STANDARD

RESULT

Review of Section 106 projects will be completed within the time allotted by regulation or sooner.

A Historic Preservation Technician position was created to handle the majority of routine cases and noncontroversial cases.

Upon inquiry, we will provide information on project status, estimated time needed to complete review, or any associated problems.

This is currently done in all Section 106 cases.

We will clearly explain our project review decisions so you can understand why and how they were made and what to do if you disagree.

This is done if requested by customer.

To facilitate better communication, the name of the employee responsible for your project, along with a telephone number, will be on every letter.

The referenced data are on all correspondence of all offices.

We will respond promptly to requests for assistance or advice on federal historic preservation programs and related matters.

Requests are promptly routed to appropriate staff and answered promptly. Subject matters outside the Council’s purview are routed to the appropriate party.

We will provide appropriate referral to other sources of information if the request falls outside the Council’s purview or we are otherwise unable to address it.

Requests are promptly routed to appropriate staff and answered promptly. Subject matters outside the Council’s purview are routed to the appropriate party.

STANDARD

RESULT

We will continue to produce publications that are written clearly and address the specific informational needs of our customers.

The Council published Federal Historic Preservation Case Law, 1966-1996 in response to customer demand. We are also producing a guidance document on making determination of eligibility.

We will fill requests for individual copies of Council publications or training information within three working days.

Requests for Council publications or training information are filled in three days or less.

Our publications will be regularly updated to reflect changing laws and regulations, and all publications will have a date of publication on them.

All publications are now dated. When data change, we update publications.

At present we cannot meet all training demands. We will develop a plan that will facilitate the widest possible geographic and special-interest distribution.

The Advisory Council on Historic Preservation (ACHP) has developed partnerships with the National Conference on State Historic Preservation Officers, the University of Nevada-Reno, and others to increase the number of courses taught and tailor the contents to meet specific audience needs.

Our telephone system is designed to connect you with the person you called or, if they are unavailable, their voice mail. Telephones will be answered by a person unless all lines are busy. If all lines are busy, you will receive clear instructions for leaving a message. Under unusual circumstances, it may be impossible to answer each incoming call. We are working to improve this system.

ACHP has hired a full-time receptionist to answer calls rather than a machine. Major telephone hardware and software deficiencies have been corrected.

Your phone call will be returned within one working day of receipt.

Except in unusual circumstances, someone will return the call within one day. If the person called is on travel, the caller will be referred to someone else who can assist and provide information.

We will respond to your telephone inquires in a pleasant and helpful manner. Immediate, concise information will be provided whenever possible. If such information is not immediately available, you will be informed when you can expect to receive the information.

This is now done. Calls are referred to appropriate staff for response.

Ensure the integrity of our services.

Customer focus groups in 1996 provided valuable input on improving the integrity of two major services/products (grain report, livestock directory).

Deliver services within the agreed-upon time to all customers.

In 1996, 95 percent of all assistance was handled within 24 hours. The weekly market report was delivered 95 percent on time, and the monthly market report was delivered 100 percent on time.

STANDARD

RESULT

Provide up-to-date technical assistance and analysis.

Internet use to collect and deliver information in 1996 more than doubled over 1995.

Use the most cost-effective procedures available.

Responses were favorable to placing the monthly container report on the Internet.

Tailor our services to meet the needs of our customers.

In 1996, three exporter surveys were conducted to determine needed services/usefulness of products delivered.

Strengthen nutrition security by promoting policies that ensure all eligible households have access to a healthy, nutritious diet regardless of economic conditions, and by supporting state, local, and community-based nutrition education efforts.

State nutrition education programs for food stamp households increased from 9 to 36 from FY94 to FY96. In FY96, we made grants to 10 nutrition education networks.

Actively pursue policies to streamline regulatory requirements and increase state flexibility in administering the program.

We approved the majority of more than 2,800 state agency requests for waivers to simplify the program. We approved 44 welfare reform demonstration projects that promote self-sufficiency and personal responsibility. Regulatory streamlining has been combined with welfare reform rulemaking. We expect to reinvent 260 pages of regulations and eliminate 88 pages.

Improve program integrity by seeking new and innovative ways to increase benefit accuracy and to reduce trafficking and recipient fraud.

States decreased the national error rate and saved taxpayers over $350 million from 1994 through September 1995. Electronic benefits transaction data have been used to identify and disqualify 103 retailers and more than 16,000 recipients who were trafficking. Taxpayer savings total $900,000. Operation Five-Points, a targeted investigation of over 900 stores suspected of program violations, disclosed 4,333 violations. Penalties will range from disqualification from the program to civil prosecutions. In FY96, we investigated 4,635 stores and found 2,155 violations including 743 stores trafficking food stamps for cash. Forty-one state law enforcement bureaus have signed agreements to help fight trafficking. The Federal Tax Refund Offset Program collected $40 million in 1996 and a total of $110 million since 1992.

Provide assistance to state agencies for implementing electronic benefits transfer (EBT) systems to increase customer dignity and benefit security.

All States have electronic benefits transfer development under way; 18 states have operational systems, eight of which are statewide. About 16 percent of all food stamp households use EBT, compared to less than 2 percent four years ago.

Whenever possible, consult with you and solicit your input on the development of policies affecting your operations and ultimate customers.

In FY96, we sponsored Leadership Forums to encourage innovative uses of state and local nutrition education resources. We use a regulatory comment period of at least 60 days. We meet quarterly with states through the American Public Welfare Association and other forums. In 1996, we sponsored national and regional meetings to help states implement welfare reform.

Encourage you to publish customer service standards for ultimate customers.

In October 1996, we asked states for information on their customer service activities.

STANDARD

RESULT

Solicit your input on changes to program requirements by issuing, whenever possible, proposed regulations with a comment period of at least 60 days.

All school meals regulations in the past year had at least a 60-day comment period.

Assist you in your efforts to implement the Dietary Guidelines for Americans by offering training opportunities, supplying low-fat recipes, improving the quality of commodities, and awarding grants to state agencies to develop a sustainable training infrastructure for schools.

