up the other 20% of the Employee’s 's assessment score. The Competencies CCRs that are spilt into two groups, leading competencies deemed to be most critical for the Employee's specific job should be selected (indicated in blue on '1) from the graph below) that drive strategic intent list below as agreed to between the Employer and direction and core competencies (indicated in green on the graph below), which drive the execution Employee. Three of the leading competencies. CCRs are compulsory for Municipal Managers: Strategic direc on Capability and leadership Leadership  10% Programme and Project Management  15% Financial Management compulsory 10% Change Management Knowledge Management Service Delivery Innovation  15% Problem Solving and Analysis People management Program Management and project management Financial management Change leadership Empowerment compulsory 10% Client Orientation and Customer Focus compulsory 10% Communication Honesty and Integrity Competence in Self-Management Interpretation of and implementation within the legislative an national policy frameworks  10% Knowledge of Performance Management and Reporting  10% Knowledge of global and South African specific political, social and economic contexts Competence in policy conceptualisation , analysis and implementation Knowledge of more than one functional municipal field / discipline  10% Skills in Mediation Skills in Governance leadersip Moral competence Planning Competence as required by other national line sector departments Exceptional and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusdynamic creativity to improve the functioning of the municipality

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer , management and municipal staff of the Employer;Employer . 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer , management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained contain ed in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be w eighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan ( Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: (a) Basic service-delivery: (b) Municipal institutional development and transformation: (c) Local economic development: (d) Municipal financial viability and management: (e) Good governance and public participation: 5.7 The Competencies will make up the other 20% weight of each of the Employee’s assessment score. The Competencies are spilt into two groups, leading core competency requirements shall be as follows – (a) Core managerial competencies (indicated in blue on the graph belowi) that drive strategic intent Strategic capability and direction leadership (ii) Financial management (iii) Problem solving and core analysis (iv) People management and empowerment (v) Client orientation and customer focus (vi) Honesty and integrity (b) Core occupational competencies (indicated i) Interpretation of and implementation within legislative and national policy frameworks the (ii) Competence in green on the graph below)policy conceptualisation, which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusanalysis and (iii) Skills in governance

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competency Framework Structure (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score: 1. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent Basic Service Delivery and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusInfrastructure 60

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or Introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCR’s) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPA’s covering the main areas of work will account for 80% and CCR’s will account for 20% of the final assessment. 5.5.4 The total score must be determined using the rating calculator 5.6 The Employee’s assessment will be based on his his/her performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;. Key Performance Areas (KPA’s) Weighting Basic Service Delivery 59 Municipal Institutional Development and Transformation 0 Local Economic Development (LED) 6 Municipal Financial Viability and Management 10 Good Governance and Public Participation 10 Spatial and Community Development 15 Total 100% 5.7 In the case of mangers directly accountable to the Municipal Manager, key performance areas related to the functional are of the relevant manager, must be subject to negotiation between the Municipal Manager and the relevant manager. 5.8 The Competencies CCR’s will make up the other 20% of the Employee’s assessment score. The CCR’s that are deemed to be most critical for the Employee’s specific job should be selected from the list below as agreed to between the Employer and Employee: Leading Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent Strategic Direction and direction Leadership  Impact and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. influence  Institutional Performance Management  Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis Management  Organizational Awareness People Management  Human Capital Planning and innova on Knowledge Development  Diversity Management  Employee Relations Management  Negotiation and informa on management Communica on Results Dispute Management Programme and quality focusProject Management  Programme and Project Planning and Implementation  Service Delivery Management  Programme and Project Monitoring and Evaluation  Financial Management  Budget Planning and Execution  Financial Strategy and Delivery  Financial Reporting and Monitoring Change Leadership  Change Vision and Strategy  Process Design and improvement  Change Impact Monitoring and Evaluation Governance Leadership  Policy Formulation  Risk and Compliance Management  Cooperative Governance CORE COMPETENCE

