There have been many problems observed in the civil serv ice in stitutions or Ethiopia for so longrnyears. For this reason, the government has implemented Civil Service Reform (CSR) amongrnwhich the service delivery have got due attention by the government as well as the Ministry ofrnTrade and Industry (MoTI) and the Ministry of Finance and Economic Development (MoFED).rnThe obj ectives of this study is to assess the avai labi lity of enabling environment and preparationrnmade to implement the Service Delivery Reform (SDR), the achievements recorded inrnimplementat ion, the challenges encountered through the course of time, and the mechani sms inrnplace for the improvement and practical implementation of SDR. The research questionsrndesigned were also those that answer the objectives of the st ud y. To this effect, the methodologyrnused for the research was qual itative method supported by simple quantitative measurements inrnthe form of percentages and tabular illu stration s. The instruments used to gather data werernobservat ions, interv iew, and questionnai res.rnThe major findings of this comparative study are seen in respect to achievement and challengesrnview points. Both find ings are analyzed based on similarities and differences. Regard ingrnsimilarities of ach ievements in the two ministries, effectiveness, quality servi ces, commitment ofrnhigher officials, and result-or iented evaluat ion system are recorded to some extent. Based onrnthi s, the number of cl ients served is increased; time of queuing for services is reduced, and so,rncustomer satisfaction. But, professional turnover and absenteeism, as wel l as complaint handlingrnmechan ism are not improved . Simi larl y, regarding a better quality services, customers'rnexpectations and service specificat ions are well identified, but employees' performancernmanagement and implementat ion of sustained result -oriented evaluat ion system remainedrnbehind.rnIn relation to differences in achievements, among other things while SDR has increased revenuernfor MoTl, it did not for MoFED. It also seems that employees' feeling sense of urgency andrnimproved absenteeism are better in MoTI than MoFED. However, the achievements of SDR inrnboth min istries are not as advertised and not impressing as intended by the government and thernministries themselves.rnThe major challenges faced the ministries are emanated from low in stitutional capacity;rninsufficient attitud inal change of officials and employees and other extern al factors. Specifica lly,rnthe challenges encountering the SDR in the mini stries are lack of incentive, inadequate attitudi nalrnchange, in sufficient awareness, lack of moni toring and evaluation, lack of coord ination, sholtagernof sk illed manpower, low accountability, lack of support from MCB, the unclear eval uationrnsystem of employees, over politicization ofSDR, mismanagement of time, and lack of training.rnThe positive lessons can be learnt from SDR are commitment of hi gher officials; sett ingrnimplementat ion priority; partial customer sati sfaction; and preparat ion and revision of StrategicrnPlanning and Management (SPM) and Business Process Reengineering (BPR).rnFinally, the recommendations fo rwarded are those that show directions or seek so lutions for thernchallenges mentioned above. Among others, giving incentive, training employees, reducing overrnpoliticization of SDR, utili zing manpower properl y, undertaking monitoring and evaluation; andrncreating internal competition among and between workers of the mini stries are a few.