52
More than a Number A Finance Staff Development Strategy for NHS Wales
More than a NumberA Finance Staff Development Strategyfor NHS Wales
2 1
The following individuals contributed towards the development of this Framework.
NLIAH Care to Lead: Finance Leaders CohortAndy Butler* Finance Director NLIAH
Andrew Cheesman* Deputy Finance Director Flintshire LHB
Alison Gerrard Finance Director Monmouthshire LHB
Joanna Garrigan Finance Director Denbighshire LHB
John Hughes Finance Director Ynys Môn LHB
David Jago Deputy Finance Director Conwy & Denbighshire NHS Trust
Chris Lewis Deputy Finance Director Cardiff & Vale NHS Trust
Nigel McCann* Assistant Finance Director North West Wales NHS Trust
Rebecca Richards Finance Director Powys LHB
Chris Turley Associate Finance Director Gwent Healthcare NHS Trust
NLIAH Support for Finance Leaders CohortGrant Evans* Senior Development Manager NLIAH
Sharon Lloyd Finance Resource Manager NLIAH
All-Wales Finance Staff Development Group(* denotes members of the Care to Lead Cohort also on this Group)
David Lewis (chair) Finance Director Cwm Taf NHS Trust
Dave Harries Head of Audit & Assurance North West Wales NHS Trust
Alan Brace Finance Director Gwent Healthcare NHS Trust
Tim Woodhead Finance Director Welsh Ambulance NHS Trust
Paul Emmerson Deputy Finance Director Cardiff LHB
Tricia Thomas Executive Assistant to Director of Resources
Welsh Assembly Government
Sue Wood Finance Programme/ Project Manager
Welsh Assembly Government
More than a Number is endorsed by the HFMA Wales Branch
2 1
This document is an important tool to support the continual development of the entire finance profession in NHS Wales.
As we implement the new organisational structures across NHS Wales, it is imperative that the finance profession has the right skills and capabilities to provide effective leadership and support to a challenging health agenda.
More than a Number links a finance competency framework with practical training and development opportunities to support staff achieving excellence in current roles and future careers. I want to ensure that we can continue to recruit and retain quality staff within Wales and that staff are equipped with the necessary knowledge and skill sets to meet their full potential.
The NHS reorganisation provides an opportunity to re-shape the traditional way by which professional financial advice and business support is provided. The toolkit is therefore designed to be transparent and flexible to ensure that both transferable skills and new
competency requirements are easily identified for any new roles that are developed. The finance community must seize the opportunity to redesign its skills and competencies through a systematic and proactive approach to the concept of lifelong learning.
This initiative is a major step forward in achieving consistently high standards of quality across the NHS Finance Function and is congruent with the development of all staff to achieve excellence and world class services.
I would urge and encourage all NHS Organisations in Wales to implement this Framework from April 2009.
Jeff Buggle
Director of Resources, Department of Health and Social Care
Foreword
2 3
1. More than a Number - Introduction 3
2. Knowledge and Skills Competency Framework 4
2.1 KSF ...........................................................................4
2.2 Leadership Quality Framework ......................................5
2.3 Competency levels ......................................................6
2.4 Competencies, abilities, knowledge and understanding .....6
3. Using the Framework 8
4. Personal Developement Planning 10
5. Finance Function Learning and Development Menu 11
6. Further Developments to the Strategy 17
Appendix A 19
Appendix B 49
Contents
“The NHS is data rich, information poor. The Finance staff of the future need to look beyond the traditional boundaries of finance and have a critical role in enabling a better connection between financial data and service data on outputs, outcomes, patient experience and safety to assist in decision taking. The relationship between inputs and quality of service is fundamental. This strategy provides a foundation and framework to help develop world class financial professionals for the NHS in Wales.”
Andrew Lewis, Acting Chief Executive, NLIAH
2 3
This is the first overarching finance staff development strategy for NHS Wales and reflects the significance placed, by the Welsh Assembly Government, the Service, and NLIAH, in ensuring that the finance profession is part of the system-wide NHS Wales leadership development and succession planning framework. It has been developed by finance professionals and reflects finance staff competency requirements tailored to the NHS Wales environment.
When this work began, the NHS Wales re-organisational change had not been announced but the reconfiguration of organisational boundaries has in fact given added importance to this work as new structures are designed and appropriate skills and competencies for a modern NHS re-defined. The original design concept of the strategy around existing roles and job descriptions has been re-thought in order that organisations can think more flexibly about the competencies needed to provide a modern finance function and the structures that provide the best fit to deliver this objective.
This Strategy thus has a number of purposes:-
To provide a coherent development •framework that brings together career pathways, the Knowledge and Skills Framework and finance staff development opportunities;
To bring together and formalise best •practice from across NHS Wales and elsewhere to ensure finance development is undertaken in a consistent manner;
To support the development of all •Finance Staff and to build a leadership and learning culture and climate that facilitates service improvement and change;
To highlight the need to ensure •sustainable capacity and capability amongst Finance leaders, managers and teams, ensuring that the Finance Function as a whole is fully equipped to provide fit for purpose financial support;
To promote an organisational culture •where Finance staff are regarded as key enablers, in influencing the delivery of the best healthcare and health provision for patients within NHS Wales.
The philosophy behind this strategy is to support the development of all staff working within NHS finance in Wales in order to deliver excellence within the finance profession. It is not a training and development manual but a flexible tool that can be applied to organisational and individual circumstances.
1. More than a Number - Introduction
4 5
2.1 KSFThe Knowledge and Skills Framework (KSF) is a national framework of competencies which describe the knowledge and skills required by NHS staff to successfully deliver roles and responsibilities. It also provides a generic framework for NHS staff to review performance and development needs.
The KSF is made up of 30 dimensions that identify broad functions that are required to deliver quality services. Each dimension has four levels and attached to each level are indicators which describe how knowledge and skills need to be applied at that level. For individuals to meet a defined
level, they have to show that they can apply the knowledge and skills to meet all the indicators at that level.
The competency framework described in this document is underpinned by the KSF focusing on the knowledge and skills that are likely to be needed by finance staff to undertake current roles and those required to support a career pathway. (See diagram below)
More than a Number has been built around the Agenda for Change (A4C) finance staff profiles and bandings. Specific job titles have been avoided as these vary from organisation to organisation but
2. Knowledge and Skills Competency Framework
Core Dimensions C1 – C6
Key for most Finance Staff IK1 IK2Key for any people
manager G6
Financial Accounts G2, G3,
G4, G5, G7
Financial Systems
EF1, G2, G5, G7
Capital/PFI/Investment Appraisal
G2, G3, G4, G5, G7
Internal Audit G2, G4, G5, G7
Commissioning(Finance)
G2, G3, G4, G5, G7
Management Accounts
G2, G4, G5, G7
Payroll G2, G5, G7
Financial Performnce
Management G2, G4, G5, G7
FSD – G1
Source: FSD Network
4 5
many of the job profiles and competency requirements will be generic to all organisations. The framework is also designed to be flexible to allow new posts and profiles to be developed using multiple competencies.
It is also intended that this is a living document and as new competency requirements emerge to support a modern NHS; these can be built into the framework.
2.2 Leadership Quality FrameworkIn addition to, and sitting alongside the KSF and other professional and technical competencies, the NHS Institute for Innovation and Improvement (England) has developed a Leadership Qualities Framework which is built around fifteen personal qualities and attributes (see diagram).
These attributes were developed specifically for the needs and environment of the NHS, and are applicable to leadership roles at any level, or professions, within the service.
Just as More than a Number draws upon competencies from within the KSF and other professional sources, it also calls upon and references qualities described within the Leadership Qualities Framework.
Source: www.NHSLeadershipQualities.nhs.uk
Personal qualitiesSelf-beliefSelf-awarenessSelf-managementDrive for improvementPersonal integrity
Seizing the future
Political astuteness
Leading change through people
Political astuteness
Intellectual flexibility
Setting direction
Drove for results
Collaborative working
Delivering the service
Broad scanning
Holding to account
Empowering others
6 7
2.3 Competency levelsFour professional/practitioner competency levels are described within the horizontal axis of the framework:
Foundation level (approximately bands •1-3) A working knowledge and practical understanding of the subject matter to be applied in straightforward circumstances within own finance field;
Technical level (approximately bands •4-6) A working knowledge with a good understanding of the subject matter which can be applied in more complex circumstances within own finance field;
Professional level (approximately bands •7-8a) A thorough knowledge with an in-depth understanding of the subject matter and its wider implications which can be applied in complex circumstances;
Strategic level (approximately bands •8b-d and 9) A detailed expert knowledge applied in highly complex circumstances.
These levels should be regarded as a continuum and cumulative i.e. to be able to perform at technical level, the competencies described in both the foundation and technical level are required.
2.4 Competencies, abilities, knowledge and understandingThe vertical axis of the framework is sub-divided into personal competencies and abilities and knowledge based competencies. These are stratified across the four competency levels described above so that the knowledge and skills sets can be combined into a 2-dimensional framework.
Personal competencies and abilities are often learnt by “doing the job” and practical type experiences. These skills are much more difficult to acquire solely through a theoretical learning approach.
Knowledge based competencies provide a minimum standard of professional and technical requirements to undertake the role and describe what people need to know to do their job. It also seeks to underpin CPD requirements for staff within finance to support each stage of professional development and along the finance career pathway. In order to achieve and demonstrate these knowledge requirements, it is likely that a more formal theoretical based learning approach will be required.
“The Finance profession needs to be able to respond to the requirements of the new structure for NHS Wales. In particular it needs to be able to influence how services change in order that staff, patients and the public think of NHS Wales as providing excellent value for money. This strategy provides a framework within which all staff in Finance can fulfil their potential whilst also contributing to the overall objectives of the organisation.”
David Lewis, Director of Finance, Cwm Taf NHS Trust
6 7
As the NHS evolves, new competencies may be required to support different types of roles. The framework will be continually reviewed and updated to ensure it is
relevant to a modern and fit-for-purpose finance function.
A high level summary of the framework is provided in Appendix A.
“The NHS in Wales is facing a time of great change in which the finance function must adapt and develop. If finance staff are to play their full part in supporting and improving the NHS we must have the right skills at every level. This Staff Development Strategy provides an excellent foundation upon which to build.”
Geoff Lang, Chief Executive, Wrexham Local Health Board
8 9
The finance competency framework will ultimately be made available as a web-based tool, for quick and easy access and use throughout the NHS in Wales (and beyond). Details of how to access this will be made available to all organisations and finance staff in due course.
This Framework is an enabling tool, which describes the “what” in terms of what knowledge, skills and competencies are required at the various professional levels within NHS Wales Finance. It also partly describes the “how and where”, in terms of how one can develop their own Plan and where they might wish to look in order to gain the practical and technical competencies.
Ultimately however, the success of the Framework for both the individual and the organisation only comes with its use and practical application.
In using this Framework, it is envisaged there will be three key elements:-
The individual must take responsibility •for their own personal development programme. In doing so they can use this Framework both as a career guide, sowing the potential next step upwards (or sideways) on the Finance Hierarchy.
A generic Finance Profession Hierarchy is provided within the Framework as shown in Appendix A. The Framework can be used to clearly define and highlight the range of personal and technical skills and abilities that are required within ones current role, and how these compare to the skills and abilities within the next potential role on ones desired career path.In order to support this, a sample Personal Development Plan (PDP) pro-forma is also provided in Appendix B.
The Organisation, in partnership with •the individual staff member, and their own PDP document, can use the Framework as an assessment, evaluation and development tool. This could replace the organisations existing PDP/IPR process, and sit alongside the e-KSF, providing NHS Wales with a single standard professional, evidence-based, performance assessment and development tool.
The Organisation can use this Framework •to develop new roles, as the Function and Profession changes, from a formal professional competencies and abilities baseline. The Organisation can also use this framework to develop training plans.
3. Using the Framework
“A competency framework could be considered like sheet music, a diagrammatic representation of the melody.
It is only in the arrangement, playing and performance, however, that the piece truly comes to life.”
Bolden & Gosling, 2006
8 9
Take for example the emerging developments in relation to Service Line Reporting and Service Line Management, for which there are no formal Job Descriptions and Person Specifications. Whilst organisations may be adapting
or merging their existing Management Accountant and Costing Accountant documents, this Framework would support the development of a new competency-based role from the bottom-up, by simply selecting the required skill-sets:-
“I welcome the development of a formal framework to promote professional finance standards across NHS Wales. This is an important tool to further support high standards of quality and performance and a modern and responsive finance function.”
Andrew Goodall, Chief Executive of Bridgend, Neath Port Talbot and Swansea LHBs and Transitional Director for the Abertawe and Bro Morgannwg University Local Health Board
Personal Competency Technical Competency
PC1 Communication TK1 Strategic planning
PC2 Knowledge & skills TK2.1 Financial reporting
PC3 Analytical skills TK2.2 Financial management
PC4 Planning & Organising TK2.3 Budgeting
PC8 IT skills TK2.11 Financial systems
PC9 Horizon Scanning TK3.3 Performance Management
PC11 Intellectual flexibility TK4 Business skills
PC13 Personal Effectiveness TK5 Project Management
10 11
The following steps should be taken to develop personal development plans (PDPs), building upon the overview described in Section 3 above and the pro-forma PDP template provided in Appendix B.
Work with your manager to identify which •technical competencies apply to your job and at which level;
Review your development priorities to •ensure you are fully competent in your current job and what is required to help your long-term career development:
Agree your development priorities with •your manager:
Find a learning solution. Current learning •solutions available for Finance staff are set out in Section 5.
4. Personal Development Planning
“I am fully committed to the continuous professional development of finance in the NHS. I place the greatest importance on finance staff taking responsibility for their own development. Key to this is taking careful consideration in the preparation of personal development plans that make the most of the numerous opportunities available.”
Paul Davies, Director of Finance, Cardiff and Vale NHS Trust
10 11
As previously outlined, careful thought needs to be made in creating a personal development plan to progress competences to either maximise contribution at the current level or to progress to the next level. This can often be supplemented by mentoring, coaching or ‘buddying’ in order to enhance the learning experience.
It is anticipated that the vast majority of learning and development to meet the Personal Competencies and Abilities will be obtained from practical experience gained in the workplace. It is anticipated that the technical knowledge and understanding competencies will be obtained through a combination of practical experience and formal training.
In order to gain experience of working at a higher competency level, the following could be considered:
Specific work based tasks and learning•Research project•Internal secondment opportunities (both •inside and outside finance)
External secondment opportunities•
Temporary promotion/acting up•Specific projects/presentations•Involvement in leadership or group •activities outside the workplace
To supplement work based development opportunities, there are a wide variety of formal learning and development courses and events available. A number of organisations run specific finance training programmes. In addition, specific personal development and training courses are also made available as part of Organisational Development Programmes.
It is important to recognise that all finance professional bodies will require a minimum level of Continual Professional Development.
The following menu serves as a starting point to identifying which organisations provide suitable development for each level within the finance function. It is not a definitive list of everything that you may need or want to access, but provides the main development and training opportunities that are readily currently available.
5. Finance Function Learning and Development Menu
“This framework is a major step forward in ensuring that we as a Finance Profession achieve consistently high standards of professional, value-added performance at both an Organisational and National level. This will be critical in ensuring that Finance is well-placed to advise and support clinical and business efficiency improvements during the challenging years ahead.”
Kate Elis-Williams, Director of Finance, North West Wales NHS Trust
12 13
The table below summarises the key sources of developmental opportunities, by provider and the level that each is predominantly aimed at.
Professional Level NLIAH HFMA CCAB IN HOUSE
Non Executive Director ✔ ✔ ✔
Director of Finance ✔ ✔ ✔
Deputy Director of Finance ✔ ✔ ✔
Band 8b – 8d ✔ ✔ ✔ ✔
Band 8a ✔ ✔ ✔
Band 7 ✔ ✔ ✔
Band 5/6 ✔ ✔ ✔
Band 3/4 ✔ ✔
Band 1/2 ✔ ✔
Non Financial ✔ ✔
In addition to finance staff, it is acknowledged that a certain level of finance based competencies are required for non finance staff, (e.g. Board members, General Managers), these have therefore also been included in the learning menu.
For the latest updates of what is available, it is recommended that individuals access
each organisation’s website as listed within this document.
These development programmes cover the personal and/or technical competences and details of what is available by organisation and level are summarised below.
12 13
NLIAH: Current Development Opportunities
Development Event N
ED
Do
F
Dep
uty
Do
F
Ban
d 8
b-8
d
Ban
d 8
a
Ban
d 7
Ban
d 5
/6
Ban
d 3
/4
Ban
d 1
/2
No
n F
inan
cial
Competency Supported
Board Development✔
Personal and Technical
CASS Business School
✔ ✔Personal and Technical
Development Menu ✔ ✔ Personal
Academic Learning Programmes
✔ ✔ ✔Personal
Skills for Change ✔ Personal
Career Management ✔ Personal
E-mentoring ✔ ✔ ✔ Personal
Learning Channel ✔ ✔ ✔ Personal
Peer Consulting ✔ ✔ Personal
Leading to Inspire ✔ ✔ Personal
14 15
HFMA: Current Development Opportunities
Development Event N
ED
Do
F
Dep
uty
Do
F
Ban
d 8
b-8
d
Ban
d 8
a
Ban
d 7
Ban
d 5
/6
Ban
d 3
/4
Ban
d 1
/2
No
n F
inan
cial
Competency Supported
NED Development✔
Personal and Technical
Wales
Annual Conference✔ ✔ ✔ ✔ ✔ ✔ Personal and
Technical
Local
Master Classes✔ ✔ ✔ ✔ ✔
Technical
Local Development Events
✔ ✔ ✔Personal
Local Technical Conferences
✔ ✔ ✔ ✔ ✔Technical
E-learning ✔ ✔ ✔ ✔ Technical
Mentoring and Coaching
✔ ✔ ✔Personal
National Annual Conference
✔ ✔ ✔ ✔Personal & Technical
Training Publications ✔ ✔ ✔ Technical
National Training Events
✔ ✔ ✔ ✔Technical
“During this time of change within the NHS in Wales, we will need to modernise and develop the services we provide for our patients. If those services are to be safe, clinically effective and fit for purpose, clinical and finance colleagues will need to continue to work together. This framework is an excellent tool for finance and clinical colleagues to learn and develop together.”
Ruth Walker, Executive Nurse, Cwm Taf NHS Trust
14 15
CCAB: Current Development Opportunities
Development Event N
ED
Do
F
Dep
uty
Do
F
Ban
d 8
b-8
d
Ban
d 8
a
Ban
d 7
Ban
d 5
/6
Ban
d 3
/4
Ban
d 1
/2
No
n F
inan
cial
Competency Supported
CIPFA Health Conference
✔ ✔Technical
CIPFA in Wales
Annual Conference✔ ✔
Technical
CIPFA Technical Events
✔ ✔ ✔Technical
ACCA Technical Events
✔ ✔ ✔ ✔Technical
ACCA Wales Health Conference
✔ ✔ ✔ ✔ ✔Technical
Professional and Formal Qualifications
Development Event N
ED
Do
F
Dep
uty
Do
F
Ban
d 8
b-8
d
Ban
d 8
a
Ban
d 7
Ban
d 5
/6
Ban
d 3
/4
Ban
d 1
/2
No
n F
inan
cial
Competency Supported
CCAB Accounting Qualification ✔ ✔ ✔ Technical
Institute of
Internal Auditors ✔ ✔ ✔ Technical
AAT Accounting Qualification ✔ ✔ ✔ Technical
NVQs ✔ ✔ Technical
16 17
List of useful web-sites (although not exhaustive)
Website Organisation/Learning Opportunity
http://wales.gov.uk/ Welsh Assembly Government
http://www.nliah.wales.nhs.uk/ NLIAH
http://www.ccab.org.uk/ CCAB
http://www.cipfa.org.uk/ CIPFA
http://www.cimaglobal.com CIMA
http://www.icaew.co.uk/ ICAEW
http://www.accaglobal.com/ ACCA
http://www.aat.org.uk/ AAT
http://www.hfma.org.uk/ HFMA
http://www.ihm.org.uk/ Institute for Healthcare Management
http://www.fsdnetwork.com/ FSD Network
http://www.leadership.co.uk/ The Leadership Trust
http://www.skillsforhealth.org.uk/ Skills For Health
http://www.cips.org/ Chartered Institute for Purchasing
http://www.nhsleadershipqualities.nhs.uk/ Leadership Qualities Framework
http://www.ashridge.org.uk/ Ashridge Business School
http://www.wlga.gov.uk/ Welsh Local Government Association
http://www.e-ksfnow.org/ Knowledge & Skills Framework
http://www.cass.city.ac.uk/index.html CASS Business School
http://www.networks.nhs.uk NHS Networks
16 17
The production of this strategy is not the end but the beginning of the process, to ensure that all finance staff are equipped to do their job as well as possible and are supported through a career pathway.
It is intended to provide the framework electronically through a web-based solution making it more user-friendly, flexible and interactive.
It is also intended to be a living document and improvements and suggestions are both welcome and encouraged to improve the tool and expand the competency descriptors to ensure that they remain responsive and fit for purpose as the Finance Profession responds to the challenges facing a modern health service.
This first edition was produced by the finance cohort of the Care to Lead Programme (2008) and its production was in itself a learning opportunity. Ongoing development and maintenance will be provided by NLIAH as part of its suite of development tools to support NHS staff. Acknowledgement of the staff that have contributed to the development of this Framework is shown on the inside front cover.
If you would like to make any comments or suggestions to improve the framework, please contact [email protected]
The appendices within More than a Number can be made available electronically and in a larger format on request.
6. Further Developments to the Strategy
“The modernised new NHS in Wales will require effective support and financial leadership from the finance staff in each of the new organisations. Accordingly, we need to ensure that we have an effective Staff Development Strategy that allows us to retain and recruit quality staff who are supported through well developed personal development plans. We need leadership at all levels throughout our function and opportunities for staff to grow and meet their potential through challenging opportunities.”
Eifion Williams, Director of Finance, Abertawe and Bro Morgannwg University NHS Trust
18 19
Notes
18 19
Appendix A
Str
ate
gic
Lev
el
CC
AB
Qu
alifi
ed
Pro
fess
ion
al
Leve
l
AA
T Q
ualifi
ed
Tech
nic
al Le
vel
AA
T S
tud
yin
g
Fou
nd
ati
on
Lev
el
NV
Q
Finance Director
Generic Finance Profession
DeputyDoF
AssistantDoF
AuditManager
AssociateDoF
Principal Accountant
Costing Accountant
Financial Accountant
Financial Accountant
ManagementAccountant
SeniorTeam
AR; APManager
Finance Manager
Systems Accountant
Income Accountant
CostingAnalyst
BusinessAnalyst
SeniorAuditor
SystemsAnalyst
Senior Analyst
Technical Accountant
TeamSupervisor Auditor
Assistant Accountant
FinanceAnalyst
Pay/TravelSupervisor
Trainee Accountant
Finance/Admin PA
Accounting Support
Finance Support
Pay/TravelSupervisor
IncomeCashier
TraineeAuditor
P2P Supervisor
Finance Assitant
Pay/TravelClerk
GeneralAssistant
Finance Officer
P2PClerk
Data EntryClaerk
20 21
Competency Level
Ref. Strategic Professional Technical Foundation
A4c Banding 9 8b-D 8a 7 6 5 4 3 2 1
Pers
on
al
Co
mp
ete
nci
es
an
d A
bilit
ies
Communication & Relationship skills PC
1 Highly complex and developed persuasive skills Persuasive, motivational, negotiating and empathy skills Some complexity & persuasion
Basic communication across wider groups
Knowledge, training & qualifications PC
2 CCAB/IIA member, extensive strategic and management experience and CPD
Experienced CCAB/IIA member
CCAB/IIA qualified CCAB/IIA advanced diploma
AAT member, IIA diploma
NVQ 4, AAT/IIA certificate
NVQ 3, AAT intermediate
NVQ 2, AAT foundation
Basic induction, ECDL
Analytical skills
PC3
Highly complex, statistical, forecasting
Frequently analyses highly complex problems and data, often with no precedence with or conflicting options
Makes judgements involving the analysis of complex situations, issues and facts
Makes judgements through analysis of a range of facts and options
Investigates, analyses & interprets
Analyse & interprets basic data
Basic data entry & processing
Planning & Organising PC
4 Long term strategic planning Planning a broad range of programmes Planning complex change-related activities
Planning work of others, work which also impacts upon others
Personal time management
Policy Development
PC5 Organisation-wide
policy responsibilityDevelops organisational-wide policies
Develops policy for 1 or more Divisions
Proposes policy changes with impact beyond own area of responsibility
Proposes policy changes within own area of responsibility
Adheres to organisational policies, but may comment upon them
Responsibility for resources PC
6 Holds the organisation-wide budget
Sets the organisation-wide budget
Budget holder or responsibility for setting budgets for a range of divisions or departments
Assists in the setting of budgets for a range of divisions or departments. May be an authorised officer
Handles cash/cheques
Monitors use of raesources
HR & Management
PC7 Responsible for a large or wide range
of staffResponsible for staff management within own group or team
Supervises and provides training to small staff groups
Basic, task-specific supervision
Manages self, but may support in training activities
IT & information management PC
8 Overall system owner
Designs major organisation-wide systems
Adapts, designs, tests and implements systems for use by other departments and own department
Regular need to create reports, documents and basic database systems
Advanced IT and Office knowledge and PC/keyboard skills
R&D - “Horizon Scanning”
PC9
Actively scans the external environment and prioritises organisation-wide actions. Develops and publishes ideas
Scans the environment for relevant new and emerging developments and initiatives
Contributes to the testing, development and application of new initiatives and working practices
Uses initiatives and practices identified and developed by other to improve own area or work
Freedom to Act/Use of judgment PC
10
Sets own goals and standards
Guided by broad occupational policy, but has to interpret and apply these
Guided by occupational policy and standards
Works within policies and procedures - managed rather than supervised day to day
Required to use initiative
Directed and tightly managed
Intellectual flexibility
PC11
Ability to assimilate wide-ranging information. Receptive and open to fresh insights and encourages creativity amongst others
Sees patterns and trends in disparate information, and is able to use to good effect. Adept as moving between significant detail and the big picture
Open to new information and diverse views, able to modify own thinking
Ability to absorb information relating own area of work, but appreciative of the wider organisational impact.
Emotional intelligence/Resilience PC
12
Highly self-aware and self-confident. Centred and grounded. Strong-willed, emotionally strong and resilient
Highly aware of own abilities and wider impact upon others. Self confident and resilient
Aware of own abilities and emotions and impact this has on colleagues. Ability to deal with criticism and conflict
Understands the value of others contributions, and the culture, nature and context in which they work
Personal Effectiveness & Leadership PC
13
Understanding and application of different models, strategies, cultures and techniques.
Understanding and knowledge of leadership theory. Influence, drive, motivation, self-awareness
Understanding of people management theory and ability to lead self and others
Knowledge and appreciation of role within the team and organisation. Appreciation of own abilities, strengths and areas fro improvement
20 21
Competency Level
Ref. Strategic Professional Technical Foundation
A4c Banding 9 8b-D 8a 7 6 5 4 3 2 1
Pers
on
al
Co
mp
ete
nci
es
an
d A
bilit
ies
Communication & Relationship skills PC
1 Highly complex and developed persuasive skills Persuasive, motivational, negotiating and empathy skills Some complexity & persuasion
Basic communication across wider groups
Knowledge, training & qualifications PC
2 CCAB/IIA member, extensive strategic and management experience and CPD
Experienced CCAB/IIA member
CCAB/IIA qualified CCAB/IIA advanced diploma
AAT member, IIA diploma
NVQ 4, AAT/IIA certificate
NVQ 3, AAT intermediate
NVQ 2, AAT foundation
Basic induction, ECDL
Analytical skills
PC3
Highly complex, statistical, forecasting
Frequently analyses highly complex problems and data, often with no precedence with or conflicting options
Makes judgements involving the analysis of complex situations, issues and facts
Makes judgements through analysis of a range of facts and options
Investigates, analyses & interprets
Analyse & interprets basic data
Basic data entry & processing
Planning & Organising PC
4 Long term strategic planning Planning a broad range of programmes Planning complex change-related activities
Planning work of others, work which also impacts upon others
Personal time management
Policy Development
PC5 Organisation-wide
policy responsibilityDevelops organisational-wide policies
Develops policy for 1 or more Divisions
Proposes policy changes with impact beyond own area of responsibility
Proposes policy changes within own area of responsibility
Adheres to organisational policies, but may comment upon them
Responsibility for resources PC
6 Holds the organisation-wide budget
Sets the organisation-wide budget
Budget holder or responsibility for setting budgets for a range of divisions or departments
Assists in the setting of budgets for a range of divisions or departments. May be an authorised officer
Handles cash/cheques
Monitors use of raesources
HR & Management
PC7 Responsible for a large or wide range
of staffResponsible for staff management within own group or team
Supervises and provides training to small staff groups
Basic, task-specific supervision
Manages self, but may support in training activities
IT & information management PC
8 Overall system owner
Designs major organisation-wide systems
Adapts, designs, tests and implements systems for use by other departments and own department
Regular need to create reports, documents and basic database systems
Advanced IT and Office knowledge and PC/keyboard skills
R&D - “Horizon Scanning”
PC9
Actively scans the external environment and prioritises organisation-wide actions. Develops and publishes ideas
Scans the environment for relevant new and emerging developments and initiatives
Contributes to the testing, development and application of new initiatives and working practices
Uses initiatives and practices identified and developed by other to improve own area or work
Freedom to Act/Use of judgment PC
10
Sets own goals and standards
Guided by broad occupational policy, but has to interpret and apply these
Guided by occupational policy and standards
Works within policies and procedures - managed rather than supervised day to day
Required to use initiative
Directed and tightly managed
Intellectual flexibility
PC11
Ability to assimilate wide-ranging information. Receptive and open to fresh insights and encourages creativity amongst others
Sees patterns and trends in disparate information, and is able to use to good effect. Adept as moving between significant detail and the big picture
Open to new information and diverse views, able to modify own thinking
Ability to absorb information relating own area of work, but appreciative of the wider organisational impact.
Emotional intelligence/Resilience PC
12
Highly self-aware and self-confident. Centred and grounded. Strong-willed, emotionally strong and resilient
Highly aware of own abilities and wider impact upon others. Self confident and resilient
Aware of own abilities and emotions and impact this has on colleagues. Ability to deal with criticism and conflict
Understands the value of others contributions, and the culture, nature and context in which they work
Personal Effectiveness & Leadership PC
13
Understanding and application of different models, strategies, cultures and techniques.
Understanding and knowledge of leadership theory. Influence, drive, motivation, self-awareness
Understanding of people management theory and ability to lead self and others
Knowledge and appreciation of role within the team and organisation. Appreciation of own abilities, strengths and areas fro improvement
22 23
Co
mp
ete
ncy
Lev
el
Ref.
Str
ate
gic
Pro
fess
ion
al
Tech
nic
al
Fou
nd
ati
on
A4
c B
an
din
g9
8b
-D8
a7
65
43
21
Technical Knowledge and Understanding
Str
ateg
ic
Fina
ncia
l Pla
nnin
g
TK1
Kno
wle
dge
&
unde
rsta
ndin
g of
the
w
ider
Pol
itic
al c
onte
xt
of N
HS f
undi
ng a
nd
serv
ice
plan
ning
Und
erst
andi
ng o
f th
e N
HS f
undi
ng a
nd
plan
ning
fra
mew
orks
an
d lin
ks b
etw
een
cost
an
d ac
tivi
ty
Kno
wle
dge
of t
he o
rgan
isat
ions
pl
anni
ng p
roce
ss,
and
the
role
of
fina
nce,
info
rmat
ion
and
busi
ness
pl
anni
ng in
thi
s
Bas
ic a
war
enes
s of
the
nee
d fo
r lo
ng-t
erm
str
ateg
ic f
inan
cial
and
se
rvic
e pl
ans
Tech
nica
l Acc
ount
ing
TK2
Wid
er,
stra
tegi
c kn
owle
dge
and
unde
rsta
ndin
g of
NH
S
Acc
ount
ing,
as
wel
l as
exte
rnal
fac
tors
and
in
flue
nces
Bro
ad a
nd w
ide-
rang
ing
know
ledg
e of
NH
S a
nd e
xter
nal
tech
nica
l acc
ount
ing
rule
s (G
AAP,
IFR
S).
Kno
wle
dge
and
unde
rsta
ndin
g of
w
ider
NH
S A
ccou
ntin
g re
turn
s an
d ru
les,
in r
elat
ion
to b
oth
inte
rnal
an
d ex
tern
al f
inan
cial
per
form
ance
Sou
nd k
now
ledg
e an
d un
ders
tand
ing
of S
FI’s
and
po
licie
s in
rel
atio
n to
spe
cific
area
of
acc
ount
ing
role
(e.
g. A
P. A
R,
fina
ncia
l acc
ount
ing,
aud
it,
etc)
Fina
ncia
l &
Cor
pora
te
Gov
erna
nce
TK3
know
ledg
e &
un
ders
tand
ing
of
the
lega
l, w
ider
im
plic
atio
ns a
nd
expe
ctat
ions
on
Boa
rds
Kno
wle
dge
of t
he
stat
utor
y go
vern
ance
re
quir
emen
ts a
nd
arra
ngem
ents
withi
n ow
n or
gani
sation
Kno
wle
dge
and
unde
rsta
ndin
g of
th
e na
ture
, sc
ope
and
requ
irem
ents
fo
r co
rpor
ate
gove
rnan
ce
Kno
wle
dge
of t
he o
rgan
isat
ions
st
ruct
ure
and
code
of co
nduc
t an
d et
hics
Bus
ines
s sk
ills
&
exte
rnal
foc
us
TK4
Kno
wle
dge,
un
ders
tand
ing
and
appl
icat
ion
of s
trat
egic
bu
sine
ss d
evel
opm
ent
tool
s
Kno
wle
dge
of e
xter
nal
busi
ness
tec
hniq
ues
and
abili
ty t
o ap
ply
in
the
NH
S
Und
erst
andi
ng o
f bu
sine
ss
man
agem
ent
issu
es,
and
thei
r re
lation
ship
to
the
NH
S
Kno
wle
dge
of t
he k
ey in
tern
al a
nd
exte
rnal
sta
keho
lder
s to
the
Fin
ance
Fu
nction
Proj
ect
Man
agem
ent
&
Inno
vation
TK5
Cor
pora
te s
pons
or
and
proj
ect
lead
-
sett
ing
proj
ect
dire
ctio
n. Ext
erna
l “H
oriz
on s
cann
ing”
for
in
nova
tive
idea
s an
d pr
ojec
ts
Det
aile
d kn
owle
dge,
an
d ab
ility
to
set
and
man
age
orga
nisa
tion
-w
ide
proj
ects
. Ext
erna
l in
nova
tion
foc
us
Kno
wle
dge
and
abili
ty t
o ap
ply
proj
ect
man
agem
ent
tech
niqu
es
to m
ediu
m a
nd lo
ng-t
erm
tas
ks f
or
ones
elf an
d ot
her
team
mem
bers
Bas
ic u
nder
stan
ding
of pr
ojec
t an
d pr
ogra
mm
e m
anag
emen
t th
emes
.
