Chapter 2 - P rogramme 1 - Department of Defence

| Chapter 2 - Programme 1: Administration |
Annual Report FY 2007 - 2008
| Department of Defence |
Table 2.18 Defence Legal Services’ Performance and Service Delivery Improvement Outputs for
FY 2007/08 6 (continued)
Activities
Planned Management
Interventions
Anticipated Benefits Status Actual Achievements
a b c d e
Manage DLSD’s The DLSD is to Timeous and correct Continuous DLSD Standing Order
quarterly and annual continuously manage the progress reporting
18/2003 was compiled
reporting process strategic control measures procedures
and requires roleplayers
to ensure timeous and
to submit their reports
correct reporting. The
according to a checklist.
quarterly and annual
Preliminary reports with
reports can be analysed
the necessary require-
to determine the level of
ments were distributed to
implementation of the
all roleplayers quarterly to
SBP and support plans
ensure that they report on
the required issues. These
are control measures.
Annual review of the The DLSD is to annually Effective, efficient and Continuous The centralised financial
DLSD’s budget and analyse the previous FY’s economical use of the
control committee
compile guidelines budget and to compile DLSD’s allocated funds
enables DLSD to manage
to ensure better a feedback report of
the budget closely
management and lessons learnt to assist
and effectively. It also
control of finances and DLSD’s directors
enables the committee
expenditure
and GOiC/OiCs
to make changes to the
of Legsatos in their
financial control system if
annual budget planning
process. This feedback
review document must
also include financial
management and
expenditure control
guidelines
required.
DLSD’s annual strategic The DLSD is to do an Planning guidelines with Annually Compiled the
planning and budgeting environment analysis the required means to
Commander’s
cycle
to determine the implement are issued to
Appreciation that also
guidelines required the Directors, General
addresses the applicable
for the Commander’s Officers Commanding,
MOD, Sec Def and
Appreciation and and Officers in Charge
C SANDF guidelines.
planning and budgeting of Legsatos by the Chief
Chief Defence Legal
purposes
Defence Legal Services
Services presented the
Commander’s Brief
to Directors, Generals
and Officers in Charge
of Legsatos. Updating of
the supporting plans that
form part of the Strategic
Business Plan.
SUBPROGRAMME HUMAN RESOURCES
Overview
The Financial Year 2007/08 was highlighted by
the first year of existence of the newly established
integrated Human Resources Division (HR Div)
within the Department of Defence (DOD). Prior
to this, the various subprogrammes of the Human
Resources Division functioned within fragmented
structures in the Policy and Planning and Joint
Support environments of the DOD. During the
past year, much time and effort was thus spent on
6 Performance measures and targets were adjusted after 3 October 2006 to meet the requirements of the new Defence Legal Services Division.
62
consolidating the efforts of, and capacity building
within, the newly-established Division as a whole.
During the amalgamation process, the Human
Resources Division was faced with a number of
challenges pertaining to aspects such as low staffing
levels within the initial temporary structures, function
shifts to the new, approved structures, unbundling
of functions within certain environments and the
commensurate impact this had on the integration
and repacking of the Division’s total budget.
Initially, the Chief Human Resources (CHR) was
not a single budget holder but was responsible