Department of Human Services

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Service delivery


Items in orange you should “do now”, items in yellow, “do next” and items in green should be done as needed and applicable

The priority for service delivery is to ensure that essential services continue to be delivered as far as possible.

Planning considerations

Do now

Analysis / Assessment

  • Determine reasonable worst-case scenarios to inform planning assumptions.
  • Identify the risks to your organisation through a scenario planning exercise for each of the relevant scenarios.
  • Assess critical versus non-critical services.
    • Identify essential services that must continue.
    • Confirm the services that should / must stop.
  • Identify key staff required for essential and non-essential service delivery.
  • Identify potential points of failure - for example, key person dependencies.
  • Identify mitigating plans.

Scenario planning example template (DOCX 92.3 KB).

Do next

Immediate responses

  • Keep your people and working environments safe - invest as needed  to ensure a safe and healthy working environment for employees continuing to work and deliver services.
  • Provide clear guidance and regular communications to all stakeholders.
  • Ensure essential functions continue to be provided (where possible).
  • Review key suppliers service availability and resilience.
  • Brainstorm ways to deliver services in different ways through use of technology or other innovative solutions. Consider how services will differ across regions and sites, especially the impact of poor internet access or staff and clients’ lack of knowledge to use technology. It may be beneficial to nominate a key contact for client IT issues.
  • Remove shared, high-contact items (e.g. toy box, books and magazines) from common areas (e.g. waiting and consultation areas).
  • Explore options for re-scheduling non-urgent appointments such as health checks, screening and routine chronic disease management.

Do as needed

Planning and  Monitoring

  • Engage with  employees to ensure they continue to have a safe working environment and comply with regulatory requirements.
  • Explore opportunities for cross-skilling and upskilling employees to perform critical roles in the event of illness.
  • Explore opportunities with other NGOs providing the same /  similar services  to share resources.
  • Review and update existing contact lists for staff and other healthcare services and ensure it is kept up to date and readily available (electronic and hard copy) e.g. community health services, General Practitioner (GP) clinics, local hospitals and nursing homes, SA Health, pathology service providers, allied health, ambulance, Royal Flying Doctor Service (RFDS), local social and community support groups, pharmacies, funeral service providers.

Additional considerations

  • Have you considered the impact on workers’ productivity either through illness or working from home with families?
  • Have you run contingency/scenario planning for your workforce?
  • Is there a coordinated communications strategy in place to keep people informed?
    • When information is expected from the Government / funders of contracts / DHS, who will receive it, read it and prepare communication to staff and clients?
    • What information is being monitored and by who? For example, National Cabinet, ABC News, health websites etc.
  • Do you know the impacts on service levels from any outsourced/offshore functions?
  • Have you considered business continuity plans at a site by site level?
  • Have you adequately considered how employees will be paid accurately during this period?

Service collaboration and coordination

Next Update –  DHS will provide contact details of Local Partnership Groups to be established across key areas, once they are established.

Who can I talk to if I need advice on service delivery?

Call your contract manager in the first instance. They can escalate your issue if required.

Relevant policies and procedures: Service delivery

Page last updated : 25 Aug 2022

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