Manage Service Delivery Improvement.ppt

US ID: 120306
NQF Level: 6
Credits: 8
MANAGE SERVICE DELIVERY IMPROVEMENT

Learning Outcomes
• Feedback from stakeholders regarding problems of service delivery is collated and
analysed according to categories.
• Reasons for and sources of client dissatisfaction are described using case studies.
• The nature of problems, needs and expectations of clients is analysed using case
studies.
• Existing service delivery standards/levels are identified and described according to
relevant organisational policy.
• Measures to rectify service delivery failures are identified and described with
examples.
• Plans for the improvement of service delivery are devised and necessary resources
are allocated according to departmental/organizational policies and procedures.
6/5/2023 2

INTERNAL & EXTERNAL
CUSTOMERS
External customers are those who see your company
mainly as a provider of something they buy.
Internal customers participate in your business by
actually being a part of it.
Internal customers have a relationship with, and within,
your company, either through employment or as
partners who deliver your product or service to the
end user, the external customer.
Less obvious but certainly still significant, stakeholders
and shareholders are also internal customers.
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A Strategic Business Unit (SBU) of Fachs Group offering Corporate Training in:
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Tec

Internal and external
customers
2023/06/05 4

Main
CAUSES OF
SERVICE
DELIVERY
PROBLEMS
FACE THE
SOUTH
AFRICAN
PUBLIC
SECTOR?
• The degree of corruption,
• Institutional capacity constraints
relating to appropriate skills and staff,
• Lack of transparency,
• Dysfunctional citizen rep committees,
• Lack of accountability by public
officials,
• Lack of public participation in issues
of governance,
• Failure to comply with policies,
legislation and plans
• Financial difficulties,
• And ineffective strategic
management.
2023/06/05
Leadership, Management & Personal Mastery I Governance, Risk & Compliance I Financial & Supply Chain Management I Business Skills I Technology Skills I Indu
6

HOW CAN THE BATHO PELE
PRINCIPLES HELP ADDRESS
OR REDUCE THE ABOVE
CAUSES
6/5/2023 7

Customer
Expectatio
ns
Customers:
• Expect the core service to meet their needs for
quality
• Expect polite treatment at all times – even when
they are being difficult
• Need to see attention is being paid to their
requests
• Want to feel their needs are important
• Do not want to hear “No” or “I do not know”
• Want to feel secure in the knowledge that you
have all the answers and solutions

Customers
Expectations
continued
Customers:
• Want mistakes admitted to and rectified
• Expect promises that are made to be
honoured
• Expect to be treated with respect
• Need to have time given to them for
explanations
• Need to know when a problem arises
• Expect you to know about your job and your
company
• Expect you to be able to answer questions
• Expect you to find solutions to their problems.

10
Management Framework
An enabling management framework which covers people,
processes and materials is provided.
Focus is on:
Effective strategic planning
Optimal organisational design
Good corporate governance
Continuous change management
Integrated performance management
Needs-based research and development
Comprehensive stakeholder management
Service delivery innovation
Comprehensive ongoing monitoring and evaluation

TASKS
Methods and techniques to build sound
relationships with clients.
What are the major reasons for client
dissatisfaction for your organisation
6/5/2023 11

What are the key reasons for customer
dissatisfaction?
Causes of Customer Dissatisfaction
Issues with Quality.
Issues with Pricing.
Failure to Meet Specific Expectations.
Failure to Meet Perceived or Implied Expectations.
Issues with Usability.
Hidden information.
Problems with Customer Service. (pre- during & post purchase
service)
6/5/2023 12

Tips to reduce customer dissatisfaction
Be pro-active. Don't wait until the customer complains. Surveys and
meetings are a great way to understand the customer's needs.
Be responsive. When there's an issue, resolve it immediately. By
waiting to resolve an issue can turn minor problems into bigger
ones.
Be honest. Telling customers the truth usually goes over better
than lying to them. It will eventually help gain the customer's
respect.
Be realistic. Not every sale is worth the cost involved in obtaining it.
Some customers have expectations that aren't attainable. In that
case, it may be necessary to try to reset the customer's
expectations, or, if that isn't possible, to suggest that they may
be happier by taking their business elsewhere.
6/5/2023 13

How to
measure
customer
satisfaction

Satisfaction
Measurement
While tracking traditional metrics that show supply
chain effectiveness will give you a good idea of
how well you’re treating your customers, you need
to go further to continually enhance your customer
satisfaction.
How many new customers are coming in every day?
How much is every individual customer worth to you?
What are the 5 most common reasons for a customer to
leave you?
What areas of your business receive the most
complaints?
2023/06/05
15