We held training nationwide and distributed a comprehensive training manual to all school districts.

Enhance your efforts to serve fresh fruits and vegetables by providing training on their storage and use and by working with the Department of Defense to procure and deliver these commodities in an economical and efficient manner.

We are partnering with the Department of Defense to deliver nutritious, high-quality fresh produce to American schoolchildren. We have doubled the quantity of fresh produce offered to schools through the commodity donation program, and we are working to offer lower fat cheese and meat.

Support nutrition education through our Team Nutrition campaign, including working with companies, the media, and others to provide posters, videos, parents’ guides, and public service announcements; and using local chefs to work with school food service professionals in our Great Nutrition Adventure.

We are delivering nutrition information through media, schools, and at home to help children make healthy food choices, and we are teaming local chefs with school food service professionals to share techniques and strategies.

Provide you with resources, including a computer bulletin board on the Internet; a traveling exhibit booth; support from community groups, such as PTAs and the Extension Service; and partnership agreements with the Departments of Education and Health and Human Services to support your nutrition education efforts for students, parents, and the community.

We have placed nutrition information on the Internet and, in cooperation with the National Agricultural Library, we support Meal Talk, a Web site for food service professionals to exchange ideas, hints, and information. We are teaming with Disney Company, Scholastic, Inc., and the National PTA to distribute materials promoting healthy eating.

Continue our efforts to streamline program administration, enhance administrative flexibility, and reduce paperwork.

We are incorporating the school meals programs into one seamless regulation. We are also expanding the methods for determining eligibility, certifying students receiving food stamps and similar benefits through the appropriate state or local agency, and expanding alternative certification and meal counting provisions based on a school’s economic circumstances.

Safeguard program integrity through our continuing efforts to suspend or debar companies with a record of fraud and abuse in their transactions with schools.

We are pursuing suspension and debarment actions (over 200 cases) for all individuals and companies that have been convicted of or have had civil judgments entered against them for bid-rigging or other criminal offenses. As a result, many companies have established sophisticated and comprehensive antitrust compliance programs. The improved competition among dairies, as a result of 72 having been debarred or suspended, is expected to reduce the cost of milk in the school meals programs by $37-$74 million annually.

Provide you with materials and guidance on accommodating children with special needs.

Guidance for Accommodating Children with Special Dietary Needs in the School Nutrition Programs was developed in cooperation with the Departments of Education and Justice and is being distributed through state agencies to all school food authorities.

Encourage you to publish customer service standards for ultimate customers.

We will survey state agencies annually to determine the level of customer service activity initiated by the state. If requested, we will assist state agencies.

STANDARD

RESULT

You can expect us to work closely but independently with Congress, USDA managers, and U.S. Department of Justice and state and local attorneys to address important or emerging issues and concerns regarding USDA’s programs and activities.

Surveys are attached to final audit reports. Respondents ranked our performance 5.45 out of 7.

We will work proactively with you by directly encouraging your input into the audit and investigative process to identify areas that warrant our attention, and to engage in discussions with you up front on what we plan to do and what you can expect us to provide to you.

Respondents ranked our performance 5.81 out of 7.

You can expect to receive audit and investigative information to solve problems and improve operations. We will keep you involved and informed as our audit and investigative work progresses.

Respondents ranked our performance 5.89 out of 7.

We want to promote a high level of customer satisfaction and to ensure that we are providing you with timely, meaningful, and useful information and solutions to your problems. We plan to answer public concerns about fraud, waste, and abuse promptly, and provide you with accurate and accessible information to improve USDA operations.

Respondents ranked our performance 5.28 out of 7.

You can expect timely assistance to resolve or implement audit or investigative recommendations or information.

Respondents ranked our performance 5.64 out of 7.

We will coordinate regular meetings with you to discuss audit and investigative issues to ensure timely resolution and implementation of recommendations or to address other questions as they arise. We will keep you abreast of information you may need during debate on issues affecting USDA, by way of our issued reports or regular briefings.

Respondents ranked our performance 5.53 out of 7.

Keep our promises and be ethical in our service to you.

Survey planned.

Be polite and responsive, and assist you with a staff knowledgeable of our programs.

Survey planned.

Return your calls in an expedient manner.

Survey planned.

STANDARD

RESULT

Be accessible and available to talk to individuals, organizations, and groups about our program.

Survey planned.

Give you assistance with your concerns, referring an appropriate source for problem-solving action when necessary. Our customers will not receive the run-around.

Survey planned.

Respect your right to quality and professional service.

Survey planned.

Treat you just as we would want to be treated ourselves and be fair to all people regardless of race, sex, disability, religion, age, or national origin.

Survey planned.

Be willing to work with you and any persons working on your behalf, and, if appropriate, to cooperate with other lenders or with other federal, state, and local agencies to meet your needs.

Survey planned.

Continually search for customer-related mprovements.

Survey planned.

Listen to our customers to ensure Rural Housing and Community Development Service (RHCDS) regulations and forms are customer friendly and ensure success of the program.

Survey planned.

Efficiently and effectively provide you with assistance.

Survey planned.

Provide technical and professional assistance to our customers.

Survey planned.

Refer you to other sources of information, assistance, or credit if it appears that you may qualify for alternative sources of programs or funding from commercial, private, or other governmental sources.

Survey planned.

Ensure that you are provided with appropriate forms and materials in five working days when you notify a Rural Economic and Community Development office that you are interested in filing a request for financial assistance.

Survey planned.

Provide assistance in completing all aspects of the application upon your request.

Survey planned.

Ensure that your request for financial assistance is reviewed promptly and that you are notified of eligibility within 45 days after we have received a complete pre-application.

Survey planned.

Provide a professional, supervised credit program to further ensure the success of your project.

Survey planned.

STANDARD

RESULT

Always find the answer. Customers will not be left "phone hopping" from office to office.

Specific measurement criteria are being developed.

Coordinate communications. If a customer sends a proposal for funding to Washington instead of their regional office, we will fax or mail the proposal on the day received to the regional office and advise the customer of this action.

Specific measurement criteria are being developed.

