Service Delivery Improvement Plan & Implementation

A Sustainable Outcome-focused Service Delivery approach requires a paradigm shift from monitoring and reporting on "what do we do" in terms of Functions and Programmes to a focus on "what do our Functions and Programmes produce that is specifically useful to our clients in enabling them to do what they need to do?" and "what is the contribution of each Function (including internal Support) within the Department in order to enable this to take place?"

Since 1994 Government's strategic goals have become more focused on the impact its services have on the lives of the whole population of South Africa. This has led to the establishment of various "cross-cutting" Functional Objectives for Service Delivery with the aim of insuring impact sensitivity and awareness that the delivery of Services must be carried out in such a way as to dismantle poverty and bring about the overarching purpose of eradicating poverty and improving the quality of life for all our citizens.

The underlying essence is that it is not sufficient to purely deliver Services efficiently, they must also be delivered effectively - in such a way so as to also achieve the strategic objectives for the cross-cutting, qualitative aspects of sustainability, together with the overarching purpose to eradicate poverty and improve the quality of life for all our citizens, is to be achieved.

The strategic planning function of a Department would seek to achieve certain outcomes in line with these objectives, as they apply in their particular sector, and performance must therefore be measured against these.

The Monitoring, Evaluation and Reporting Framework of a Department has therefore to support the measurement of performance in this regard and context.

One of the primary cross-cutting areas of service quality is well defined, and legally mandated, in the Batho Pele principles mandated by the Department of Public Service Administration (DPSA).

The primary objective of Batho Pele is to introduce a new approach to service delivery which puts people at the centre of planning and delivering services.

The DPSA requires that a Service Delivery Improvement Plan (SDIP) be introduced as an integral part of service delivery operations, strategic planning and implementation strategy of all programmes. The plan should be implemented not just as an "add-on" but as a living entity that should influence and shape the general nature of public servants' behaviour.

It therefore follows that Effective Service Delivery must be measured in terms of the extent to which an organisation addresses its clients' needs and expectations. Success in this regard will hinge on balancing, aligning, prioritizing and managing the key elements that contribute to these outcomes and ensuring the Service Delivery model is understood and applied by each employee to their everyday activities.

Mveledzandivho has developed effective methodologies that not only assist a Department to produce an SDIP but also facilitate the necessary paradigm shift required for its sustainable implementation.

The Service Delivery Improvement principles laid down by DPSA also require that the internal support requirements of the Service Delivery Programmes of a Department be linked to the Service Standards and that the efficacy of the support be reported on.

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	Homepage Products & Services SDIP Implementation Service Delivery Training M&E Frameworks & Policies Strategic Planning Role Accountability Mapping Performance Management Service Delivery Restructuring Service Request Management Process Reengineering KnowledgeBankERP Shareholding Equity Previous Work Done Contact us Service Delivery Improvement Plan & Implementation A Sustainable Outcome-focused Service Delivery approach requires a paradigm shift from monitoring and reporting on "what do we do" in terms of Functions and Programmes to a focus on "what do our Functions and Programmes produce that is specifically useful to our clients in enabling them to do what they need to do?" and "what is the contribution of each Function (including internal Support) within the Department in order to enable this to take place?" Since 1994 Government's strategic goals have become more focused on the impact its services have on the lives of the whole population of South Africa. This has led to the establishment of various "cross-cutting" Functional Objectives for Service Delivery with the aim of insuring impact sensitivity and awareness that the delivery of Services must be carried out in such a way as to dismantle poverty and bring about the overarching purpose of eradicating poverty and improving the quality of life for all our citizens. The underlying essence is that it is not sufficient to purely deliver Services efficiently, they must also be delivered effectively - in such a way so as to also achieve the strategic objectives for the cross-cutting, qualitative aspects of sustainability, together with the overarching purpose to eradicate poverty and improve the quality of life for all our citizens, is to be achieved. The strategic planning function of a Department would seek to achieve certain outcomes in line with these objectives, as they apply in their particular sector, and performance must therefore be measured against these. The Monitoring, Evaluation and Reporting Framework of a Department has therefore to support the measurement of performance in this regard and context. One of the primary cross-cutting areas of service quality is well defined, and legally mandated, in the Batho Pele principles mandated by the Department of Public Service Administration (DPSA). The primary objective of Batho Pele is to introduce a new approach to service delivery which puts people at the centre of planning and delivering services. The DPSA requires that a Service Delivery Improvement Plan (SDIP) be introduced as an integral part of service delivery operations, strategic planning and implementation strategy of all programmes. The plan should be implemented not just as an "add-on" but as a living entity that should influence and shape the general nature of public servants' behaviour. It therefore follows that Effective Service Delivery must be measured in terms of the extent to which an organisation addresses its clients' needs and expectations. Success in this regard will hinge on balancing, aligning, prioritizing and managing the key elements that contribute to these outcomes and ensuring the Service Delivery model is understood and applied by each employee to their everyday activities. Mveledzandivho has developed effective methodologies that not only assist a Department to produce an SDIP but also facilitate the necessary paradigm shift required for its sustainable implementation. The Service Delivery Improvement principles laid down by DPSA also require that the internal support requirements of the Service Delivery Programmes of a Department be linked to the Service Standards and that the efficacy of the support be reported on.
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