Customer Satisfaction
Score (CSAT score)
CSAT measures the level of satisfaction or
dissatisfaction with your product or service.
Usually, customers rate their satisfaction on a
scale of 1-3, 1-5, or 1-7. CSAT score is the
percentage number of satisfied customers who
enjoy using your products and services.
They are likely to continue buying your offerings in
the future as well.
The CSAT score can be an excellent metric for
forecasting sales and making smart decisions.
2023/06/05
16

Customer Effort Score
(CES)
Like CSAT, CES works on customers’ ratings on the ease of
operation or experience. It indicates if your users had a
smooth, hassle-free experience at various touchpoints of
their journey.
For instance, you can use the below questions to calculate
CES.
How easy was it to locate our offices?
How easy was it to operate our app?
How easy was it to connect with our customer service staff?
How easy was it to find the documentation you needed?
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17

Net Promoter
Score® (NPS)
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18
NPS measures customer
loyalty by asking the question,
‘Based on your complete
experience with the
organization, how likely are
you to recommend it to your
friends and colleagues?’
Net promoter score surveys
can be distributed at various
customer journey touchpoints.
Based on the score at each
point, you can identify
improvement areas.
For example, the Net promoter
score of 5 for the customer
support team means the users
had a poor experience.
They are not likely to
recommend your business to
others. Thus, it can be an
active area for the
management team to ensure
their relationship with the
users doesn’t end.

Surveys
You have many options to deliver your surveys.
You can email surveys to your customers, or
use apps like survey monkey and send them
via short messaging service (SMS), etc.
These options ensure a healthy survey
response rate, as these can be taken
anywhere and anytime.
SMS surveys get a 7.5 times higher response
than email surveys.
2023/06/05 19

Other Customer
Satisfaction
Metrics
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20
Operational data / o-data e.g Sales Volume &
Experience data. (X–data) provides the
context for how customers have actually
experienced the service
Overall resolution rate, Average turnaround
period
Imbizos, citizens’ forums, suggestion boxes,
Social media and general media sentiment
monitoring, phone reviews & helplines.

What Is Service Delivery Improvement Plan?
The (SDIP) provides the necessary tools to operations managers to
ensure continuous and incremental improvement of service
delivery.
What are the four key elements of a service delivery system?
i. Service culture. Service culture relates to the leadership
principles, vision, mission, work habits and values of a service
provider company. ...
ii. Employee engagement. ...
iii. Service quality. ...
iv. Customer service.
6/5/2023 21

Definition and types of Service Standards
A standard is a “basis of measurement” and “a definite level of excellence”. A
Departmental service standard is something desired (by the Department
and citizens) and achievable.
A ‘Norm’, on the other hand, is defined as a “usual or average level of
performance”.
A Service standard is a reasonable and measurable (SMARTER)
expectation from the side of the recipient, and an honest commitment by
the service provider, to meet or exceed that expectation.
A service standard has qualitative aspects, such as:
• Appropriateness – refers to the service the individual/ community needs
and expects; and
• Acceptability – when services are provided to satisfy the reasonable
expectations of the client, community or taxpayer; as well as the eight
Batho Pele principles,
6/5/2023 22

A service standard is not a service standard if it
does not meet S.M.A.R.T.E.R. criteria, i.e:
• Specific – e.g. FET colleges through put rate to be increased by 1% per
annum, to reach 67% by 2024/25
• Measurable – e.g. Diesel vehicles testing for air quality: a minimum of 50
vehicles per month (from log sheet reports);
• Achievable – e.g. the Department of Health cannot set a standard that all
critical cardiac arrest patients are to be 100% better within 24 hours
• Realistic – e.g. Throughput rate in Grade R to 12 increased by 2% per annum
to achieve 87% by 2024/25
• Time-bound – delivery cannot be measured if not linked to a time period;
• Empowering – service standards should not be set by an external consultant
who disappears without empowering the end users
• Revisable – standards should be formatted in such a way that indicators can
be easily reviewed and adjusted annually/ periodically
6/5/2023 23

The three broad categories of Standards:
1. Structure standards (eg. with regard to personnel, supplies, systems, finance)
2. Process standards (how to achieve minimum service levels)
3. Outcome standards (what the public receives; front office services)
Standards can be generic (eg. Process standards), or standards can be specific
(eg. Outcome standards).
Service Standards should also be expressed in terms of Quantity, Time and Cost.
6/5/2023 24