Strive to meet requests for conference speakers and meetings by providing the best resource person available.

Specific measurement criteria are being developed.

Provide publications and manuals at no cost. Annual reports, manuals, brochures, and program information are mailed or faxed to customers within 24 hours of the request.

Specific measurement criteria are being developed.

Provide notification of grant approval status so as to incorporate the distribution of a local press release to promote the project.

Specific measurement criteria are being developed.

Refer customers to the proper federal agency even when they are in need of non-Economic Development Administration assistance.

Specific measurement criteria are being developed.

We will provide you with all the information you need to understand these programs and to apply for funds. Our goal is to respond to requests for information within five business days.

This practice is followed routinely. Requests for information are met within the five business days.

Program staff will be available at any step of the application process to provide technical assistance and to help ensure that your project proposal meets funding requirements.

Program staff is available to help prospective grantees at every step of proposal preparation. OTIA’s programs offer a debriefing to all unsuccessful applicants to provide feedback on their proposals and to assist them in preparing future proposals. In addition, TIIAP and PTFP staff are available to provide technical assistance to prospective grantees as they prepare applications for funding.

STANDARD

RESULT

Notices of availability of funds, funding criteria, and eligibility requirements will be widely disseminated through mail, electronic mail, and Internet services such as the World Wide Web (WWW) to keep you informed about these grant programs.

This is routinely accomplished. TIIAP maintained a mailing list of over 15,000 organizations that receive application material, and PTFP maintains a list of approximately 2,500 organizations. Over the past two years, the PTFP and TIIAP Notices of Availability of Funds and Guidelines have also been posted on the World Wide Web, and the programs have provided electronic copies of these materials to prospective applicants when requested. A large number of OTIA’s customers obtain this information via electronic access. This year, the TIIP applications were posted on the World Wide Web for the first time.

Customers can subscribe to electronic mailing lists to automatically receive timely information updates from the grant programs.

An Internet listserv is in operation for the TIIP program. Program staff routinely post program news to other lists as well.

Information about all successful applications from previous grant rounds will be available by mail and will be posted on the Internet to help you prepare your application.

Project descriptions of TIIAP grant recipients from FY94-96 and PTFP recipients from FY95-96 have been posted on the WWW. This information is widely accessed by OTIA’s customers. Several thousand copies of the project descriptions from FY96 were distributed to interested organizations, and the program distributed over 5,000 copies of Lessons Learned from TIIAP, a report that highlighted a number successful projects from FY94-95. TIIAP recently posted an electronic newsletter on the WWW that provides information about other successful projects.

The grant program staff will be available to conduct seminars and participate in trade shows and conventions in order to provide timely information and answer your questions.

OTIA staff participated in a number of industry meetings and conferences during FY96 to provide customers with information about OTIA programs. OTIA will continue to target these meetings to inform their customers about TIIAP and PTFP activities. TIIAP is conducting a series of six seminars around the country to assist potential grantees in preparing proposals for the FY97 grant round. The first, in Alexandria, Virginia, attracted more than 400 participants.

We will develop a state partnership program with you to increase consumer product safety to your citizens.

Eighty-five to-90 percent of respondents indicated that the partnership has helped to eliminate duplication of effort.

We will make available the most current CPSC program and activity information so that you can respond quickly and effectively to your customers.

Ninety-eight percent of respondents indicated that current CPSC program and activity information is available to assist them in responding to customers.

We will respond to your requests for injury data, product recall advice, and education materials within five days.

Ninety-one percent of respondents indicated that inquiries were responded to within five days.

STANDARD

RESULT

We will respond to correspondence assigned or written to BTO within 14 days of receipt.

We will work to resolve issues raised in the Base Closure Status Report (BCSR) within 60 days.

Customer concerns recorded in the quarterly BCSR are quickly resolved

We will provide a trained Base Transition Coordinator (BTC) at all major closing military installations requiring significant property disposal.

The customer property disposal process was expedited with the assignment of a BTC at each major closing installation.

We will assist each military department to successfully convey the property at closing installations to local communities.

We improved the process to rapidly transfer properties to customers in communities.

We will assist communities in successfully implementing their approved Local Redevelopment Authority reuse plan.

Customer economic redevelopment of installations has been successfully implemented.

Respond to all telephone inquiries regarding the Defense Economic Adjustment Program within one working day.

Customer communications have improved.

Respond to all written inquiries from the public regarding the Defense Economic Adjustment Program within seven working days.

Customer public relations have improved.

Make an initial community visit to describe the Defense Economic Adjustment Program and assess the local economic impacts of the DoD action within two weeks of a request.

Customer service anxiety has been reduced concerning DoD base closure actions.

Arrange and schedule site visits within five working days of requests.

Customer service relationships have improved.

Arrange for meetings with federal agency representatives within three working days of a request.

Understanding other federal agency programs results in serving customers more efficiently.

Process a final, complete grant application within seven working days.

A computerized program was implemented that serves customer needs within seven working days.

OEA hosts federal team visits to communities so that community and federal representatives can develop an action plan for assistance. OEA meets regularly with federal representatives to review OEA customer requirements and to ensure that requests are afforded priority consideration.

Comprehensive local redevelopment plans that implement community concerns.

STANDARD

RESULT

We will inform state and local officials of our policies and authorities, and participate in their emergency seminars and exercises when asked.

This is not a measurable customer service standard and will be deleted. The Corps will continue to engage in these activities and is developing measurable customer service standards.

We will provide emergency operations assistance (such as providing sandbags, pumps, technical assistance, etc.) when requested and in compliance with Public Law 84-99.

This is not a measurable customer service standard and will be deleted. The Corps will continue to engage in these activities and is developing measurable customer service standards.

We will provide post-flood assistance to include technical advice and assistance, debris clearance, debris removal, and temporary restoration of critical public facilities or services, and identify hazard mitigation opportunities as part of our interagency team.

This is not a measurable customer service standard and will be deleted. The Corps will continue to engage in these activities and is developing measurable customer service standards.

We will provide temporary assistance for emergency water supply as a result of a drought or contaminated source for up to 30 days or until the Federal Emergency Management Agency undertakes the provision of emergency water under its own authorities, whichever is earlier.