22 23
Str
ate
gic
Lev
el co
veri
ng
A4
C B
and
s: 8
b,
8c,
8d
an
d 9
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Personal Competencies & Abilities
Com
munic
atio
n
and
Rel
atio
nsh
ip
Ski
lls
PC1
1. A
ctiv
ely
stri
ves
to r
emov
e ob
stac
les
to t
he w
orki
ng o
f th
e te
am,
both
withi
n th
e or
gani
sation
, ac
ross
the
hea
lth
com
mun
ity
and
thro
ugho
ut t
he w
ider
Pub
lic S
ecto
r
C1
2. P
rovi
des
enco
urag
emen
t, li
cens
e an
d sp
ace
for
othe
rs t
o be
cre
ativ
e an
d to
tak
e ri
sks
in o
rder
to
deve
lop
thei
r ow
n ca
pabi
litie
s an
d ap
proa
ches
.
3. S
hare
s po
wer
withi
n th
e or
gani
sation
and
acr
oss
netw
orks
, de
velo
ping
pos
itiv
e an
d co
nstr
uctive
rel
atio
nshi
ps w
ith
all s
take
hold
ers,
with
a vi
ew t
o im
prov
ing
deci
sion
-mak
ing
and
serv
ice
deliv
ery.
4. A
bilit
y to
use
a r
ange
of
com
plex
and
mul
ti-l
ayer
ed c
omm
unic
atio
n an
d in
flue
ncin
g st
rate
gies
, su
ch a
s un
ders
tand
ing
othe
r’s
mot
ivat
ions
and
goa
ls,
in o
rder
to
brin
g ab
out
sust
aina
ble
chan
ge.
5. A
bilit
y to
com
mun
icat
e (i
nflu
ence
and
neg
otia
te)
with
seni
or e
xecu
tive
s w
ithi
n th
e or
gani
sation
, N
HS W
ales
, w
ider
Pu
blic
Sec
tor
and
the
Priv
ate
Sec
tor.
Kn
ow
led
ge
, Tr
ain
ing
&
Qu
ali
fica
tio
ns
PC2
1. C
CA
B/I
IA q
ualif
ied
mem
ber,
with
exte
nsiv
e po
st-q
ualif
icat
ion
expe
rien
ce a
nd c
ontinu
ing
prof
essi
onal
dev
elop
men
t ac
tivi
ties
-2.
Wid
er k
now
ledg
e an
d tr
aini
ng in
res
pect
of
rele
vant
hea
lthc
are
asso
ciat
ed s
kills
, fo
r ex
ampl
e in
are
as o
f he
alth
ec
onom
ics,
sta
tist
ical
ana
lysi
s, p
roje
ct m
anag
emen
t, s
ervi
ce p
lann
ing
or c
omm
issi
onin
g.
3. M
anag
emen
t or
lead
ersh
ip t
heor
y an
d pr
actice
tra
inin
g, k
now
ledg
e an
d po
ssib
le f
orm
al q
ualif
icat
ion.
An
aly
tica
l S
kil
ls
PC3
1. A
bilit
y to
ana
lyse
and
inte
rpre
t hi
ghly
com
plex
dat
a an
d in
form
atio
n, o
ften
invo
lvin
g hi
gh d
egre
es o
f un
cert
aint
y an
d ju
dgem
ent.
IK1,
IK
2,
G4
2. A
bilit
y to
see
(an
d un
ders
tand
) pa
tter
ns o
r tr
ends
in in
form
atio
n, li
nkin
g bo
th f
inan
cial
and
act
ivit
y da
ta in
ord
er t
o un
ders
tand
the
cau
se-a
nd-e
ffec
t.
3. A
bilit
y to
pre
sent
fin
anci
al a
nd p
erfo
rman
ce in
form
atio
n to
a w
ide
audi
ence
usi
ng t
he f
ull r
ange
of te
chni
ques
, in
clud
ing
grap
hs,
char
ts a
nd t
rend
ana
lysi
s.
4. A
bilit
y to
use
sta
tist
ical
and
ana
lytica
l too
ls a
nd t
echn
ique
s fo
r fo
reca
stin
g fina
ncia
l and
per
form
ance
info
rmat
ion.
Pla
nn
ing
an
d
Org
an
isin
g
PC4
1. S
ets
self
and
othe
rs s
tret
chin
g go
als,
ove
r an
d ab
ove
thos
e re
quir
ed t
o m
eet
nation
al s
tand
ards
and
tar
gets
, in
or
der
to im
prov
e lo
cal s
ervi
ces.
C5,
G5
2. A
bilit
y to
pla
n, o
rgan
ise
and
deliv
er p
roje
cts
acro
ss a
ran
ge o
f or
gani
sation
al b
ound
arie
s, a
s w
ell a
s ac
ross
the
bo
unda
ries
of
mul
tipl
e or
gani
sation
s (P
ublic
and
Pri
vate
sec
tor)
.G
5
3. A
ble
to u
se a
nd b
uild
ext
ende
d ne
twor
ks o
f in
tern
al a
nd e
xter
nal i
nflu
ence
, re
cogn
isin
g an
d un
ders
tand
ing
that
or
gani
sation
s co
ntin
ually
cha
nge
shap
e an
d ro
le.
G5
4. I
s ab
le t
o fo
rge
and
fost
er lo
ng-t
erm
par
tner
ship
s, e
nsur
ing
that
the
str
ateg
y fo
r he
alth
impr
ovem
ent
is d
evel
oped
in
a c
ohes
ive
and
‘joi
ned-
up’ m
anne
r ac
ross
the
com
mun
ity
and
in li
ne w
ith
loca
l and
nat
iona
l pri
oritie
s.C
5, G
5
Po
licy
D
eve
lop
men
t
PC5
1. A
bilit
y to
inte
rpre
t na
tion
al a
nd lo
cal s
trat
egie
s in
to o
pera
tion
al p
olic
y
C4,
C5
2. A
bilit
y to
act
ivel
y co
ntri
bute
to
the
esta
blis
hmen
t of
Nat
iona
l pol
icy.
3. A
bilit
y to
rev
iew
, ch
alle
nge
and
appr
ove
loca
l org
anis
atio
nal p
olic
y.
4. A
bilit
y to
inte
rpre
t ch
ange
s in
fin
anci
al s
tand
ards
or
legi
slat
ion
into
ope
ration
al a
nd s
trat
egic
org
anis
atio
nal p
olic
y.
24 25
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Personal Competencies & Abilities (continued)
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. S
ets
the
budg
et (
or c
ontr
ols
the
budg
et p
roce
ss)
for
the
who
le o
rgan
isat
ion.
C5,
G3,
G
4
2. A
bilit
y to
influe
nce
the
use
and
cont
rol o
f re
sour
ces
(fin
anci
al,
staf
f an
d es
tate
) ac
ross
the
who
le o
rgan
isat
ion.
3. W
ider
acc
epta
nce
and
appr
ecia
tion
of
the
need
to
ensu
re v
alue
for
mon
ey,
and
abili
ty t
o ch
alle
nge
the
fina
ncia
l de
cisi
ons
of o
ther
s in
thi
s pr
oces
s.
4. A
bilit
y to
man
age,
influe
nce
and
cont
rol l
ong-
term
exp
endi
ture
and
inve
stm
ent
deci
sion
s in
rel
atio
n to
cap
ital
or
char
itab
le f
unds
.
HR
an
d
Man
ag
em
en
tPC7
1. A
bilit
y to
man
age,
lead
, in
flue
nce
and
insp
ire
a w
ide
rang
e of
sta
ff,
staf
f gr
oups
and
pro
fess
ions
.
C2,
C4,
G
6, G
7
2. A
bilit
y to
rec
ogni
se t
he a
nxie
ties
and
pro
blem
s of
oth
ers
and
to s
uppo
rt a
nd e
ncou
rage
the
m t
o find
the
ir o
wn
solu
tion
s in
a c
onst
ruct
ive
man
ner.
3. A
bilit
y to
sup
port
sta
ff in
lear
ning
fro
m t
heir
mis
take
s, w
hils
t at
the
sam
e tim
e ho
ldin
g th
em t
o ac
coun
t fo
r de
liver
ing
agre
ed a
ctio
ns o
r pi
eces
of
wor
k, b
oth
withi
n an
d ou
tsid
e th
e or
gani
sation
4. A
bilit
y to
man
age
and
lead
withi
n an
incr
easi
ngly
com
plex
env
iron
men
t, w
ith
the
blur
ring
of or
gani
sation
al
boun
dari
es a
nd t
he n
eed
to w
ork
in p
artn
ersh
ip a
cros
s he
alth
and
soc
ial c
are.
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. A
bilit
y to
iden
tify
new
and
em
ergi
ng s
trat
egie
s an
d te
chno
logi
es f
or t
he m
anag
emen
t of
dat
a (p
redo
min
antly,
but
no
t ne
cess
arily
fin
anci
al),
and
eva
luat
e th
eir
rele
vanc
e an
d po
tent
ial b
enef
its
for
the
orga
nisa
tion
.
IK1,
IK
2,
G4
2. U
sing
ow
n sk
ills,
kno
wle
dge
and
expe
rien
ce,
abili
ty t
o in
flue
nce
the
orga
nisa
tion
s in
form
atio
n m
anag
emen
t st
rate
gy
and
oper
atio
nal p
olic
y
3. I
n an
eve
r-ch
angi
ng b
usin
ess
envi
ronm
ent,
the
abi
lity
to m
anag
e da
ta a
nd in
form
atio
n ac
ross
org
anis
atio
ns,
or
man
age
data
and
info
rmat
ion
for
whi
ch a
noth
er o
rgan
isat
ion
(suc
h as
a S
hare
d Ser
vice
) is
res
pons
ible
for
.
4. A
bro
ad r
ange
of
IT s
kills
and
abi
litie
s ar
e re
quir
ed a
t th
is le
vel,
with
part
icul
ar f
ocus
on
the
stra
tegi
c bu
sine
ss
bene
fits
of
IT s
olut
ions
.
5. M
ay b
e th
e da
ta-o
wne
r fo
r th
e or
gani
sation
.
R&
D -
Ho
rizo
n
Sca
nn
ing
PC9
1. T
hink
s an
d ac
ts w
ith
a lo
ng-t
erm
fut
uris
tic
pers
pect
ive,
alw
ays
seek
ing
to im
prov
e th
e ef
fici
ency
and
eff
ective
ness
of
ser
vice
del
iver
y
C4,
IK
2,
G2
2. A
bilit
y to
iden
tify
the
ris
ks a
nd im
plic
atio
ns o
f al
tern
ativ
e co
urse
s of
act
ion,
and
str
ives
to
impl
emen
t be
nefici
al
chan
ges,
look
ing
beyo
nd t
he o
rgan
isat
iona
l and
sec
tor
boun
dari
es
3. D
rive
and
abi
lity
to k
eep
abre
ast
of n
atio
nal d
evel
opm
ents
in h
ealth
and
soci
al c
are,
thr
ough
an
active
invo
lvem
ent
in r
egio
nal o
r na
tion
al n
etw
orks
4. U
nder
stan
ds t
he P
olitic
al a
nd s
ocia
l fac
tors
sha
ping
loca
l and
nat
iona
l hea
lthc
are
polic
y, a
nd a
bilit
y to
use
thi
s un
ders
tand
ing
to f
acili
tate
cha
nge.
App
reci
atio
n of
the
key
influe
nces
, an
d in
flue
ncer
s.
5. A
ctiv
ely
stri
ves
to s
can
the
hori
zon
for
new
dev
elop
men
ts a
nd b
usin
ess
oppo
rtun
itie
s.
Fre
ed
om
to
A
ct/
Use
of
Jud
gem
en
t
PC10
1. A
bilit
y to
ope
rate
in a
bro
ad,
com
plex
and
hig
hly
auto
nom
ous
envi
ronm
ent,
sel
f-ge
nera
ting
the
maj
orit
y of
ow
n w
ork.
C5
2. A
bilit
y to
ope
rate
in t
he “
grey
are
a” f
or lo
ng p
erio
ds o
f tim
e, w
here
the
re is
oft
en li
ttle
or
no g
uida
nce
or p
rece
dent
.
3. A
bilit
y to
inte
rpre
t lo
ose
guid
ance
or
nation
al le
gisl
atio
n in
to s
trat
egic
or
oper
atio
nal d
epar
tmen
tal (
or p
erso
nal)
ob
ject
ives
.C
5, G
44.
As
a ve
ry s
enio
r m
anag
er (
or d
irec
tor)
, ab
ility
to
wor
k as
par
t of
a la
rger
cor
pora
te m
anag
emen
t te
am,
ofte
n w
ith
oper
atio
nal o
r “o
n-ca
ll” r
espo
nsib
ility
for
non
-fin
anci
al o
r ev
en c
linic
al d
ecis
ions
.
Inte
lle
ctu
al
Fle
xib
ilit
y
PC11
1. A
bilit
y to
cry
stal
lise
key
poin
ts f
rom
a m
ass
of d
ispa
rate
dat
a an
d in
form
atio
n an
d m
ake
sens
e of
com
plex
si
tuat
ions
.-
2. A
bilit
y to
use
ana
logi
es,
stor
ies
or m
etap
hors
in o
rder
to
expl
ain
com
plex
situa
tion
s or
cha
lleng
es,
in a
man
ner
that
ot
hers
are
abl
e to
und
erst
and.
-
3. I
s ad
ept
and
com
fort
able
in m
ovin
g be
twee
n si
gnific
ant
deta
il at
the
ope
ration
al le
vel a
nd t
he s
trat
egic
big
-pic
ture
.-
4. U
ncea
sing
in d
eter
min
atio
n to
ach
ieve
, re
sist
ing
pres
sure
, ch
alle
ngin
g se
lf an
d ot
hers
, ta
king
cal
cula
ted
risk
s ba
sed
on le
arni
ng a
nd e
xper
ienc
e.-
5. H
ighl
y ad
ept
at le
adin
g, m
anag
ing
and
deliv
erin
g m
ultipl
e ta
sks
sim
ulta
neou
sly,
som
e of
whi
ch m
ay b
e sh
ort,
m
ediu
m o
r lo
ng t
erm
, an
d in
volv
e re
sour
ces
and
inpu
t ac
ross
mul
tipl
e or
gani
sation
s-
Em
oti
on
al
Inte
llig
en
ce/
Re
sili
en
ce
PC12
1. T
akes
on
chal
leng
es.
Ris
es t
o, a
nd r
elis
hes
new
cha
lleng
es,
feel
s ab
le t
o su
ccee
d ev
en w
hen
the
goin
g is
tou
gh.
Com
fort
able
invo
lvin
g ot
hers
, or
fol
low
ing
othe
rs,
in t
he a
chie
vem
ent
of t
he s
peci
fic
goal
or
task
. Abl
e to
fol
low
and
le
ad.
C5,
C6
2. I
s pr
epar
ed t
o st
and
up t
o w
hat
one
belie
ves
in,
even
in t
he f
ace
of s
tron
g op
posi
tion
or
disb
elie
f.
3. I
nves
ts s
usta
ined
eff
ort
in m
akin
g a
sign
ific
ant
impa
ct o
n he
alth
impr
ovem
ent
in t
he lo
calit
y, s
ecur
ing
posi
tive
ou
tcom
es f
or in
tern
al a
nd e
xter
nal s
take
hold
ers.
4. S
eeks
to
plac
e ow
n ex
peri
ence
and
exp
ertise
at
the
disp
osal
of
othe
rs in
the
wid
er h
ealth
and
soci
al c
are
cont
ext,
fo
r th
e gr
eate
r im
prov
emen
t of
ser
vice
s in
the
long
er t
erm
.
5. H
ighl
y se
lf-aw
are,
and
abl
e to
ada
pt s
tyle
acc
ordi
ng t
o th
e si
tuat
ion
or p
eopl
e in
volv
ed,
in o
rder
to
gain
the
bes
t ou
tcom
e fo
r th
e or
gani
sation
or
heal
th c
omm
unit
y
Pers
on
al
Eff
ect
iven
ess
an
d
Le
ad
ers
hip
PC13
1. T
akes
a f
air, in
form
ed a
nd in
clus
ive
appr
oach
to
deci
sion
mak
ing
C2,
G7
2. I
s ab
le t
o ov
erco
me
obst
acle
s to
ach
ievi
ng g
oals
and
obj
ective
s, a
nd u
ses
failu
re a
s an
opp
ortu
nity
to
lear
n an
d de
velo
p
3. A
bilit
y to
rem
ove
obst
acle
s to
the
wor
king
of
the
team
withi
n th
e or
gani
sation
, or
acr
oss
orga
nisa
tion
s, c
reat
ing
a un
ifie
d te
am a
ppro
ach
and
a “c
an-d
o” c
ultu
re.
4. A
ctiv
ely
seek
s ou
t op
port
unitie
s fo
r th
e de
velo
pmen
t of
oth
ers,
ens
urin
g th
at in
divi
dual
dev
elop
men
t ne
eds
are
alig
ned
with
thos
e of
the
org
anis
atio
n.
5. A
cts
as a
rol
e m
odel
for
sta
ff e
ngag
emen
t, in
volv
emen
t an
d de
velo
pmen
t, w
ith
the
abili
ty t
o le
ad f
rom
the
fro
nt o
r fr
om w
ithi
n. A
bilit
y to
fol
low
as
wel
l as
lead
.
24 25
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Personal Competencies & Abilities (continued)
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. S
ets
the
budg
et (
or c
ontr
ols
the
budg
et p
roce
ss)
for
the
who
le o
rgan
isat
ion.
C5,
G3,
G
4
2. A
bilit
y to
influe
nce
the
use
and
cont
rol o
f re
sour
ces
(fin
anci
al,
staf
f an
d es
tate
) ac
ross
the
who
le o
rgan
isat
ion.
3. W
ider
acc
epta
nce
and
appr
ecia
tion
of
the
need
to
ensu
re v
alue
for
mon
ey,
and
abili
ty t
o ch
alle
nge
the
fina
ncia
l de
cisi
ons
of o
ther
s in
thi
s pr
oces
s.
4. A
bilit
y to
man
age,
influe
nce
and
cont
rol l
ong-
term
exp
endi
ture
and
inve
stm
ent
deci
sion
s in
rel
atio
n to
cap
ital
or
char
itab
le f
unds
.
HR
an
d
Man
ag
em
en
t
PC7
1. A
bilit
y to
man
age,
lead
, in
flue
nce
and
insp
ire
a w
ide
rang
e of
sta
ff,
staf
f gr
oups
and
pro
fess
ions
.
C2,
C4,
G
6, G
7
2. A
bilit
y to
rec
ogni
se t
he a
nxie
ties
and
pro
blem
s of
oth
ers
and
to s
uppo
rt a
nd e
ncou
rage
the
m t
o find
the
ir o
wn
solu
tion
s in
a c
onst
ruct
ive
man
ner.
3. A
bilit
y to
sup
port
sta
ff in
lear
ning
fro
m t
heir
mis
take
s, w
hils
t at
the
sam
e tim
e ho
ldin
g th
em t
o ac
coun
t fo
r de
liver
ing
agre
ed a
ctio
ns o
r pi
eces
of
wor
k, b
oth
withi
n an
d ou
tsid
e th
e or
gani
sation
4. A
bilit
y to
man
age
and
lead
withi
n an
incr
easi
ngly
com
plex
env
iron
men
t, w
ith
the
blur
ring
of or
gani
sation
al
boun
dari
es a
nd t
he n
eed
to w
ork
in p
artn
ersh
ip a
cros
s he
alth
and
soc
ial c
are.
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. A
bilit
y to
iden
tify
new
and
em
ergi
ng s
trat
egie
s an
d te
chno
logi
es f
or t
he m
anag
emen
t of
dat
a (p
redo
min
antly,
but
no
t ne
cess
arily
fin
anci
al),
and
eva
luat
e th
eir
rele
vanc
e an
d po
tent
ial b
enef
its
for
the
orga
nisa
tion
.
IK1,
IK
2,
G4
2. U
sing
ow
n sk
ills,
kno
wle
dge
and
expe
rien
ce,
abili
ty t
o in
flue
nce
the
orga
nisa
tion
s in
form
atio
n m
anag
emen
t st
rate
gy
and
oper
atio
nal p
olic
y
3. I
n an
eve
r-ch
angi
ng b
usin
ess
envi
ronm
ent,
the
abi
lity
to m
anag
e da
ta a
nd in
form
atio
n ac
ross
org
anis
atio
ns,
or
man
age
data
and
info
rmat
ion
for
whi
ch a
noth
er o
rgan
isat
ion
(suc
h as
a S
hare
d Ser
vice
) is
res
pons
ible
for
.
4. A
bro
ad r
ange
of
IT s
kills
and
abi
litie
s ar
e re
quir
ed a
t th
is le
vel,
with
part
icul
ar f
ocus
on
the
stra
tegi
c bu
sine
ss
bene
fits
of
IT s
olut
ions
.
5. M
ay b
e th
e da
ta-o
wne
r fo
r th
e or
gani
sation
.
R&
D -
Ho
rizo
n
Sca
nn
ing
PC9
1. T
hink
s an
d ac
ts w
ith
a lo
ng-t
erm
fut
uris
tic
pers
pect
ive,
alw
ays
seek
ing
to im
prov
e th
e ef
fici
ency
and
eff
ective
ness
of
ser
vice
del
iver
y
C4,
IK
2,
G2
2. A
bilit
y to
iden
tify
the
ris
ks a
nd im
plic
atio
ns o
f al
tern
ativ
e co
urse
s of
act
ion,
and
str
ives
to
impl
emen
t be
nefici
al
chan
ges,
look
ing
beyo
nd t
he o
rgan
isat
iona
l and
sec
tor
boun
dari
es
3. D
rive
and
abi
lity
to k
eep
abre
ast
of n
atio
nal d
evel
opm
ents
in h
ealth
and
soci
al c
are,
thr
ough
an
active
invo
lvem
ent
in r
egio
nal o
r na
tion
al n
etw
orks
4. U
nder
stan
ds t
he P
olitic
al a
nd s
ocia
l fac
tors
sha
ping
loca
l and
nat
iona
l hea
lthc
are
polic
y, a
nd a
bilit
y to
use
thi
s un
ders
tand
ing
to f
acili
tate
cha
nge.
App
reci
atio
n of
the
key
influe
nces
, an
d in
flue
ncer
s.
5. A
ctiv
ely
stri
ves
to s
can
the
hori
zon
for
new
dev
elop
men
ts a
nd b
usin
ess
oppo
rtun
itie
s.
Fre
ed
om
to
A
ct/
Use
of
Jud
gem
en
t
PC10
1. A
bilit
y to
ope
rate
in a
bro
ad,
com
plex
and
hig
hly
auto
nom
ous
envi
ronm
ent,
sel
f-ge
nera
ting
the
maj
orit
y of
ow
n w
ork.
C5
2. A
bilit
y to
ope
rate
in t
he “
grey
are
a” f
or lo
ng p
erio
ds o
f tim
e, w
here
the
re is
oft
en li
ttle
or
no g
uida
nce
or p
rece
dent
.
3. A
bilit
y to
inte
rpre
t lo
ose
guid
ance
or
nation
al le
gisl
atio
n in
to s
trat
egic
or
oper
atio
nal d
epar
tmen
tal (
or p
erso
nal)
ob
ject
ives
.C
5, G
44.
As
a ve
ry s
enio
r m
anag
er (
or d
irec
tor)
, ab
ility
to
wor
k as
par
t of
a la
rger
cor
pora
te m
anag
emen
t te
am,
ofte
n w
ith
oper
atio
nal o
r “o
n-ca
ll” r
espo
nsib
ility
for
non
-fin
anci
al o
r ev
en c
linic
al d
ecis
ions
.
Inte
lle
ctu
al
Fle
xib
ilit
y
PC11
1. A
bilit
y to
cry
stal
lise
key
poin
ts f
rom
a m
ass
of d
ispa
rate
dat
a an
d in
form
atio
n an
d m
ake
sens
e of
com
plex
si
tuat
ions
.-
2. A
bilit
y to
use
ana
logi
es,
stor
ies
or m
etap
hors
in o
rder
to
expl
ain
com
plex
situa
tion
s or
cha
lleng
es,
in a
man
ner
that
ot
hers
are
abl
e to
und
erst
and.
-
3. I
s ad
ept
and
com
fort
able
in m
ovin
g be
twee
n si
gnific
ant
deta
il at
the
ope
ration
al le
vel a
nd t
he s
trat
egic
big
-pic
ture
.-
4. U
ncea
sing
in d
eter
min
atio
n to
ach
ieve
, re
sist
ing
pres
sure
, ch
alle
ngin
g se
lf an
d ot
hers
, ta
king
cal
cula
ted
risk
s ba
sed
on le
arni
ng a
nd e
xper
ienc
e.-
5. H
ighl
y ad
ept
at le
adin
g, m
anag
ing
and
deliv
erin
g m
ultipl
e ta
sks
sim
ulta
neou
sly,
som
e of
whi
ch m
ay b
e sh
ort,
m
ediu
m o
r lo
ng t
erm
, an
d in
volv
e re
sour
ces
and
inpu
t ac
ross
mul
tipl
e or
gani
sation
s-
Em
oti
on
al
Inte
llig
en
ce/
Re
sili
en
ce
PC121.
Tak
es o
n ch
alle
nges
. R
ises
to,
and
rel
ishe
s ne
w c
halle
nges
, fe
els
able
to
succ
eed
even
whe
n th
e go
ing
is t
ough
. C
omfo
rtab
le in
volv
ing
othe
rs,
or f
ollo
win
g ot
hers
, in
the
ach
ieve
men
t of
the
spe
cific
goal
or
task
. Abl
e to
fol
low
and
le
ad.
C5,
C6
2. I
s pr
epar
ed t
o st
and
up t
o w
hat
one
belie
ves
in,
even
in t
he f
ace
of s
tron
g op
posi
tion
or
disb
elie
f.
3. I
nves
ts s
usta
ined
eff
ort
in m
akin
g a
sign
ific
ant
impa
ct o
n he
alth
impr
ovem
ent
in t
he lo
calit
y, s
ecur
ing
posi
tive
ou
tcom
es f
or in
tern
al a
nd e
xter
nal s
take
hold
ers.
4. S
eeks
to
plac
e ow
n ex
peri
ence
and
exp
ertise
at
the
disp
osal
of
othe
rs in
the
wid
er h
ealth
and
soci
al c
are
cont
ext,
fo
r th
e gr
eate
r im
prov
emen
t of
ser
vice
s in
the
long
er t
erm
.
5. H
ighl
y se
lf-aw
are,
and
abl
e to
ada
pt s
tyle
acc
ordi
ng t
o th
e si
tuat
ion
or p
eopl
e in
volv
ed,
in o
rder
to
gain
the
bes
t ou
tcom
e fo
r th
e or
gani
sation
or
heal
th c
omm
unit
y
Pers
on
al
Eff
ect
iven
ess
an
d
Le
ad
ers
hip
PC13
1. T
akes
a f
air, in
form
ed a
nd in
clus
ive
appr
oach
to
deci
sion
mak
ing
C2,
G7
2. I
s ab
le t
o ov
erco
me
obst
acle
s to
ach
ievi
ng g
oals
and
obj
ective
s, a
nd u
ses
failu
re a
s an
opp
ortu
nity
to
lear
n an
d de
velo
p
3. A
bilit
y to
rem
ove
obst
acle
s to
the
wor
king
of
the
team
withi
n th
e or
gani
sation
, or
acr
oss
orga
nisa
tion
s, c
reat
ing
a un
ifie
d te
am a
ppro
ach
and
a “c
an-d
o” c
ultu
re.
4. A
ctiv
ely
seek
s ou
t op
port
unitie
s fo
r th
e de
velo
pmen
t of
oth
ers,
ens
urin
g th
at in
divi
dual
dev
elop
men
t ne
eds
are
alig
ned
with
thos
e of
the
org
anis
atio
n.
5. A
cts
as a
rol
e m
odel
for
sta
ff e
ngag
emen
t, in
volv
emen
t an
d de
velo
pmen
t, w
ith
the
abili
ty t
o le
ad f
rom
the
fro
nt o
r fr
om w
ithi
n. A
bilit
y to
fol
low
as
wel
l as
lead
.
26 27
Str
ate
gic
Lev
el co
veri
ng
A4
C B
and
s: 8
b,
8c,
8d
an
d 9
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
b
Technical Knowledge and Understanding
Str
ate
gic
Fi
nan
cial
Pla
nn
ing
-
TK1
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he e
cono
mic
s of
hea
lthc
are,
and
of th
e U
K d
emog
raph
ics
and
tren
ds
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of in
tern
atio
nal c
ompa
riso
ns o
f he
alth
care
sys
tem
s an
d of
glo
bal
tren
ds in
hea
lthc
are
serv
ices
and
inve
stm
ent.
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he w
ider
Pol
itic
al c
onte
xt o
f N
HS d
ecis
ion
mak
ing
and
fund
ing
impl
icat
ions
4. K
now
ledg
e an
d un
ders
tand
ing
of d
evel
opin
g st
rate
gic
fina
ncia
l pla
ns w
hich
ref
lect
the
long
-te
rm n
eeds
and
dem
ands
, cu
rren
t an
d fu
ture
pat
ient
pat
hway
s an
d ch
ange
s in
tec
hnol
ogy
or
legi
slat
ion,
and
foc
us o
n m
axim
isin
g th
e us
e an
d ef
fect
iven
ess
of,
ofte
n lim
ited
, re
sour
ces
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he A
OF
proc
ess
and
how
to
deve
lop
the
LDP,
incl
udin
g th
e de
liver
y of
all
perf
orm
ance
and
fin
anci
al t
arge
ts.
6. K
now
ledg
e an
d un
ders
tand
ing
of t
he e
cono
mic
s of
hea
lthc
are,
and
of th
e U
K d
emog
raph
ics
and
tren
ds
Fin
an
cial
Rep
ort
ing
TK2.11.
Kno
wle
dge,
und
erst
andi
ng a
nd a
ppre
ciat
ion
of w
hat
cons
titu
tes
a “t
rue
& f
air”
vie
w o
f th
e ov
eral
l Acc
ount
sG
3, G
4,
IK1,
IK
22.
Kno
wle
dge,
und
erst
andi
ng a
nd a
ppre
ciat
ion
of t
he s
yste
ms,
pro
cess
es a
nd a
ccou
ntin
g gu
idel
ines
w
ith
enab
le a
“Tr
ue &
Fai
r” v
iew
and
pos
itio
n to
be
prod
uced
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he w
ider
org
anis
atio
nal e
lem
ents
of th
e Ann
ual A
ccou
nts,
for
ex
ampl
e th
e ne
ed t
o en
sure
a C
orpo
rate
app
roac
h to
the
Sta
tem
ent
of I
nter
nal C
ontr
ol,
and
the
Publ
ic in
form
atio
n an
d pr
esen
tation
s re
quir
ed a
t th
e Ann
ual G
ener
al M
eeting
G4,
G8,
IK
1, I
K2,
IK
3
Fin
an
cial
Man
ag
em
en
t
TK2.2
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
opp
ortu
nities
, be
nefits
and
impl
icat
ions
of
shar
ed s
ervi
ce o
r co
ntra
cted
-out
tra
nsac
tion
pro
cess
ing
G3,
G4,
IK
1, I
K2
2. A
ppre
ciat
ion
and
know
ledg
e of
the
ext
erna
l fac
tors
(or
pot
ential
ext
erna
l fac
tors
) af
fect
ing
the
orga
nisa
tion
s fina
ncia
l man
agem
ent,
for
exa
mpl
e th
e im
plic
atio
ns o
f th
e C
hari
ties
Act
and
C
omm
issi
on in
rel
atio
n to
Cha
rita
ble
Fund
s re
port
ing
and
man
agem
ent,
IFR
S,
HM
RC a
nd o
ther
si
mila
r gu
idel
ines
and
reg
ulat
ions
.
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
wid
er r
ange
of bu
dget
ing
tech
niqu
es u
sed
withi
n th
e Pu
blic
and
Pri
vate
sec
tor, a
nd t
he
G3,
G4,
IK
1, I
K2
2. A
ppre
ciat
ion
of t
he b
ehav
iour
al im
pact
of
budg
ets
and
the
impo
rtan
ce o
f ga
inin
g ow
ners
hip
and
com
mitm
ent
of n
on-f
inan
cial
man
ager
s/bu
dget
hol
ders
- a
nd h
ow b
est
to a
chie
ve t
his.
3. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
nee
d to
dev
elop
long
-ter
m b
udge
ts a
nd
fina
ncia
l pla
ns,
linki
ng b
oth
reve
nue
and
capi
tal a
ctiv
itie
s an
d de
velo
pmen
ts.
4. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
nee
d to
pro
vide
the
Boa
rd w
ith
a ro
bust
, ba
lanc
ed a
nd s
uffici
ently
deta
iled
Bud
get
Str
ateg
y fo
r ap
prov
al p
rior
to
the
star
t of
the
new
fina
ncia
l yea
r.
Tech
nic
al
Acc
ou
nti
ng
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e of
how
to
deve
lop
a tr
easu
ry m
anag
emen
t st
rate
gy,
incl
udin
g pr
oces
ses,
con
trol
s an
d sy
stem
s re
quir
ed f
or e
ffec
tive
ly m
anag
ing
wor
king
bal
ance
s an
d m
axim
isin
g in
vest
men
t re
turn
s.
G3,
G4,
IK
1, I
K2
2. U
nder
stan
ding
of
shor
t an
d lo
ng t
erm
inve
stm
ent
man
agem
ent
stra
tegi
es a
nd in
stru
men
ts,
incl
udin
g m
oney
mar
kets
, ca
pita
l mar
kets
, eq
uities
and
sec
uritie
s.
3. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
t fina
ncia
l man
agem
ent
regi
mes
withi
n th
e va
riou
s N
HS o
rgan
isat
ions
thr
ough
out
the
UK
, an
d th
e ne
ed t
o de
al w
ith
fina
ncia
l ins
titu
tion
s as
ne
cess
ary.
Cap
ital
an
d A
sse
t A
cco
un
tin
g
TK2.5
1. K
now
ledg
e of
how
to
deve
lop
a C
apit
al S
trat
egy
& P
lan,
and
how
to
man
age,
rep
ort,
mon
itor
and
ad
apt
prog
ress
as
requ
ired
.
G3,
G4,
2. K
now
ledg
e of
cap
ital
inve
stm
ent
and
busi
ness
pla
nnin
g pr
oces
ses
and
cont
rols
, in
clud
ing
the
busi
ness
cas
e pr
oces
ses
and
gate
way
rev
ise
and
the
need
to
ensu
re V
alue
for
Mon
ey a
nd
Str
ateg
ic F
it.
3. K
now
ledg
e an
d un
ders
tand
ing
of
PFI,
PPI
, Le
asin
g an
d ot
her
sim
ilar
initia
tive
s, a
nd t
he le
gal
fram
ewor
ks a
nd a
ccou
ntin
g pr
inci
pals
sur
roun
ding
eac
h.
4. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o m
anag
e ca
pita
l res
ourc
es a
nd w
orki
ng c
apit
al b
alan
ces,
to
ens
ure
max
imum
utilis
atio
n an
d ef
fect
.
5. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o te
st a
nd e
valu
ate
stra
tegi
c in
vest
men
t de
cisi
ons,
op
tion
s an
d pr
opos
als.
Au
dit
TK2.6
1. K
now
ledg
e an
d aw
aren
ess
of t
he v
ario
us f
orm
s of
ass
uran
ce t
o be
pro
vide
d to
the
Acc
ount
able
O
ffic
er t
o su
ppor
t th
e Sta
tem
ent
of I
nter
nal C
ontr
ol (
SIC
).G
3, G
4,
IK1,
IK
2
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
and
proc
ess
for
iden
tify
ing
and
agre
eing
the
sco
pe
and
wor
k pl
an o
f th
e In
tern
al A
udit T
eam
withi
n an
y lim
itat
ions
, bo
unda
ries
or
expe
ctat
ions
pl
aced
upo
n it b
y th
e Aud
it C
omm
itte
e.
G3,
G4,
IK
1, I
K2
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he r
ole
of I
nter
nal A
udit in
ach
ievi
ng t
he o
rgan
isat
ions
st
rate
gic
aim
s an
d ob
ject
ives
.
4. E
xten
sive
kno
wle
dge
and
expe
rien
ce in
man
agin
g au
dit
wor
k an
d au
dit
assi
gnm
ents
, en
suri
ng
the
tim
ely,
acc
urat
e an
d pr
ofes
sion
al d
eliv
ery
of r
elev
ant
audi
t re
port
s an
d op
inio
ns.
5. K
now
ledg
e an
d ex
peri
ence
in u
nder
taki
ng a
udit a
ssig
nmen
ts a
nd in
the
pub
licat
ion
and
issu
e of
indi
vidu
al A
udit R
epor
ts t
o m
anag
emen
t, a
nd in
pre
sent
ing
repo
rts
and
find
ings
to
the
Aud
it
Com
mit
tee
or o
ther
Com
mit
tee
of t
he B
oard
.
6. K
now
ledg
e an
d ex
peri
ence
in d
eliv
erin
g ef
fect
ive
com
mun
icat
ions
and
for
mal
pre
sent
atio
ns t
o th
e Aud
it C
omm
itte
e, A
ccou
ntab
le O
ffic
er,
Exe
cutive
Dir
ecto
rs o
r ot
her
seni
or m
anag
ers
of t
he
orga
nisa
tion
, w
here
nec
essa
ry n
egot
iating
or
influe
ncin
g m
anag
emen
t of
the
nee
d to
impr
ove
cont
rols
.
C1,
G
3, G
4,
IK1,
IK
2
Taxati
on
TK2.7
1. H
igh-
leve
l kno
wle
dge
and
appr
ecia
tion
of
the
vari
ous
Tax
impl
icat
ions
for
the
NH
S (
VAT,
CIS
, PA
YE,
etc)
, an
d th
e co
ntro
ls,
proc
esse
s an
d do
cum
enta
tion
req
uire
d.G
4, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o un
dert
ake
and
impl
emen
t Ta
x Pl
anni
ng &
Man
agem
ent
prin
cipa
ls t
o m
inim
ise
liabi
lity
and
max
imis
e re
turn
.
26 27
Str
ate
gic
Lev
el co
veri
ng
A4
C B
and
s: 8
b,
8c,
8d
an
d 9
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
b
Technical Knowledge and Understanding
Str
ate
gic
Fi
nan
cial
Pla
nn
ing
-
TK1
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he e
cono
mic
s of
hea
lthc
are,
and
of th
e U
K d
emog
raph
ics
and
tren
ds
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of in
tern
atio
nal c
ompa
riso
ns o
f he
alth
care
sys
tem
s an
d of
glo
bal
tren
ds in
hea
lthc
are
serv
ices
and
inve
stm
ent.
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he w
ider
Pol
itic
al c
onte
xt o
f N
HS d
ecis
ion
mak
ing
and
fund
ing
impl
icat
ions
4. K
now
ledg
e an
d un
ders
tand
ing
of d
evel
opin
g st
rate
gic
fina
ncia
l pla
ns w
hich
ref
lect
the
long
-te
rm n
eeds
and
dem
ands
, cu
rren
t an
d fu
ture
pat
ient
pat
hway
s an
d ch
ange
s in
tec
hnol
ogy
or
legi
slat
ion,
and
foc
us o
n m
axim
isin
g th
e us
e an
d ef
fect
iven
ess
of,
ofte
n lim
ited
, re
sour
ces
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he A
OF
proc
ess
and
how
to
deve
lop
the
LDP,
incl
udin
g th
e de
liver
y of
all
perf
orm
ance
and
fin
anci
al t
arge
ts.
6. K
now
ledg
e an
d un
ders
tand
ing
of t
he e
cono
mic
s of
hea
lthc
are,
and
of th
e U
K d
emog
raph
ics
and
tren
ds
Fin
an
cial
Rep
ort
ing
TK2.1
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
wha
t co
nstitu
tes
a “t
rue
& f
air”
vie
w o
f th
e ov
eral
l Acc
ount
sG
3, G
4,
IK1,
IK
22.
Kno
wle
dge,
und
erst
andi
ng a
nd a
ppre
ciat
ion
of t
he s
yste
ms,
pro
cess
es a
nd a
ccou
ntin
g gu
idel
ines
w
ith
enab
le a
“Tr
ue &
Fai
r” v
iew
and
pos
itio
n to
be
prod
uced
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he w
ider
org
anis
atio
nal e
lem
ents
of th
e Ann
ual A
ccou
nts,
for
ex
ampl
e th
e ne
ed t
o en
sure
a C
orpo
rate
app
roac
h to
the
Sta
tem
ent
of I
nter
nal C
ontr
ol,
and
the
Publ
ic in
form
atio
n an
d pr
esen
tation
s re
quir
ed a
t th
e Ann
ual G
ener
al M
eeting
G4,
G8,
IK
1, I
K2,
IK
3
Fin
an
cial
Man
ag
em
en
t
TK2.2
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
opp
ortu
nities
, be
nefits
and
impl
icat
ions
of
shar
ed s
ervi
ce o
r co
ntra
cted
-out
tra
nsac
tion
pro
cess
ing
G3,
G4,
IK
1, I
K2
2. A
ppre
ciat
ion
and
know
ledg
e of
the
ext
erna
l fac
tors
(or
pot
ential
ext
erna
l fac
tors
) af
fect
ing
the
orga
nisa
tion
s fina
ncia
l man
agem
ent,
for
exa
mpl
e th
e im
plic
atio
ns o
f th
e C
hari
ties
Act
and
C
omm
issi
on in
rel
atio
n to
Cha
rita
ble
Fund
s re
port
ing
and
man
agem
ent,
IFR
S,
HM
RC a
nd o
ther
si
mila
r gu
idel
ines
and
reg
ulat
ions
.
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
wid
er r
ange
of bu
dget
ing
tech
niqu
es u
sed
withi
n th
e Pu
blic
and
Pri
vate
sec
tor, a
nd t
he
G3,
G4,
IK
1, I
K2
2. A
ppre
ciat
ion
of t
he b
ehav
iour
al im
pact
of
budg
ets
and
the
impo
rtan
ce o
f ga
inin
g ow
ners
hip
and
com
mitm
ent
of n
on-f
inan
cial
man
ager
s/bu
dget
hol
ders
- a
nd h
ow b
est
to a
chie
ve t
his.
3. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
nee
d to
dev
elop
long
-ter
m b
udge
ts a
nd
fina
ncia
l pla
ns,
linki
ng b
oth
reve
nue
and
capi
tal a
ctiv
itie
s an
d de
velo
pmen
ts.
4. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
nee
d to
pro
vide
the
Boa
rd w
ith
a ro
bust
, ba
lanc
ed a
nd s
uffici
ently
deta
iled
Bud
get
Str
ateg
y fo
r ap
prov
al p
rior
to
the
star
t of
the
new
fina
ncia
l yea
r.
Tech
nic
al
Acc
ou
nti
ng
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e of
how
to
deve
lop
a tr
easu
ry m
anag
emen
t st
rate
gy,
incl
udin
g pr
oces
ses,
con
trol
s an
d sy
stem
s re
quir
ed f
or e
ffec
tive
ly m
anag
ing
wor
king
bal
ance
s an
d m
axim
isin
g in
vest
men
t re
turn
s.
G3,
G4,
IK
1, I
K2
2. U
nder
stan
ding
of
shor
t an
d lo
ng t
erm
inve
stm
ent
man
agem
ent
stra
tegi
es a
nd in
stru
men
ts,
incl
udin
g m
oney
mar
kets
, ca
pita
l mar
kets
, eq
uities
and
sec
uritie
s.
3. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
t fina
ncia
l man
agem
ent
regi
mes
withi
n th
e va
riou
s N
HS o
rgan
isat
ions
thr
ough
out
the
UK
, an
d th
e ne
ed t
o de
al w
ith
fina
ncia
l ins
titu
tion
s as
ne
cess
ary.
Cap
ital
an
d A
sse
t A
cco
un
tin
gTK2.5
1. K
now
ledg
e of
how
to
deve
lop
a C
apit
al S
trat
egy
& P
lan,
and
how
to
man
age,
rep
ort,
mon
itor
and
ad
apt
prog
ress
as
requ
ired
.
G3,
G4,
2. K
now
ledg
e of
cap
ital
inve
stm
ent
and
busi
ness
pla
nnin
g pr
oces
ses
and
cont
rols
, in
clud
ing
the
busi
ness
cas
e pr
oces
ses
and
gate
way
rev
ise
and
the
need
to
ensu
re V
alue
for
Mon
ey a
nd
Str
ateg
ic F
it.
3. K
now
ledg
e an
d un
ders
tand
ing
of
PFI,
PPI
, Le
asin
g an
d ot
her
sim
ilar
initia
tive
s, a
nd t
he le
gal
fram
ewor
ks a
nd a
ccou
ntin
g pr
inci
pals
sur
roun
ding
eac
h.
4. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o m
anag
e ca
pita
l res
ourc
es a
nd w
orki
ng c
apit
al b
alan
ces,
to
ens
ure
max
imum
utilis
atio
n an
d ef
fect
.
5. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o te
st a
nd e
valu
ate
stra
tegi
c in
vest
men
t de
cisi
ons,
op
tion
s an
d pr
opos
als.
Au
dit
TK2.6
1. K
now
ledg
e an
d aw
aren
ess
of t
he v
ario
us f
orm
s of
ass
uran
ce t
o be
pro
vide
d to
the
Acc
ount
able
O
ffic
er t
o su
ppor
t th
e Sta
tem
ent
of I
nter
nal C
ontr
ol (
SIC
).G
3, G
4,
IK1,
IK
2
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
and
proc
ess
for
iden
tify
ing
and
agre
eing
the
sco
pe
and
wor
k pl
an o
f th
e In
tern
al A
udit T
eam
withi
n an
y lim
itat
ions
, bo
unda
ries
or
expe
ctat
ions
pl
aced
upo
n it b
y th
e Aud
it C
omm
itte
e.
G3,
G4,
IK
1, I
K2
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he r
ole
of I
nter
nal A
udit in
ach
ievi
ng t
he o
rgan
isat
ions
st
rate
gic
aim
s an
d ob
ject
ives
.
4. E
xten
sive
kno
wle
dge
and
expe
rien
ce in
man
agin
g au
dit
wor
k an
d au
dit
assi
gnm
ents
, en
suri
ng
the
tim
ely,
acc
urat
e an
d pr
ofes
sion
al d
eliv
ery
of r
elev
ant
audi
t re
port
s an
d op
inio
ns.
5. K
now
ledg
e an
d ex
peri
ence
in u
nder
taki
ng a
udit a
ssig
nmen
ts a
nd in
the
pub
licat
ion
and
issu
e of
indi
vidu
al A
udit R
epor
ts t
o m
anag
emen
t, a
nd in
pre
sent
ing
repo
rts
and
find
ings
to
the
Aud
it
Com
mit
tee
or o
ther
Com
mit
tee
of t
he B
oard
.
6. K
now
ledg
e an
d ex
peri
ence
in d
eliv
erin
g ef
fect
ive
com
mun
icat
ions
and
for
mal
pre
sent
atio
ns t
o th
e Aud
it C
omm
itte
e, A
ccou
ntab
le O
ffic
er,
Exe
cutive
Dir
ecto
rs o
r ot
her
seni
or m
anag
ers
of t
he
orga
nisa
tion
, w
here
nec
essa
ry n
egot
iating
or
influe
ncin
g m
anag
emen
t of
the
nee
d to
impr
ove
cont
rols
.
C1,
G
3, G
4,
IK1,
IK
2
Taxati
on
TK2.7
1. H
igh-
leve
l kno
wle
dge
and
appr
ecia
tion
of
the
vari
ous
Tax
impl
icat
ions
for
the
NH
S (
VAT,
CIS
, PA
YE,
etc)
, an
d th
e co
ntro
ls,
proc
esse
s an
d do
cum
enta
tion
req
uire
d.G
4, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o un
dert
ake
and
impl
emen
t Ta
x Pl
anni
ng &
Man
agem
ent
prin
cipa
ls t
o m
inim
ise
liabi
lity
and
max
imis
e re
turn
.
28 29
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
bTechnical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
(c
on
tin
ue
d)
Acc
ou
nts
P
ayab
le
TK2.8
At
this
leve
l, th
e AP
role
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
Payro
ll
TK2.9
1. H
igh-
leve
l kno
wle
dge
and
appr
ecia
tion
of
the
legi
slat
ive
an p
olic
y im
plic
atio
ns o
f ch
ange
s to
NH
S
pay,
pen
sion
s an
d co
nditio
ns.
Acc
ou
nts
R
ece
ivab
le
TK2.10
At
this
leve
l, th
e AR r
ole
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
Fin
an
cial
Sys
tem
sTK2.11
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
ope
ration
al a
nd s
trat
egic
ben
efit
s of
an
auto
mat
ed F
inan
cial
(an
d In
form
atio
n) M
anag
emen
t Sys
tem
.
G4,
IK1,
IK
2, I
K3
2. K
now
ledg
e of
how
to
deve
lop
and
impl
emen
t a
Fina
ncia
l Inf
orm
atio
n Str
ateg
y w
hich
sup
port
s in
tern
al f
inan
cial
con
trol
and
str
ateg
ic m
anag
emen
t re
port
ing
requ
irem
ents
.
3. K
now
ledg
e an
d ap
prec
iation
of
how
to
eval
uate
sys
tem
req
uire
men
ts a
nd d
evel
op U
ser
Spe
cifica
tion
s fo
r ne
w s
yste
ms
or s
yste
m d
evel
opm
ents
.
4. K
now
ledg
e an
d un
ders
tand
ing
of D
ata
Prot
ection
and
Dat
a se
curi
ty le
gisl
atio
n, a
nd t
he
orga
nisa
tion
al c
ontr
ols
and
proc
esse
s re
quir
ed in
ord
er t
o ad
here
.
5. K
now
ledg
e of
the
doc
umen
tation
, pr
oced
ures
and
con
trol
s re
quir
ed in
res
pect
of D
isas
ter
Rec
over
y an
d C
onting
ency
pla
nnin
g.
6. K
now
ledg
e an
d un
ders
tand
ing
of t
he le
gal a
nd p
erfo
rman
ce f
ram
ewor
k re
quir
ed f
or t
he
out-
sour
ced
man
agem
ent
of f
inan
cial
sys
tem
s, a
nd in
rel
atio
n to
an
NH
S (
or P
ublic
sec
tor)
C
onso
rtiu
m m
anag
ed s
ervi
ce
Fin
an
cial &
C
orp
ora
te
Go
vern
an
ce
Gen
era
l K
no
wle
dg
e o
f G
ove
rnan
ce
TK3.1
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he le
gal i
mpl
icat
ions
of th
e B
oard
; cr
imin
al,
civi
l lia
bilit
y of
di
rect
ors,
etc
, an
d th
e im
plic
atio
ns o
f th
e H
iggs
Rev
iew
C4,
C5,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he 8
mai
n pr
inci
ples
of C
orpo
rate
Gov
erna
nce
(re
sour
ces,
va
lue
for
mon
ey,
lega
l com
plia
nce,
sta
tuto
ry c
ompl
ianc
e, q
ualit
y, p
artn
ersh
ip,
publ
ic
invo
lvem
ent,
ong
oing
dev
elop
men
t)
3. K
now
ledg
e an
d un
ders
tand
ing
of d
evel
opin
g an
ass
uran
ce f
ram
ewor
k an
d m
anag
ing
syst
ems
of
inte
rnal
con
trol
, ac
coun
tabi
lity,
inte
grit
y, p
robi
ty a
nd t
rans
pare
ncy.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to d
evel
op a
bal
ance
d lo
ng-t
erm
fin
anci
al s
trat
egy
and
prom
otin
g a
stro
ng f
inan
cial
man
agem
ent
cultur
e w
ithi
n th
e or
gani
sation
fro
m t
he B
oard
le
vel d
ownw
ards
.
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to d
evel
op a
nd e
nhan
ce f
inan
cial
ski
lls t
hrou
ghou
t th
e or
gani
sation
, be
yond
of
the
Fina
nce
Func
tion
alo
ne.
Ro
le o
f B
oard
TK3.2
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he c
once
pt o
f in
tegr
ated
gov
erna
nce,
and
of de
velo
ping
a
Boa
rd p
urpo
se,
stra
tegy
and
str
uctu
re w
hich
sup
port
s an
d fa
cilit
ates
thi
s.
C4,
C5,
2. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o ap
prai
se t
he o
vera
ll pe
rfor
man
ce o
f th
e B
oard
and
of
it’s
indi
vidu
al m
embe
rs.
3. K
now
ledg
e of
the
Boa
rd a
ppoi
ntm
ent
and
rem
uner
atio
n pr
oces
s
4. A
ppre
ciat
ion
and
unde
rsta
ndin
g of
the
nee
d to
con
tinu
ally
dev
elop
the
Boa
rd
Perf
orm
an
ce
Man
ag
em
en
t
TK3.3
1. U
nder
stan
ding
of
the
proc
esse
s re
quir
ed in
ana
lysi
ng t
he o
rgan
isat
ions
cap
abili
ty,
com
pete
nce
and
capa
city
.
C4,
C5,
2. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
wor
ld-c
lass
fin
anci
al p
erfo
rman
ce m
anag
emen
t st
rate
gies
and
sys
tem
s, a
nd h
ow t
o em
bed
thes
e in
to t
he w
orki
ngs
of t
he B
oard
and
oth
er
man
ager
s. S
yste
ms
may
incl
ude
Prog
ram
me
Bud
geting
, Ser
vile
Lin
e Rep
orting
, B
ench
mar
king
, et
c.
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he m
eans
of
eval
uating
the
eff
ective
ness
of pe
rfor
man
ce
man
agem
ent
syst
ems
and
proc
esse
s.
Ris
k
Man
ag
em
en
t
TK3.4
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
str
ateg
ic r
isks
fac
ing
the
orga
nisa
tion
C4,
C5,
IK
1,
IK2
2. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
nee
d to
con
tinu
ally
ass
es r
isk
and
for
a fo
rmal
ri
sk m
anag
emen
t st
rate
gy t
o be
in p
lace
, w
hich
sup
port
s an
d m
atch
es t
he s
trat
egic
obj
ective
s of
th
e or
gani
sation
.
3. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o de
velo
p an
d em
bed
a co
rpor
ate
risk
pol
icy
and
earl
y-w
arni
ng s
yste
ms
to m
anag
e op
erat
iona
l and
str
ateg
ic r
isk.
Bu
sin
ess
Sk
ills
an
d E
xte
rnal
Fo
cus
-
TK4
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
fin
anci
al a
nd b
usin
ess
issu
es in
volv
ed in
w
orki
ng w
ith
the
wid
er P
ublic
and
Pri
vate
sec
tor.
C4,
C5,
IK
2
2. A
ppre
ciat
ion
of c
omm
erci
al b
usin
ess
and
fina
ncia
l pra
ctic
es,
and
the
abili
ty t
o tr
ansp
ose
such
pr
actice
s in
to t
he N
HS.
3. U
nder
stan
ding
and
aw
aren
ess
of t
he n
eed
for
quic
ker
mon
th-e
nd r
epor
ting
and
for
the
de
velo
pmen
t of
act
ivit
y fo
cuss
ed,
com
mer
cial
ly b
ased
rep
orts
to
furt
her
info
rm t
he B
oard
s de
cisi
on m
akin
g.
4. K
now
ledg
e, a
war
enes
s an
d un
ders
tand
ing
of t
he p
roce
ss f
or e
stab
lishi
ng j
oint
-ven
ture
s,
exte
rnal
par
tner
ship
s an
d ou
tsou
rcin
g as
eff
icie
ncy
tool
s.
5. K
now
ledg
e an
d ap
prec
iation
of
the
need
for
and
con
cept
of m
arke
ting
and
pub
lic r
elat
ions
, an
d of
rel
ated
str
ateg
ies
and
tech
niqu
es.
6. K
now
ledg
e of
the
pri
ncip
les
of m
erge
rs a
nd a
cqui
sition
s, o
f th
e co
ntro
ls a
nd a
ccou
ntin
g ar
rang
emen
ts t
hat
need
to
be p
ut in
pla
ce.
Pro
ject
M
an
ag
em
en
t an
d I
nn
ovati
on
-
TK5
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
str
ateg
ic p
roje
ct a
nd p
rogr
amm
e m
anag
emen
t te
chni
ques
and
pri
ncip
les
(PR
INC
E2).
G5
2. U
nder
stan
ding
of
proj
ect
plan
ning
and
sco
ping
, lin
ked
to d
eliv
erin
g th
e st
rate
gic
aim
s an
d ob
ject
ives
of
the
orga
nisa
tion
.
3. U
nder
stan
ding
of
the
diff
eren
ce b
etw
een
tran
sfor
mat
iona
l cha
nge
and
incr
emen
tal c
hang
e, a
nd
know
ledg
e of
the
ben
efit
s of
bot
h ap
proa
ches
dur
ing
tim
es o
f ch
ange
or
serv
ice
impr
ovem
ent.
Kno
wle
dge,
und
erst
andi
ng a
nd a
ppre
ciat
ion
of t
he r
ange
of te
chni
ques
use
d (a
nd a
vaila
ble)
fo
r id
entify
ing,
ass
essi
ng a
nd im
plem
enting
ser
vice
cha
nge
and
impr
ovem
ent,
incl
udin
g PD
SA,
6-s
igm
a, L
EAN
, B
rain
stor
min
g, e
tc)
28 29
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
b
Technical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
(c
on
tin
ue
d)
Acc
ou
nts
P
ayab
le
TK2.8
At
this
leve
l, th
e AP
role
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
Payro
ll
TK2.9
1. H
igh-
leve
l kno
wle
dge
and
appr
ecia
tion
of
the
legi
slat
ive
an p
olic
y im
plic
atio
ns o
f ch
ange
s to
NH
S
pay,
pen
sion
s an
d co
nditio
ns.
Acc
ou
nts
R
ece
ivab
le
TK2.10
At
this
leve
l, th
e AR r
ole
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
Fin
an
cial
Sys
tem
s
TK2.11
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
ope
ration
al a
nd s
trat
egic
ben
efit
s of
an
auto
mat
ed F
inan
cial
(an
d In
form
atio
n) M
anag
emen
t Sys
tem
.
G4,
IK1,
IK
2, I
K3
2. K
now
ledg
e of
how
to
deve
lop
and
impl
emen
t a
Fina
ncia
l Inf
orm
atio
n Str
ateg
y w
hich
sup
port
s in
tern
al f
inan
cial
con
trol
and
str
ateg
ic m
anag
emen
t re
port
ing
requ
irem
ents
.
3. K
now
ledg
e an
d ap
prec
iation
of
how
to
eval
uate
sys
tem
req
uire
men
ts a
nd d
evel
op U
ser
Spe
cifica
tion
s fo
r ne
w s
yste
ms
or s
yste
m d
evel
opm
ents
.
4. K
now
ledg
e an
d un
ders
tand
ing
of D
ata
Prot
ection
and
Dat
a se
curi
ty le
gisl
atio
n, a
nd t
he
orga
nisa
tion
al c
ontr
ols
and
proc
esse
s re
quir
ed in
ord
er t
o ad
here
.
5. K
now
ledg
e of
the
doc
umen
tation
, pr
oced
ures
and
con
trol
s re
quir
ed in
res
pect
of D
isas
ter
Rec
over
y an
d C
onting
ency
pla
nnin
g.
6. K
now
ledg
e an
d un
ders
tand
ing
of t
he le
gal a
nd p
erfo
rman
ce f
ram
ewor
k re
quir
ed f
or t
he
out-
sour
ced
man
agem
ent
of f
inan
cial
sys
tem
s, a
nd in
rel
atio
n to
an
NH
S (
or P
ublic
sec
tor)
C
onso
rtiu
m m
anag
ed s
ervi
ce
Fin
an
cial &
C
orp
ora
te
Go
vern
an
ce
Gen
era
l K
no
wle
dg
e o
f G
ove
rnan
ce
TK3.1
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he le
gal i
mpl
icat
ions
of th
e B
oard
; cr
imin
al,
civi
l lia
bilit
y of
di
rect
ors,
etc
, an
d th
e im
plic
atio
ns o
f th
e H
iggs
Rev
iew
C4,
C5,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he 8
mai
n pr
inci
ples
of C
orpo
rate
Gov
erna
nce
(re
sour
ces,
va
lue
for
mon
ey,
lega
l com
plia
nce,
sta
tuto
ry c
ompl
ianc
e, q
ualit
y, p
artn
ersh
ip,
publ
ic
invo
lvem
ent,
ong
oing
dev
elop
men
t)
3. K
now
ledg
e an
d un
ders
tand
ing
of d
evel
opin
g an
ass
uran
ce f
ram
ewor
k an
d m
anag
ing
syst
ems
of
inte
rnal
con
trol
, ac
coun
tabi
lity,
inte
grit
y, p
robi
ty a
nd t
rans
pare
ncy.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to d
evel
op a
bal
ance
d lo
ng-t
erm
fin
anci
al s
trat
egy
and
prom
otin
g a
stro
ng f
inan
cial
man
agem
ent
cultur
e w
ithi
n th
e or
gani
sation
fro
m t
he B
oard
le
vel d
ownw
ards
.
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to d
evel
op a
nd e
nhan
ce f
inan
cial
ski
lls t
hrou
ghou
t th
e or
gani
sation
, be
yond
of
the
Fina
nce
Func
tion
alo
ne.
Ro
le o
f B
oard
TK3.2
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he c
once
pt o
f in
tegr
ated
gov
erna
nce,
and
of de
velo
ping
a
Boa
rd p
urpo
se,
stra
tegy
and
str
uctu
re w
hich
sup
port
s an
d fa
cilit
ates
thi
s.
C4,
C5,
2. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o ap
prai
se t
he o
vera
ll pe
rfor
man
ce o
f th
e B
oard
and
of
it’s
indi
vidu
al m
embe
rs.
3. K
now
ledg
e of
the
Boa
rd a
ppoi
ntm
ent
and
rem
uner
atio
n pr
oces
s
4. A
ppre
ciat
ion
and
unde
rsta
ndin
g of
the
nee
d to
con
tinu
ally
dev
elop
the
Boa
rd
Perf
orm
an
ce
Man
ag
em
en
t
TK3.3
1. U
nder
stan
ding
of
the
proc
esse
s re
quir
ed in
ana
lysi
ng t
he o
rgan
isat
ions
cap
abili
ty,
com
pete
nce
and
capa
city
.
C4,
C5,
2. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
wor
ld-c
lass
fin
anci
al p
erfo
rman
ce m
anag
emen
t st
rate
gies
and
sys
tem
s, a
nd h
ow t
o em
bed
thes
e in
to t
he w
orki
ngs
of t
he B
oard
and
oth
er
man
ager
s. S
yste
ms
may
incl
ude
Prog
ram
me
Bud
geting
, Ser
vile
Lin
e Rep
orting
, B
ench
mar
king
, et
c.
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he m
eans
of
eval
uating
the
eff
ective
ness
of pe
rfor
man
ce
man
agem
ent
syst
ems
and
proc
esse
s.
Ris
k
Man
ag
em
en
t
TK3.4
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
str
ateg
ic r
isks
fac
ing
the
orga
nisa
tion
C4,
C5,
IK
1,
IK2
2. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
nee
d to
con
tinu
ally
ass
es r
isk
and
for
a fo
rmal
ri
sk m
anag
emen
t st
rate
gy t
o be
in p
lace
, w
hich
sup
port
s an
d m
atch
es t
he s
trat
egic
obj
ective
s of
th
e or
gani
sation
.
3. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o de
velo
p an
d em
bed
a co
rpor
ate
risk
pol
icy
and
earl
y-w
arni
ng s
yste
ms
to m
anag
e op
erat
iona
l and
str
ateg
ic r
isk.
Bu
sin
ess
Sk
ills
an
d E
xte
rnal
Fo
cus
-
TK4
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
fin
anci
al a
nd b
usin
ess
issu
es in
volv
ed in
w
orki
ng w
ith
the
wid
er P
ublic
and
Pri
vate
sec
tor.
C4,
C5,
IK
2
2. A
ppre
ciat
ion
of c
omm
erci
al b
usin
ess
and
fina
ncia
l pra
ctic
es,
and
the
abili
ty t
o tr
ansp
ose
such
pr
actice
s in
to t
he N
HS.
3. U
nder
stan
ding
and
aw
aren
ess
of t
he n
eed
for
quic
ker
mon
th-e
nd r
epor
ting
and
for
the
de
velo
pmen
t of
act
ivit
y fo
cuss
ed,
com
mer
cial
ly b
ased
rep
orts
to
furt
her
info
rm t
he B
oard
s de
cisi
on m
akin
g.
4. K
now
ledg
e, a
war
enes
s an
d un
ders
tand
ing
of t
he p
roce
ss f
or e
stab
lishi
ng j
oint
-ven
ture
s,
exte
rnal
par
tner
ship
s an
d ou
tsou
rcin
g as
eff
icie
ncy
tool
s.
5. K
now
ledg
e an
d ap
prec
iation
of
the
need
for
and
con
cept
of m
arke
ting
and
pub
lic r
elat
ions
, an
d of
rel
ated
str
ateg
ies
and
tech
niqu
es.
6. K
now
ledg
e of
the
pri
ncip
les
of m
erge
rs a
nd a
cqui
sition
s, o
f th
e co
ntro
ls a
nd a
ccou
ntin
g ar
rang
emen
ts t
hat
need
to
be p
ut in
pla
ce.
Pro
ject
M
an
ag
em
en
t an
d I
nn
ovati
on
-
TK5
1. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
str
ateg
ic p
roje
ct a
nd p
rogr
amm
e m
anag
emen
t te
chni
ques
and
pri
ncip
les
(PR
INC
E2).
G5
2. U
nder
stan
ding
of
proj
ect
plan
ning
and
sco
ping
, lin
ked
to d
eliv
erin
g th
e st
rate
gic
aim
s an
d ob
ject
ives
of
the
orga
nisa
tion
.
3. U
nder
stan
ding
of
the
diff
eren
ce b
etw
een
tran
sfor
mat
iona
l cha
nge
and
incr
emen
tal c
hang
e, a
nd
know
ledg
e of
the
ben
efit
s of
bot
h ap
proa
ches
dur
ing
tim
es o
f ch
ange
or
serv
ice
impr
ovem
ent.
Kno
wle
dge,
und
erst
andi
ng a
nd a
ppre
ciat
ion
of t
he r
ange
of te
chni
ques
use
d (a
nd a
vaila
ble)
fo
r id
entify
ing,
ass
essi
ng a
nd im
plem
enting
ser
vice
cha
nge
and
impr
ovem
ent,
incl
udin
g PD
SA,
6-s
igm
a, L
EAN
, B
rain
stor
min
g, e
tc)
30 31
Pro
fess
ion
al L
evel co
veri
ng
A4
C B
and
s: 7
an
d 8
a
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Li
nk
s to
KS
FPersonal Competencies & Abilities
Co
mm
un
icati
on
an
d R
ela
tio
nsh
ip
Sk
ills
PC1
1. C
omm
unic
ates
with
a ra
nge
of p
eopl
e on
a r
ange
of
diff
eren
t fina
ncia
l and
non
-fin
anci
al m
atte
rs,
in a
rel
evan
t an
d ap
prop
riat
e fo
rm a
nd m
anne
r, c
onve
ying
fin
anci
al c
once
pts
clea
rly
and
pers
uasi
vely
.
C1
2. C
omm
unic
ates
com
plex
, se
nsitiv
e or
con
tent
ious
fin
anci
al a
nd n
on-f
inan
cial
info
rmat
ion
to n
on-f
inan
cial
man
ager
s,
thro
ugh
a ra
nge
of m
edia
incl
udin
g gr
oup
mee
ting
s or
by
way
of
pres
enta
tion
s to
larg
e gr
oups
of (o
ften
sen
ior)
non
fina
nce
man
ager
s.
