Chapter 2 - P rogramme 1 - Department of Defence

Defence legal service
capability and services
| Department of Defence |
Table 2.17 Defence Legal Services’ Outputs for FY 2007/08 (continued)
Output Performance Measure Targets Actual Achievement
Optimisation of Defence
Legal Services’ head office
together with the legal satellite
offices
Completed litigation within
the DOD
Performance and Service Delivery Improvement
Seven directorates and five
legal satellite offices executed
the required legal services
throughout the DOD
95% of facilitated litigation
must result in optimum
outcome for the DOD
Seven directorates and
five legal satellite offices
contributed to the
achievement of the objectives
of the Defence Legal Services
Division as planned within the
allocated budget, and 100% of
the budget was spent during
FY 2006/07.
The target was changed from
75% to 95% through the
Project GEJIMA refinement
process and the target is
managed accordingly.
Details of the Defence Legal Services’ performance and service delivery improvement outputs are shown
in Table 2.18.
Table 2.18 Defence Legal Services’ Performance and Service Delivery Improvement Outputs for
FY 2007/08 6
Activities
Risk and managerial
challenges
Performance
measurement and
management
Planned Management
Interventions
Anticipated Benefits Status Actual Achievements
a b c d e
Manage and execute
DLSD’s anti-criminality
control process
The Defence Legal
Services Division
(DLSD) is to manage
risk/managerial challenge
treatment plans during
FY 2007/08
The DLSD is to
actively implement the
guidelines as prescribed
by the DOD Planning
Instructions and ensure
total commitment by
its members by means
of their Performance
Agreements (PAs) and
Management Directives
The DLSD is to actively
manage the guidelines
prescribed in the DLSD
Standing Order 31/2006
and 36/2008 to control
and prevent crime
Will improve service
delivery, reduce costs and
increase efficiency
Align DLS’s Strategic
Business Plan’s (SBP)
objectives and targets
with the PAs and
Management Directives
of DLS’s roleplayers
Accurate and in-time
reporting of all crimerelated
matters
Effective management of
crime-prevention systems
like boards of inquiry,
crime incidents, and
vehicle accidents
Continuous Risk and managerial
challenge treatment
worksheets were compiled
of all the risks and
managerial challenges
identified. Feedback given
weekly at DLSD Budget
Control Committee and at
DPBEC, as required.
Continuous Objectives and targets are
analysed quarterly and
the performance outputs
of the objectives, KRA
and targets are submitted
quarterly.
Continuous Implementation of a
DLSD Crime Prevention
Plan as prescribed in
DLSD Standing Order
31/2006.
6 Performance measures and targets were adjusted after 3 October 2006 to meet the requirements of the new Defence Legal Services Division..
61 Annual Report FY 2007 - 2008
| Chapter 2 - Programme 1: Administration |