BUFFALO
CITY MUNICIPALITY |
| 522
EAST LONDON
E-MONTI 5200
|
|
Old Mutual Building:
Oxford Street
Kwikona ye- Oxford Street
EAST LONDON
E-MONTI 5201
|
OFFICE OF THE
CHIEF FINANCIAL OFFICER
THE INCUMBENT CONCERNED IS CHARGED WITH THE
RESPONSIBILITY OF ASSISTING THE CHIEF FINANCIAL OFFICER
IN STRATEGIC ISSUES & POLICY RELATED ISSUES IN
THE DIRECTORATE OF FINANCE
-
Formulation of a 5 year Strategic Plan for the
Directorate of Finance – to be made available
in printed format and soft copy;
-
Develop Policies and Internal Control Procedures
for the Directorate of Finance - Revise current
financial policy documents and bring them inline
with MFMA No: 56 of 2003 and Local Government
Municipal Systems Act No. 32 of 2000;
-
Ensure that all relevant policies and procedures
in the Directorate of Finance as required by the
New Local Government Municipal legislative framework
are in place.
-
Develop Work Plans for all departments within
the Directorate of Finance and ensure adherence
with the 5 Year Strategic Plan.
-
Ensure efficient and effective application of
Work Plans so as to achieve departmental targets,
goals and objectives.
-
Submit a monthly report on achievements to the
Chief Financial Officer.
-
Conduct Policy/Procedures Audit for the Directorate
of Finance.
-
Perform other related functions within the Directorate
of Finance Policy Framework (be creative and innovative).
-
Report to the Chief Financial Officer.
| Signed by the Chief Financial
Officer |
B. W. Sheperd |
| Signed by the Council Support Manager |
C. M. Mbekela |
| Date |
27 September 2004 |
References
I have known Christian (Chris) Mxoliswa Mbekela since
the 1980s when he suffered a great deal under the
Apartheid Regime.From 1989 to 1990 he worked as a
Community Co-ordinator for GADRA Advice division where
I was the manager.
Although hampered by the previous education system
and much emotional trauma Chris has managed to overcome
his set backs in a remarkable way.Academically he
has now reached the stage of studying for a PhD.
He has always been concerned for his fellow citizens
and has put that into practice by volunteer work and
work in the welfare field.His manner is very pleasant
and he seems to have many friends and contacts and
to be generally in touch with the concerns of others
and the needs of various communities.
He also has a good sense of humour which is a great
help in any work where people are concerned and in
civil society.
Rosemary Smith
Retired Social Worker
Member of the Black Sash Trust
Retired Regional Director of the Black Sash
Previous member of the Grahamstown Training college
Trust
Member of the Albany Hospital Board
Chair of the Given Trust
Chair of the Friends of the Library
Clerk of the Eastern Cape Quakers
Recipient of Grahamstown Rotary Award
Runner up of Grahamstown Citizen of the year
Christian (Chris) Mxoliswa Mbekela, is a seasoned,
competent and respected leader in human resources
and knowledge management issues. Chris has demonstrated
his skill in knowledge management and it’s practical
application in the South African public sector. He
has the expertise to professionally advise organizations
on how to gain the competitive advantage that comes
with improved or faster learning and new knowledge
creation. He further has the strategic insight on
how knowledge management programs may lead to greater
innovation, better customer experiences, consistency
in good practices and knowledge access across organizations,
as well as many other benefits, and knowledge management
programs may be driven with these goals in mind.
Chris Mbekela’s strategic considerations to
drive a knowledge management programme include:
-
making available increased knowledge content
in the development and provision of products and
services;
-
achieving shorter new product and service development
cycles;
-
facilitating and managing organisational innovation;
-
leverage the expertise of people across the
organization;
-
Benefiting from 'network effects' as the number
of productive connections between employees in
the organization increases and the quality of
information shared increases;
-
managing the proliferation of data and information
in complex business environments and allowing
employees to rapidly access useful and relevant
knowledge resources and best practice guidelines;
-
facilitate organizational learning;
-
managing intellectual capital and intellectual
assets in the workforce (such as the expertise
and know-how possessed by key individuals) as
individuals retire and new workers are hired;
Dr Pravine Naidoo
Municipal Manager
MAKANA MUNICIPALITY
Grahamstown
23rd October 2006
References From Rhodes University
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