3. L
eads
on
the
pro-
active
man
agem
ent
of b
arri
ers
and
impr
oves
com
mun
icat
ion
and
rela
tion
ship
s be
twee
n Fi
nanc
e an
d Sen
ior
Ser
vice
Man
ager
s.
4. A
bilit
y to
neg
otia
te a
nd in
flue
nce
seni
or b
udge
t ho
lder
s or
ext
erna
l org
anis
atio
ns,
pers
uadi
ng t
hem
to
a ce
rtai
n co
urse
of ac
tion
, on
the
use
of
(sig
nifica
nt)
reso
urce
s (o
r bl
ocki
ng t
he u
se o
f re
sour
ces)
.
Kn
ow
led
ge
, Tr
ain
ing
&
Qu
ali
fica
tio
ns
PC2
1. P
redo
min
antly
NVQ
leve
l 5 a
t en
try
mov
ing
tow
ards
CC
AB q
ualif
ied
or I
IA q
ualif
ied
leve
l, hi
gher
deg
ree
qual
ific
atio
ns a
nd/o
r ex
peri
ence
.
-2.
In
dept
h sp
ecia
list
know
ledg
e, a
war
enes
s an
d ap
prec
iation
of
office
env
iron
men
t, t
echn
olog
y an
d pr
oced
ures
.
3. A
dvan
ced
com
pute
r sk
ills,
EC
DL
com
plet
ion
or s
igni
fica
nt M
S O
ffic
e ex
peri
ence
in r
elat
ion
to E
xcel
, W
ord,
Out
look
, In
tern
et E
xplo
rer
and
Pow
erPo
int.
4. I
n de
pth
spec
ialis
t kn
owle
dge
of f
inan
cial
and
acc
ount
ing
proc
edur
es a
nd s
yste
ms,
fin
anci
al a
nd n
on-f
inan
cial
as
pect
s of
NH
S le
gisl
atio
n an
d N
HS p
olic
y.
An
aly
tica
l S
kil
ls
PC3
1. A
bilit
y to
an
alys
e, in
terp
ret,
eva
luat
e an
d ap
prai
se la
rge
volu
mes
of
high
ly c
ompl
ex f
inan
cial
and
non
-fin
anci
al
man
agem
ent
info
rmat
ion,
bus
ines
s ca
ses
and
fina
ncia
l pla
ns a
nd a
ble
to p
rodu
ce s
umm
ary
brie
fing
s/re
port
s/re
com
men
dation
s to
sen
ior
non-
fina
ncia
l man
ager
s. K
now
ledg
e of
usi
ng f
orec
asting
tec
hniq
ues.
IK1,
IK
2,
G4
2. A
bilit
y to
mak
e ju
dgem
ents
and
dec
isio
ns r
egar
ding
allo
cation
of
fina
ncia
l res
ourc
es,
taki
ng in
to c
onsi
dera
tion
fina
ncia
l ris
k, w
here
the
re is
no
prec
eden
t an
d w
here
oth
er le
adin
g op
inio
ns m
ay c
onflic
t.
3. A
bilit
y to
dis
cuss
que
ries
fro
m m
anag
ers,
and
rai
se q
ueri
es w
ith
seni
or m
anag
ers
and
exte
rnal
org
anis
atio
ns,
on a
ra
nge
of h
ighl
y co
mpl
ex,
fina
ncia
l and
non
-fin
anci
al m
atte
rs,
ensu
ring
all
resp
onse
s ar
e ap
prop
riat
e (m
etho
d, s
tyle
, fo
rmat
, et
c) a
nd p
rovi
ded/
rece
ived
in a
tim
ely
fash
ion.
Pla
nn
ing
an
d
Org
an
isin
g
PC4
1. A
bilit
y to
org
anis
e an
d m
anag
e ow
n w
ork
and
wor
k of
oth
ers,
bot
h op
erat
iona
lly a
nd s
trat
egic
ally
, to
mee
t co
rpor
ate
obje
ctiv
es a
nd n
atio
nal p
olic
y/ta
rget
s.C
5, G
5
2. A
bilit
y to
man
age
proj
ects
, en
suri
ng t
he n
eces
sary
res
ourc
es (
staf
f an
d no
n-st
aff)
are
ava
ilabl
e, a
nd t
hat
all
rele
vant
sta
ff a
re f
ully
info
rmed
of
thei
r re
spon
sibi
litie
s an
d ex
pect
atio
ns.
G5
3. S
ound
and
eff
ective
tim
e-m
anag
emen
t, o
rgan
isin
g an
d pr
iori
tisi
ng s
kills
and
abi
litie
s.G
5
4. A
bilit
y to
wor
k as
an
effe
ctiv
e te
am le
ader
, m
otiv
atin
g an
d en
cour
agin
g te
am m
embe
rs a
nd c
olle
ague
s as
req
uire
d.G
5
Po
licy
D
eve
lop
men
t
PC5
1. A
bilit
y to
inte
rpre
t an
d im
plem
ent
corp
orat
e po
lices
and
pro
cedu
res
and
nation
al p
olic
ies,
ada
ptin
g as
nec
essa
ry t
o m
eet
loca
l req
uire
men
ts.
C5
2. A
bilit
y to
cri
tica
lly r
evie
w,
ques
tion
or
com
men
t up
on e
xist
ing
polic
y.C
4
3. A
bilit
y to
pre
pare
new
pol
icy
to m
eet
serv
ice
or le
gisl
ativ
e ch
ange
s as
req
uire
d, t
hat
will
impa
ct t
hrou
ghou
t th
e or
gani
sation
, an
d m
ay im
pact
on
othe
r or
gani
sation
s.C
4, C
5
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. A
ble
to d
evel
op b
udge
t fo
r ow
n de
part
men
t an
d ef
fect
ivel
y m
onitor
and
con
trol
the
bud
get,
aut
hori
sing
spe
nd
agai
nst
itC
5
2. A
ble
to d
evel
op b
udge
ts f
or o
ther
dep
artm
ents
, se
rvic
es o
r pr
ogra
mm
es,
prov
idin
g us
eful
fin
anci
al a
dvic
e to
bud
get
hold
ers
to e
nabl
e th
em t
o ef
fect
ivel
y m
onitor
and
con
trol
the
m.
C5,
G3,
G
43.
Abl
e to
obt
ain
addi
tion
al f
inan
cial
res
ourc
es v
ia e
xter
nal i
ncom
e so
urce
s or
via
inte
rnal
cos
t im
prov
emen
ts.
HR
an
d
Man
ag
em
en
t
PC7
1. A
bilit
y to
eff
ective
ly m
anag
e th
e w
ork
of d
epar
tmen
t st
aff
or p
eers
to
mee
t de
part
men
tal a
nd c
orpo
rate
obj
ective
s,
prov
idin
g su
ppor
t, t
rain
ing,
gui
danc
e an
d co
nstr
uctive
fee
dbac
k as
nec
essa
ry.
C2,
C4,
G
6, G
7
2. A
bilit
y to
eva
luat
e th
e w
ork
of o
ther
indi
vidu
als
or t
eam
s, t
hrou
gh in
form
al o
r fo
rmal
app
rais
al m
etho
dolo
gies
, de
sign
ing
trai
ning
and
impr
ovem
ent
prog
ram
mes
as
nece
ssar
y.
3. L
eads
on
the
recr
uitm
ent
and
sele
ctio
n pr
oces
s fo
r al
l sta
ff w
ithi
n ow
n de
part
men
t (m
akin
g re
crui
tmen
t de
cisi
ons)
an
d pr
ovid
e us
eful
adv
ice
for
recr
uitm
ent
in o
ther
dep
artm
ents
, pr
ovid
ing
feed
back
to
cand
idat
es,
as w
ell a
s in
duct
ion
and
initia
l job
-tra
inin
g an
d pl
anni
ng f
or n
ew s
taff
mem
bers
.
4. A
bilit
y to
coo
rdin
ate
chan
ges,
and
sup
port
oth
ers
thro
ugh
chan
ge,
ensu
ring
the
y ar
e fu
lly in
form
ed a
nd p
repa
red.
5. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
rol
e of
the
Fin
ance
Dir
ecto
r.C
2, C
6,
G5,
G
66.
Kno
wle
dge
and
unde
rsta
ndin
g of
man
agem
ent
theo
ry a
nd p
ract
ise
7. K
now
ledg
e of
org
anis
atio
n st
ruct
ures
, cu
ltur
e, e
thic
s an
d va
lues
.
8. U
nder
stan
ding
of
chan
ge m
anag
emen
t as
a p
roce
ss,
and
abili
ty t
o m
anag
e an
d in
flue
nce
oper
atio
nal a
nd s
trat
egic
ch
ange
.C1,
C2,
C
6, G
5,
G6
9. K
now
ledg
e of
the
lega
l req
uire
men
ts t
o en
sure
tha
t pe
ople
are
wor
king
in a
hea
lthy
, sa
fe a
nd s
ecur
e en
viro
nmen
tC
3, G
6
10.
Kno
wle
dge
of t
he n
eed
to p
rom
ote
equa
lity
and
dive
rsit
y th
roug
hout
ow
n sp
here
of in
flue
nce.
C6,
G6
11.
Kno
wle
dge
of t
he p
rinc
iple
s an
d pr
actice
s of
coa
chin
g an
d m
ento
ring
C2,
C6,
G
6
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. E
xcel
lent
kno
wle
dge
of I
T an
d C
ompu
teri
sed
appl
icat
ions
(M
S O
ffic
e su
ite,
EC
DL,
etc
), a
nd d
ata
man
agem
ent/
prot
ection
req
uire
men
ts,
in a
pra
ctic
al f
inan
cial
env
iron
men
t.
IK1,
IK
2,
G4
2. A
bilit
y to
acc
urat
ely
man
age
fina
ncia
l and
non
-fin
anci
al d
ata
usin
g sp
read
shee
t an
d ot
her
data
base
app
licat
ions
, cr
eating
new
doc
umen
ts,
repo
rts
and
tem
plat
es f
or u
se b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t.
3. A
bilit
y to
rev
iew
and
doc
umen
t/flow
char
t w
orkf
low
pro
cess
es a
nd r
ecom
men
d im
prov
emen
ts in
pra
ctic
e, b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t, a
nd a
lso
may
impa
ct o
n ot
her
orga
nisa
tion
s.
4. A
bilit
y to
ada
pt,
desi
gn,
test
and
impl
emen
t de
part
men
t or
org
anis
atio
nal-
wid
e sy
stem
s or
pro
cess
es f
or im
prov
ing
fina
ncia
l con
trol
or
repo
rtin
g.
5. K
now
ledg
e of
how
to
inte
grat
e in
form
atio
n fr
om s
ever
al s
oftw
are
pack
ages
and
sy
stem
s, a
nd t
he c
ontr
ols
requ
ired
in
suc
h ci
rcum
stan
ces.
6. K
now
ledg
e of
how
to
prog
ram
me
soft
war
e to
pro
duce
info
rmat
ion,
e.g
. co
mpl
ex f
orm
ulae
and
str
uctu
res
of li
nked
sp
read
shee
ts,
data
base
s, e
tc.
30 31
Pro
fess
ion
al L
evel co
veri
ng
A4
C B
and
s: 7
an
d 8
a
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Li
nk
s to
KS
F
Personal Competencies & Abilities
Co
mm
un
icati
on
an
d R
ela
tio
nsh
ip
Sk
ills
PC1
1. C
omm
unic
ates
with
a ra
nge
of p
eopl
e on
a r
ange
of
diff
eren
t fina
ncia
l and
non
-fin
anci
al m
atte
rs,
in a
rel
evan
t an
d ap
prop
riat
e fo
rm a
nd m
anne
r, c
onve
ying
fin
anci
al c
once
pts
clea
rly
and
pers
uasi
vely
.
C1
2. C
omm
unic
ates
com
plex
, se
nsitiv
e or
con
tent
ious
fin
anci
al a
nd n
on-f
inan
cial
info
rmat
ion
to n
on-f
inan
cial
man
ager
s,
thro
ugh
a ra
nge
of m
edia
incl
udin
g gr
oup
mee
ting
s or
by
way
of
pres
enta
tion
s to
larg
e gr
oups
of (o
ften
sen
ior)
non
fina
nce
man
ager
s.
3. L
eads
on
the
pro-
active
man
agem
ent
of b
arri
ers
and
impr
oves
com
mun
icat
ion
and
rela
tion
ship
s be
twee
n Fi
nanc
e an
d Sen
ior
Ser
vice
Man
ager
s.
4. A
bilit
y to
neg
otia
te a
nd in
flue
nce
seni
or b
udge
t ho
lder
s or
ext
erna
l org
anis
atio
ns,
pers
uadi
ng t
hem
to
a ce
rtai
n co
urse
of ac
tion
, on
the
use
of
(sig
nifica
nt)
reso
urce
s (o
r bl
ocki
ng t
he u
se o
f re
sour
ces)
.
Kn
ow
led
ge
, Tr
ain
ing
&
Qu
ali
fica
tio
ns
PC2
1. P
redo
min
antly
NVQ
leve
l 5 a
t en
try
mov
ing
tow
ards
CC
AB q
ualif
ied
or I
IA q
ualif
ied
leve
l, hi
gher
deg
ree
qual
ific
atio
ns a
nd/o
r ex
peri
ence
.
-2.
In
dept
h sp
ecia
list
know
ledg
e, a
war
enes
s an
d ap
prec
iation
of
office
env
iron
men
t, t
echn
olog
y an
d pr
oced
ures
.
3. A
dvan
ced
com
pute
r sk
ills,
EC
DL
com
plet
ion
or s
igni
fica
nt M
S O
ffic
e ex
peri
ence
in r
elat
ion
to E
xcel
, W
ord,
Out
look
, In
tern
et E
xplo
rer
and
Pow
erPo
int.
4. I
n de
pth
spec
ialis
t kn
owle
dge
of f
inan
cial
and
acc
ount
ing
proc
edur
es a
nd s
yste
ms,
fin
anci
al a
nd n
on-f
inan
cial
as
pect
s of
NH
S le
gisl
atio
n an
d N
HS p
olic
y.
An
aly
tica
l S
kil
ls
PC3
1. A
bilit
y to
an
alys
e, in
terp
ret,
eva
luat
e an
d ap
prai
se la
rge
volu
mes
of
high
ly c
ompl
ex f
inan
cial
and
non
-fin
anci
al
man
agem
ent
info
rmat
ion,
bus
ines
s ca
ses
and
fina
ncia
l pla
ns a
nd a
ble
to p
rodu
ce s
umm
ary
brie
fing
s/re
port
s/re
com
men
dation
s to
sen
ior
non-
fina
ncia
l man
ager
s. K
now
ledg
e of
usi
ng f
orec
asting
tec
hniq
ues.
IK1,
IK
2,
G4
2. A
bilit
y to
mak
e ju
dgem
ents
and
dec
isio
ns r
egar
ding
allo
cation
of
fina
ncia
l res
ourc
es,
taki
ng in
to c
onsi
dera
tion
fina
ncia
l ris
k, w
here
the
re is
no
prec
eden
t an
d w
here
oth
er le
adin
g op
inio
ns m
ay c
onflic
t.
3. A
bilit
y to
dis
cuss
que
ries
fro
m m
anag
ers,
and
rai
se q
ueri
es w
ith
seni
or m
anag
ers
and
exte
rnal
org
anis
atio
ns,
on a
ra
nge
of h
ighl
y co
mpl
ex,
fina
ncia
l and
non
-fin
anci
al m
atte
rs,
ensu
ring
all
resp
onse
s ar
e ap
prop
riat
e (m
etho
d, s
tyle
, fo
rmat
, et
c) a
nd p
rovi
ded/
rece
ived
in a
tim
ely
fash
ion.
Pla
nn
ing
an
d
Org
an
isin
g
PC4
1. A
bilit
y to
org
anis
e an
d m
anag
e ow
n w
ork
and
wor
k of
oth
ers,
bot
h op
erat
iona
lly a
nd s
trat
egic
ally
, to
mee
t co
rpor
ate
obje
ctiv
es a
nd n
atio
nal p
olic
y/ta
rget
s.C
5, G
5
2. A
bilit
y to
man
age
proj
ects
, en
suri
ng t
he n
eces
sary
res
ourc
es (
staf
f an
d no
n-st
aff)
are
ava
ilabl
e, a
nd t
hat
all
rele
vant
sta
ff a
re f
ully
info
rmed
of
thei
r re
spon
sibi
litie
s an
d ex
pect
atio
ns.
G5
3. S
ound
and
eff
ective
tim
e-m
anag
emen
t, o
rgan
isin
g an
d pr
iori
tisi
ng s
kills
and
abi
litie
s.G
5
4. A
bilit
y to
wor
k as
an
effe
ctiv
e te
am le
ader
, m
otiv
atin
g an
d en
cour
agin
g te
am m
embe
rs a
nd c
olle
ague
s as
req
uire
d.G
5
Po
licy
D
eve
lop
men
t
PC5
1. A
bilit
y to
inte
rpre
t an
d im
plem
ent
corp
orat
e po
lices
and
pro
cedu
res
and
nation
al p
olic
ies,
ada
ptin
g as
nec
essa
ry t
o m
eet
loca
l req
uire
men
ts.
C5
2. A
bilit
y to
cri
tica
lly r
evie
w,
ques
tion
or
com
men
t up
on e
xist
ing
polic
y.C
4
3. A
bilit
y to
pre
pare
new
pol
icy
to m
eet
serv
ice
or le
gisl
ativ
e ch
ange
s as
req
uire
d, t
hat
will
impa
ct t
hrou
ghou
t th
e or
gani
sation
, an
d m
ay im
pact
on
othe
r or
gani
sation
s.C
4, C
5
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. A
ble
to d
evel
op b
udge
t fo
r ow
n de
part
men
t an
d ef
fect
ivel
y m
onitor
and
con
trol
the
bud
get,
aut
hori
sing
spe
nd
agai
nst
itC
5
2. A
ble
to d
evel
op b
udge
ts f
or o
ther
dep
artm
ents
, se
rvic
es o
r pr
ogra
mm
es,
prov
idin
g us
eful
fin
anci
al a
dvic
e to
bud
get
hold
ers
to e
nabl
e th
em t
o ef
fect
ivel
y m
onitor
and
con
trol
the
m.
C5,
G3,
G
43.
Abl
e to
obt
ain
addi
tion
al f
inan
cial
res
ourc
es v
ia e
xter
nal i
ncom
e so
urce
s or
via
inte
rnal
cos
t im
prov
emen
ts.
HR
an
d
Man
ag
em
en
t
PC7
1. A
bilit
y to
eff
ective
ly m
anag
e th
e w
ork
of d
epar
tmen
t st
aff
or p
eers
to
mee
t de
part
men
tal a
nd c
orpo
rate
obj
ective
s,
prov
idin
g su
ppor
t, t
rain
ing,
gui
danc
e an
d co
nstr
uctive
fee
dbac
k as
nec
essa
ry.
C2,
C4,
G
6, G
7
2. A
bilit
y to
eva
luat
e th
e w
ork
of o
ther
indi
vidu
als
or t
eam
s, t
hrou
gh in
form
al o
r fo
rmal
app
rais
al m
etho
dolo
gies
, de
sign
ing
trai
ning
and
impr
ovem
ent
prog
ram
mes
as
nece
ssar
y.
3. L
eads
on
the
recr
uitm
ent
and
sele
ctio
n pr
oces
s fo
r al
l sta
ff w
ithi
n ow
n de
part
men
t (m
akin
g re
crui
tmen
t de
cisi
ons)
an
d pr
ovid
e us
eful
adv
ice
for
recr
uitm
ent
in o
ther
dep
artm
ents
, pr
ovid
ing
feed
back
to
cand
idat
es,
as w
ell a
s in
duct
ion
and
initia
l job
-tra
inin
g an
d pl
anni
ng f
or n
ew s
taff
mem
bers
.
4. A
bilit
y to
coo
rdin
ate
chan
ges,
and
sup
port
oth
ers
thro
ugh
chan
ge,
ensu
ring
the
y ar
e fu
lly in
form
ed a
nd p
repa
red.
5. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
rol
e of
the
Fin
ance
Dir
ecto
r.C
2, C
6,
G5,
G
66.
Kno
wle
dge
and
unde
rsta
ndin
g of
man
agem
ent
theo
ry a
nd p
ract
ise
7. K
now
ledg
e of
org
anis
atio
n st
ruct
ures
, cu
ltur
e, e
thic
s an
d va
lues
.
8. U
nder
stan
ding
of
chan
ge m
anag
emen
t as
a p
roce
ss,
and
abili
ty t
o m
anag
e an
d in
flue
nce
oper
atio
nal a
nd s
trat
egic
ch
ange
.C1,
C2,
C
6, G
5,
G6
9. K
now
ledg
e of
the
lega
l req
uire
men
ts t
o en
sure
tha
t pe
ople
are
wor
king
in a
hea
lthy
, sa
fe a
nd s
ecur
e en
viro
nmen
tC
3, G
6
10.
Kno
wle
dge
of t
he n
eed
to p
rom
ote
equa
lity
and
dive
rsit
y th
roug
hout
ow
n sp
here
of in
flue
nce.
C6,
G6
11.
Kno
wle
dge
of t
he p
rinc
iple
s an
d pr
actice
s of
coa
chin
g an
d m
ento
ring
C2,
C6,
G
6
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. E
xcel
lent
kno
wle
dge
of I
T an
d C
ompu
teri
sed
appl
icat
ions
(M
S O
ffic
e su
ite,
EC
DL,
etc
), a
nd d
ata
man
agem
ent/
prot
ection
req
uire
men
ts,
in a
pra
ctic
al f
inan
cial
env
iron
men
t.
IK1,
IK
2,
G4
2. A
bilit
y to
acc
urat
ely
man
age
fina
ncia
l and
non
-fin
anci
al d
ata
usin
g sp
read
shee
t an
d ot
her
data
base
app
licat
ions
, cr
eating
new
doc
umen
ts,
repo
rts
and
tem
plat
es f
or u
se b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t.
3. A
bilit
y to
rev
iew
and
doc
umen
t/flow
char
t w
orkf
low
pro
cess
es a
nd r
ecom
men
d im
prov
emen
ts in
pra
ctic
e, b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t, a
nd a
lso
may
impa
ct o
n ot
her
orga
nisa
tion
s.
4. A
bilit
y to
ada
pt,
desi
gn,
test
and
impl
emen
t de
part
men
t or
org
anis
atio
nal-
wid
e sy
stem
s or
pro
cess
es f
or im
prov
ing
fina
ncia
l con
trol
or
repo
rtin
g.
5. K
now
ledg
e of
how
to
inte
grat
e in
form
atio
n fr
om s
ever
al s
oftw
are
pack
ages
and
sy
stem
s, a
nd t
he c
ontr
ols
requ
ired
in
suc
h ci
rcum
stan
ces.
6. K
now
ledg
e of
how
to
prog
ram
me
soft
war
e to
pro
duce
info
rmat
ion,
e.g
. co
mpl
ex f
orm
ulae
and
str
uctu
res
of li
nked
sp
read
shee
ts,
data
base
s, e
tc.
32 33
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Li
nk
s to
KS
FPersonal Competencies & Abilities (continued)
R&
D -
Ho
rizo
n
Sca
nn
ing
PC9
1. A
bilit
y to
que
stio
n an
d cr
itic
ally
eva
luat
e w
ider
are
as o
f w
ork
with
a vi
ew t
o im
prov
ing
perf
orm
ance
and
eff
icie
ncy
C4,
IK
2,
G2
2. A
bilit
y to
wor
k w
ith
peer
s an
d no
n-fina
nce
staf
f to
aud
it o
r be
nchm
ark
the
perf
orm
ance
of a
rang
e of
ser
vice
s
3. R
egul
ar u
se o
f in
itia
tive
and
enq
uiry
to
iden
tify
new
dev
elop
men
ts f
rom
out
side
the
org
anis
atio
n, t
hat
can
be
impl
emen
ted
inte
rnal
ly w
ithi
n th
e or
gani
sation
.
4. A
bilit
y to
res
earc
h ne
w d
evel
opm
ents
or
legi
slat
ive
chan
ges,
lead
ing
the
test
ing,
eva
luat
ion
and
impl
emen
tation
of
such
cha
nges
in a
met
hodi
cal a
nd c
ontr
olle
d m
anne
r.
Fre
ed
om
to
A
ct/U
se o
f Ju
dg
em
en
tPC10
1. W
orks
withi
n or
gani
sation
al a
nd p
rofe
ssio
nal g
uide
lines
, pr
oced
ures
, ro
utin
es a
nd n
atio
nal p
olic
y, in
terp
reting
as
nece
ssar
y to
mee
t lo
cal r
equi
rem
ents
.C
52.
Reg
ular
ly w
orks
und
er o
wn
initia
tive
, of
ten
with
limited
or
no in
stru
ctio
ns o
r gu
idan
ce.
3. R
egul
ar u
se o
f in
itia
tive
and
jud
gem
ent
in in
terp
reting
and
app
lyin
g fina
ncia
l and
non
-fin
anci
al p
olic
y, a
nd in
set
ting
an
d de
term
inin
g th
e w
ork
of o
ther
s.C
5, G
44.
Use
of in
itia
tive
and
jud
gem
ent
in a
dvis
ing
and
supp
orting
bu
dget
man
ager
s.
Inte
lle
ctu
al
Fle
xib
ilit
y
PC11
1. R
egul
arly
req
uire
d to
abs
orb
and
inte
rpre
t la
rge
quan
tities
of
high
ly c
ompl
ex f
inan
cial
and
non
-fin
anci
al d
ata
and
info
rmat
ion.
-2.
Abi
lity
to s
ee p
atte
rns
in b
asic
or
raw
dat
a, t
rans
lating
it in
to m
eani
ngfu
l inf
orm
atio
n, f
or u
se b
y no
n-fina
ncia
l m
anag
ers.
3. A
bilit
y to
reg
ular
ly m
anag
e an
d pe
rfor
m s
ever
al o
ngoi
ng t
asks
con
curr
ently,
oft
en w
ith
diff
eren
t an
d co
mpe
ting
de
man
ds.
4. A
dept
at
mov
ing
betw
een
task
s at
the
det
aile
d op
erat
iona
l lev
el a
nd h
ighe
r-le
vel s
trat
egic
thi
nkin
g or
pla
nnin
g.
Em
oti
on
al
Inte
llig
en
ce/
Re
sili
en
ce
PC12
1. A
war
e of
ow
n ab
ilities
, st
reng
ths
and
wea
knes
ses,
and
abi
lity
to r
ecog
nise
and
fos
ter
the
stre
ngth
s an
d ab
ilities
of
team
mem
bers
and
col
leag
ues.
C5
2. A
bilit
y to
rec
ogni
se o
wn
impa
ct u
pon
othe
rs (
and
vice
ver
sa),
and
ada
pt o
nes
own
styl
e as
nec
essa
ry t
o m
axim
ise
the
impa
ct t
his
has
on t
he t
eam
eth
ic a
nd s
ervi
ce d
eliv
ery
C6
3. A
ckno
wle
dgem
ent,
app
reci
atio
n an
d un
ders
tand
ing
of t
he w
ide
rang
e of
sta
ff g
roup
s, s
kills
and
per
spec
tive
s w
ithi
n th
e or
gani
sation
.C
6
4. S
tron
g-m
inde
d an
d ab
le t
o de
al w
ith
conf
lict
or n
egat
ivit
y ye
t m
aint
aini
ng a
nd in
still
ing
a pe
rsis
tent
app
roac
h to
ta
sks.
-
Pers
on
al
Eff
ect
iven
ess
an
d
Le
ad
ers
hip
PC13
1. A
ctiv
ely
purs
ues
and
man
ages
ow
n pe
rson
al d
evel
opm
ent
plan
and
pro
-act
ivel
y se
eks
lear
ning
and
dev
elop
men
t op
port
unitie
s.C
2
2. S
ound
pra
ctic
al u
nder
stan
ding
and
the
oret
ical
kno
wle
dge
of le
ader
ship
and
man
agem
ent
tech
niqu
es.
G6
3. A
ctiv
ely
iden
tifies
and
sei
zes
oppo
rtun
itie
s to
impr
ove
rela
tion
ship
s w
ith
colle
ague
s an
d pe
ers,
reg
ular
ly
volu
ntee
ring
to
take
on
new
cha
lleng
es a
nd r
espo
nsib
ilities
.-
32 33
Pro
fess
ion
al L
evel co
veri
ng
A4
C B
and
s: 7
an
d 8
aC
om
pe
ten
cy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Link
s to
K
SF
Main
Su
b
Technical Knowledge and Understanding
Str
ate
gic
Fi
nan
cial
an
d S
erv
ice
Pla
nn
ing
-
TK1
1. K
now
ledg
e of
wor
d-cl
ass
serv
ice
plan
ning
tec
hniq
ues,
inte
rnat
iona
l com
pari
sons
and
glo
bal
tren
ds in
hea
lth
and
heal
th c
are
expe
nditur
e.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
the
eco
nom
ics
of h
ealth
care
, W
ales
& U
K d
emog
raph
ics/
heal
th t
rend
s an
d th
e w
ider
eco
nom
ic a
nd p
olitic
al c
onte
xt f
or N
HS d
ecis
ion
mak
ing
in W
ales
and
the
UK
.
3. K
now
ledg
e of
man
agin
g th
e pr
imar
y-se
cond
ary
care
inte
rfac
e an
d of
kee
ping
peo
ple
out
of
hosp
ital
.
4. K
now
ledg
e of
dev
elop
ing
fina
ncia
l str
ateg
y an
d sy
stem
s, in
clud
ing
fund
ing
stra
tegi
es t
o en
sure
fina
ncia
l via
bilit
y.
5. U
nder
stan
ding
of
stra
tegi
c fina
ncia
l pla
nnin
g, w
hich
ref
lect
s lo
ng-t
erm
hea
lth
care
nee
ds a
nd
dem
ands
, pa
tien
t pa
thw
ays
of t
he f
utur
e an
d ch
angi
ng t
echn
olog
y an
d le
gisl
atio
n.
6. K
now
ledg
e of
rob
ust
long
-ter
m p
lann
ing
and
mod
ellin
g te
chni
ques
, w
hich
foc
us o
n th
e be
st u
se
of t
otal
res
ourc
es (
not
sim
ply
year
on
year
) an
d va
lue
for
mon
ey.
7. U
nder
stan
ding
of
how
to
deve
lop
stra
tegi
c se
rvic
e pl
anni
ng p
olic
y an
d sy
stem
s w
hich
ens
ure
that
loca
l hea
lth
need
s ar
e m
et a
nd t
hat
valu
e fo
r m
oney
is a
chie
ved.
8. K
now
ledg
e of
dev
elop
ing
and
man
agin
g le
gally
bin
ding
, pe
rfor
man
ce f
ocus
sed
cont
ract
s.
9. K
now
ledg
e an
d un
ders
tand
ing
of t
he t
ariff
base
d fu
ndin
g sy
stem
s in
pla
ce in
Eng
land
and
the
ir
impa
ct o
n N
HS W
ales
.
10.
Kno
wle
dge
of e
ffec
tive
dem
and
and
refe
rral
s m
anag
emen
t.
11.
Und
erst
andi
ng o
f th
e ne
ed t
o re
desi
gn s
ervi
ces
arou
nd lo
cal d
eman
ds a
nd p
rior
itie
s.
12.
Und
erst
andi
ng o
f ho
w t
o dr
ive
incr
ease
d va
lue
for
patien
ts f
rom
the
sam
e re
sour
ces.
Tech
nic
al
Acc
ou
nti
ng
Fin
an
cial
Rep
ort
ing
TK2.1
1. K
now
ledg
e of
info
rmat
ion
requ
ired
by
exte
rnal
bod
ies,
e.g
. W
AG
, U
KG
AAP,
IFR
S,
ASB,
DoH
, et
c
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e an
d ap
prec
iation
of
the
tim
etab
le a
nd a
ctio
ns in
volv
ed in
the
pro
duct
ion
and
sign
-off
of
the
Ann
ual A
ccou
nts
and
supp
orting
Fin
anci
al S
tate
men
ts
3. K
now
ledg
e an
d ex
peri
ence
of
lead
ing/
man
agin
g th
e en
tire
Ann
ual a
ccou
nts
prod
uction
pro
cess
, fr
om t
imet
able
set
ting
to
AG
M p
rese
ntat
ion.
Fin
an
cial
Man
ag
em
en
t
TK2.2
1. K
now
ledg
e an
d un
ders
tand
ing
of r
eser
ves,
pro
visi
ons
and
hold
ing
acco
unts
, an
d th
eir
appr
opri
ate
and
tim
ely
use
or a
lloca
tion
.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he r
estr
iction
s (o
r im
plic
atio
ns)
betw
een
tran
sfer
ring
fun
ds
and
cost
s be
twee
n re
venu
e, c
apit
al a
nd c
hari
tabl
e fu
nds
3. K
now
ledg
e an
d un
ders
tand
ing
of b
ench
mar
king
and
ana
lytica
l rev
iew
tec
hniq
ues
in o
rder
to
mea
sure
and
impr
ove
perf
orm
ance
in t
his
area
4. D
etai
led
know
ledg
e an
d un
ders
tand
ing
of a
ll th
e Fi
nanc
ial S
tate
men
ts,
thei
r be
nefits
and
use
s
5. K
now
ledg
e an
d ap
prec
iation
of
deve
lopi
ng W
orld
-cla
ss f
inan
cial
pol
icy,
sys
tem
s an
d pr
oces
ses
in
this
are
a
34 35
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Link
s to
K
SF
Main
Su
bTechnical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
(c
on
tin
ue
d)
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e of
usi
ng b
udge
ts f
or f
orec
asting
and
con
trol
and
of th
e na
ture
of co
ntro
l sys
tem
s.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
the
rea
sons
for
mea
suri
ng c
osts
in r
elat
ion
to p
urpo
se,
valu
atio
n, c
ost
impr
ovem
ent,
mea
sure
men
t, d
ecis
ion-
mak
ing
and
cont
rol.
3. U
nder
stan
ding
of
the
impa
ct o
f no
n-fina
ncia
l fac
tors
on
cost
ing.