This is not a measurable customer service standard and will be deleted. The Corps will continue to engage in these activities and is developing measurable customer service standards.

We will work hand-in-hand with states, cities, and municipalities to fund, plan, and implement needed water and environmental projects that meet federal criteria.

This standard will be deleted. New Civil Works Program performance measures are being developed and evaluated as part of a comprehensive initiative to implement the Government Performance and Results Act of 1993.

When recommending projects, we will carefully weigh costs and benefits to the environment with economic costs and benefits, reconciling society’s demands with the vital need to sustain our natural environment.

This standard will be deleted. New Civil Works Program performance measures are being developed and evaluated as part of a comprehensive initiative to implement the Government Performance and Results Act of 1993.

When requested by the Environmental Protection Agency or other federal agency, we will quickly apply our know-how in environmental engineering and management to investigate hazardous and toxic waste on Defense sites, and clean them promptly and thoroughly as funding allows.

This standard will be deleted.

We will continue to work with the public and industry through our four research laboratories to develop new technological solutions to environmental concerns and to make them available quickly.

This standard will be deleted.

STANDARD

RESULT

We will publish all scheduled lock outages and maintain procedures for notification of unscheduled outages.

Corps districts provide notices to navigation interests announcing scheduled and unscheduled lock outages and meet with navigation interests to discuss timing issues for these outages.

We will coordinate and share information with federal, state, and local officials of potential flood conditions.

This standard will be deleted. Program performance measures are being developed as part of a comprehensive initiative to implement the Government Performance and Results Act of 1993.

We will maintain the harbors and rivers of America’s waterways so that they are open to traffic.

We and our dredging contractors dredged 234 million cubic yards of maintenance material during FY96, keeping open 12,000 miles of commercial inland waterway and over 500 harbors.

We will maintain all recreation facilities in a clean and safe condition, and we will treat all of our visitors courteously.

The survey conducted during the 1996 summer recreation season indicates that the Corps can improve in restroom cleanliness and in providing water safety information. Additional surveys will be conducted in 1997 and 1998. The highest rated categories were staff helpfulness, safety and security, and park appearance.

We will work closely with other federal government, state, and local officials to complete a definition of the problem with a goal of completing this activity for large projects within 12 to 18 months. These studies will be federally funded.

The FY96 performance target: Complete 90 percent of scheduled reports within 12 to 18 months. Result: 50 of 52 reports scheduled (96 percent) for completion were completed in an average of 13.9 months.

We will work to develop a feasibility report of potential solution(s) for large projects within four years, for referral for action to Congress. These studies will be cost-shared.

Performance target: Complete 80 percent within the time standard. Result: 23 of 25 reports scheduled (92 percent) were completed within the time standard; in fact, 7 of the 23 reports exceeded the standard.

For those projects authorized, we will complete pre-construction engineering and design within two years. The design is federally funded up front. The local sponsor will be asked to share design and construction costs when the project is under construction.

FY96 performance data was not available at the time this report went to press.

We will provide the sponsor with an estimate of the construction costs and schedule prior to construction, and we will meet regularly with the sponsor to manage risks.

This standard will be deleted.

STANDARD

RESULT

We will answer your written inquiry within 15 working days.

Anecdotal data and focus group feedback indicate that this is a relevant standard. The monthly agency assessment system data indicate taht ED staff and offices exceed this standard and achieve a 12-day average turnaround time. ED is considering updating this standard to 10 working days, and is in the process of conducting a satisfaction survey of its correspondence customers.

If you telephone us, you will speak to a knowledgeable person who will answer your question or refer it properly. You will receive no more than two referrals.

Baseline customer data indicate that customer referrals remain a relevant standard. The ED standard is based on an open matrix of information services. A mystery shopper survey of all ED call centers shows that 69 percent of calls are resolved within two referrals, 76 percent within three, 94 percent within four, and 99 percent within five. The National Performance Review standard is 85 percent resolution at the first point of contact for call centers dedicated to specific missions. An implementation plan will be undertaken to strengthen ED information systems and to make referrals more targetted, accurate, and responsive to caller needs.

We will answer phone calls promptly, within three rings, and return all voice-mail messages within 48 hours.

Baseline customer data indicate that telephone promptness remains a relevant standard. Data obtained from mystery shopper survey indicate that 55 percent answered within one ring, 80 percent within two rings, 88 percent within three rings, 94 percent within four rings, and 99 percent within five rings. Anecdotal data on voice-mail reply promptness indicate that we are complying with the standard.

We will respond to your e-mail messages within 48 hours.

A customer survey has been approved by the Office of Management and Budget and will be conducted shortly to obtain feedback data. All anecdotal feedback indicate that ED is meeting this standard.

If you have a personal appointment with a Department employee, you will not be kept waiting.

No measurement conducted. Anecdotal feedback indicate that ED is meeting standard. The standard is being reviewed for relevancy.

Requests for single copies of publications by telephone will be sent within 48 hours.

Evaluation data indicate that ED is meeting this standard. ED is also writing a performance-based contract for one-pubs distribution. Responsiveness to publication requests will be a component of measurement criteria with which the contractor will have to comply. This contract will also include customer feedback requirements, specific data measurement criteria development, and customer satisfaction.

Requests for single copies by mail and all bulk orders will be filled within 72 hours.

Available data indicate that ED is meeting this standard. See comments relating to previous action taken on publications.

Publications and documents will be made available in alternative formats on request.

This is now ED policy and is under review. This standard will be made a part of the one-pubs contract requirement. The Office of Special Education provides 100 percent compliance with the standard for its customers.

We will give you the option to receive information in electronic form where possible.

This is now ED policy. All data indicate compliance with the standard and customer satisfaction with availability. The one-pubs contract will also make this a criteria. The standard is under review.

STANDARD

RESULT

We will respond to written complaints within 15 working days.

Internal measurement indicates that this standard is met 100 percent. The standard is now ED policy. It is under consideration for consolidation with the correspondence standard.