Service Delivery Planning Value Chain Components
By definition, a value chain categorizes the value-adding activities
of an organization.
The chain of activities gives the services more added value than
the sum of the independent activity's value.
Below is a schematic representation of the Service delivery
planning value chain.
The setting of service standards is a key deliverable for the drafting
of quality service charters and service delivery improvement
plans.
6/5/2023 25

6/5/2023 26
Figure 1
1. Strategic
Planning
2. Develop Service
Delivery Model
3. Business Process
Management
4. Standard operating
procedures
5. Unit Costing
6. Service
Standards
7. Service charters
8. Service delivery
improvement plans

Criteria for setting Standards
• Are the standards meaningful to customers?
• Do standards comply with national standards and legislation?
• Are standards based on consultation?
• Are standards attainable? (S.M.A.R.T.E.R.)
• Are standards affordable?
• Are standards owned by managers?
• How are standards to be communicated?
• Are performance measures in place and are achievements
reported?
• Are standards reviewed and updated?
6/5/2023 27

Templates
A. Astandardtemplateforthesettingofservicestandardswillbeasfollows:
Action/Service Standard Measurement
eg.Facilities management query Response within 24 hours and Querylogsheets
response weekly updates until resolution of
issue
6/5/2023 28

Templates Continued…
B. Recommended Transversal Template:
Key services Department of Town planning services
Quantity Quality Target group Target area Time period Service
statement
Evaluate All Compliance Community Municipal 3 months All
township applications with Town members area only applications
establishment planning within the
applications scheme, Municipal
2004, ord 15 area will be
of 1986 evaluated
within 3
months
6/5/2023 29

Set standards
Effective service standards should be set taking into account the results
of two key processes within the service delivery value chain, i.e.:
i) Business process management/ -mapping (BPM)
ii) Service costing
The Service standards champion may be the same champion for BPM
and costing, or the Department may want to appoint a different
champion for the two processes.
The following steps are put forward as a guideline for the setting of
Service standards:
6/5/2023 30

6/5/2023 31
Figure 2
1. Identify service
beneficiaries

2. Document all

services


3. Identify
partnerships
4. Assess current
service delivery
standards
5. Consult stakeholders
6. Set standards

Chasm between Plans & Implementation
KNOWING DOING
“Chasm of Frustration”
Fig 1: ‘Bridge over troubled waters’
6/5/2023 32

6/5/2023 33
SERVICE STANDARDS MUST BE RELEVANT AND MEANINGFUL TO
THE INDIVIDUAL USER.
They must, cover the aspects of services which matter most to users, as, revealed by
the consultation process, and they must be expressed in terms which are relevant and
easily understood.
Some standards will cover process, such as the length of time taken to authorize a
housing claim, to issue a passport or identity document, or to answer letters.
Other standards will be about outcomes. E.G in health, standards might be set for the
maximum time a patient should have to wait at a primary health care clinic, or for a
non-urgent operation; etc
Service Standards should reflect a level of service which is higher than that currently
offered; by adopting more efficient and{customer-focused working practices.
To achieve the goal of making South Africa globally competitive, standards should
be benchmarked against international standards, considering South Africa’s current
level of development.
Service standards, as well as the results of performance against standards, should be
published for accountability and monitoring purposes

Group Tasks
Divide in groups and brainstorm the necessary
resources which might be needed to develop
a SDIP which meets organisational Targets
6/5/2023 34

Analyze your feedback data
Once you have collected your feedback data, you need to
analyze it to identify patterns, trends, gaps, and
opportunities.
You can use different methods and tools to analyze your data
depending on its type, format, and purpose.
For example, you can use descriptive statistics to summarize
and visualize your numerical data, such as frequency,
mean, or standard deviation.
You can also use thematic analysis to code and categorize
your textual data, such as themes, topics, or sentiments.
6/5/2023 35

TASK
1. Constitution of the republic
2. Public Services Act
3. The Promotion of Just Administrative Act
4. The Public Finance Management Act
Identify Other Regulatory instruments for
Service Standards within your Organisation
6/5/2023 36

Code of Ethics in the South African Public
Service
The Code acts as a
guideline to employees as
to what is expected of them
from an ethical point of
view, both in their individual
conduct and in their
relationship with others.
Compliance with the Code
can be expected to
enhance professionalism
and help to ensure
confidence in the Public
Service.

What is included in Your Code of
Ethics and Professional Conduct
1. Relationship with the
Legislature and the
Executive
2. . Relationship with the
Public
3. Relationship among
Employee
4. Performance of Duties
5. Personal Conduct and
Private Interests

Task
Describe briefly the quality cycle for your
Organisation to review its SDIP
6/5/2023 39

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