4. K
now
ledg
e of
cos
ting
ski
ll-m
ix c
hang
es a
nd o
rgan
isat
iona
l res
truc
ture
s.
5. U
nder
stan
ding
of
the
impo
rtan
ce o
f an
d th
e m
etho
d fo
r co
nduc
ting
pat
ient
leve
l cos
ting
(PL
C).
6. K
now
ledg
e of
how
to
calc
ulat
e co
sts
and
com
plet
e A
ssem
bly
Cos
ting
Ret
urns
.
7. K
now
ledg
e of
dev
elop
ing
wor
ld-c
lass
bud
geting
sys
tem
s an
d pr
oces
ses
to e
nsur
e ac
cura
cy,
tim
elin
ess,
rel
evan
ce a
nd p
erfo
rman
ce im
prov
emen
t.
8. U
nder
stan
ding
of
tari
ff a
nd f
undi
ng s
yste
ms
outs
ide
NH
S W
ales
and
the
ir im
pact
on
inco
me
rece
ivab
le.
9. U
nder
stan
ding
of
Ser
vice
Lin
e Rep
orting
, Ser
vice
Lin
e M
anag
emen
t, w
hat
bene
fit
this
has
upo
n th
e or
gani
sation
and
how
suc
h a
syst
em n
eeds
to
be im
plem
ente
d an
d m
anag
ed.
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e of
tre
asur
y po
licy,
ban
k se
rvic
es,
bank
ing
rela
tion
ship
s an
d cr
edit r
atin
gs.
G4,
IK1,
IK
2
2. K
now
ledg
e of
cas
h fo
reca
stin
g an
d m
anag
emen
t te
chni
ques
, m
anag
ing
cash
flo
w,
wor
king
ca
pita
l, m
anag
ing
liqui
dity
and
pay
men
t sy
stem
s.
3. K
now
ledg
e of
ris
ks a
ssoc
iate
d w
ith
the
trea
sury
fun
ctio
n in
clud
ing
inte
rest
rat
e an
d fo
reig
n ex
chan
ge r
ate
man
agem
ent,
whe
re a
ppro
pria
te.
4. U
nder
stan
ding
of
Publ
ic D
ivid
end
Cap
ital
(PD
C),
Ext
erna
l Fin
ance
Lim
it (
EFL)
, Rev
enue
and
C
apit
al R
esou
rce
Lim
its
as a
ppro
pria
te.
Cap
ital
an
d A
sse
t A
cco
un
tin
g
TK2.5
1. U
nder
stan
ding
of
the
prin
cipl
es u
nder
pinn
ing
the
allo
cation
of ca
pita
l fun
ds a
nd li
nks
to t
he
busi
ness
pla
n.
G3,
G4,
IK
1, I
K2
2. U
nder
stan
ding
of
the
link
betw
een
capi
tal a
nd r
even
ue r
esou
rces
and
res
ourc
e lim
its
whe
re
appr
opri
ate.
3. U
nder
stan
ding
of
the
requ
irem
ents
of
busi
ness
cas
es f
or m
ajor
cap
ital
inve
stm
ent
and
how
to
test
and
ass
ess
capi
tal b
usin
ess
case
s.
4. K
now
ledg
e of
use
of
Priv
ate
Fina
nce
Initia
tive
s (P
FI)
and
Proc
ure
21 in
the
NH
S C
apit
al r
egim
e.
5. U
nder
stan
ding
of
pool
ing
fund
s ar
rang
emen
ts.
6. U
nder
stan
ding
of
the
issu
es r
egar
ding
the
impa
irm
ent
of a
sset
s an
d th
e im
pact
on
inco
me
and
expe
nditur
e, a
ccel
erat
ed d
epre
ciat
ion
and
loss
es o
n di
spos
al.
7. K
now
ledg
e of
how
to
deal
with
capi
tal a
sset
s ac
quir
ed f
rom
cha
rita
ble
dona
tion
s an
d go
vern
men
t gr
ants
.
8. K
now
ledg
e of
how
to
deve
lop
a fo
reca
st c
apit
al p
rogr
amm
e.
9. U
nder
stan
ding
of
the
anal
ysis
req
uire
d fo
r in
vest
men
t de
cisi
ons/
busi
ness
jus
tifica
tion
.
10.
Kno
wle
dge
of s
ensi
tivi
ty a
naly
sis
tool
s, n
et p
rese
nt v
alue
, in
tern
al r
ate
of r
etur
n, D
CF
met
hods
, pa
ybac
k an
d ac
coun
ting
rat
e of
ret
urn,
cap
ital
rat
ioni
ng,
who
le li
fe c
osts
, di
scou
nted
cas
h flow
s,
valu
e fo
r m
oney
.
11.
Und
erst
andi
ng o
f ho
w t
o in
terp
ret
resu
lts
of in
vest
men
t, t
akin
g no
n-fina
ncia
l fac
tors
into
co
nsid
erat
ion.
Au
dit
TK2.6
1. I
s fu
lly a
war
e of
, an
d un
ders
tand
s th
e ap
prop
riat
e go
vern
ance
arr
ange
men
ts f
or t
he w
ider
NH
S
in W
ales
, an
d in
fac
t w
ithi
n th
e w
ider
UK
.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
impl
emen
ting
and
eva
luat
ing
risk
man
agem
ent
stra
tegi
es,
at b
oth
oper
atio
nal a
nd
corp
orat
e le
vels
.
3. K
now
ledg
e an
d un
ders
tand
ing
of A
udit S
trat
egy,
and
exp
erie
nce
of p
lann
ing
and
deve
lopi
ng
Aud
it w
ork,
oft
en r
elat
ing
to s
ever
al a
ssig
nmen
ts r
unni
ng s
imul
tane
ousl
y. A
bilit
y to
ada
pt p
lans
as
req
uire
d in
ord
er t
o de
al w
ith
oper
atio
nal p
ress
ures
or
othe
r m
atte
rs a
risi
ng d
urin
g th
e au
dit
assi
gnm
ent.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to a
ppro
pria
tely
man
age
audi
t as
sign
men
ts a
nd t
asks
, en
suri
ng t
hat
the
purp
ose
and
scop
e of
the
aud
it is
ful
ly c
lari
fied
and
est
ablis
hed
in a
dvan
ce a
nd
that
all
nece
ssar
y re
sour
ces
are
iden
tified
and
pri
oritis
ed a
s re
quir
ed.
5. A
ppre
ciat
ion
of t
he n
eed
to a
dapt
aud
it p
lans
as
nece
ssar
y, t
hrou
gh d
iscu
ssio
ns w
ith
the
audi
tee
and
audi
t m
anag
er.
6. K
now
ledg
e of
the
nee
d to
pro
vide
tim
ely
and
accu
rate
info
rmat
ion
to s
uppo
rt t
he A
udit R
epor
t,
ensu
ring
tha
t al
l rec
omm
enda
tion
s an
d op
inio
n ar
e ba
sed
upon
app
ropr
iate
aud
it e
vide
nce.
7. A
ppre
ciat
ion
and
unde
rsta
ndin
g of
the
pro
cess
es r
equi
red
(dis
cuss
ions
, m
eeting
s, c
ompr
omis
e)
requ
ired
in a
gree
ing
the
fina
l Aud
it R
epor
t w
ith
the
audi
tee
and
in p
rese
ntin
g th
e Aud
it R
epor
t to
th
e Aud
it C
omm
itte
e.
8. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
com
plex
com
mun
icat
ion,
neg
otia
tion
an
d in
flue
ncin
g sk
ills
requ
ired
thr
ough
out
the
audi
t pr
oces
s, f
rom
aud
it p
lann
ing
thro
ugh
to
repo
rtin
g an
d fo
llow
-up.
Taxati
on
TK2.7
1. K
now
ledg
e of
tax
legi
slat
ion
in o
rder
to
advi
se o
ther
s on
whe
n VA
T an
d ot
her
Taxe
s sh
ould
be
char
ged/
reco
vere
d.G
4, I
K1,
IK
22.
Und
erst
andi
ng o
f in
com
e ta
x, P
AYE,
cor
pora
tion
tax
and
oth
er H
MRC le
gisl
atio
n
3. U
nder
stan
ding
of
spec
ial V
AT r
ules
, w
hich
app
ly t
o N
HS b
odie
s an
d st
ate
pena
ltie
s w
hich
may
be
impo
sed
for
a br
each
of
VAT
regu
lation
s.
Acc
ou
nts
P
ayab
le
TK2.8
At
this
leve
l, th
e AP
role
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
G4,
IK1,
IK
2
Payro
ll
TK2.9
1. K
now
ledg
e of
pen
sion
legi
slat
ion
and
paym
ents
.
G4,
IK1,
IK
2
2. K
now
ledg
e of
app
ropr
iate
per
form
ance
mea
sure
s fo
r m
onitor
ing
payr
oll e
ffec
tive
ness
.
3. U
nder
stan
ding
of
how
pay
roll
proc
esse
s in
tegr
ate
with
othe
r sy
stem
s an
d pr
oces
ses.
4. K
now
ledg
e of
pre
para
tion
of pa
yrol
l and
rec
onci
liation
of it o
n an
ann
ual b
asis
.
5. U
nder
stan
ding
of
payr
oll p
roce
sses
to
ensu
re t
hey
are
as e
ffic
ient
and
eff
ective
as
poss
ible
.
Acc
ou
nts
R
ece
ivab
le
TK2.10
At
this
leve
l, th
e AR r
ole
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
G4,
IK1,
IK
2
34 35
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Link
s to
K
SF
Main
Su
b
Technical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
(c
on
tin
ue
d)
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e of
usi
ng b
udge
ts f
or f
orec
asting
and
con
trol
and
of th
e na
ture
of co
ntro
l sys
tem
s.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
the
rea
sons
for
mea
suri
ng c
osts
in r
elat
ion
to p
urpo
se,
valu
atio
n, c
ost
impr
ovem
ent,
mea
sure
men
t, d
ecis
ion-
mak
ing
and
cont
rol.
3. U
nder
stan
ding
of
the
impa
ct o
f no
n-fina
ncia
l fac
tors
on
cost
ing.
4. K
now
ledg
e of
cos
ting
ski
ll-m
ix c
hang
es a
nd o
rgan
isat
iona
l res
truc
ture
s.
5. U
nder
stan
ding
of
the
impo
rtan
ce o
f an
d th
e m
etho
d fo
r co
nduc
ting
pat
ient
leve
l cos
ting
(PL
C).
6. K
now
ledg
e of
how
to
calc
ulat
e co
sts
and
com
plet
e A
ssem
bly
Cos
ting
Ret
urns
.
7. K
now
ledg
e of
dev
elop
ing
wor
ld-c
lass
bud
geting
sys
tem
s an
d pr
oces
ses
to e
nsur
e ac
cura
cy,
tim
elin
ess,
rel
evan
ce a
nd p
erfo
rman
ce im
prov
emen
t.
8. U
nder
stan
ding
of
tari
ff a
nd f
undi
ng s
yste
ms
outs
ide
NH
S W
ales
and
the
ir im
pact
on
inco
me
rece
ivab
le.
9. U
nder
stan
ding
of
Ser
vice
Lin
e Rep
orting
, Ser
vice
Lin
e M
anag
emen
t, w
hat
bene
fit
this
has
upo
n th
e or
gani
sation
and
how
suc
h a
syst
em n
eeds
to
be im
plem
ente
d an
d m
anag
ed.
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e of
tre
asur
y po
licy,
ban
k se
rvic
es,
bank
ing
rela
tion
ship
s an
d cr
edit r
atin
gs.
G4,
IK1,
IK
2
2. K
now
ledg
e of
cas
h fo
reca
stin
g an
d m
anag
emen
t te
chni
ques
, m
anag
ing
cash
flo
w,
wor
king
ca
pita
l, m
anag
ing
liqui
dity
and
pay
men
t sy
stem
s.
3. K
now
ledg
e of
ris
ks a
ssoc
iate
d w
ith
the
trea
sury
fun
ctio
n in
clud
ing
inte
rest
rat
e an
d fo
reig
n ex
chan
ge r
ate
man
agem
ent,
whe
re a
ppro
pria
te.
4. U
nder
stan
ding
of
Publ
ic D
ivid
end
Cap
ital
(PD
C),
Ext
erna
l Fin
ance
Lim
it (
EFL)
, Rev
enue
and
C
apit
al R
esou
rce
Lim
its
as a
ppro
pria
te.
Cap
ital
an
d A
sse
t A
cco
un
tin
g
TK2.5
1. U
nder
stan
ding
of
the
prin
cipl
es u
nder
pinn
ing
the
allo
cation
of ca
pita
l fun
ds a
nd li
nks
to t
he
busi
ness
pla
n.
G3,
G4,
IK
1, I
K2
2. U
nder
stan
ding
of
the
link
betw
een
capi
tal a
nd r
even
ue r
esou
rces
and
res
ourc
e lim
its
whe
re
appr
opri
ate.
3. U
nder
stan
ding
of
the
requ
irem
ents
of
busi
ness
cas
es f
or m
ajor
cap
ital
inve
stm
ent
and
how
to
test
and
ass
ess
capi
tal b
usin
ess
case
s.
4. K
now
ledg
e of
use
of
Priv
ate
Fina
nce
Initia
tive
s (P
FI)
and
Proc
ure
21 in
the
NH
S C
apit
al r
egim
e.
5. U
nder
stan
ding
of
pool
ing
fund
s ar
rang
emen
ts.
6. U
nder
stan
ding
of
the
issu
es r
egar
ding
the
impa
irm
ent
of a
sset
s an
d th
e im
pact
on
inco
me
and
expe
nditur
e, a
ccel
erat
ed d
epre
ciat
ion
and
loss
es o
n di
spos
al.
7. K
now
ledg
e of
how
to
deal
with
capi
tal a
sset
s ac
quir
ed f
rom
cha
rita
ble
dona
tion
s an
d go
vern
men
t gr
ants
.
8. K
now
ledg
e of
how
to
deve
lop
a fo
reca
st c
apit
al p
rogr
amm
e.
9. U
nder
stan
ding
of
the
anal
ysis
req
uire
d fo
r in
vest
men
t de
cisi
ons/
busi
ness
jus
tifica
tion
.
10.
Kno
wle
dge
of s
ensi
tivi
ty a
naly
sis
tool
s, n
et p
rese
nt v
alue
, in
tern
al r
ate
of r
etur
n, D
CF
met
hods
, pa
ybac
k an
d ac
coun
ting
rat
e of
ret
urn,
cap
ital
rat
ioni
ng,
who
le li
fe c
osts
, di
scou
nted
cas
h flow
s,
valu
e fo
r m
oney
.
11.
Und
erst
andi
ng o
f ho
w t
o in
terp
ret
resu
lts
of in
vest
men
t, t
akin
g no
n-fina
ncia
l fac
tors
into
co
nsid
erat
ion.
Au
dit
TK2.6
1. I
s fu
lly a
war
e of
, an
d un
ders
tand
s th
e ap
prop
riat
e go
vern
ance
arr
ange
men
ts f
or t
he w
ider
NH
S
in W
ales
, an
d in
fac
t w
ithi
n th
e w
ider
UK
.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
impl
emen
ting
and
eva
luat
ing
risk
man
agem
ent
stra
tegi
es,
at b
oth
oper
atio
nal a
nd
corp
orat
e le
vels
.
3. K
now
ledg
e an
d un
ders
tand
ing
of A
udit S
trat
egy,
and
exp
erie
nce
of p
lann
ing
and
deve
lopi
ng
Aud
it w
ork,
oft
en r
elat
ing
to s
ever
al a
ssig
nmen
ts r
unni
ng s
imul
tane
ousl
y. A
bilit
y to
ada
pt p
lans
as
req
uire
d in
ord
er t
o de
al w
ith
oper
atio
nal p
ress
ures
or
othe
r m
atte
rs a
risi
ng d
urin
g th
e au
dit
assi
gnm
ent.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to a
ppro
pria
tely
man
age
audi
t as
sign
men
ts a
nd t
asks
, en
suri
ng t
hat
the
purp
ose
and
scop
e of
the
aud
it is
ful
ly c
lari
fied
and
est
ablis
hed
in a
dvan
ce a
nd
that
all
nece
ssar
y re
sour
ces
are
iden
tified
and
pri
oritis
ed a
s re
quir
ed.
5. A
ppre
ciat
ion
of t
he n
eed
to a
dapt
aud
it p
lans
as
nece
ssar
y, t
hrou
gh d
iscu
ssio
ns w
ith
the
audi
tee
and
audi
t m
anag
er.
6. K
now
ledg
e of
the
nee
d to
pro
vide
tim
ely
and
accu
rate
info
rmat
ion
to s
uppo
rt t
he A
udit R
epor
t,
ensu
ring
tha
t al
l rec
omm
enda
tion
s an
d op
inio
n ar
e ba
sed
upon
app
ropr
iate
aud
it e
vide
nce.
7. A
ppre
ciat
ion
and
unde
rsta
ndin
g of
the
pro
cess
es r
equi
red
(dis
cuss
ions
, m
eeting
s, c
ompr
omis
e)
requ
ired
in a
gree
ing
the
fina
l Aud
it R
epor
t w
ith
the
audi
tee
and
in p
rese
ntin
g th
e Aud
it R
epor
t to
th
e Aud
it C
omm
itte
e.
8. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
com
plex
com
mun
icat
ion,
neg
otia
tion
an
d in
flue
ncin
g sk
ills
requ
ired
thr
ough
out
the
audi
t pr
oces
s, f
rom
aud
it p
lann
ing
thro
ugh
to
repo
rtin
g an
d fo
llow
-up.
Taxati
on
TK2.7
1. K
now
ledg
e of
tax
legi
slat
ion
in o
rder
to
advi
se o
ther
s on
whe
n VA
T an
d ot
her
Taxe
s sh
ould
be
char
ged/
reco
vere
d.G
4, I
K1,
IK
22.
Und
erst
andi
ng o
f in
com
e ta
x, P
AYE,
cor
pora
tion
tax
and
oth
er H
MRC le
gisl
atio
n
3. U
nder
stan
ding
of
spec
ial V
AT r
ules
, w
hich
app
ly t
o N
HS b
odie
s an
d st
ate
pena
ltie
s w
hich
may
be
impo
sed
for
a br
each
of
VAT
regu
lation
s.
Acc
ou
nts
P
ayab
le
TK2.8
At
this
leve
l, th
e AP
role
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
G4,
IK1,
IK
2
Payro
ll
TK2.9
1. K
now
ledg
e of
pen
sion
legi
slat
ion
and
paym
ents
.
G4,
IK1,
IK
2
2. K
now
ledg
e of
app
ropr
iate
per
form
ance
mea
sure
s fo
r m
onitor
ing
payr
oll e
ffec
tive
ness
.
3. U
nder
stan
ding
of
how
pay
roll
proc
esse
s in
tegr
ate
with
othe
r sy
stem
s an
d pr
oces
ses.
4. K
now
ledg
e of
pre
para
tion
of pa
yrol
l and
rec
onci
liation
of it o
n an
ann
ual b
asis
.
5. U
nder
stan
ding
of
payr
oll p
roce
sses
to
ensu
re t
hey
are
as e
ffic
ient
and
eff
ective
as
poss
ible
.
Acc
ou
nts
R
ece
ivab
le
TK2.10
At
this
leve
l, th
e AR r
ole
is m
ore
wid
ely
rela
ted
to t
he m
anag
emen
t of
the
fun
ctio
n, a
nd a
s su
ch
the
skill
s re
quir
ed a
re t
hem
selv
es m
ore
corp
orat
e. R
efer
to
Com
pete
ncie
s fo
r Fi
nanc
ial R
epor
ting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
G4,
IK1,
IK
2
36 37
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Link
s to
K
SF
Main
Su
bTechnical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
(c
on
tin
ue
d)
Fin
an
cial
Sys
tem
s
TK2.11
1. U
nder
stan
ding
of
how
IT
can
enha
nce
prod
uctivi
ty,
deci
sion
mak
ing,
con
trol
and
co
mm
unic
atio
ns w
ithi
n fina
nce
and
the
wid
er o
rgan
isat
ion.
IK1,
IK
2
2. K
now
ledg
e of
the
lega
l fra
mew
ork
withi
n w
hich
IT
syst
ems
are
used
and
the
con
trol
s re
quir
ed
withi
n IM
T co
ntra
cts
(ESC
RO
W,
Dis
aste
r Rec
over
y, C
onting
ency
Pla
nnin
g, P
erfo
rman
ce
Man
agem
ent,
etc
)
3. K
now
ledg
e of
how
to
proj
ect
man
age
the
intr
oduc
tion
of ne
w f
inan
ce s
yste
ms,
wor
king
acr
oss
both
cor
pora
te a
nd s
ervi
ce d
epar
tmen
ts
4. K
now
ledg
e of
dev
elop
ing
fina
nce
soft
war
e ap
plic
atio
ns f
or o
ther
s to
use
(e.
g. s
prea
dshe
ets
and
data
base
s.)
Fin
an
cial &
C
orp
ora
te
Go
vern
an
ce
Gen
era
l K
no
wle
dg
e o
f G
ove
rnan
ce
TK3.1
1. K
now
ledg
e of
the
sta
tuto
ry g
over
nanc
e re
quir
emen
ts o
f ow
n or
gani
sation
, of
the
reg
ulat
ory
fram
ewor
k, v
olun
tary
cod
es,
audi
ting
and
sta
tuto
ry r
equi
rem
ents
and
fin
anci
al r
epor
ting
re
quir
emen
ts.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
the
natu
re o
f co
rpor
ate
soci
al r
espo
nsib
ility
and
of so
cial
and
env
iron
men
tal
issu
es w
ithi
n co
rpor
ate
gove
rnan
ce.
3. K
now
ledg
e of
a v
arie
ty o
f m
odel
s an
d th
eori
es o
f co
rpor
ate
gove
rnan
ce.
4. K
now
ledg
e of
how
to
deve
lop
an A
ssur
ance
Fra
mew
ork
to u
nder
pin
the
Sta
tem
ents
of In
tern
al
Con
trol
.
5. K
now
ledg
e of
boa
rd r
equi
rem
ents
for
info
rmat
ion
rela
ting
to
corp
orat
e go
vern
ance
.
Ro
le o
f B
oard
TK3.2
1. U
nder
stan
ding
of
the
role
of th
e bo
ard
in le
ader
ship
, pr
omot
ing
the
valu
es a
nd c
ultu
re o
f th
e or
gani
sation
and
in s
take
hold
er m
anag
emen
t.C
4, C
5,
IK1,
IK
2
Perf
orm
an
ce
Man
ag
em
en
t
TK3.3
1. K
now
ledg
e of
met
hods
and
tec
hniq
ues
for
stra
tegi
c pe
rfor
man
ce m
anag
emen
t.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
tech
niqu
es f
or s
ervi
ce li
ne r
epor
ting
and
pro
gram
me
budg
etin
g.
3. K
now
ledg
e of
pre
pari
ng c
ompl
ex f
inan
cial
per
form
ance
man
agem
ent
mea
sure
s/re
port
s.
4. K
now
ledg
e of
pre
pari
ng f
inan
cial
per
form
ance
impr
ovem
ent
plan
s.
5. U
nder
stan
ding
of
wea
knes
ses
in p
erfo
rman
ce m
anag
emen
t sy
stem
s an
d pr
oces
ses.
Ris
k
Man
ag
em
en
t
TK3.4
1. K
now
ledg
e of
the
reg
ulat
ory
fram
ewor
k fo
r ri
sk m
anag
emen
t an
d of
the
rol
e of
aud
it.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
how
a r
isk
man
agem
ent
proc
ess
wor
ks.
3. K
now
ledg
e of
the
nat
ure
of f
inan
cial
ris
k an
d th
e m
ain
tech
niqu
es in
volv
ed in
man
agin
g it.
4. K
now
ledg
e of
the
nat
ure
of o
pera
tion
al r
isk
(peo
ple,
pro
cess
es,
syst
ems,
eve
nts,
bus
ines
s).
Bu
sin
ess
Sk
ills
an
d E
xte
rnal
Fo
cus
-
TK4
1. K
now
ledg
e of
pro
duci
ng a
bus
ines
s pl
an o
r bu
sine
ss c
ase/
just
ific
atio
n.
C4,
C5,
IK
2
2. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o an
alys
is a
nd p
rese
nt c
ompl
ex f
inan
cial
info
rmat
ion
in a
w
ay w
hich
fac
ilities
bus
ines
s fo
cuss
ed,
stra
tegi
c de
cisi
on m
akin
g by
the
boa
rd a
nd o
ther
non
-fina
nce
exec
utiv
es.
3. U
nder
stan
ding
of
serv
ice
and
busi
ness
impr
ovem
ent
tech
niqu
es (
6-S
igm
a, L
EAN
, Pr
oces
s M
appi
ng)
4. K
now
ledg
e an
d un
ders
tand
ing
of r
even
ue g
ener
atio
n st
rate
gies
and
tec
hniq
ues
to m
axim
ise
the
use
of a
sset
s an
d th
e va
lue
for
mon
ey d
eriv
ed f
rom
ass
ets
to m
axim
ise
qual
ity
and
bene
fits
for
pa
tien
ts.
5. K
now
ledg
e of
how
sta
keho
lder
gro
ups
wor
k an
d af
fect
the
org
anis
atio
n.
Pro
ject
M
an
ag
em
en
t an
d I
nn
ovati
on
-
TK5
1. K
now
ledg
e of
com
plex
pro
ject
man
agem
ent
tech
niqu
es,
and
expe
rien
ce o
f m
anag
ing
a co
mpl
ex
proj
ect,
eithe
r w
ithi
n ow
n or
gani
sation
or
acro
ss m
ultipl
e or
gani
sation
s.
G5
2. K
now
ledg
e of
the
pro
cess
of m
anag
ing
a pr
ojec
t an
d th
e im
port
ance
of ef
fect
ive
com
mun
icat
ion
with
all s
take
hold
ers.
3. K
now
ledg
e of
how
to
prod
uce
a pr
ojec
t pl
an f
or a
com
plex
pro
ject
, en
suri
ng a
ll re
sour
ces
(per
sonn
el a
nd f
inan
cial
) ar
e ut
ilise
d to
the
ir m
axim
um e
ffec
t
Tech
nic
al L
evel co
veri
ng
A4
C B
and
s: 4
, 5
an
d 6
Co
mp
ete
ncy
Re
f.D
escr
iption
of
Com
pete
ncy
and
Ski
llsLi
nk
s to
KS
F
Personal Competencies & Abilities
Co
mm
un
icati
on
an
d R
ela
tio
nsh
ip
Sk
ills
PC1
1. C
omm
unic
ates
with
a ra
nge
of p
eopl
e on
a r
ange
of
diff
eren
t fina
ncia
l mat
ters
, in
a r
elev
ant
and
appr
opri
ate
form
an
d m
anne
r
C1
2. C
omm
unic
ates
com
plex
fin
anci
al in
form
atio
n to
non
-fin
anci
al m
anag
ers,
thr
ough
a r
ange
of m
edia
incl
udin
g gr
oup
mee
ting
s or
by
way
of
pres
enta
tion
s.
3. A
ctiv
ely
and
cons
truc
tive
ly m
anag
es b
arri
ers
and
impr
oves
com
mun
icat
ion
and
rela
tion
ship
s be
twee
n Fi
nanc
e an
d Ser
vice
man
ager
s.
4. A
bilit
y to
neg
otia
te a
nd/o
r in
flue
nce,
par
ticu
larl
y w
ith
rega
rds
to t
he u
se o
f re
sour
ces
(or
bloc
king
the
use
of
reso
urce
s).
Kn
ow
led
ge
, Tr
ain
ing
&
Qu
ali
fica
tio
ns
PC2
1. P
redo
min
antly
NVQ
leve
l 4 a
t en
try
mov
ing
tow
ards
AAT
qua
lifie
d (o
r te
chni
cian
) or
IIA
(Aud
it) d
iplo
ma
leve
l.
-2.
Sou
nd k
now
ledg
e, a
war
enes
s an
d ap
prec
iation
of
office
env
iron
men
t, t
echn
olog
y an
d pr
oced
ures
.
3. A
dvan
ced
com
pute
r sk
ills,
EC
DL
com
plet
ion
or s
igni
fica
nt M
S O
ffic
e ex
peri
ence
in r
elat
ion
to E
xcel
, W
ord,
Out
look
, In
tern
et E
xplo
rer
and
Pow
erPo
int.
4. S
ound
kno
wle
dge
of c
ompu
teri
sed
fina
nce
and
acco
unting
sys
tem
s, f
eede
rs a
nd in
par
ticu
lar
the
repo
rtin
g sy
stem
s.
An
aly
tica
l S
kil
ls
PC3
1. A
bilit
y to
inve
stig
ate,
ana
lyse
and
inte
rpre
t fina
ncia
l and
man
agem
ent
acco
unting
dat
a, u
nder
taki
ng v
aria
nce
anal
ysis
.
IK1,
IK
2,
G4
2. A
bilit
y to
pre
pare
fin
anci
al a
nd w
ritt
en r
epor
ts a
nd f
orec
asts
bas
ed u
pon
on f
indi
ngs,
for
use
bot
h w
ithi
n an
d ou
tsid
e Fi
nanc
e.
3. A
bilit
y to
dis
cuss
que
ries
fro
m m
anag
ers,
and
rai
se q
ueri
es w
ith
man
ager
s, o
n a
rang
e of
fin
anci
al m
atte
rs,
ensu
ring
all
resp
onse
s ar
e ap
prop
riat
e (m
etho
d, s
tyle
, fo
rmat
, et
c) a
nd p
rovi
ded/
rece
ived
in a
tim
ely
fash
ion.
4. R
egul
arly
car
ry o
ut d
etai
led
and
com
plex
fin
anci
al in
vest
igat
ions
, an
alys
is,
calc
ulat
ions
and
pro
ject
ions
, ba
sed
upon
a
rang
e of
pos
sibl
e ac
tion
s or
opt
ions
. U
nder
take
‘wha
t-if’ a
naly
sis,
or
cost
ing
option
s an
d pr
opos
als
for
the
use
of
limited
fin
anci
al r
esou
rces
.
36 37
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Link
s to
K
SF
Main
Su
b
Technical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
(c
on
tin
ue
d)
Fin
an
cial
Sys
tem
s
TK2.11
1. U
nder
stan
ding
of
how
IT
can
enha
nce
prod
uctivi
ty,
deci
sion
mak
ing,
con
trol
and
co
mm
unic
atio
ns w
ithi
n fina
nce
and
the
wid
er o
rgan
isat
ion.
IK1,
IK
2
2. K
now
ledg
e of
the
lega
l fra
mew
ork
withi
n w
hich
IT
syst
ems
are
used
and
the
con
trol
s re
quir
ed
withi
n IM
T co
ntra
cts
(ESC
RO
W,
Dis
aste
r Rec
over
y, C
onting
ency
Pla
nnin
g, P
erfo
rman
ce
Man
agem
ent,
etc
)
3. K
now
ledg
e of
how
to
proj
ect
man
age
the
intr
oduc
tion
of ne
w f
inan
ce s
yste
ms,
wor
king
acr
oss
both
cor
pora
te a
nd s
ervi
ce d
epar
tmen
ts
4. K
now
ledg
e of
dev
elop
ing
fina
nce
soft
war
e ap
plic
atio
ns f
or o
ther
s to
use
(e.
g. s
prea
dshe
ets
and
data
base
s.)
Fin
an
cial &
C
orp
ora
te
Go
vern
an
ce
Gen
era
l K
no
wle
dg
e o
f G
ove
rnan
ce
TK3.1
1. K
now
ledg
e of
the
sta
tuto
ry g
over
nanc
e re
quir
emen
ts o
f ow
n or
gani
sation
, of
the
reg
ulat
ory
fram
ewor
k, v
olun
tary
cod
es,
audi
ting
and
sta
tuto
ry r
equi
rem
ents
and
fin
anci
al r
epor
ting
re
quir
emen
ts.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
the
natu
re o
f co
rpor
ate
soci
al r
espo
nsib
ility
and
of so
cial
and
env
iron
men
tal
issu
es w
ithi
n co
rpor
ate
gove
rnan
ce.
3. K
now
ledg
e of
a v
arie
ty o
f m
odel
s an
d th
eori
es o
f co
rpor
ate
gove
rnan
ce.
4. K
now
ledg
e of
how
to
deve
lop
an A
ssur
ance
Fra
mew
ork
to u
nder
pin
the
Sta
tem
ents
of In
tern
al
Con
trol
.
5. K
now
ledg
e of
boa
rd r
equi
rem
ents
for
info
rmat
ion
rela
ting
to
corp
orat
e go
vern
ance
.
Ro
le o
f B
oard
TK3.2
1. U
nder
stan
ding
of
the
role
of th
e bo
ard
in le
ader
ship
, pr
omot
ing
the
valu
es a
nd c
ultu
re o
f th
e or
gani
sation
and
in s
take
hold
er m
anag
emen
t.C
4, C
5,
IK1,
IK
2
Perf
orm
an
ce
Man
ag
em
en
t
TK3.3
1. K
now
ledg
e of
met
hods
and
tec
hniq
ues
for
stra
tegi
c pe
rfor
man
ce m
anag
emen
t.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
tech
niqu
es f
or s
ervi
ce li
ne r
epor
ting
and
pro
gram
me
budg
etin
g.
3. K
now
ledg
e of
pre
pari
ng c
ompl
ex f
inan
cial
per
form
ance
man
agem
ent
mea
sure
s/re
port
s.
4. K
now
ledg
e of
pre
pari
ng f
inan
cial
per
form
ance
impr
ovem
ent
plan
s.
5. U
nder
stan
ding
of
wea
knes
ses
in p
erfo
rman
ce m
anag
emen
t sy
stem
s an
d pr
oces
ses.
Ris
k
Man
ag
em
en
t
TK3.4
1. K
now
ledg
e of
the
reg
ulat
ory
fram
ewor
k fo
r ri
sk m
anag
emen
t an
d of
the
rol
e of
aud
it.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
how
a r
isk
man
agem
ent
proc
ess
wor
ks.
3. K
now
ledg
e of
the
nat
ure
of f
inan
cial
ris
k an
d th
e m
ain
tech
niqu
es in
volv
ed in
man
agin
g it.
4. K
now
ledg
e of
the
nat
ure
of o
pera
tion
al r
isk
(peo
ple,
pro
cess
es,
syst
ems,
eve
nts,
bus
ines
s).