If you telephone us with a complaint, we will advise you on the telephone or refer your complaint to the proper source.

Anecdotal data indicate compliance with the advisement component of this standard, and mystery shopper referral data indicate compliance with the referral component. The standard may be consolidated with the correspondence standard.

We will disseminate timely and accurate information on grant opportunities and provide clear guidelines for grant proposal and criteria for selection.

We are in the process of reengineering the discretionary grants system based on customer feedback. We accomplished process improvements to comply with customer expectations on timeliness, guidelines, and criteria for selection. These improvements are now grant policy and procedures. We will continue to seek customer feedback through additional customer surveys.

We will disseminate timely and accurate information on student financial aid application procedures and program provisions.

We have made improvements in making timely and accurate information available to both students and institutions in response to their feedback. We are studying further improvements. Applications are on-line via the Internet, and we instituted listservs for institutions and created other feedback loops to allow rapid interaction and turnaround of products and information in response to customer needs. ED’s recent institution of technological enhancements to permit direct customer interaction on-line via the Internet and the Direct Loan initiative are additional examples. We have a system of surveys in place to seek ongoing customer feedback.

We will acknowledge receipts of requests for administrative actions and other inquiries within 48 hours.

The standard is now ED policy. All anecdotal data indicates compliance with this standard. This standard is being considered for revision or deletion, but ut remains a program office standard.

Final response on administrative actions will be completed in 30 calendar days.

The standard is now ED policy. All anecdotal data indicates compliance with this standard. The standard is being considered for revision, but it remains a program office standard.

Grant award documents will clearly identify which requests should be referred to the grants specialist or program specialist and which grantee actions do not require prior approval.

All grant documents have been changed to reflect these new requirements based on customer feedback. This is now grants policy and procedure. The standard is being considered for revision, but it remains a program office standard.

We will provide timely, accurate, and dependable technical assistance.

Anecdotal data indicate compliance with this standard. The standard is being considered for revision, but it remains a program office standard.

We will provide information that explains the final funding decision.

The standard is now ED policy and all matters related to final funding decisions are made available to grantees. The standard is being considered for revision, but it remains a program office standard.

We will institute sensible reporting requirements and, when conducting monitoring and site visits, perform exit interviews and make final monitoring reports available within 30 days.

Compliance is now a matter of policy. This standard is being considered for revision, but it remains a program office standard.

STANDARD

RESULT

We will be courteous, professional, flexible, honest, and helpful in all dealings with our customers. We will actively listen so we can better understand what motivates our customers and how we can best provide the environmental products, services, and information they value, and be fully responsive to customer concerns and needs regarding our services.Training options have been researched, and a program will begin in FY97. Surveys of permit applicants and citizens involved in the permitting process have been conducted in three regions. Some of the survey questions will provide quantitative data concerning this standard. Staff members across the agency have been encouraged to meet this standard.

We will answer all telephone calls promptly and will respond to them by close of the next business day. If the person receiving the call cannot fully respond to the inquiry, the customer will be accurately referred to someone who can.

Region VI developed a telephone use and training plan that is based on a two-week recordkeeping effort to determine call sources and problems handling calls and accounts for limitations of equipment. Implementation, staff training, and measurement of the standard will begin in FY97.

We will respond to all external correspondence within 10 working days of receipt. If we cannot provide a complete reply within 10 working days, we will contact the customer as soon as possible within the 10-day period to acknowledge and clarify the request, discuss what is needed to provide a full response, and indicate when a full response will be provided.

Freedom of Information Act and controlled correspondence systems track and provide status information to EPA managers. "Overdues" have decreased since the system and reporting were instituted. Training in and measurement of the standard will begin nationwide in 1997.

We will provide our customers with clear, easy-to-understand, timely, and accurate information about products, services, policies, and procedures. We will ensure that customers have easy access to information, available through convenient channels in various formats.

A recently completed survey of citizens involved in EPA’s permitting process will provide quantitative information concerning this standard. The Office of Pesticides Programs (OPP) used customer feedback to redesign and expand its home page. Information is easily accessible via the Internet.

Relationships with our co-implementors of environmental programs—the states, tribal and local governments, and other federal agencies—will be characterized by partnership, flexibility, and assistance that empowers them to expand their ability to deliver environmental protection.

EPA continues to work with the states on Performance Partnership Grants and on the National Environmental Protection Partnership System to decrease reporting burdens and enable states to focus on environmental results. OPP conducted nine public meetings, 30 site visits, and a regional conference related to its Worker Protection Standard (WPS). OPP plans to conduct four state-regional conferences to proactively involve states in decisionmaking and priority setting of WPS program goals. The Pesticide Environmental Stewardship Program (PESP) has been working on improving customer service since its inception in December 1994. Last fall, over 50 PESP liaisons were trained in customer service. Each of the PESP partners and supporters is given a liaison from OPP who acts as the service representative to the partner/supporter.

STANDARD

RESULT

We will seek customer input to inform our decisions on policies, programs, and rules.

Region V is holding focus group meetings on its reorganization and service standards. In developing Internet accessibility, EPA participates in the Federal Web Consortium which enables the exchange of experiences, linkages, and consistency among federal partners. In the Urban Wet Weather Federal Advisory Committee Act (FACA) Committee, representatives from states, municipalities, and the general public meet to identify and discuss issues associated with urban wet weather flows. In the Storm Water Phase II FACA Committee, representatives from states, municipalities, and the general public provide input to EPA on solutions to storm water environmental problems. In the Total Maximum Daily Load (TMDL) FACA Committee, participants provide EPA with advice on identifying water-quality-limited bodies of water, establishing TMDLs for them, and developing appropriate watershed protection programs for these waters. In the Effluent Guidelines Task Force, representatives from industry, academia, publicly owned treatment works, states, citizen groups, and EPA offer advice on long-term strategies for the effluent guidelines program and provide recommendations on how to expedite promulgation of this program. In the National Drinking Water Advisory Council, representatives from the general public, state and local governments, and public interest groups provide recommendations on guidance and policies related to EPA’s drinking water programs. The Pesticide Program Dialogue Committee (PPDC) established under FACA represents all customer groups and held its first meeting in July 1996. OPP has conducted nine public meetings and 30 site visits around the country related to the Worker Protection Standard. Surveys of the permit applicants and citizens participating in EPA’s environmental permit process have been conducted in Regions 1 and 6 (NPDES)and Region 5 (UIC). The surveys will provide quantitative information on how clear, fair, appropriate, and effective EPA environmental permits are and how knowledgeable, responsive, cooperative, and available EPA staff are. A survey has been prepared that will quantitatively determine how successful EPA has been in working with representatives of delegated programs to improve EPA’s delegation processes so that they are as efficient, effective, and nonburdensome as possible.

