Integrated Service Planning
Whatever the nature of your service, the process of service planning is critical to the success of your organisation or business.
Integrated service planning requires adequate representation of key organisational functions in order to meet, or exceed, the expectations and requirements of your client, service-user or customer.
Key functions are major areas of responsibility – both service-specific and corporate – as these will impact on either or both:
- preparation of a service for delivery, and
- delivery of that service to the client, service-user or customer.
Integrated service planning enables you to separately cost, budget and schedule the activities associated with preparation of a service, and those associated with delivery of that service.
My recommended tool is Total Quality Management, which is defined as:
- the extent to which your organisation or business is able to identify client, service-user or customer needs or expectations, ie quality of research, and
- the extent to which the total unit design of your service meets or exceeds such needs or expectations, ie quality of design, and
- the extent to which your organisation or business is able to ensure a consistent quality of service delivery, ie quality of conformance.
You’ll easily see that quality of research and quality of design are directly related to the preparation stage: and that quality of conformance is directly related to the delivery stage.
Integrated Service Planning can avoid:
- misinterpretation or misunderstanding of responsibilities for service preparation, delivery and reliability,
- problems, mistakes – even disasters – in relation to costs, budgets or schedules,
- unwise decisions which can contribute to service deficiencies, complaints or loss of contracts, and
- misuse or abuse of authority by those with responsibility for either service planning and service delivery.
Email email@example.com if you would like to freely receive Jean’s notes on linking Integrated Service Planning with Performance Appraisal/Management
- Page 2 Performance Appraisal/Management starts with an Integrated Planning Framework
- Page 3 Suggested Integrated Planning Framework overview
- Page 4 Appraisal of the performance of individuals at any level in the organisation is closely linked to the organisation’s planning framework
- Page 5 Appraisee (who may be the CEO, a Manager or a member of Staff) preparation for the appraisal process
- Appraiser (who may be one or two members of the Board, the Owner/Manager, the CEO, or a Supervisor) preparation for the appraisal process
- Page 6 Elements of a successful appraisal
- Appraisal discussion models
- Page 7 Creating an open atmosphere
- Closing the appraisal discussion
- Following the appraisal discussion
- Note 1: The use of ‘Board’ in this document includes Committees or Boards of Management, and Boards of Directors, and the use of ‘Owner/Managers’ in this document infers a similar level of authority within a Small or Medium Enterprise.
- Note 2: In order to cater for Nonprofit Organisations and Small and Medium Enterprises in this document, the terms ‘Appraiser’ and ‘Appraisee’ are used: these may sound uncomfortable, but they are intended to be inclusive.