Bu
sin
ess
Sk
ills
an
d E
xte
rnal
Fo
cus
-
TK4
1. K
now
ledg
e of
pro
duci
ng a
bus
ines
s pl
an o
r bu
sine
ss c
ase/
just
ific
atio
n.
C4,
C5,
IK
2
2. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o an
alys
is a
nd p
rese
nt c
ompl
ex f
inan
cial
info
rmat
ion
in a
w
ay w
hich
fac
ilities
bus
ines
s fo
cuss
ed,
stra
tegi
c de
cisi
on m
akin
g by
the
boa
rd a
nd o
ther
non
-fina
nce
exec
utiv
es.
3. U
nder
stan
ding
of
serv
ice
and
busi
ness
impr
ovem
ent
tech
niqu
es (
6-S
igm
a, L
EAN
, Pr
oces
s M
appi
ng)
4. K
now
ledg
e an
d un
ders
tand
ing
of r
even
ue g
ener
atio
n st
rate
gies
and
tec
hniq
ues
to m
axim
ise
the
use
of a
sset
s an
d th
e va
lue
for
mon
ey d
eriv
ed f
rom
ass
ets
to m
axim
ise
qual
ity
and
bene
fits
for
pa
tien
ts.
5. K
now
ledg
e of
how
sta
keho
lder
gro
ups
wor
k an
d af
fect
the
org
anis
atio
n.
Pro
ject
M
an
ag
em
en
t an
d I
nn
ovati
on
-
TK5
1. K
now
ledg
e of
com
plex
pro
ject
man
agem
ent
tech
niqu
es,
and
expe
rien
ce o
f m
anag
ing
a co
mpl
ex
proj
ect,
eithe
r w
ithi
n ow
n or
gani
sation
or
acro
ss m
ultipl
e or
gani
sation
s.
G5
2. K
now
ledg
e of
the
pro
cess
of m
anag
ing
a pr
ojec
t an
d th
e im
port
ance
of ef
fect
ive
com
mun
icat
ion
with
all s
take
hold
ers.
3. K
now
ledg
e of
how
to
prod
uce
a pr
ojec
t pl
an f
or a
com
plex
pro
ject
, en
suri
ng a
ll re
sour
ces
(per
sonn
el a
nd f
inan
cial
) ar
e ut
ilise
d to
the
ir m
axim
um e
ffec
t
Tech
nic
al L
evel co
veri
ng
A4
C B
and
s: 4
, 5
an
d 6
Co
mp
ete
ncy
Re
f.D
escr
iption
of
Com
pete
ncy
and
Ski
llsLi
nk
s to
KS
F
Personal Competencies & Abilities
Co
mm
un
icati
on
an
d R
ela
tio
nsh
ip
Sk
ills
PC1
1. C
omm
unic
ates
with
a ra
nge
of p
eopl
e on
a r
ange
of
diff
eren
t fina
ncia
l mat
ters
, in
a r
elev
ant
and
appr
opri
ate
form
an
d m
anne
r
C1
2. C
omm
unic
ates
com
plex
fin
anci
al in
form
atio
n to
non
-fin
anci
al m
anag
ers,
thr
ough
a r
ange
of m
edia
incl
udin
g gr
oup
mee
ting
s or
by
way
of
pres
enta
tion
s.
3. A
ctiv
ely
and
cons
truc
tive
ly m
anag
es b
arri
ers
and
impr
oves
com
mun
icat
ion
and
rela
tion
ship
s be
twee
n Fi
nanc
e an
d Ser
vice
man
ager
s.
4. A
bilit
y to
neg
otia
te a
nd/o
r in
flue
nce,
par
ticu
larl
y w
ith
rega
rds
to t
he u
se o
f re
sour
ces
(or
bloc
king
the
use
of
reso
urce
s).
Kn
ow
led
ge
, Tr
ain
ing
&
Qu
ali
fica
tio
ns
PC2
1. P
redo
min
antly
NVQ
leve
l 4 a
t en
try
mov
ing
tow
ards
AAT
qua
lifie
d (o
r te
chni
cian
) or
IIA
(Aud
it) d
iplo
ma
leve
l.
-2.
Sou
nd k
now
ledg
e, a
war
enes
s an
d ap
prec
iation
of
office
env
iron
men
t, t
echn
olog
y an
d pr
oced
ures
.
3. A
dvan
ced
com
pute
r sk
ills,
EC
DL
com
plet
ion
or s
igni
fica
nt M
S O
ffic
e ex
peri
ence
in r
elat
ion
to E
xcel
, W
ord,
Out
look
, In
tern
et E
xplo
rer
and
Pow
erPo
int.
4. S
ound
kno
wle
dge
of c
ompu
teri
sed
fina
nce
and
acco
unting
sys
tem
s, f
eede
rs a
nd in
par
ticu
lar
the
repo
rtin
g sy
stem
s.
An
aly
tica
l S
kil
ls
PC3
1. A
bilit
y to
inve
stig
ate,
ana
lyse
and
inte
rpre
t fina
ncia
l and
man
agem
ent
acco
unting
dat
a, u
nder
taki
ng v
aria
nce
anal
ysis
.
IK1,
IK
2,
G4
2. A
bilit
y to
pre
pare
fin
anci
al a
nd w
ritt
en r
epor
ts a
nd f
orec
asts
bas
ed u
pon
on f
indi
ngs,
for
use
bot
h w
ithi
n an
d ou
tsid
e Fi
nanc
e.
3. A
bilit
y to
dis
cuss
que
ries
fro
m m
anag
ers,
and
rai
se q
ueri
es w
ith
man
ager
s, o
n a
rang
e of
fin
anci
al m
atte
rs,
ensu
ring
all
resp
onse
s ar
e ap
prop
riat
e (m
etho
d, s
tyle
, fo
rmat
, et
c) a
nd p
rovi
ded/
rece
ived
in a
tim
ely
fash
ion.
4. R
egul
arly
car
ry o
ut d
etai
led
and
com
plex
fin
anci
al in
vest
igat
ions
, an
alys
is,
calc
ulat
ions
and
pro
ject
ions
, ba
sed
upon
a
rang
e of
pos
sibl
e ac
tion
s or
opt
ions
. U
nder
take
‘wha
t-if’ a
naly
sis,
or
cost
ing
option
s an
d pr
opos
als
for
the
use
of
limited
fin
anci
al r
esou
rces
.
38 39
Co
mp
ete
ncy
Re
f.D
escr
iption
of
Com
pete
ncy
and
Ski
llsLi
nk
s to
KS
FPersonal Competencies & Abilities (continued)
Pla
nn
ing
an
d
Org
an
isin
g
PC4
1. A
bilit
y to
org
anis
e an
d m
anag
e ow
n w
ork
and
wor
k of
oth
ers
on b
oth
a sh
ort
and
med
ium
ter
m b
asis
, ad
heri
ng t
o po
licie
s an
d pr
oced
ures
and
ens
urin
g al
l rel
evan
t tim
esca
les
are
met
.C
5, G
5
2. A
bilit
y to
pla
n ta
sks
or p
roje
cts,
ens
urin
g th
e ne
cess
ary
reso
urce
s (s
taff
and
non
-sta
ff)
are
avai
labl
e, a
nd t
hat
all
rele
vant
sta
ff a
re f
ully
info
rmed
of
thei
r re
spon
sibi
litie
s an
d ex
pect
atio
ns.
G5
3. S
ound
s tim
e-m
anag
emen
t, o
rgan
isin
g an
d pr
iori
tisi
ng s
kills
and
abi
litie
s.G
5
4. A
bilit
y to
wor
k as
bot
h an
eff
ective
tea
m m
embe
r an
d te
am le
ader
as
nece
ssar
y.G
5
Po
licy
D
eve
lop
men
t PC5
1. A
bilit
y to
inte
rpre
t an
d im
plem
ent
polic
ies
and
proc
edur
es.
C5
2. A
bilit
y to
cri
tica
lly r
evie
w,
ques
tion
or
com
men
t up
on e
xist
ing
polic
y.C
4
3. A
bilit
y to
pre
pare
new
pol
icy
to m
eet
serv
ice
or le
gisl
ativ
e ch
ange
s as
req
uire
d, w
hich
may
ext
end
thro
ugho
ut t
he
orga
nisa
tion
.C
4, C
5
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. O
bser
ves
and
mai
ntai
ns a
per
sona
l dut
y of
car
e in
rel
atio
n to
the
use
of re
sour
ces,
and
ens
ures
tha
t ot
hers
als
o do
so.
C5
2. A
bilit
y to
pre
pare
and
mai
ntai
n co
mpl
ete,
acc
urat
e an
d tim
ely
fina
ncia
l rec
ords
and
sta
tem
ents
in r
elat
ion
to t
he
man
agem
ent
of r
esou
rces
, fo
r ex
ampl
e co
ntro
l acc
ount
rec
onci
liation
s, b
ench
mar
king
ana
lysi
s, b
udge
t se
ttin
g, o
r pr
oces
s re
view
/Aud
it r
epor
ts.
C5,
G3,
G
43.
Act
as
a bu
dget
hol
der, a
ppro
ving
and
man
agin
g th
e ef
fici
ent
use
of r
esou
rces
.
HR
an
d
Man
ag
em
en
t
PC7
1. A
bilit
y to
man
age
and
coor
dina
te w
ork
of jun
ior
staf
f or
pee
rs,
prov
idin
g su
ppor
t, t
rain
ing,
gui
danc
e an
d co
nstr
uctive
fee
dbac
k as
nec
essa
ry.
C2,
C4,
G
6, G
72.
Abi
lity
to e
valu
ate
the
wor
k of
oth
er in
divi
dual
s or
tea
ms,
thr
ough
info
rmal
or
form
al a
ppra
isal
met
hodo
logi
es,
desi
gnin
g tr
aini
ng a
nd im
prov
emen
t pr
ogra
mm
es a
s ne
cess
ary.
3. C
ontr
ibut
es t
o th
e re
crui
tmen
t an
d se
lect
ion
proc
ess,
pro
vidi
ng f
eedb
ack
to c
andi
date
s, a
s w
ell a
s in
duct
ion
and
initia
l job
-tra
inin
g an
d pl
anni
ng f
or n
ew s
taff
mem
bers
.G
6
4. A
bilit
y to
coo
rdin
ate
chan
ges,
and
sup
port
oth
ers
thro
ugh
chan
ge,
ensu
ring
the
y ar
e fu
lly in
form
ed a
nd p
repa
red.
C2,
C4,
G
6, G
7
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. E
xcel
lent
kno
wle
dge
of I
T an
d C
ompu
teri
sed
appl
icat
ions
(M
S O
ffic
e su
ite,
EC
DL,
etc
), a
nd d
ata
man
agem
ent/
prot
ection
req
uire
men
ts,
in a
pra
ctic
al f
inan
cial
env
iron
men
t.
2. A
bilit
y to
acc
urat
ely
man
age
fina
ncia
l and
non
-fin
anci
al d
ata
usin
g sp
read
shee
t an
d ot
her
data
base
app
licat
ions
, cr
eating
new
doc
umen
ts,
repo
rts
and
tem
plat
es f
or u
se b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t.IK
1, I
K2,
G
4
3. A
bilit
y to
rev
iew
and
doc
umen
t/flow
char
t w
orkf
low
pro
cess
es a
nd r
ecom
men
d im
prov
emen
ts in
pra
ctic
e, b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t.
4. A
bilit
y to
ada
pt,
desi
gn,
test
and
impl
emen
t de
part
men
t or
org
anis
atio
nal-
wid
e sy
stem
s or
pro
cess
es f
or im
prov
ing
fina
ncia
l con
trol
or
repo
rtin
g.
R&
D -
Ho
rizo
n
Sca
nn
ing
PC9
1. A
bilit
y to
que
stio
n an
d cr
itic
ally
eva
luat
e w
ider
are
as o
f w
ork
with
a vi
ew t
o im
prov
ing
perf
orm
ance
and
eff
icie
ncy
C4,
IK
2,
G2
2. A
bilit
y to
wor
k w
ith
peer
s an
d no
n-fina
nce
staf
f to
aud
it o
r be
nchm
ark
the
perf
orm
ance
of a
rang
e of
ser
vice
s
3. R
egul
ar u
se o
f in
itia
tive
and
enq
uiry
to
iden
tify
new
dev
elop
men
ts f
rom
out
side
the
org
anis
atio
n, t
hat
can
be
impl
emen
ted
inte
rnal
ly w
ithi
n th
e or
gani
sation
.
4. A
bilit
y to
res
earc
h ne
w d
evel
opm
ents
or
legi
slat
ive
chan
ges,
lead
ing
the
test
ing,
eva
luat
ion
and
impl
emen
tation
of
such
cha
nges
in a
met
hodi
cal a
nd c
ontr
olle
d m
anne
r.
Fre
ed
om
to
A
ct/
Use
of
Jud
gem
en
t
PC10
1. W
orks
withi
n or
gani
sation
al a
nd p
rofe
ssio
nal g
uide
lines
, pr
oced
ures
, an
d ro
utin
es.
C5
2. R
egul
arly
wor
ks u
nder
ow
n in
itia
tive
, of
ten
follo
win
g a
limited
set
of
inst
ruct
ions
or
guid
elin
es
3. R
egul
ar u
se o
f in
itia
tive
and
jud
gem
ent
in in
terp
reting
and
app
lyin
g fina
ncia
l pol
icy,
and
in s
etting
and
det
erm
inin
g th
e w
ork
of o
ther
s.C
5, G
44.
Use
of in
itia
tive
and
jud
gem
ent
in a
dvis
ing
and
supp
orting
bu
dget
man
ager
s.
Inte
lle
ctu
al
Fle
xib
ilit
y
PC11
1. R
egul
arly
req
uire
d to
abs
orb
and
inte
rpre
t la
rge
quan
tities
of
com
plex
fin
anci
al d
ata
and
info
rmat
ion.
-
2. A
bilit
y to
see
pat
tern
s in
bas
ic o
r ra
w d
ata,
tra
nsla
ting
it in
to m
eani
ngfu
l inf
orm
atio
n, f
or u
se b
y no
n-fina
ncia
l m
anag
ers
3. A
bilit
y to
reg
ular
ly m
anag
e an
d pe
rfor
m s
ever
al o
ngoi
ng t
asks
con
curr
ently,
oft
en w
ith
diff
eren
t an
d co
mpe
ting
de
man
ds.
4. A
dept
at
mov
ing
betw
een
task
s at
the
det
aile
d op
erat
iona
l lev
el a
nd h
ighe
r-le
vel s
trat
egic
thi
nkin
g or
pla
nnin
g.
Em
oti
on
al
Inte
llig
en
ce/
Re
sili
en
ce
PC12
1. A
war
e of
ow
n ab
ilities
, st
reng
ths
and
wea
knes
ses,
and
abi
lity
to r
ecog
nise
and
fos
ter
the
stre
ngth
s an
d ab
ilities
of
team
mem
bers
and
col
leag
ues.
C5
2. A
bilit
y to
rec
ogni
se o
wn
impa
ct u
pon
othe
rs (
and
vice
ver
sa),
and
ada
pt o
nes
own
styl
e as
nec
essa
ry t
o m
axim
ise
the
impa
ct t
his
has
on t
he t
eam
eth
ic a
nd s
ervi
ce d
eliv
ery
C6
3. A
ckno
wle
dgem
ent,
app
reci
atio
n an
d un
ders
tand
ing
of t
he w
ide
rang
e of
sta
ff g
roup
s, s
kills
and
per
spec
tive
s w
ithi
n th
e or
gani
sation
.C
6
4. S
tron
g-m
inde
d an
d ab
le t
o de
al w
ith
conf
lict
or n
egat
ivit
y ye
t m
aint
aini
ng a
nd in
still
ing
a pe
rsis
tent
app
roac
h to
ta
sks.
-
Pers
on
al
Eff
ect
iven
ess
an
d
Le
ad
ers
hip
PC13
1. A
ctiv
ely
purs
ues
and
man
ages
ow
n pe
rson
al d
evel
opm
ent
plan
and
pro
-act
ivel
y se
eks
lear
ning
and
dev
elop
men
t op
port
unitie
s.C
2
2. S
ound
pra
ctic
al u
nder
stan
ding
and
the
oret
ical
kno
wle
dge
of le
ader
ship
and
man
agem
ent
tech
niqu
es.
G7
3. A
ctiv
ely
iden
tifies
and
sei
zes
oppo
rtun
itie
s to
impr
ove
rela
tion
ship
s w
ith
colle
ague
s an
d pe
ers,
reg
ular
ly
volu
ntee
ring
to
take
on
new
cha
lleng
es a
nd r
espo
nsib
ilities
.G
7
38 39
Co
mp
ete
ncy
Re
f.D
escr
iption
of
Com
pete
ncy
and
Ski
llsLi
nk
s to
KS
F
Personal Competencies & Abilities (continued)
Pla
nn
ing
an
d
Org
an
isin
g
PC4
1. A
bilit
y to
org
anis
e an
d m
anag
e ow
n w
ork
and
wor
k of
oth
ers
on b
oth
a sh
ort
and
med
ium
ter
m b
asis
, ad
heri
ng t
o po
licie
s an
d pr
oced
ures
and
ens
urin
g al
l rel
evan
t tim
esca
les
are
met
.C
5, G
5
2. A
bilit
y to
pla
n ta
sks
or p
roje
cts,
ens
urin
g th
e ne
cess
ary
reso
urce
s (s
taff
and
non
-sta
ff)
are
avai
labl
e, a
nd t
hat
all
rele
vant
sta
ff a
re f
ully
info
rmed
of
thei
r re
spon
sibi
litie
s an
d ex
pect
atio
ns.
G5
3. S
ound
s tim
e-m
anag
emen
t, o
rgan
isin
g an
d pr
iori
tisi
ng s
kills
and
abi
litie
s.G
5
4. A
bilit
y to
wor
k as
bot
h an
eff
ective
tea
m m
embe
r an
d te
am le
ader
as
nece
ssar
y.G
5
Po
licy
D
eve
lop
men
t
PC5
1. A
bilit
y to
inte
rpre
t an
d im
plem
ent
polic
ies
and
proc
edur
es.
C5
2. A
bilit
y to
cri
tica
lly r
evie
w,
ques
tion
or
com
men
t up
on e
xist
ing
polic
y.C
4
3. A
bilit
y to
pre
pare
new
pol
icy
to m
eet
serv
ice
or le
gisl
ativ
e ch
ange
s as
req
uire
d, w
hich
may
ext
end
thro
ugho
ut t
he
orga
nisa
tion
.C
4, C
5
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. O
bser
ves
and
mai
ntai
ns a
per
sona
l dut
y of
car
e in
rel
atio
n to
the
use
of re
sour
ces,
and
ens
ures
tha
t ot
hers
als
o do
so.
C5
2. A
bilit
y to
pre
pare
and
mai
ntai
n co
mpl
ete,
acc
urat
e an
d tim
ely
fina
ncia
l rec
ords
and
sta
tem
ents
in r
elat
ion
to t
he
man
agem
ent
of r
esou
rces
, fo
r ex
ampl
e co
ntro
l acc
ount
rec
onci
liation
s, b
ench
mar
king
ana
lysi
s, b
udge
t se
ttin
g, o
r pr
oces
s re
view
/Aud
it r
epor
ts.
C5,
G3,
G
43.
Act
as
a bu
dget
hol
der, a
ppro
ving
and
man
agin
g th
e ef
fici
ent
use
of r
esou
rces
.
HR
an
d
Man
ag
em
en
t
PC7
1. A
bilit
y to
man
age
and
coor
dina
te w
ork
of jun
ior
staf
f or
pee
rs,
prov
idin
g su
ppor
t, t
rain
ing,
gui
danc
e an
d co
nstr
uctive
fee
dbac
k as
nec
essa
ry.
C2,
C4,
G
6, G
72.
Abi
lity
to e
valu
ate
the
wor
k of
oth
er in
divi
dual
s or
tea
ms,
thr
ough
info
rmal
or
form
al a
ppra
isal
met
hodo
logi
es,
desi
gnin
g tr
aini
ng a
nd im
prov
emen
t pr
ogra
mm
es a
s ne
cess
ary.
3. C
ontr
ibut
es t
o th
e re
crui
tmen
t an
d se
lect
ion
proc
ess,
pro
vidi
ng f
eedb
ack
to c
andi
date
s, a
s w
ell a
s in
duct
ion
and
initia
l job
-tra
inin
g an
d pl
anni
ng f
or n
ew s
taff
mem
bers
.G
6
4. A
bilit
y to
coo
rdin
ate
chan
ges,
and
sup
port
oth
ers
thro
ugh
chan
ge,
ensu
ring
the
y ar
e fu
lly in
form
ed a
nd p
repa
red.
C2,
C4,
G
6, G
7
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. E
xcel
lent
kno
wle
dge
of I
T an
d C
ompu
teri
sed
appl
icat
ions
(M
S O
ffic
e su
ite,
EC
DL,
etc
), a
nd d
ata
man
agem
ent/
prot
ection
req
uire
men
ts,
in a
pra
ctic
al f
inan
cial
env
iron
men
t.
2. A
bilit
y to
acc
urat
ely
man
age
fina
ncia
l and
non
-fin
anci
al d
ata
usin
g sp
read
shee
t an
d ot
her
data
base
app
licat
ions
, cr
eating
new
doc
umen
ts,
repo
rts
and
tem
plat
es f
or u
se b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t.IK
1, I
K2,
G
4
3. A
bilit
y to
rev
iew
and
doc
umen
t/flow
char
t w
orkf
low
pro
cess
es a
nd r
ecom
men
d im
prov
emen
ts in
pra
ctic
e, b
oth
withi
n an
d ou
tsid
e th
e Fi
nanc
e D
epar
tmen
t.
4. A
bilit
y to
ada
pt,
desi
gn,
test
and
impl
emen
t de
part
men
t or
org
anis
atio
nal-
wid
e sy
stem
s or
pro
cess
es f
or im
prov
ing
fina
ncia
l con
trol
or
repo
rtin
g.
R&
D -
Ho
rizo
n
Sca
nn
ing
PC9
1. A
bilit
y to
que
stio
n an
d cr
itic
ally
eva
luat
e w
ider
are
as o
f w
ork
with
a vi
ew t
o im
prov
ing
perf
orm
ance
and
eff
icie
ncy
C4,
IK
2,
G2
2. A
bilit
y to
wor
k w
ith
peer
s an
d no
n-fina
nce
staf
f to
aud
it o
r be
nchm
ark
the
perf
orm
ance
of a
rang
e of
ser
vice
s
3. R
egul
ar u
se o
f in
itia
tive
and
enq
uiry
to
iden
tify
new
dev
elop
men
ts f
rom
out
side
the
org
anis
atio
n, t
hat
can
be
impl
emen
ted
inte
rnal
ly w
ithi
n th
e or
gani
sation
.
4. A
bilit
y to
res
earc
h ne
w d
evel
opm
ents
or
legi
slat
ive
chan
ges,
lead
ing
the
test
ing,
eva
luat
ion
and
impl
emen
tation
of
such
cha
nges
in a
met
hodi
cal a
nd c
ontr
olle
d m
anne
r.
Fre
ed
om
to
A
ct/
Use
of
Jud
gem
en
t
PC10
1. W
orks
withi
n or
gani
sation
al a
nd p
rofe
ssio
nal g
uide
lines
, pr
oced
ures
, an
d ro
utin
es.
C5
2. R
egul
arly
wor
ks u
nder
ow
n in
itia
tive
, of
ten
follo
win
g a
limited
set
of
inst
ruct
ions
or
guid
elin
es
3. R
egul
ar u
se o
f in
itia
tive
and
jud
gem
ent
in in
terp
reting
and
app
lyin
g fina
ncia
l pol
icy,
and
in s
etting
and
det
erm
inin
g th
e w
ork
of o
ther
s.C
5, G
44.
Use
of in
itia
tive
and
jud
gem
ent
in a
dvis
ing
and
supp
orting
bu
dget
man
ager
s.
Inte
lle
ctu
al
Fle
xib
ilit
yPC11
1. R
egul
arly
req
uire
d to
abs
orb
and
inte
rpre
t la
rge
quan
tities
of
com
plex
fin
anci
al d
ata
and
info
rmat
ion.
-
2. A
bilit
y to
see
pat
tern
s in
bas
ic o
r ra
w d
ata,
tra
nsla
ting
it in
to m
eani
ngfu
l inf
orm
atio
n, f
or u
se b
y no
n-fina
ncia
l m
anag
ers
3. A
bilit
y to
reg
ular
ly m
anag
e an
d pe
rfor
m s
ever
al o
ngoi
ng t
asks
con
curr
ently,
oft
en w
ith
diff
eren
t an
d co
mpe
ting
de
man
ds.
4. A
dept
at
mov
ing
betw
een
task
s at
the
det
aile
d op
erat
iona
l lev
el a
nd h
ighe
r-le
vel s
trat
egic
thi
nkin
g or
pla
nnin
g.
Em
oti
on
al
Inte
llig
en
ce/
Re
sili
en
ce
PC12
1. A
war
e of
ow
n ab
ilities
, st
reng
ths
and
wea
knes
ses,
and
abi
lity
to r
ecog
nise
and
fos
ter
the
stre
ngth
s an
d ab
ilities
of
team
mem
bers
and
col
leag
ues.
C5
2. A
bilit
y to
rec
ogni
se o
wn
impa
ct u
pon
othe
rs (
and
vice
ver
sa),
and
ada
pt o
nes
own
styl
e as
nec
essa
ry t
o m
axim
ise
the
impa
ct t
his
has
on t
he t
eam
eth
ic a
nd s
ervi
ce d
eliv
ery
C6
3. A
ckno
wle
dgem
ent,
app
reci
atio
n an
d un
ders
tand
ing
of t
he w
ide
rang
e of
sta
ff g
roup
s, s
kills
and
per
spec
tive
s w
ithi
n th
e or
gani
sation
.C
6
4. S
tron
g-m
inde
d an
d ab
le t
o de
al w
ith
conf
lict
or n
egat
ivit
y ye
t m
aint
aini
ng a
nd in
still
ing
a pe
rsis
tent
app
roac
h to
ta
sks.
-
Pers
on
al
Eff
ect
iven
ess
an
d
Le
ad
ers
hip
PC13
1. A
ctiv
ely
purs
ues
and
man
ages
ow
n pe
rson
al d
evel
opm
ent
plan
and
pro
-act
ivel
y se
eks
lear
ning
and
dev
elop
men
t op
port
unitie
s.C
2
2. S
ound
pra
ctic
al u
nder
stan
ding
and
the
oret
ical
kno
wle
dge
of le
ader
ship
and
man
agem
ent
tech
niqu
es.
G7
3. A
ctiv
ely
iden
tifies
and
sei
zes
oppo
rtun
itie
s to
impr
ove
rela
tion
ship
s w
ith
colle
ague
s an
d pe
ers,
reg
ular
ly
volu
ntee
ring
to
take
on
new
cha
lleng
es a
nd r
espo
nsib
ilities
.G
7
40 41
Tech
nic
al L
evel co
veri
ng
A4
C B
and
s: 4
, 5
an
d 6
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
bTechnical Knowledge and Understanding
Str
ate
gic
Fi
nan
cial
an
d S
erv
ice
Pla
nn
ing
-
TK1
1. K
now
ledg
e of
the
org
anis
atio
n’s
stra
tegi
c an
d op
erat
iona
l pla
nnin
g pr
oces
s an
d op
erat
iona
l pla
ns
and
how
the
y lin
k in
to n
atio
nal a
nd lo
cal p
rior
itie
s.
G3,
G4,
IK
1, I
K2
2. U
nder
stan
ding
of th
e pr
oces
ses
requ
ired
to
prod
uce
data
for
fin
anci
al p
lann
ing
proc
esse
s.
3. K
now
ledg
e of
Cos
t Im
prov
emen
t Pl
ans
(CIP
s),
Fina
ncia
l Rec
over
y Pl
anni
ng/S
ervi
ce C
hang
es a
nd
Eff
icie
ncy
Plan
s (S
CEP
s) a
nd t
heir
impa
ct o
n or
gani
sation
al f
inan
cial
per
form
ance
.
4. K
now
ledg
e an
d un
ders
tand
ing
of a
ctiv
ity
and
wai
ting
list
info
rmat
ion
and
how
act
ivit
y co
ding
im
pact
s on
cos
ting
s.
5. U
nder
stan
ding
of
the
plan
ning
pro
cess
of
in-y
ear
deve
lopm
ents
and
opp
ortu
nities
.
6. K
now
ledg
e of
cos
ting
tec
hniq
ues/
met
hods
.
7. U
nder
stan
ding
of
nation
al c
osting
gui
danc
e ap
plic
able
to
NH
S W
ales
.
8. U
nder
stan
ding
of
over
head
cos
ts a
nd k
now
ledg
e of
met
hods
of co
st a
lloca
tion
, ap
port
ionm
ent
and
abso
rption
.
Fin
an
cial
Rep
ort
ing
TK2.11.
Kno
wle
dge
of N
HS M
anua
l for
Acc
ount
s, H
M T
reas
ury
Fina
ncia
l rep
orting
Man
ual (
FreM
)
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
wri
ting
, im
plem
enting
and
man
agin
g fina
ncia
l pol
icie
s an
d pr
oced
ures
.
3. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o pr
epar
e, a
nd u
se,
a w
ide
rang
e of
con
trol
acc
ount
re
conc
iliat
ions
, an
d ho
w t
o de
al w
ith
any
unre
conc
iled
item
s
4. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o ex
trac
t a
tria
l bal
ance
(bu
dget
and
act
ual)
fro
m t
he
acco
unting
sys
tem
, an
d ho
w t
o id
entify
and
cor
rect
any
err
ors.
5. K
now
ledg
e of
the
sup
port
ing
Acc
ount
ing
Sta
tem
ents
and
yea
r-en
d re
quir
emen
ts s
uch
as s
tock
-ta
kes,
and
the
impa
ct o
f th
ese
upon
the
tri
al b
alan
ce a
nd p
ositio
n
Fin
an
cial
Man
ag
em
en
t
TK2.2
1. K
now
ledg
e of
con
trol
s an
d pr
oces
ses
for
appr
ovin
g ex
pend
itur
e (r
even
ue,
capi
tal a
nd c
hari
tabl
e fu
nds)
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of v
aria
nce
anal
ysis
3. K
now
ledg
e of
the
pro
duct
ion
and
achi
evem
ent
of t
he f
inan
cial
man
agem
ent
repo
rtin
g tim
etab
le,
and
of t
he k
ey d
rive
rs (
or b
arri
ers)
withi
n ea
ch e
lem
ent
of t
his
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he u
nder
lyin
g de
sign
, an
d de
sign
impl
icat
ions
of th
e co
ding
st
ruct
ure
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he N
HS f
undi
ng a
nd f
inan
cial
flo
ws
stru
ctur
e an
d fr
amew
ork
6. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
for,
the
diffe
renc
es b
etw
een,
and
the
acc
ount
ing
trea
tmen
t of
: pr
ovis
ions
, ac
crua
ls,
cred
itor
s, p
repa
ymen
ts,
etc
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e of
tec
hniq
ues
for
fore
cast
ing
fina
ncia
l pos
itio
ns.
.
G3,
G4,
IK
1, I
K2
2.
Kno
wle
dge
of c
osting
tec
hniq
ues/
met
hods
.
3. U
nder
stan
ding
of
nation
al c
osting
gui
danc
e ap
plic
able
to
NH
S W
ales
. .
4. K
now
ledg
e of
how
to
cost
red
unda
ncy,
re-
depl
oym
ent,
TU
PE,
and
earl
y re
tire
men
ts.
5. K
now
ledg
e of
diffe
rent
typ
es o
f bu
dget
ing
and
cent
ralis
ed a
nd d
e-ce
ntra
lised
mod
els.
Tech
nic
al
Acc
ou
nti
ng
6. U
nder
stan
ding
of
over
head
cos
ts a
nd k
now
ledg
e of
met
hods
of co
st a
lloca
tion
, ap
port
ionm
ent
and
abso
rption
.
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e of
the
rol
e of
the
Tre
asur
y fu
nction
and
the
reg
ulat
ions
and
gui
danc
e th
at g
over
n it.
G4,
IK1,
IK
22.
Kno
wle
dge
of a
pplic
atio
n of
Tre
asur
y sy
stem
s an
d pr
oces
ses.
3. K
now
ledg
e of
the
impo
rtan
ce o
f w
orki
ng c
apit
al.
Cap
ital
an
d A
sse
t A
cco
un
tin
g
TK2.5
1. U
nder
stan
ding
of
the
prin
cipl
es o
f ca
pita
l cha
rges
incl
udin
g th
e ap
plic
atio
n of
dep
reci
atio
n an
d ra
te o
f th
e re
turn
.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
how
to
use
a ra
nge
of t
echn
ique
s fo
r th
e co
st o
f ca
pita
l inc
ludi
ng w
eigh
ted
aver
age,
ca
pita
l ass
ets
pric
ing
mod
el a
nd r
isk
adju
sted
dis
coun
t ra
tes.
3. K
now
ledg
e of
how
to
eval
uate
the
age
and
val
ue o
f as
sets
.
4. K
now
ledg
e of
how
to
mai
ntai
n th
e as
set
regi
ster
acc
urat
ely.
5. K
now
ledg
e of
how
to
ensu
re t
hat
the
bala
nce
shee
t ac
cura
tely
ref
lect
s, a
nd r
econ
cile
s to
, th
e as
set
regi
ster
.
6. K
now
ledg
e of
how
to
calc
ulat
e th
e re
venu
e co
nseq
uenc
es o
f ca
pita
l sch
eme.
Au
dit
TK2.6
1. F
ully
und
erst
ands
the
pri
ncip
les
of r
isk
man
agem
ent,
app
rais
al a
nd a
sses
smen
t, a
nd a
ble
to
rela
te o
pera
tion
al r
isk
to c
orpo
rate
ser
vice
del
iver
y, a
nd in
rel
atio
n to
bot
h W
AG
per
form
ance
an
d fina
ncia
l tar
gets
.C
3, C
5
2. I
s aw
are
of a
nd u
nder
stan
ds t
he m
ain
aspe
cts
of A
udit S
trat
egy,
and
abl
e to
con
trib
ute
tow
ards
de
fini
ng a
nd p
lann
ing
audi
t as
sign
men
ts,
ensu
ring
all
nece
ssar
y re
sour
ces
(aud
itee
and
aud
itor
) ar
e av
aila
ble
as r
equi
red.