We will prepare permits that are clear, fair, appropriate, and effective.

Surveys of permit applicants and citizens who participated in the permit process have been conducted in Regions 1 and 6 (NPDES) and Region 5 (UIC). The survey will provide data on this standard. A report on the results will be completed in April 1997. Regional Offices will then consider if surveying is appropriate for their permitting programs.

Our staff will be professional, courteous, knowledgeable, responsive, cooperative, and available.

Surveys of permit applicants and citizens who participated in the permit process have been conducted in Regions 1 and 6 (NPDES) and Region 5 (UIC). The survey will provide data on this standard. A report on the results will be completed in April 1997. Regional Offices will then consider if surveying is appropriate for their permitting programs.

We will work with representatives of delegated programs to continually improve our delegation processes, so that they are as efficient, effective, and nonburdensome as possible.

A survey has been prepared to obtain data on this standard. The survey will be sent to the Regional Offices for their use in March 1997.

STANDARD

RESULT

For the regulated community, we will make our permit decision within the timeframe that is established for the type of permit requested.

The Regional Offices will be requested to establish permit review goals for any permits issued and begin tracking performance. This request will be made in March 1997.

We will always treat our customers with professional courtesy and respect.

Specific measurement criteria are being developed.

We will proactively provide our customers accurate, up-to-date, and reliable information, products, and services, including high quality documents and publications.

Specific measurement criteria are being developed.

We will actively listen to our customers’ concerns and needs regarding our services and will develop technical assistance services designed to address those needs and concerns.

The Pesticide Environmental Stewardship Program (PESP) has been working on improving customer service since its inception in December 1994. Last fall, over 50 PESP liaisons were trained in customer service. The training included: (1) service delivery skills; (2) transferring/referring customers; (3) phone skills; (4) active listening; (5) how to deal with challenging customers; (6) delivering bad news; (7) recovering from a mistake with a customer; and (8) what to do when customers are wrong. Each of the PESP Partners and Supporters is given a liaison from the Office of Pesticide Programs who acts as the service representative to the Partner/Supporter. Customer service is the major focus for our liaisons. Additional customer service standards specific to the PESP effort were adopted to deal with Partners/Supporters. To emphasize and practice these customer standards, during the annual PESP Workshop in November 1996, liaisons attended the sessions with their Partner and/or Supporter. We also scheduled other meeting times during the workshop for interaction. The conference evaluations indicate that customer service is of prime importance to our PESP Partners and Supporters.

We will ensure that inquiries will be referred to the right office and individual in EPA, or beyond EPA, if appropriate. We will encourage customers to report back on unsuccessful referrals.

Specific measurement criteria are being developed.

We will respond as expeditiously as possible to inquiries for information.

Specific measurement criteria are being developed.

We will strive to make information available through various channels, including electronic media, faxes, and intermediaries such as state assistance organizations, trade associations, and state agencies.

Specific measurement criteria are being developed.

We will recognize and publicly acknowledge the accomplishments of our customers who achieve success in applicable partnership programs.

In December 1996, Hammer Awards were presented to 1,300 companies involved in EPA’s 33/50 program.

We will streamline our customer reporting requirements to be more practical and less burdensome.

To participate in the 33/50 program, the only requirement was that each company write a letter of commitment to whatever goals the company sets.

STANDARD

RESULT

We will answer telephone calls within 24 hours of receipt, when possible. If the person receiving the call cannot fully respond, the customer will be forwarded to someone who can.

Staff have been encouraged to meet this standard. Training of staff and measurement of the standard will commence in 1997.

We will try to answer all correspondence within 10 working days of receipt. However, if our customers have raised questions that require extensive research to answer, it may take us longer. If we cannot provide a complete reply promptly, we will contact the customer within the 10-day period to explain the cause of the delay and indicate when a full response may be expected.

Staff are aware of the standard. Marketing of the standard, staff training, and measurement of it will commence in 1997.

We will seek opportunities to involve all affected stakeholders prior to major regulatory or policy decisions.

The Pesticide Program Dialogue Committee (PPDC) was established under the Federal Advisory Committee Act (FACA). It represents all customer groups and held its first meeting in July 1996. The Office of Pesticides Programs (OPP) conducted nine public meetings and 30 site visits around the country relating to the Worker Protection Standard (WPS). Information from these meetings will be used to develop strategies to improve WPS administration.

We will provide clear and accurate information about the policies and procedures for pesticide registrations and re-registrations.

OPP used customer feedback to redesign and expand its home page. Information is easily accessible via the Internet.

We will process applications and complete evaluations as promptly and as efficiently as possible without compromising either scientific quality or health and safety considerations.

As part of its overall streamlining efforts, and in response to the FQPA of 1996, OPP is establishing a new Antimicrobial Division (AD) to manage the registration and re-registration of non-food-use products. The AD will pursue an interdisciplinary approach which will allow most registration and re-registration activities to be consolidated within a single division. The AD is expected to be in place by early 1997.

We will ensure that we meet our statutory responsibilities to provide customers with easy access to all available information on pesticides.

OPP used customer feedback to redesign and expand its home page. Information is easily accessible via the Internet.

We will proactively involve states, tribes, and EPA regions prior to establishing major policies or making major regulatory decisions affecting them.

OPP conducted nine public meetings and 30 site visits around the country. Information from these meetings will be used to develop strategies to improve administration of the WPS. OPP held a WPS regional conference in November 1996. Information from this workshop will be used to develop strategies and goals for successful WPS implementation. OPP plans to conduct four state-regional conferences to proactively involve states in decisionmaking and priority setting of WPS program goals.