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employee, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPA’s (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Key Performance Areas and Competencies core Competency Requirements, both of which shall be contained in the Performance Agreement;. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPA’s) and the Core Competency Requirements (CCRs) respectively. 5.5.2 KPA’s covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.5.3 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs/key performance indicator outputs / outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Municipal Transformation and Organisational Development Basic Service Delivery 60% Local Economic Development 10% Municipal Financial Viability and Management 20% Good Governance and Public Participation 10% Spatial Rationale 5.7 Manager’s responsibilities are also directed in terms of the abovementioned key performance areas. In the case of managers directly accountable to the Municipal Manager, other key performance areas related to the functional area of the relevant manager can be added subject to negotiation between the municipal manager and the relevant manager. 5.8 The Competencies CCRs will make up the other 20% of the Employee’s assessment score. CCRs that are deemed to be most critical for the Employee’s specific job should be selected (√) from the list below as agreed to between the Employer and Employee. CORE MANAGERIAL COMPETENCIES (CMC) WEIGHT Strategic Capability and Leadership - Programme and Project Management 50% Financial Management 20% Change Management - Knowledge Management - Service Delivery Innovation 10% Problem Solving and Analysis - People Management and Empowerment 10% Client Orientation and Customer Focus 10% Communication - Accountability and Ethical Conduct - 1.1 The Competencies are spilt into two groups, leading competencies (indicated in blue on standards and procedures for evaluating the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusEmployee’s performance.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Managerial Competencies (CMCs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CMCs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Basic Service Delivery 5 Municipal Institutional Development and Transformation 5 Local Economic Development 5 Municipal Financial Viability and Management 80 Good Governance and Public Participation 5 5.7 5.8 The Competencies CMCs will make up the other 20% of the Employee’s assessment score. The Competencies CMCs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected from the list below as agreed to between the Employer and Employee: CORE COMPETENCY REQUIREMENTS FOR EMPLOYEES (indicated in blue on the graph belowCCR) that drive strategic intent Strategic Capability 5 Programme and direction Project Management Financial Management compulsory 40 Change Management Knowledge Management 5 Service Delivery Innovation 5 Problem Solving and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on Analysis People Management and leadership People management Program Empowerment compulsory 10 Client Orientation and project management Financial management Change leadership Governance leadersip Moral competence Planning Customer Focus compulsory 10 Communication 5 Honesty and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focusIntegrity 5

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted adopts or introduces for the employees Employer, management and municipal staff of the Employer;. 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees Employer, management and service providers municipal staff to perform to the standards required;. 5.3 The Employer must will consult the Employee about the specific performance standards and targets that will be included in the performance management system as applicable to the Employee;. 5.4 The Employee agrees to participate in the performance management and development system that the Employer adopts. 5.5 The Employee undertakes to actively focus on towards the promotion and implementation of the key performance indicators KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework;. 5.5 5.6 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement;. 5.6 (a) The Employee must be assessed against both components with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Competence Framework Structure (CFSs) respectively. (b) Each area of assessment will be weighted and will contribute a specific part to the total score. (c) KPAs covering the main areas of work will account for 80% and CFSs will account for 20% of the final assessment. 5.7 The Employee’s assessment will be based on his his/ her performance in terms of the outputs/outputs/ outcomes (performance indicators) identified as per attached Performance PlanPlan (Annexure A), which are linked to the KPAsKPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee;: Basic Service Delivery and Infrastructure 25 Municipal Transformation and Institutional Development 10 Social and Local Economic Development 30 Municipal Financial Viability and Management 5 Good Governance and Public Participation 20 Cross Cutting Interventions 10 5.7 5.8 The Competencies CFSs will make up the other 20% of the Employee’s assessment score. The Competencies CFSs that are spilt into two groups, leading competencies deemed to be most critical for the Employee’s specific job should be selected from the list below as agreed to between the Employer and Employee: COMPETENCY FRAMEWORK STRUCTURE (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph belowCFSs), which drive the execution of the leading competencies 1. Strategic direc on Direction & Leadership 2. People Management 20 3. Programme and leadership People management Program and project management Project Management 4. Financial management Management 20 5. Change leadership Leadership 6. Service Delivery Innovation 20 7. Governance leadersip Leadership 8. Moral competence Competence 9. Planning and organising Analysis Organising 10. Analysing and innova on Innovation 20 11. Knowledge and informa on management Communica on Results and quality focusInformation Management 10 12. Communication