C1,
G4,
G
53.
Has
the
nec
essa
ry a
nd a
ppro
pria
te k
now
ledg
e an
d sk
ills
requ
ired
to
achi
eve
spec
ific
aud
it
obje
ctiv
es,
with
the
abili
ty t
o ap
prai
se s
yste
ms,
iden
tify
and
eva
luat
e co
ntro
ls a
nd w
eakn
esse
s.
4. A
ppre
ciat
ion
and
unde
rsta
ndin
g of
the
nee
d to
mai
ntai
n co
mpl
ete,
acc
urat
e an
d re
leva
nt a
udit
wor
king
pap
ers,
ens
urin
g al
l doc
umen
ts c
ross
-ref
eren
ce a
s ne
cess
ary.
C1,
C5,
IK
1, I
K2
5. U
nder
stan
ds t
he c
orpo
rate
gov
erna
nce
requ
irem
ents
in r
elat
ion
to t
he S
tate
men
t of
Int
erna
l C
ontr
ol (
SIC
) an
d th
e ro
le o
f th
e A
nnua
l Aud
it R
epor
t in
the
cor
pora
te a
ssur
ance
pro
cess
. Fu
lly
supp
orts
thi
s pr
oces
s w
ith
prof
essi
onal
Aud
it w
ork.
C5,
G4,
G
5,
6. F
ully
und
erst
ands
the
nee
d to
mai
ntai
n ex
celle
nt w
orki
ng r
elat
ions
hips
with
staf
f at
all
leve
ls
acro
ss t
he o
rgan
isat
ion,
and
is a
ble
to c
ondu
ct a
udit w
ork
in t
he a
ppro
pria
te m
anne
r an
d fo
rm
with
staf
f at
all
leve
ls o
f th
e or
gani
sation
.
C1,
C2,
C
4, C
5,
G6,
G5
Taxati
on
TK2.7
1. U
nder
stan
ding
of
the
prin
cipl
es o
f ta
xation
, w
hich
und
erlie
the
sys
tem
of ta
xation
in t
he U
K.
G4,
IK1,
IK
2
2. K
now
ledg
e of
the
diffe
renc
e be
twee
n em
ploy
ee a
nd s
elf em
ploy
ed f
or t
ax p
urpo
ses.
3. U
nder
stan
ding
of
the
acco
unting
tre
atm
ent
of V
AT a
nd k
now
ledg
e of
the
HM
Rev
enue
and
C
usto
ms
VAT
rule
s fo
r th
e N
HS.
4. K
now
ledg
e of
the
VAT
Con
trol
acc
ount
s an
d m
onth
ly V
AT r
etur
ns a
nd t
heir r
econ
cilia
tion
.
40 41
Tech
nic
al L
evel co
veri
ng
A4
C B
and
s: 4
, 5
an
d 6
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
b
Technical Knowledge and Understanding
Str
ate
gic
Fi
nan
cial
an
d S
erv
ice
Pla
nn
ing
-
TK1
1. K
now
ledg
e of
the
org
anis
atio
n’s
stra
tegi
c an
d op
erat
iona
l pla
nnin
g pr
oces
s an
d op
erat
iona
l pla
ns
and
how
the
y lin
k in
to n
atio
nal a
nd lo
cal p
rior
itie
s.
G3,
G4,
IK
1, I
K2
2. U
nder
stan
ding
of th
e pr
oces
ses
requ
ired
to
prod
uce
data
for
fin
anci
al p
lann
ing
proc
esse
s.
3. K
now
ledg
e of
Cos
t Im
prov
emen
t Pl
ans
(CIP
s),
Fina
ncia
l Rec
over
y Pl
anni
ng/S
ervi
ce C
hang
es a
nd
Eff
icie
ncy
Plan
s (S
CEP
s) a
nd t
heir
impa
ct o
n or
gani
sation
al f
inan
cial
per
form
ance
.
4. K
now
ledg
e an
d un
ders
tand
ing
of a
ctiv
ity
and
wai
ting
list
info
rmat
ion
and
how
act
ivit
y co
ding
im
pact
s on
cos
ting
s.
5. U
nder
stan
ding
of
the
plan
ning
pro
cess
of
in-y
ear
deve
lopm
ents
and
opp
ortu
nities
.
6. K
now
ledg
e of
cos
ting
tec
hniq
ues/
met
hods
.
7. U
nder
stan
ding
of
nation
al c
osting
gui
danc
e ap
plic
able
to
NH
S W
ales
.
8. U
nder
stan
ding
of
over
head
cos
ts a
nd k
now
ledg
e of
met
hods
of co
st a
lloca
tion
, ap
port
ionm
ent
and
abso
rption
.
Fin
an
cial
Rep
ort
ing
TK2.1
1. K
now
ledg
e of
NH
S M
anua
l for
Acc
ount
s, H
M T
reas
ury
Fina
ncia
l rep
orting
Man
ual (
FreM
)
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
wri
ting
, im
plem
enting
and
man
agin
g fina
ncia
l pol
icie
s an
d pr
oced
ures
.
3. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o pr
epar
e, a
nd u
se,
a w
ide
rang
e of
con
trol
acc
ount
re
conc
iliat
ions
, an
d ho
w t
o de
al w
ith
any
unre
conc
iled
item
s
4. K
now
ledg
e an
d un
ders
tand
ing
of h
ow t
o ex
trac
t a
tria
l bal
ance
(bu
dget
and
act
ual)
fro
m t
he
acco
unting
sys
tem
, an
d ho
w t
o id
entify
and
cor
rect
any
err
ors.
5. K
now
ledg
e of
the
sup
port
ing
Acc
ount
ing
Sta
tem
ents
and
yea
r-en
d re
quir
emen
ts s
uch
as s
tock
-ta
kes,
and
the
impa
ct o
f th
ese
upon
the
tri
al b
alan
ce a
nd p
ositio
n
Fin
an
cial
Man
ag
em
en
t
TK2.2
1. K
now
ledg
e of
con
trol
s an
d pr
oces
ses
for
appr
ovin
g ex
pend
itur
e (r
even
ue,
capi
tal a
nd c
hari
tabl
e fu
nds)
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of v
aria
nce
anal
ysis
3. K
now
ledg
e of
the
pro
duct
ion
and
achi
evem
ent
of t
he f
inan
cial
man
agem
ent
repo
rtin
g tim
etab
le,
and
of t
he k
ey d
rive
rs (
or b
arri
ers)
withi
n ea
ch e
lem
ent
of t
his
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he u
nder
lyin
g de
sign
, an
d de
sign
impl
icat
ions
of th
e co
ding
st
ruct
ure
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he N
HS f
undi
ng a
nd f
inan
cial
flo
ws
stru
ctur
e an
d fr
amew
ork
6. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
for,
the
diffe
renc
es b
etw
een,
and
the
acc
ount
ing
trea
tmen
t of
: pr
ovis
ions
, ac
crua
ls,
cred
itor
s, p
repa
ymen
ts,
etc
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e of
tec
hniq
ues
for
fore
cast
ing
fina
ncia
l pos
itio
ns.
.
G3,
G4,
IK
1, I
K2
2.
Kno
wle
dge
of c
osting
tec
hniq
ues/
met
hods
.
3. U
nder
stan
ding
of
nation
al c
osting
gui
danc
e ap
plic
able
to
NH
S W
ales
. .
4. K
now
ledg
e of
how
to
cost
red
unda
ncy,
re-
depl
oym
ent,
TU
PE,
and
earl
y re
tire
men
ts.
5. K
now
ledg
e of
diffe
rent
typ
es o
f bu
dget
ing
and
cent
ralis
ed a
nd d
e-ce
ntra
lised
mod
els.
Tech
nic
al
Acc
ou
nti
ng
6. U
nder
stan
ding
of
over
head
cos
ts a
nd k
now
ledg
e of
met
hods
of co
st a
lloca
tion
, ap
port
ionm
ent
and
abso
rption
.
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e of
the
rol
e of
the
Tre
asur
y fu
nction
and
the
reg
ulat
ions
and
gui
danc
e th
at g
over
n it.
G4,
IK1,
IK
22.
Kno
wle
dge
of a
pplic
atio
n of
Tre
asur
y sy
stem
s an
d pr
oces
ses.
3. K
now
ledg
e of
the
impo
rtan
ce o
f w
orki
ng c
apit
al.
Cap
ital
an
d A
sse
t A
cco
un
tin
g
TK2.5
1. U
nder
stan
ding
of
the
prin
cipl
es o
f ca
pita
l cha
rges
incl
udin
g th
e ap
plic
atio
n of
dep
reci
atio
n an
d ra
te o
f th
e re
turn
.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
how
to
use
a ra
nge
of t
echn
ique
s fo
r th
e co
st o
f ca
pita
l inc
ludi
ng w
eigh
ted
aver
age,
ca
pita
l ass
ets
pric
ing
mod
el a
nd r
isk
adju
sted
dis
coun
t ra
tes.
3. K
now
ledg
e of
how
to
eval
uate
the
age
and
val
ue o
f as
sets
.
4. K
now
ledg
e of
how
to
mai
ntai
n th
e as
set
regi
ster
acc
urat
ely.
5. K
now
ledg
e of
how
to
ensu
re t
hat
the
bala
nce
shee
t ac
cura
tely
ref
lect
s, a
nd r
econ
cile
s to
, th
e as
set
regi
ster
.
6. K
now
ledg
e of
how
to
calc
ulat
e th
e re
venu
e co
nseq
uenc
es o
f ca
pita
l sch
eme.
Au
dit
TK2.61.
Ful
ly u
nder
stan
ds t
he p
rinc
iple
s of
ris
k m
anag
emen
t, a
ppra
isal
and
ass
essm
ent,
and
abl
e to
re
late
ope
ration
al r
isk
to c
orpo
rate
ser
vice
del
iver
y, a
nd in
rel
atio
n to
bot
h W
AG
per
form
ance
an
d fina
ncia
l tar
gets
.C
3, C
5
2. I
s aw
are
of a
nd u
nder
stan
ds t
he m
ain
aspe
cts
of A
udit S
trat
egy,
and
abl
e to
con
trib
ute
tow
ards
de
fini
ng a
nd p
lann
ing
audi
t as
sign
men
ts,
ensu
ring
all
nece
ssar
y re
sour
ces
(aud
itee
and
aud
itor
) ar
e av
aila
ble
as r
equi
red.
C1,
G4,
G
53.
Has
the
nec
essa
ry a
nd a
ppro
pria
te k
now
ledg
e an
d sk
ills
requ
ired
to
achi
eve
spec
ific
aud
it
obje
ctiv
es,
with
the
abili
ty t
o ap
prai
se s
yste
ms,
iden
tify
and
eva
luat
e co
ntro
ls a
nd w
eakn
esse
s.
4. A
ppre
ciat
ion
and
unde
rsta
ndin
g of
the
nee
d to
mai
ntai
n co
mpl
ete,
acc
urat
e an
d re
leva
nt a
udit
wor
king
pap
ers,
ens
urin
g al
l doc
umen
ts c
ross
-ref
eren
ce a
s ne
cess
ary.
C1,
C5,
IK
1, I
K2
5. U
nder
stan
ds t
he c
orpo
rate
gov
erna
nce
requ
irem
ents
in r
elat
ion
to t
he S
tate
men
t of
Int
erna
l C
ontr
ol (
SIC
) an
d th
e ro
le o
f th
e A
nnua
l Aud
it R
epor
t in
the
cor
pora
te a
ssur
ance
pro
cess
. Fu
lly
supp
orts
thi
s pr
oces
s w
ith
prof
essi
onal
Aud
it w
ork.
C5,
G4,
G
5,
6. F
ully
und
erst
ands
the
nee
d to
mai
ntai
n ex
celle
nt w
orki
ng r
elat
ions
hips
with
staf
f at
all
leve
ls
acro
ss t
he o
rgan
isat
ion,
and
is a
ble
to c
ondu
ct a
udit w
ork
in t
he a
ppro
pria
te m
anne
r an
d fo
rm
with
staf
f at
all
leve
ls o
f th
e or
gani
sation
.
C1,
C2,
C
4, C
5,
G6,
G5
Taxati
on
TK2.7
1. U
nder
stan
ding
of
the
prin
cipl
es o
f ta
xation
, w
hich
und
erlie
the
sys
tem
of ta
xation
in t
he U
K.
G4,
IK1,
IK
2
2. K
now
ledg
e of
the
diffe
renc
e be
twee
n em
ploy
ee a
nd s
elf em
ploy
ed f
or t
ax p
urpo
ses.
3. U
nder
stan
ding
of
the
acco
unting
tre
atm
ent
of V
AT a
nd k
now
ledg
e of
the
HM
Rev
enue
and
C
usto
ms
VAT
rule
s fo
r th
e N
HS.
4. K
now
ledg
e of
the
VAT
Con
trol
acc
ount
s an
d m
onth
ly V
AT r
etur
ns a
nd t
heir r
econ
cilia
tion
.
42 43
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
bTechnical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
(c
on
tin
ue
d)
Acc
ou
nts
P
ayab
le
TK2.8
Ref
er t
o C
ompe
tenc
ies
for
Fina
ncia
l Rep
orting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
G4,
IK1,
IK
2
Payro
ll
TK2.9
1. K
now
ledg
e of
pay
roll
law
and
of
nation
al a
nd lo
cal r
egul
atio
ns a
nd a
gree
men
ts r
egar
ding
re
mun
erat
ion.
G4,
IK1,
IK
22.
Und
erst
andi
ng o
f co
ntro
l acc
ount
s in
res
pect
of
pay.
3. K
now
ledg
e of
com
plex
, no
n-ro
utin
e ca
lcul
atio
ns in
res
pect
of pa
y.
Acc
ou
nts
R
ece
ivab
le
TK2.10
Ref
er t
o C
ompe
tenc
ies
for
Fina
ncia
l Rep
orting
, Fi
nanc
ial,
Trea
sury
Man
agem
ent,
Tax
atio
n an
d Fi
nanc
ial S
yste
ms.
G4,
IK1,
IK
2
Fin
an
cial
Sys
tem
s
TK2.11
1. K
now
ledg
e of
the
Cha
rt o
f Acc
ount
s.
IK1,
IK
22.
Kno
wle
dge
of t
he t
ypes
of
hard
war
e an
d so
ftw
are
and
the
syst
em li
nks
betw
een
fina
nce
syst
ems
and
wid
er n
etw
orks
(lo
cal a
rea,
wid
e ar
ea a
nd in
tern
et.)
3. K
now
ledg
e of
the
link
s be
twee
n Tr
ust,
LH
B (
BSC)
and
all W
ales
sys
tem
s.
Fin
an
cial &
C
orp
ora
te
Go
vern
an
ce
Gen
era
l K
no
wle
dg
e o
f G
ove
rnan
ce
TK3.11.
Gen
eral
Kno
wle
dge
of c
orpo
rate
gov
erna
nce,
acc
ount
abili
ty,
tran
spar
ency
, in
tegr
ity
and
prob
ity.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
the
ethi
cal r
espo
nsib
ilities
withi
n th
e go
vern
ance
pro
cess
.
3. K
now
ledg
e of
the
Ass
uran
ce F
ram
ewor
k an
d Sch
emes
of D
eleg
atio
n.
4. K
now
ledg
e of
the
str
uctu
re a
nd w
orki
ngs
of t
he N
HS in
Wal
es a
nd t
he w
ider
gov
ernm
ent
in
Wal
es a
nd in
the
UK;
Kno
wle
dge
of t
he e
nvir
onm
ent
withi
n w
hich
pub
lic p
olic
y m
akin
g ta
kes
plac
e.
Ro
le o
f B
oard
TK3.2
1. K
now
ledg
e of
the
pur
pose
, re
mit a
nd r
espo
nsib
ilities
of th
e B
oard
.C
4, C
5,
Perf
orm
an
ce
Man
ag
em
en
t
TK3.3
1. K
now
ledg
e of
pre
pari
ng f
inan
cial
per
form
ance
rep
orts
and
an
Und
erst
andi
ng o
f th
e G
uida
nce
and
regu
lation
s fo
r Pe
rfor
man
ce R
epor
ting
.C
4, C
5,
IK1,
IK
2
Ris
k
Man
ag
em
en
t
TK3.4
1. U
nder
stan
ding
of
the
natu
re o
f ri
sk a
nd t
he r
isk
conc
epts
of ex
posu
re/v
olat
ility
, se
veri
ty a
nd
prob
abili
ty.
C4,
C5,
IK
1, I
K2
2. U
nder
stan
ding
of
the
bene
fits
of
risk
man
agem
ent.
Bu
sin
ess
Sk
ills
an
d E
xte
rnal
Fo
cus
-
TK4
1. K
now
ledg
e of
bus
ines
s ca
ses
and
the
key
elem
ents
withi
n th
em.
C4,
C5,
IK
22.
Kno
wle
dge
of b
usin
ess
man
agem
ent
issu
es t
o im
prov
e fina
ncia
l aw
aren
ess,
per
form
ance
and
co
st e
ffec
tive
ness
.
Pro
ject
M
an
ag
em
en
t an
d I
nn
ovati
on
-
TK5
1. K
now
ledg
e of
the
bro
ad p
rinc
iple
pro
ject
man
agem
ent
and
an U
nder
stan
ding
of ho
w t
o pl
an a
nd
man
age
a si
mpl
e pr
ojec
t.G
5
42 43
Fou
nd
ati
on
Lev
el co
veri
ng
A4
C B
and
s: 1
, 2
an
d 3
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Personal Competencies & Abilities
Co
mm
un
icati
on
an
d R
ela
tio
nsh
ip
Sk
ills
PC1
1. C
omm
unic
ates
with
a lim
ited
ran
ge o
f st
aff
on d
ay-t
o-da
y m
atte
rs,
in a
rel
evan
t an
d ap
prop
riat
e fo
rm a
nd m
anne
r
C1
2. C
omm
unic
ates
info
rmat
ion
only
to
thos
e pe
ople
tha
t ha
ve t
he r
ight
and
nee
d to
kno
w it
, co
nsis
tent
with
polic
y,
proc
edur
e an
d le
gisl
atio
n.
3. P
rese
nts
and
mai
ntai
ns,
a po
sitive
imag
e of
one
self,
the
Fin
ance
tea
m a
nd t
he o
rgan
isat
ion
4. A
ccur
atel
y re
port
s an
d re
cord
s w
ork
activi
ties
in a
ccor
danc
e w
ith
polic
y an
d pr
oced
ure.
5. A
ctiv
ely
stri
ves
to r
educ
e co
mm
unic
atio
n ba
rrie
rs
Kn
ow
led
ge
, Tr
ain
ing
&
Qu
ali
fica
tio
ns
PC21.
Pre
dom
inan
tly
NVQ
leve
l 2 a
t en
try
mov
ing
tow
ards
NVQ
leve
l 3,
with
soun
d ed
ucat
iona
l bac
kgro
und.
May
be
AAT
st
uden
t at
fou
ndat
ion,
mov
ing
to in
term
edia
te le
vel.
-2.
Gen
eral
all-
roun
d kn
owle
dge
of o
ffic
e en
viro
nmen
t, t
echn
olog
y an
d pr
oced
ures
.
3. B
asic
com
pute
r sk
ills,
cor
e EC
DL
com
plet
ion
or e
quiv
alen
t ex
peri
ence
. M
S O
ffic
e ex
peri
ence
in r
elat
ion
to W
ord
and
Exc
el a
pri
orit
y
4. K
now
ledg
e of
com
pute
rise
d fina
nce
and
acco
unting
sys
tem
s, c
odin
g pr
inci
pals
and
sup
port
ing
syst
ems
such
as
Acc
ount
s Pa
yabl
e, V
AT,
Payr
oll,
Inco
me.
An
aly
tica
l S
kil
ls
PC3
1. A
bilit
y to
inve
stig
ate,
ana
lyse
and
inte
rpre
t fina
ncia
l dat
a, s
uch
as p
aym
ents
, re
ceip
ts a
nd o
ther
tra
nsac
tion
s.
IK1,
IK
2,
G4
2. A
bilit
y to
pre
pare
bas
ic f
inan
cial
rep
orts
on
find
ings
, bo
th f
or u
se w
ithi
n an
d ou
tsid
e Fi
nanc
e.
3. A
bilit
y to
dea
l with
and
resp
ond
to q
ueri
es f
rom
man
ager
s on
a r
ange
of fina
ncia
l mat
ters
, en
suri
ng a
ll re
spon
ses
are
appr
opri
ate
for
the
audi
ence
(m
etho
d, s
tyle
, fo
rmat
, et
c)
4. C
arry
out
det
aile
d fina
ncia
l inv
estiga
tion
s, a
naly
sis,
cal
cula
tion
s an
d pr
ojec
tion
s, b
ased
upo
n a
rang
e of
pos
sibl
e ac
tion
s or
opt
ions
. U
nder
take
‘wha
t-if’ a
naly
sis
Pla
nn
ing
an
d
Org
an
isin
g
PC4
1. A
bilit
y to
org
anis
e ow
n w
ork
and
day-
to-d
ay t
asks
, fo
llow
ing
initia
l gui
danc
e an
d in
put,
adh
erin
g to
pol
icie
s an
d pr
oced
ures
C5,
G5
2. A
bilit
y to
mee
t m
ediu
m t
o lo
nger
ter
m d
eadl
ines
, pl
anni
ng a
nd p
repa
ring
wor
k ov
er a
per
iod
of t
ime,
or
regu
lar
peri
ods
of t
ime
(suc
h as
mon
th-e
nd t
asks
).G
5
3. A
bilit
y to
man
age
ones
ow
n tim
e, o
rgan
isin
g an
d pr
iori
tisi
ng t
asks
, lia
isin
g w
ith
team
and
sen
ior
colle
ague
s as
ne
cess
ary.
G5
4. O
pera
te t
o th
e lim
its
of o
wn
abili
ties
and
com
pete
ncie
s, r
epor
ting
pro
blem
s an
d is
sues
as
they
ari
se a
nd r
efer
ring
an
y ke
y is
sues
to
a te
am m
embe
r, c
olle
ague
or
supe
rvis
or.
G5
Po
licy
D
eve
lop
men
t
PC5
1. A
bilit
y to
fol
low
pol
icie
s an
d pr
oced
ures
, an
d w
here
nec
essa
ry in
terp
reting
gui
danc
eC
5
2. A
bilit
y to
com
men
t up
on p
olic
y an
d pr
oced
ure,
off
erin
g su
gges
ted
amen
dmen
ts f
or c
hang
es a
nd u
pdat
es in
wor
king
pr
actice
or
legi
slat
ion.
C4
3. A
bilit
y to
impl
emen
t ne
w p
olic
ies
and
proc
edur
es s
et b
y ot
hers
.C
4, C
5
44 45
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Technical Knowledge and Understanding (continued)
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. O
bser
ves
and
mai
ntai
ns a
per
sona
l dut
y of
car
e in
rel
atio
n to
the
use
of re
sour
ces.
C5
2. A
bilit
y to
pre
pare
and
mai
ntai
n co
mpl
ete,
acc
urat
e an
d tim
ely
finan
cial
rec
ords
and
sta
tem
ents
in r
elat
ion
to t
he
man
agem
ent
of r
esou
rces
, fo
r ex
ampl
e Pe
tty
Cas
h, C
hequ
es, M
anua
l Pay
men
ts, Tr
avel
Exp
ense
s.C
5, G
3,
G4
3. A
bilit
y to
scr
utin
ise
requ
ests
for
goo
ds a
nd s
ervi
ces
by o
ther
s, a
utho
risi
ng r
equi
sition
s, e
xpen
se c
laim
for
ms
or
othe
r co
re f
inan
cial
doc
umen
ts
HR
an
d
Man
ag
em
en
t
PC7
1. A
bilit
y to
dem
onst
rate
act
ivitie
s or
rou
tine
s to
new
or
less
exp
erie
nced
sta
ff, w
ithi
n ow
n ar
ea o
f w
ork
or r
espo
nsib
ility
.
C2,
C4,
G
6, G
7
2. A
bilit
y to
coo
rdin
ate
wor
k of
jun
ior
staf
f or
pee
rs,
prov
idin
g su
ppor
t, t
rain
ing,
gui
danc
e an
d co
nstr
uctive
fee
dbac
k as
nec
essa
ry.
3. A
ctiv
ely
invo
lve
ones
elf
with
lear
ning
opp
ortu
nities
and
eva
luat
ing
thos
e ac
tivi
ties
in r
elat
ion
to s
elf-
impr
ovem
ent
and
team
or
serv
ice
impr
ovem
ent.
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. A
dvan
ced
prac
tica
l kno
wle
dge
of I
T an
d C
ompu
teri
sed
appl
icat
ions
(M
S O
ffic
e su
ite,
EC
DL,
etc
), a
nd d
ata
man
agem
ent/
prot
ection
req
uire
men
ts
IK1,
IK
2,
G4
2. A
bilit
y to
acc
urat
ely
inpu
t fina
ncia
l and
non
-fin
anci
al d
ata
into
spr
eads
heet
and
oth
er d
atab
ase
appl
icat
ions
, cr
eating
new
doc
umen
ts a
nd t
empl
ates
as
nece
ssar
y.
3. A
bilit
y to
use
com
pute
rise
d ac
coun
ting
sof
twar
e sy
stem
s, a
nd a
war
enes
s of
all
the
mai
n fe
eder
sys
tem
s (A
P, A
R,
etc)
and
the
ir im
pact
upo
n th
e G
ener
al L
edge
r an
d it
s ou
tput
.
4. A
bilit
y to
pro
vide
ad-
hoc
or r
egul
ar in
form
atio
n m
anag
emen
t re
port
s, in
a m
anne
r ap
prop
riat
e to
the
aud
ienc
e an
d th
e qu
ery
or q
uest
ion
in h
and.
R&
D -
Ho
rizo
n
Sca
nn
ing
PC9
1. A
bilit
y to
que
stio
n an
d cr
itic
ally
eva
luat
e ow
n ar
ea o
r w
ork
with
a vi
ew t
o im
prov
ing
perf
orm
ance
and
eff
icie
ncy
C4,
IK
2,
G2
2. A
bilit
y to
wor
k w
ith
peer
s an
d no
n-fina
nce
staf
f to
aud
it o
r su
rvey
the
per
form
ance
of ow
n ar
ea o
f re
spon
sibi
lity
3. U
se o
f in
itia
tive
to
iden
tify
new
dev
elop
men
ts m
ade
by o
ther
s (i
nsid
e or
out
side
the
org
anis
atio
n) t
hat
may
be
rele
vant
to
own
area
of
wor
k
4. s
uppo
rt t
he t
esting
, ev
alua
tion
and
impl
emen
tation
of
new
initia
tive
s an
d pr
actice
s in
an
open
-min
ded,
met
hodi
cal
and
cont
rolle
d m
anne
r.
Fre
ed
om
to
A
ct/U
se o
f Ju
dg
em
en
t
PC10
1. W
orks
withi
n se
t bo
unda
ries
, pr
oced
ures
and
gui
delin
es,
ofte
n to
reg
ular
wee
kly
or m
onth
ly r
outine
s an
d tim
etab
les
C5
2. A
bilit
y to
wor
k un
der
own
initia
tive
, fo
llow
ing
initia
l and
oft
en li
mited
set
of in
stru
ctio
ns o
r gu
idel
ines
3. U
se o
f in
itia
tive
and
jud
gem
ent
in in
terp
reting
and
app
lyin
g fina
ncia
l pol
icy.
C5,
G4
4. U
se o
f in
itia
tive
and
jud
gem
ent
in d
ealin
g w
ith
budg
et m
anag
ers,
inve
stig
atio
ns,
quer
ies
and
resp
onse
s.
Inte
lle
ctu
al
Fle
xib
ilit
y
PC11
1. A
bilit
y to
abs
orb
larg
e qu
antities
of
com
plex
fin
anci
al d
ata
and
info
rmat
ion.
-2.
Abi
lity
to t
rans
late
bas
ic o
r ra
w d
ata
into
mea
ning
ful i
nfor
mat
ion,
for
use
by
non-
fina
ncia
l man
ager
s
3. A
bilit
y to
man
age
and
perf
orm
sev
eral
ong
oing
tas
ks c
oncu
rren
tly.
4. A
bilit
y to
see
the
wid
er p
ictu
re a
nd u
nder
stan
d ho
w o
wn
task
s re
late
to
the
wid
er d
epar
tmen
tal a
nd o
rgan
isat
iona
l ob
ject
ives
.
Em
oti
on
al
Inte
llig
en
ce/
Re
sili
en
ce
PC12
1. A
war
e of
ow
n ab
ilities
, st
reng
ths
and
wea
knes
ses.
C5
2. A
bilit
y to
rec
ogni
se o
wn
impa
ct u
pon
othe
rs (an
d vi
ce v
ersa
), a
nd the
impa
ct thi
s ha
s on
the
tea
m e
thic
and
ser
vice
del
iver
yC
6
3. A
ccep
tanc
e an
d ac
know
ledg
emen
t of
the
wid
e ra
nge
of s
taff
gro
ups,
ski
lls a
nd p
ersp
ective
s w
ithi
n th
e or
gani
sation
.C
6
4. A
bilit
y to
rec
eive
(an
d gi
ve)
feed
back
and
con
stru
ctiv
e cr
itic
ism
, m
aint
aini
ng a
per
sist
ent
appr
oach
to
task
s.-
Pers
on
al
Eff
ect
iven
ess
an
d
Le
ad
ers
hip
PC13
1. T
akes
res
pons
ibili
ty f
or o
wn
pers
onal
dev
elop
men
t pl
an a
nd a
ctiv
ely
seek
s le
arni
ng a
nd d
evel
opm
ent
oppo
rtun
itie
s.C
2
2. D
evel
ops
and
expl
ains
wor
k pl
ans
and
activi
ties
to
colle
ague
s an
d pe
ers,
ena
blin
g th
em t
o ca
rry
out
duties
and
ta
sks
to t
he m
axim
um e
ffic
ienc
y an
d ef
fect
iven
ess.
G6
3. A
war
enes
s of
the
lead
ersh
ip r
ole,
and
the
cha
ngin
g ne
ed f
or le
ader
ship
.G
7
4. U
nder
stan
ding
, ap
prec
iation
and
sup
port
of
core
fin
ance
val
ues;
pro
fess
iona
lism
, in
tegr
ity,
par
tner
ship
, co
mm
itm
ent,
fle
xibi
lity,
exc
elle
nce
and
inno
vation
-
Fou
nd
ati
on
Lev
el co
veri
ng
A4
C B
and
s: 1
, 2
an
d 3
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
b
Technical Knowledge and Understanding
Str
ate
gic
Fi
nan
cial
an
d S
erv
ice
Pla
nn
ing
-
TK1
1. K
now
ledg
e an
d ap
prec
iation
of
the
(pol
itic
al a
nd le
gisl
ativ
e) f
inan
cial
and
fun
ding
fra
mew
ork
that
th
e O
rgan
isat
ion
wor
ks w
ithi
n.G
3, G
4,
IK1,
IK
22.
Kno
wle
dge
and
appr
ecia
tion
for
the
nee
d to
dev
elop
long
ter
m f
inan
cial
pla
ns,
and
the
impa
ct o
f ca
pita
l and
rev
enue
fun
ding
str
eam
s w
ithi
n th
is t
imef
ram
e.
Tech
nic
al
Acc
ou
nti
ng
Fin
an
cial
Rep
ort
ing
TK2.1
1. K
now
ledg
e of
sta
ndin
g fina
ncia
l ins
truc
tion
s, s
tand
ing
orde
rs a
nd s
chem
es o
f de
lega
tion
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
cor
rect
ledg
er a
nd m
onth
-end
pro
cedu
res,
ens
urin
g ac
cura
te,
tim
ely
and
com
plet
e ac
coun
ting
3. K
now
ledg
e of
all
rele
vant
loca
l IT
and
acco
unting
sys
tem
s an
d pr
oces
s, r
equi
red
for
reco
rdin
g an
d re
trie
ving
fin
anci
al a
nd m
anag
emen
t in
form
atio
n
Fin
an
cial
Man
ag
em
en
t
TK2.2
1. K
now
ledg
e of
bas
ic a
ccou
ntin
g co
ncep
ts a
nd p
rinc
iple
s, s
uch
as d
oubl
e-en
try
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
the
nat
ure
and
requ
irem
ent
for
jour
nals
, ac
crua
ls,
wor
king
pap
ers,
aud
it t
rails
and
ap
prov
al c
ontr
ols.
3. K
now
ledg
e an
d un
ders
tand
ing
of w
orki
ng p
ract
ices
, ro
utin
es,
tim
esca
les
and
dead
lines
.
4. K
now
ledg
e of
the
gen
eral
pri
ncip
les,
pro
cess
es a
nd s
yste
ms
unde
rlyi
ng t
he a
ccur
ate
reco
rdin
g of
fin
anci
al t
rans
action
s
5. K
now
ledg
e of
the
diffe
rent
sou
rces
of
inco
me
and
expe
nditur
e an
d ho
w t
hese
mus
t be
rec
orde
d an
d re
port
ed
6. U
nder
stan
ding
and
app
reci
atin
g of
the
diffe
renc
e be
twee
n I&
E an
d B
alan
ce S
heet
tra
nsac
tion
s an
d item
s
7. U
nder
stan
ding
of
the
need
for
rec
onci
liation
sta
tem
ents
and
con
trol
s
8. K
now
ledg
e an
d un
ders
tand
ing
of t
he f
inan
cial
cod
ing
stru
ctur
e an
d it
s pu
rpos
e an
d lim
itat
ions
9. K
now
ledg
e of
the
diffe
rent
gui
danc
e re
lating
to
I&E,
Cap
ital
and
Cha
rita
ble
inco
me
and
expe
nditur
e
44 45
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Technical Knowledge and Understanding (continued)
Re
spo
nsi
bil
ity
for
Re
sou
rce
s
PC6
1. O
bser
ves
and
mai
ntai
ns a
per
sona
l dut
y of
car
e in
rel
atio
n to
the
use
of re
sour
ces.