We will undertake periodic surveys to find out what our customers think of our services and how we could make further improvements.

OPP continues to assess customer satisfaction via other mechanisms, including stakeholder meetings and the PPDC.

STANDARD

RESULT

We will ensure that customers have input to the rule development process by conducting public forums and using electronic media and other forms of communication.

EPA held public hearings on compliance certification application for the Waste Isolation Pilot Plant (WIPP) in Carlsbad New Mexico (Februrary 19), Albuquerque (February 20), and Santa Fe (February 21). EPA created a WIPP Bulletin Board, a WIPP Information Line (1-800-331-WIPP), and has made publications available in both English and Spanish.

We will write rules so they can be understood by the people who use and implement them. Rules will be tailored to the legal and technical knowledge and resources available to those affected.

Plain English rule writing is being stressed.

We will include, in the preamble of all Federal Register notices accompanying a proposed or final rule, a plain English explanation summarizing the problem the rule is trying to solve, a summary of what the rule requires, and a short explanation of how the rule solves the problem.

This is being incorporated into the rulemaking under development. A summary precedes our rules, and a question/answer format is being tested.

Five technical exchange meetings on WIPP were conducted in FY96 with DOE and other stakeholders at Washington and New Mexico. EPA maintains a public docket in Carlsbad, Albuquerque, and Santa Fe. All documents are placed in the docket. A federal advisory committee (WIPP Review Committee) was established to advise EPA on complex technical issues and to ensure that implementation of the 1992 WIPP Land Withdrawal Act is efficient and effective.

We will reduce the amount of grant paperwork by at least 25 percent through such activities as consolidation of application and reporting requirements, electronic transfer, and multiyear grant work programs.

Various initiatives are under way to streamline/reduce the administrative burden on grant recipients, as well as provide additional funding flexibility. For example, EPA is currently moving forward with the Performance Partnership Grants process that will provide states and tribes the flexibility to combine funds from several categorical grants to address environmental priorities. Over 25 states have either applied to or expressed interest in this program. Efforts are also under way to revise EPA’s grant regulations to formalize this process. EPA is also initiating the P2000 Program, which will enable grantees to prepare grant applications and work programs electronically-a desire expressed by over 80 percent of survey respondents. The P2000 effort will also enable grantees and EPA to monitor progress electronically. Other initiatives are under way to explore the feasibility of using multiyear grant agreements, e.g., Section 106 grants.

STANDARD

RESULT

We will acknowledge receipt of grant applications within 10 working days.

This notification concept is currently not a formal requirement within EPA. Results from the survey effort listed above, indicate that some EPA regional offices are already providing this type of notification service. The Grants Administration Division is designing a survey instrument to solicit customer satisfaction data from the Grants Customer Relations Council membership, including Regional Grants Management Offices. Data on time requirements for acknowledging receipt of grants are under consideration for this instrument.

For established grant programs, we will award grant funds within 90 days after receipt of a complete grant application (provided that the EPA office has received funding authorization).

The Agency is committed to achieving this goal for state, tribal, and local grant programs, and in many cases has achieved the 90-day grant award target. For example, two Office of Water grants (Sections 106 and 319) have committed in guidance to award grants as early as possible in the federal fiscal year. Section 106 state program grant guidance, for example, outlines an accelerated grant negotiation process to allow for grant awards by October 1 each year, or as soon as EPA funding is available. Section 319 grant guidance for FY97 also encourages grant awards by October 1 of each federal fiscal year.

We will consult, in a timely manner, with states, tribes, and localities throughout the development of all major grants’ guidance and policy documents.

Recently, the Agency provided increased opportunity for our grants customers to participate in shaping Agency program grant guidance. For example, the Office of Water consulted with the Association of State, Interstate Water Pollution Control Administrators and its members to revise the Nonpoint Source Program grant guidance issued in May 1996. Other efforts are under way within the Agency to utilize the Federal Advisory Committee Act process to obtain recommendations and improvements to various EPA programs funded with EPA grants - e.g., the Total Maximum Daily Load process under Section 303(e) of the Clean Water Act.

Emphasize program outcomes rather than process.

The Adminstration for Children and Families (ACF) published two editions of Achieving Success, the ACF Report Card. This is the culmination of efforts with our partners and stakeholders to identify performance measures and targets that will drive our programs toward more results-based outcomes.

Provide prompt, courteous service and accessible information.

ACF has conducted two basic surveys: a Partners Satisfaction Survey targeted to 660 grantees to assist in the evaluation of grants performance, and an Office of State Systems sent to 400 state public assistance agencies. The results will provide baseline data for measuring improvements.

Provide technical assistance to help our partners meet program goals.

The Partners Satisfaction Survey has two specific questions to measure customer perception of the quality of technical assistance received. This information will provide the necessary baseline data for measuring improvements.

STANDARD

RESULT

We will answer your written inquiries within 30 days of receipt. If, on rare occasions, we have reason to believe that responding will take more than 30 days, we will acknowledge your inquiry within 10 days.

All Health Care Financing Administration (HCFA) components report that written responses are answered within 30 days: HCFA manuals require such a response rate for Medicare carriers and maintenance of a database. HCFA requires clearly written, accurate responses in the appropriate tone. HCFA field staff conduct on-site review of contractor-written letters.

We will respond to your telephone inquiries in a pleasant and helpful manner. We will provide an immediate answer whenever possible; a firm commitment as to when an answer can be provided; or, at your request, an accurate referral to the proper party or a return call from someone who can help you. On at least 80 percent of your calls, you will be on hold for less than two minutes. Calls made in off hours will be returned the next business day.

HCFA carriers are required to respond to beneficiaries within 120 seconds (no more than 20 percent of all callers should wait longer) and to maintain data on required response rates. HCFA field staff monitor these data and work with the carriers (who receive 30 million-plus calls per year) to ensure compliance.