C5
2. A
bilit
y to
pre
pare
and
mai
ntai
n co
mpl
ete,
acc
urat
e an
d tim
ely
finan
cial
rec
ords
and
sta
tem
ents
in r
elat
ion
to t
he
man
agem
ent
of r
esou
rces
, fo
r ex
ampl
e Pe
tty
Cas
h, C
hequ
es, M
anua
l Pay
men
ts, Tr
avel
Exp
ense
s.C
5, G
3,
G4
3. A
bilit
y to
scr
utin
ise
requ
ests
for
goo
ds a
nd s
ervi
ces
by o
ther
s, a
utho
risi
ng r
equi
sition
s, e
xpen
se c
laim
for
ms
or
othe
r co
re f
inan
cial
doc
umen
ts
HR
an
d
Man
ag
em
en
t
PC7
1. A
bilit
y to
dem
onst
rate
act
ivitie
s or
rou
tine
s to
new
or
less
exp
erie
nced
sta
ff, w
ithi
n ow
n ar
ea o
f w
ork
or r
espo
nsib
ility
.
C2,
C4,
G
6, G
7
2. A
bilit
y to
coo
rdin
ate
wor
k of
jun
ior
staf
f or
pee
rs,
prov
idin
g su
ppor
t, t
rain
ing,
gui
danc
e an
d co
nstr
uctive
fee
dbac
k as
nec
essa
ry.
3. A
ctiv
ely
invo
lve
ones
elf
with
lear
ning
opp
ortu
nities
and
eva
luat
ing
thos
e ac
tivi
ties
in r
elat
ion
to s
elf-
impr
ovem
ent
and
team
or
serv
ice
impr
ovem
ent.
IT a
nd
In
form
ati
on
M
an
ag
em
en
t
PC8
1. A
dvan
ced
prac
tica
l kno
wle
dge
of I
T an
d C
ompu
teri
sed
appl
icat
ions
(M
S O
ffic
e su
ite,
EC
DL,
etc
), a
nd d
ata
man
agem
ent/
prot
ection
req
uire
men
ts
IK1,
IK
2,
G4
2. A
bilit
y to
acc
urat
ely
inpu
t fina
ncia
l and
non
-fin
anci
al d
ata
into
spr
eads
heet
and
oth
er d
atab
ase
appl
icat
ions
, cr
eating
new
doc
umen
ts a
nd t
empl
ates
as
nece
ssar
y.
3. A
bilit
y to
use
com
pute
rise
d ac
coun
ting
sof
twar
e sy
stem
s, a
nd a
war
enes
s of
all
the
mai
n fe
eder
sys
tem
s (A
P, A
R,
etc)
and
the
ir im
pact
upo
n th
e G
ener
al L
edge
r an
d it
s ou
tput
.
4. A
bilit
y to
pro
vide
ad-
hoc
or r
egul
ar in
form
atio
n m
anag
emen
t re
port
s, in
a m
anne
r ap
prop
riat
e to
the
aud
ienc
e an
d th
e qu
ery
or q
uest
ion
in h
and.
R&
D -
Ho
rizo
n
Sca
nn
ing
PC9
1. A
bilit
y to
que
stio
n an
d cr
itic
ally
eva
luat
e ow
n ar
ea o
r w
ork
with
a vi
ew t
o im
prov
ing
perf
orm
ance
and
eff
icie
ncy
C4,
IK
2,
G2
2. A
bilit
y to
wor
k w
ith
peer
s an
d no
n-fina
nce
staf
f to
aud
it o
r su
rvey
the
per
form
ance
of ow
n ar
ea o
f re
spon
sibi
lity
3. U
se o
f in
itia
tive
to
iden
tify
new
dev
elop
men
ts m
ade
by o
ther
s (i
nsid
e or
out
side
the
org
anis
atio
n) t
hat
may
be
rele
vant
to
own
area
of
wor
k
4. s
uppo
rt t
he t
esting
, ev
alua
tion
and
impl
emen
tation
of
new
initia
tive
s an
d pr
actice
s in
an
open
-min
ded,
met
hodi
cal
and
cont
rolle
d m
anne
r.
Fre
ed
om
to
A
ct/U
se o
f Ju
dg
em
en
t
PC10
1. W
orks
withi
n se
t bo
unda
ries
, pr
oced
ures
and
gui
delin
es,
ofte
n to
reg
ular
wee
kly
or m
onth
ly r
outine
s an
d tim
etab
les
C5
2. A
bilit
y to
wor
k un
der
own
initia
tive
, fo
llow
ing
initia
l and
oft
en li
mited
set
of in
stru
ctio
ns o
r gu
idel
ines
3. U
se o
f in
itia
tive
and
jud
gem
ent
in in
terp
reting
and
app
lyin
g fina
ncia
l pol
icy.
C5,
G4
4. U
se o
f in
itia
tive
and
jud
gem
ent
in d
ealin
g w
ith
budg
et m
anag
ers,
inve
stig
atio
ns,
quer
ies
and
resp
onse
s.
Inte
lle
ctu
al
Fle
xib
ilit
y
PC11
1. A
bilit
y to
abs
orb
larg
e qu
antities
of
com
plex
fin
anci
al d
ata
and
info
rmat
ion.
-2.
Abi
lity
to t
rans
late
bas
ic o
r ra
w d
ata
into
mea
ning
ful i
nfor
mat
ion,
for
use
by
non-
fina
ncia
l man
ager
s
3. A
bilit
y to
man
age
and
perf
orm
sev
eral
ong
oing
tas
ks c
oncu
rren
tly.
4. A
bilit
y to
see
the
wid
er p
ictu
re a
nd u
nder
stan
d ho
w o
wn
task
s re
late
to
the
wid
er d
epar
tmen
tal a
nd o
rgan
isat
iona
l ob
ject
ives
.
Em
oti
on
al
Inte
llig
en
ce/
Re
sili
en
ce
PC12
1. A
war
e of
ow
n ab
ilities
, st
reng
ths
and
wea
knes
ses.
C5
2. A
bilit
y to
rec
ogni
se o
wn
impa
ct u
pon
othe
rs (an
d vi
ce v
ersa
), a
nd the
impa
ct thi
s ha
s on
the
tea
m e
thic
and
ser
vice
del
iver
yC
6
3. A
ccep
tanc
e an
d ac
know
ledg
emen
t of
the
wid
e ra
nge
of s
taff
gro
ups,
ski
lls a
nd p
ersp
ective
s w
ithi
n th
e or
gani
sation
.C
6
4. A
bilit
y to
rec
eive
(an
d gi
ve)
feed
back
and
con
stru
ctiv
e cr
itic
ism
, m
aint
aini
ng a
per
sist
ent
appr
oach
to
task
s.-
Pers
on
al
Eff
ect
iven
ess
an
d
Le
ad
ers
hip
PC13
1. T
akes
res
pons
ibili
ty f
or o
wn
pers
onal
dev
elop
men
t pl
an a
nd a
ctiv
ely
seek
s le
arni
ng a
nd d
evel
opm
ent
oppo
rtun
itie
s.C
2
2. D
evel
ops
and
expl
ains
wor
k pl
ans
and
activi
ties
to
colle
ague
s an
d pe
ers,
ena
blin
g th
em t
o ca
rry
out
duties
and
ta
sks
to t
he m
axim
um e
ffic
ienc
y an
d ef
fect
iven
ess.
G6
3. A
war
enes
s of
the
lead
ersh
ip r
ole,
and
the
cha
ngin
g ne
ed f
or le
ader
ship
.G
7
4. U
nder
stan
ding
, ap
prec
iation
and
sup
port
of
core
fin
ance
val
ues;
pro
fess
iona
lism
, in
tegr
ity,
par
tner
ship
, co
mm
itm
ent,
fle
xibi
lity,
exc
elle
nce
and
inno
vation
-
Fou
nd
ati
on
Lev
el co
veri
ng
A4
C B
and
s: 1
, 2
an
d 3
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
b
Technical Knowledge and Understanding
Str
ate
gic
Fi
nan
cial
an
d S
erv
ice
Pla
nn
ing
-
TK1
1. K
now
ledg
e an
d ap
prec
iation
of
the
(pol
itic
al a
nd le
gisl
ativ
e) f
inan
cial
and
fun
ding
fra
mew
ork
that
th
e O
rgan
isat
ion
wor
ks w
ithi
n.G
3, G
4,
IK1,
IK
22.
Kno
wle
dge
and
appr
ecia
tion
for
the
nee
d to
dev
elop
long
ter
m f
inan
cial
pla
ns,
and
the
impa
ct o
f ca
pita
l and
rev
enue
fun
ding
str
eam
s w
ithi
n th
is t
imef
ram
e.
Tech
nic
al
Acc
ou
nti
ng
Fin
an
cial
Rep
ort
ing
TK2.11.
Kno
wle
dge
of s
tand
ing
fina
ncia
l ins
truc
tion
s, s
tand
ing
orde
rs a
nd s
chem
es o
f de
lega
tion
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
cor
rect
ledg
er a
nd m
onth
-end
pro
cedu
res,
ens
urin
g ac
cura
te,
tim
ely
and
com
plet
e ac
coun
ting
3. K
now
ledg
e of
all
rele
vant
loca
l IT
and
acco
unting
sys
tem
s an
d pr
oces
s, r
equi
red
for
reco
rdin
g an
d re
trie
ving
fin
anci
al a
nd m
anag
emen
t in
form
atio
n
Fin
an
cial
Man
ag
em
en
t
TK2.2
1. K
now
ledg
e of
bas
ic a
ccou
ntin
g co
ncep
ts a
nd p
rinc
iple
s, s
uch
as d
oubl
e-en
try
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e of
the
nat
ure
and
requ
irem
ent
for
jour
nals
, ac
crua
ls,
wor
king
pap
ers,
aud
it t
rails
and
ap
prov
al c
ontr
ols.
3. K
now
ledg
e an
d un
ders
tand
ing
of w
orki
ng p
ract
ices
, ro
utin
es,
tim
esca
les
and
dead
lines
.
4. K
now
ledg
e of
the
gen
eral
pri
ncip
les,
pro
cess
es a
nd s
yste
ms
unde
rlyi
ng t
he a
ccur
ate
reco
rdin
g of
fin
anci
al t
rans
action
s
5. K
now
ledg
e of
the
diffe
rent
sou
rces
of
inco
me
and
expe
nditur
e an
d ho
w t
hese
mus
t be
rec
orde
d an
d re
port
ed
6. U
nder
stan
ding
and
app
reci
atin
g of
the
diffe
renc
e be
twee
n I&
E an
d B
alan
ce S
heet
tra
nsac
tion
s an
d item
s
7. U
nder
stan
ding
of
the
need
for
rec
onci
liation
sta
tem
ents
and
con
trol
s
8. K
now
ledg
e an
d un
ders
tand
ing
of t
he f
inan
cial
cod
ing
stru
ctur
e an
d it
s pu
rpos
e an
d lim
itat
ions
9. K
now
ledg
e of
the
diffe
rent
gui
danc
e re
lating
to
I&E,
Cap
ital
and
Cha
rita
ble
inco
me
and
expe
nditur
e
46 47
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
bTechnical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e an
d ap
prec
iation
of
the
budg
etin
g cy
cle
and
tim
etab
le,
incl
udin
g bo
th t
he a
nnua
l bu
dget
set
ting
and
the
mon
thly
bud
get
man
agem
ent
proc
ess.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
diffe
rent
mea
ns o
f se
ttin
g bu
dget
s (i
ncre
men
tal,
zero
-bas
ed,
roll-
over
, in
flat
iona
ry,
etc)
3. K
now
ledg
e an
d ab
ility
to
calc
ulat
e bu
dget
s or
cos
t se
rvic
e de
velo
pmen
t bi
ds,
anal
yse
budg
et
stat
emen
ts a
nd v
aria
nces
.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to m
anag
e bu
dget
vir
emen
ts,
the
cont
rols
and
pr
oces
ses
requ
ired
in o
rder
to
tran
sfer
bud
gets
bet
wee
n co
des
or h
eadi
ngs.
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he c
hart
of
acco
unts
cod
ing
stru
ctur
e, a
nd t
he im
port
ance
of
this
in b
udge
tary
con
trol
and
rep
orting
.
6. K
now
ledg
e an
d ap
prec
iation
of
the
budg
etin
g sy
stem
s, c
ontr
ols
and
proc
esse
s in
pla
ce w
ithi
n th
e or
gani
sation
and
dep
artm
ent.
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e an
d ap
prec
iation
of
the
role
of
the
Trea
sury
Fun
ctio
n
G4,
IK1,
IK
22.
Kno
wle
dge
and
appr
ecia
tion
for
the
nee
d to
man
age
wor
king
cap
ital
(an
d of
wha
t co
nstitu
tes
‘wor
king
cap
ital
’)
3. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
ces
betw
een
the
I&E
Acc
ount
and
the
Bal
ance
She
et
Cap
ital
an
d A
sse
t A
cco
un
tin
g
TK2.5
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he N
HS C
apit
al r
egim
e, a
nd t
he r
elev
ant
Cap
ital
Acc
ount
ing
Man
ual (
CAM
).
G4
2. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
ces
betw
een
Cap
ital
and
Rev
enue
exp
endi
ture
(an
d in
com
e/re
ceip
ts)
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he c
orre
ct p
roce
dure
s co
veri
ng t
he p
rocu
rem
ent
and
disp
osal
of
ass
ets
and
the
rele
vant
rec
ordi
ng a
nd a
ccou
ntin
g en
trie
s re
quir
ed a
t ea
ch s
tage
.
4. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
t ne
ed t
o m
onitor
Cap
ital
exp
endi
ture
in-y
ear;
by
proj
ect,
sch
eme
or p
rogr
amm
e an
d ag
ains
t ac
tual
spe
nd,
com
mitm
ents
, ca
pita
l acc
rual
s, c
arry
-fo
rwar
ds,
etc.
Au
dit
TK2.6
Aud
it p
osts
at
this
leve
l will
typ
ical
ly b
e ‘t
rain
ee’ r
oles
, an
d as
suc
h w
ill r
equi
re b
asic
kno
wle
dge
of
the
sam
e co
re e
lem
ents
as
desc
ribe
d at
the
“Te
chni
cal L
evel
”G
4
Taxati
on
TK2.7
1. K
now
ledg
e of
VAT
rul
es a
nd le
gisl
atio
n, w
hat
is a
nd is
not
rec
over
able
and
und
er w
hat
circ
umst
ance
s.
G4
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he N
HS-s
peci
fic
VAT
appl
icat
ions
, in
clud
ing
part
ial e
xem
ptio
n,
Cha
rita
ble
Fund
s pu
rcha
ses,
Pat
ient
s M
onie
s pu
rcha
ses,
con
trac
ted-
out
serv
ices
and
VAT
re
clai
m.
3. K
now
ledg
e an
d ap
prec
iation
of
the
Con
stru
ctio
n In
dust
ry S
chem
e an
d th
e re
leva
nt c
heck
s,
cont
rols
and
ret
urns
4. K
now
ledg
e an
d ap
prec
iation
of
the
tax
impl
icat
ions
for
em
ploy
ees
(and
em
ploy
ers)
in r
elat
ion
to
payr
oll,
expe
nses
, pe
rson
al a
llow
ance
s an
d P1
1D t
axab
le b
enef
its.
Acc
ou
nts
P
ayab
le
TK2.8
1. K
now
ledg
e an
d aw
aren
ess
of t
he o
rgan
isat
ions
Sch
eme
of D
eleg
atio
n an
d Res
erva
tion
, an
d th
e im
pact
thi
s ha
s up
on t
he a
ppro
val o
f in
voic
es a
nd p
aym
ents
.
G4,
IK1,
IK
2
2. K
now
ledg
e of
acc
ount
ing
proc
esse
s an
d co
ntro
ls,
such
as
the
need
for
pur
chas
e or
ders
, go
ods
rece
ipts
and
mat
ched
invo
ices
in o
rder
to
crea
te a
val
id p
aym
ent.
3. A
ppre
ciat
ion
of t
he w
ider
impa
ct o
f th
e pa
ymen
t of
invo
ices
, in
rel
atio
n to
the
org
anis
atio
ns
Man
agem
ent
and
Fina
ncia
l Acc
ount
s pr
oces
ses.
4. K
now
ledg
e of
the
legi
slat
ive
requ
irem
ents
and
con
trol
s in
rel
atio
n to
VAT
, C
IS (
Con
stru
ctio
n In
dust
ry S
chem
e),
reco
rds
rete
ntio
n, e
tc.
5. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
pro
cedu
res
requ
ired
in p
roce
ssin
g an
d ha
ndlin
g di
ffer
ent
paym
ent
met
hods
suc
h as
BAC
S,
Che
que,
etc
.
Payro
ll
TK2.9
1. K
now
ledg
e an
d ap
prec
iation
of
the
aim
s, f
unct
ion
and
proc
esse
s of
Pay
roll.
G4,
IK1,
IK
2
2. B
asic
kno
wle
dge
and
awar
enes
s of
the
law
in r
elat
ion
to P
ayro
ll.
3. K
now
ledg
e of
the
pro
cess
es a
nd c
alcu
lation
s in
rel
atio
n to
Tax
, N
I, s
uper
annu
atio
n an
d ot
her
payr
oll d
educ
tion
s (i
nclu
ding
uni
ons
and
char
itie
s, e
tc)
and
pay
men
ts.
4. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
che
cks
requ
ired
in t
he p
roce
ssin
g of
pay
roll
docu
men
tation
, su
ch a
s st
arte
r, le
aver
and
cha
nge
form
s, o
r tim
eshe
ets
and
mon
thly
ret
urns
.
5. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
pro
cedu
res
requ
ired
in p
roce
ssin
g an
d ha
ndlin
g di
ffer
ent
paym
ent
met
hods
suc
h as
BAC
S,
Che
que,
etc
.
Acc
ou
nts
R
ece
ivab
le
TK2.8
1. K
now
ledg
e an
d aw
aren
ess
of t
he o
rgan
isat
ions
Sch
eme
of D
eleg
atio
n an
d Res
erva
tion
, an
d th
e im
pact
thi
s ha
s up
on t
he p
roce
ssin
g of
deb
tor
invo
ice,
cre
dit
note
or
wri
te-o
ff r
eque
sts.
G4,
IK1,
IK
2
2. K
now
ledg
e of
the
legi
slat
ive
requ
irem
ents
and
con
trol
s in
rel
atio
n to
VAT
, re
ceip
ts,
reco
rds
rete
ntio
n, e
tc.
3. A
ppre
ciat
ion
of t
he w
ider
impa
ct o
f th
e pr
oces
sing
of de
btor
invo
ices
and
cas
h re
ceip
ts,
in
rela
tion
to
the
orga
nisa
tion
s M
anag
emen
t an
d Fi
nanc
ial A
ccou
nts
4. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
pro
cedu
res
requ
ired
in p
roce
ssin
g an
d ha
ndlin
g di
ffer
ent
debt
or p
aym
ent/
cash
rec
eipt
met
hods
suc
h as
BAC
S,
Che
que,
cre
dit
card
, ca
sh
Fin
an
cial
Sys
tem
s
TK2.11
1. K
now
ledg
e an
d un
ders
tand
ing
of I
T ha
rdw
are
and
soft
war
e us
es,
part
icul
arly
app
licat
ions
suc
h as
spr
eads
heet
and
dat
abas
e us
e an
d de
velo
pmen
t.
IK1,
IK
2
2. K
now
ledg
e an
d un
ders
tand
ing
of a
wid
e ra
nge
of I
T sy
stem
s an
d so
ftw
are
used
withi
n th
e Fi
nanc
ial M
anag
emen
t ar
ena.
3. K
now
ledg
e an
d un
ders
tand
ing
of a
ll th
e su
ppor
ting
‘fe
eder
’ sys
tem
s an
d th
e lin
ks b
etw
een
each
sy
stem
and
the
Gen
eral
Led
ger, a
nd b
etw
een
the
Gen
eral
Led
ger
and
vari
ous
expo
rtin
g an
d re
port
ing
tool
s.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he k
ey s
yste
m c
ontr
ols
and
proc
esse
s, s
uch
as t
he C
hart
of
Acc
ount
s hi
erar
chy
and
indi
vidu
al e
lem
ent
uses
and
opt
ions
.
46 47
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
b
Technical Knowledge and Understanding (continued)
Tech
nic
al
Acc
ou
nti
ng
Bu
dg
eti
ng
TK2.3
1. K
now
ledg
e an
d ap
prec
iation
of
the
budg
etin
g cy
cle
and
tim
etab
le,
incl
udin
g bo
th t
he a
nnua
l bu
dget
set
ting
and
the
mon
thly
bud
get
man
agem
ent
proc
ess.
G3,
G4,
IK
1, I
K2
2. K
now
ledg
e, u
nder
stan
ding
and
app
reci
atio
n of
the
diffe
rent
mea
ns o
f se
ttin
g bu
dget
s (i
ncre
men
tal,
zero
-bas
ed,
roll-
over
, in
flat
iona
ry,
etc)
3. K
now
ledg
e an
d ab
ility
to
calc
ulat
e bu
dget
s or
cos
t se
rvic
e de
velo
pmen
t bi
ds,
anal
yse
budg
et
stat
emen
ts a
nd v
aria
nces
.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he n
eed
to m
anag
e bu
dget
vir
emen
ts,
the
cont
rols
and
pr
oces
ses
requ
ired
in o
rder
to
tran
sfer
bud
gets
bet
wee
n co
des
or h
eadi
ngs.
5. K
now
ledg
e an
d un
ders
tand
ing
of t
he c
hart
of
acco
unts
cod
ing
stru
ctur
e, a
nd t
he im
port
ance
of
this
in b
udge
tary
con
trol
and
rep
orting
.
6. K
now
ledg
e an
d ap
prec
iation
of
the
budg
etin
g sy
stem
s, c
ontr
ols
and
proc
esse
s in
pla
ce w
ithi
n th
e or
gani
sation
and
dep
artm
ent.
Tre
asu
ry
Man
ag
em
en
t
TK2.4
1. K
now
ledg
e an
d ap
prec
iation
of
the
role
of
the
Trea
sury
Fun
ctio
n
G4,
IK1,
IK
22.
Kno
wle
dge
and
appr
ecia
tion
for
the
nee
d to
man
age
wor
king
cap
ital
(an
d of
wha
t co
nstitu
tes
‘wor
king
cap
ital
’)
3. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
ces
betw
een
the
I&E
Acc
ount
and
the
Bal
ance
She
et
Cap
ital
an
d A
sse
t A
cco
un
tin
g
TK2.5
1. K
now
ledg
e an
d un
ders
tand
ing
of t
he N
HS C
apit
al r
egim
e, a
nd t
he r
elev
ant
Cap
ital
Acc
ount
ing
Man
ual (
CAM
).
G4
2. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
ces
betw
een
Cap
ital
and
Rev
enue
exp
endi
ture
(an
d in
com
e/re
ceip
ts)
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he c
orre
ct p
roce
dure
s co
veri
ng t
he p
rocu
rem
ent
and
disp
osal
of
ass
ets
and
the
rele
vant
rec
ordi
ng a
nd a
ccou
ntin
g en
trie
s re
quir
ed a
t ea
ch s
tage
.
4. K
now
ledg
e an
d ap
prec
iation
of
the
diff
eren
t ne
ed t
o m
onitor
Cap
ital
exp
endi
ture
in-y
ear;
by
proj
ect,
sch
eme
or p
rogr
amm
e an
d ag
ains
t ac
tual
spe
nd,
com
mitm
ents
, ca
pita
l acc
rual
s, c
arry
-fo
rwar
ds,
etc.
Au
dit
TK2.6
Aud
it p
osts
at
this
leve
l will
typ
ical
ly b
e ‘t
rain
ee’ r
oles
, an
d as
suc
h w
ill r
equi
re b
asic
kno
wle
dge
of
the
sam
e co
re e
lem
ents
as
desc
ribe
d at
the
“Te
chni
cal L
evel
”G
4
Taxati
on
TK2.7
1. K
now
ledg
e of
VAT
rul
es a
nd le
gisl
atio
n, w
hat
is a
nd is
not
rec
over
able
and
und
er w
hat
circ
umst
ance
s.
G4
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he N
HS-s
peci
fic
VAT
appl
icat
ions
, in
clud
ing
part
ial e
xem
ptio
n,
Cha
rita
ble
Fund
s pu
rcha
ses,
Pat
ient
s M
onie
s pu
rcha
ses,
con
trac
ted-
out
serv
ices
and
VAT
re
clai
m.
3. K
now
ledg
e an
d ap
prec
iation
of
the
Con
stru
ctio
n In
dust
ry S
chem
e an
d th
e re
leva
nt c
heck
s,
cont
rols
and
ret
urns
4. K
now
ledg
e an
d ap
prec
iation
of
the
tax
impl
icat
ions
for
em
ploy
ees
(and
em
ploy
ers)
in r
elat
ion
to
payr
oll,
expe
nses
, pe
rson
al a
llow
ance
s an
d P1
1D t
axab
le b
enef
its.
Acc
ou
nts
P
ayab
le
TK2.8
1. K
now
ledg
e an
d aw
aren
ess
of t
he o
rgan
isat
ions
Sch
eme
of D
eleg
atio
n an
d Res
erva
tion
, an
d th
e im
pact
thi
s ha
s up
on t
he a
ppro
val o
f in
voic
es a
nd p
aym
ents
.
G4,
IK1,
IK
2
2. K
now
ledg
e of
acc
ount
ing
proc
esse
s an
d co
ntro
ls,
such
as
the
need
for
pur
chas
e or
ders
, go
ods
rece
ipts
and
mat
ched
invo
ices
in o
rder
to
crea
te a
val
id p
aym
ent.
3. A
ppre
ciat
ion
of t
he w
ider
impa
ct o
f th
e pa
ymen
t of
invo
ices
, in
rel
atio
n to
the
org
anis
atio
ns
Man
agem
ent
and
Fina
ncia
l Acc
ount
s pr
oces
ses.
4. K
now
ledg
e of
the
legi
slat
ive
requ
irem
ents
and
con
trol
s in
rel
atio
n to
VAT
, C
IS (
Con
stru
ctio
n In
dust
ry S
chem
e),
reco
rds
rete
ntio
n, e
tc.
5. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
pro
cedu
res
requ
ired
in p
roce
ssin
g an
d ha
ndlin
g di
ffer
ent
paym
ent
met
hods
suc
h as
BAC
S,
Che
que,
etc
.
Payro
ll
TK2.9
1. K
now
ledg
e an
d ap
prec
iation
of
the
aim
s, f
unct
ion
and
proc
esse
s of
Pay
roll.
G4,
IK1,
IK
2
2. B
asic
kno
wle
dge
and
awar
enes
s of
the
law
in r
elat
ion
to P
ayro
ll.
3. K
now
ledg
e of
the
pro
cess
es a
nd c
alcu
lation
s in
rel
atio
n to
Tax
, N
I, s
uper
annu
atio
n an
d ot
her
payr
oll d
educ
tion
s (i
nclu
ding
uni
ons
and
char
itie
s, e
tc)
and
pay
men
ts.
4. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
che
cks
requ
ired
in t
he p
roce
ssin
g of
pay
roll
docu
men
tation
, su
ch a
s st
arte
r, le
aver
and
cha
nge
form
s, o
r tim
eshe
ets
and
mon
thly
ret
urns
.
5. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
pro
cedu
res
requ
ired
in p
roce
ssin
g an
d ha
ndlin
g di
ffer
ent
paym
ent
met
hods
suc
h as
BAC
S,
Che
que,
etc
.
Acc
ou
nts
R
ece
ivab
le
TK2.8
1. K
now
ledg
e an
d aw
aren
ess
of t
he o
rgan
isat
ions
Sch
eme
of D
eleg
atio
n an
d Res
erva
tion
, an
d th
e im
pact
thi
s ha
s up
on t
he p
roce
ssin
g of
deb
tor
invo
ice,
cre
dit
note
or
wri
te-o
ff r
eque
sts.
G4,
IK1,
IK
2
2. K
now
ledg
e of
the
legi
slat
ive
requ
irem
ents
and
con
trol
s in
rel
atio
n to
VAT
, re
ceip
ts,
reco
rds
rete
ntio
n, e
tc.
3. A
ppre
ciat
ion
of t
he w
ider
impa
ct o
f th
e pr
oces
sing
of de
btor
invo
ices
and
cas
h re
ceip
ts,
in
rela
tion
to
the
orga
nisa
tion
s M
anag
emen
t an
d Fi
nanc
ial A
ccou
nts
4. K
now
ledg
e an
d ap
prec
iation
of
the
cont
rols
and
pro
cedu
res
requ
ired
in p
roce
ssin
g an
d ha
ndlin
g di
ffer
ent
debt
or p
aym
ent/
cash
rec
eipt
met
hods
suc
h as
BAC
S,
Che
que,
cre
dit
card
, ca
sh
Fin
an
cial
Sys
tem
s
TK2.11
1. K
now
ledg
e an
d un
ders
tand
ing
of I
T ha
rdw
are
and
soft
war
e us
es,
part
icul
arly
app
licat
ions
suc
h as
spr
eads
heet
and
dat
abas
e us
e an
d de
velo
pmen
t.
IK1,
IK
2
2. K
now
ledg
e an
d un
ders
tand
ing
of a
wid
e ra
nge
of I
T sy
stem
s an
d so
ftw
are
used
withi
n th
e Fi
nanc
ial M
anag
emen
t ar
ena.
3. K
now
ledg
e an
d un
ders
tand
ing
of a
ll th
e su
ppor
ting
‘fe
eder
’ sys
tem
s an
d th
e lin
ks b
etw
een
each
sy
stem
and
the
Gen
eral
Led
ger, a
nd b
etw
een
the
Gen
eral
Led
ger
and
vari
ous
expo
rtin
g an
d re
port
ing
tool
s.
4. K
now
ledg
e an
d un
ders
tand
ing
of t
he k
ey s
yste
m c
ontr
ols
and
proc
esse
s, s
uch
as t
he C
hart
of
Acc
ount
s hi
erar
chy
and
indi
vidu
al e
lem
ent
uses
and
opt
ions
.
48 49
Co
mp
ete
ncy
Re
f.D
esc
rip
tio
n o
f C
om
pe
ten
cy a
nd
Sk
ills
Lin
ks
to K
SF
Main
Su
bTechnical Knowledge and Understanding (continued)
Fin
an
cial &
C
orp
ora
te
Go
vern
an
ce
Gen
era
l K
no
wle
dg
e o
f G
ove
rnan
ce
TK3.1
1. B
asic
kno
wle
dge
and
appr
ecia
tion
of
the
NH
S S
truc
ture
and
org
anis
atio
nal e
nvir
onm
ent
that
the
N
HS w
orks
withi
n, a
nd a
long
side
the
oth
er P
ublic
Sec
tor
orga
nisa
tion
s an
d th
e W
elsh
Ass
embl
y G
over
nmen
t.
C4,
C5,
IK
1, I
K2
2. K
now
ledg
e an
d un
ders
tand
ing
of t
he s
truc
ture
, co
ntro
ls a
nd a
ssur
ance
fra
mew
ork
withi
n ow
n or
gani
sation
.
3. K
now
ledg
e an
d un
ders
tand
ing
of t
he p
rofe
ssio
nal/
fina
nce
code
of et
hics
and
con
duct
, in
clud
ing
the
duty
of
disc
losu
re.
4. K
now
ledg
e of
who
the
Boa
rd m
embe
rs (
exec
utiv
e an
d no
n-ex
ecut
ive)
are
for
ow
n or
gani
sation
, an
d ap
prec
iation
of
the
stra
tegi
c an
d op
erat
iona
l rol
e of
the
Boa
rd
Bu
sin
ess
Sk
ills
an
d E
xte
rnal
Fo
cus
-
TK4
1. A
ppre
ciat
ion
and
unde
rsta
ndin
g of
the
sta
keho
lder
s (e
xter
nal a
s w
ell a
s in
tern
al)
to t
he F
inan
ce
Dep
artm
ent
and
the
orga
nisa
tion
, an
d th
eir
diff
eren
t ne
eds
and
requ
irem
ents
.
C4,
C5,
IK
2
2. A
war
enes
s an
d ap
prec
iation
of
the
wid
er f
inan
cial
env
iron
men
t an
d bu
sine
ss p
roce
sses
tha
t op
erat
e ou
tsid
e ow
n N
HS o
rgan
isat
ion
in b
oth
the
wid
er P
ublic
Sec
tor
and
in t
he P
riva
te S
ecto
r
3. M
aint
ain
know
ledg
e an
d aw
aren
ess
of t
he la
test
fin
anci
al a
nd b
usin
ess
issu
es,
chal
leng
es a
nd
deve
lopm
ents
, pa
rtic
ular
ly f
rom
sou
rces
suc
h as
the
Hea
lth
Ser
vice
Jou
rnal
, Pu
blic
Fin
ance
, H
ealthc
are
Man
agem
ent,
etc
.
1. B
asic
app
reci
atio
n an
d aw
aren
ess
of f
orm
al (
PRIN
CE)
pro
ject
and
pro
gram
me
man
agem
ent
requ
irem
ents
and
tec
hniq
ues,
suc
h as
pro
ject
pla
nnin
g, a
ctio
n-pl
an r
epor
ting
, ob
ject
ive-
sett
ing
and
risk
-man
agem
ent.
Pro
ject
M
an
ag
em
en
t an
d I
nn
ovati
on
-
TK5
2. A
ppre
ciat
ion
of t
he n
eed
to c
ontinu
ally
impr
ove
effici
ency
and
ser
vice
del
iver
y, a
nd b
asic
aw
aren
ess
of t
echn
ique
s su
ch a
s pr
oces
s m
appi
ng,
LEAN
, si
x-si
gma,
bra
inst
orm
ing,
hor
izon
-sc
anni
ng.
G5
1. B
asic
kno
wle
dge
and
appr
ecia
tion
of
the
NH
S S
truc
ture
and
org
anis
atio
nal e
nvir
onm
ent
that
the
N
HS w
orks
withi
n, a
nd a
long
side
the
oth
er P
ublic
Sec
tor
orga
nisa
tion
s an
d th
e W
elsh
Ass
embl
y G
over
nmen
t.
48 49
Ap
pen
dix
B
Fin
ance
Lead
ers
hip
Fra
mew
ork
: S
amp
le P
ers
on
al D
evelo
pm
en
t P
lan
Co
mp
ete
ncy
d
imen
sio
nS
peci
fic
learn
ing
need
Act
ivit
y to
m
eet
learn
ing
n
eed
Su
pp
ort
re
qu
ired
Targ
et
date
Exp
ect
ed
m
easu
rab
le
ou
tco
me
Eva
luati
on
–
act
ual
ou
tco
me/
learn
ing
fro
m
act
ivit
y