We are reviewing all of our publications and notices to ensure that they can be understood by our customers. Our proposed changes will have customer input, as will their evaluation. By the end of this year, we will begin introducing our revised communications.

All major HCFA publications have been completely revamped based upon focus group surveys. All publications are also reviewed for sensitivity to disabled, low-vision, and low-literacy groups. HCFA distributed a revised and simplified Medicare Handbook to 37 million beneficiaries in 1996, and comments have been overwhelmingly positive. Three new prototype publications have been developed using focus groups and case studies on content and format.

We will process your claims for service accurately and within the times provided for in the law. If you are dissatisfied with the action we take on your claim, we will process your appeal accurately and within the times established in our published standards for contractors, and we will reduce the paperwork burden associated with appeals. Claims processing is evaluated monthly to ensure that 95 percent of all electronically submitted claims are processed within 14 to 30 days. Paper claims are processed within 30 days.

We will provide you with more consistent determination on your claims by improving and simplifying our claim processing system.

Improvements in providing more consistent and simplified claims and notices have been made using input from consumer advocacy groups as well as beneficiary focus groups. Initiatives are also under way to replace the Medicare Explanation of Medicare Benefits with a Medicare Summary Notice which will be more consumer friendly.

STANDARD

RESULT

We will measure your satisfaction with Medicare, Medicaid, and managed care plans through the use of customer surveys, focus groups, public comments, meetings with customer representatives, etc.

All programs use focus groups, public comment, and, to some extent, surveys to review satisfaction with services. As part of the current Medicare Beneficiary Survey, a new segment on customer satisfaction has recently been added. In 1997, Managed Care Plans serving Medicare enrollees will be required to participate in the Consumer Assessment of Health Plan survey.

We will seek your ideas and the assistance of voluntary membership groups representing your interests in setting standards and evaluating our performance.

In FY98, Medicare will require all carriers to interact with community groups and special-needs populations. Medicaid has requested results of all beneficiary satisfaction surveys from the states for use in evaluation of consumer satisfaction. HCFA has an ongoing relationship with organizations representing Medicaid beneficiaries and various special-need populations to discuss new initiatives and concerns.

We will accurately identify those segments of our customer population that may have special needs related to vision, hearing, mobility, literacy, the use of English, health status, and other factors. We will make a special effort to discover and define these needs and will strive to provide reasonable accommodations and access to services and program information. We will employ people qualified to address these challenges, and then encourage inclusive and innovative thinking in our workforce.

In FY97, all Medicare carriers are required to complete customer service plans describing specific outreach projects to identify special populations needs and ensure that adequate information and outreach are achieved. States are now being surveyed for customer service plans that will also include this type of information for the Medicaid population. HCFA employs several staff members to follow special-needs populations, including low-level literacy, low-vision, as well as physical and other disabilities. For example, HCFA’s major publications are now available on audiocassette.

We will prepare and distribute clear, understandable materials about the benefits and disadvantages of the managed care option, including performance data about individual plans, to assist customers in their health care decisionmaking.

Three prototype information booklets have been developed to explain Medicare managed care and to help new beneficiaries determine whether managed care is the best option for them. An innovative worksheet to help compare costs between fee-for-service and managed care has been developed. Review and revision of these booklets will be completed in FY97. Information about the managed care option is now included in the initial enrollment package which all newly eligible beneficiaries for Medicare receive.

HCFA will encourage all states to establish customer service standards for Medicaid, and we will work with them to ensure a goal of continuous improvement in customer service and program administration.

All states have been requested to submit customer service plans and beneficiary satisfaction surveys. These will be used during FY97 to develop more specific standards for states in these areas.

We will provide doctors and hospitals with information they can use to give better care to our beneficiaries, and we will monitor the effect of those activities.

HCFA contracts with the PRO’s to improve processes and outcomes of care to Medicare beneficiaries through measurable quality improvement projects. PRO’s collect data concerning physician and hospital performance in providing care and services, share the data with providers to demonstrate opportunities to improve care, identify practices that will improve performance, and measure the effect of interventions taken. PROs report on the progress of their projects, and HCFA carefully monitors PRO performance.

STANDARD

RESULT

We will expedite our investigative and case review process as much as the law will permit when a complaint involves quality issues.

HCFA has drafted manual instructions which reduce the time to conduct a complaint investigation by up to three months. In FY97, PROs will begin conducting pilots to study improved processes for handling complaints. HCFA is also revising the complaint reporting system to enhance monitoring capabilities.

We will respond to verbal or written complaints from beneficiaries or their representatives by mailing a complaint form to them within two working days of the telephone contact or responding in writing to written beneficiary complaints within 10 working days.

HCFA is decreasing the number of days in which PROs process and respond to beneficiary complaints regarding quality of care.

We will fully investigate all potential program fraud and abuse leads to protect against unnecessary expenditures.

States and Medicare carriers are required to have fraud units and follow up on all complaints. Operation Restore Trust, a special anti-fraud-and-abuse project, has been successful particularly in south Florida in discovering and halting fraudulent practices. The HIPAA enacted the Medicare Integrity Program, which will be implemented nationwide.

We will work assiduously with our customers to identify and implement creative and effective approaches to improving our programs and our performance.

Medicare and Medicaid programs constantly work with providers and beneficiaries to reach this goal through the use of focus groups, case studies, and research projects.

Invite our partners to collaborate in the development of HHS program policies and procedures.Emphasize program outcomes rather than process.

All SAMHSA programs require outcome evaluations and promulgate standards for outcomes in their announcement documents.

STANDARD

RESULT

Provide prompt, courteous service and accessible information.

SAMHSA provides clearinghouses, TDD lines, 1-800 numbers, a World Wide Web page, bulletin board service, multilingual access, technical assistance (TA) centers, RADAR network, and other channels to make information accessible. SAMHSA convened focus groups of employees to collect their input and feedback on how to improve SAMHSA and give our customers the best service. A customer satisfaction survey is under development.

Process waiver requests from states as quickly as possible, generally within 120 days.

SAMHSA has asked to review waivers affecting its customers, but does not process such requests directly. SAMHSA customer (partners whose waivers we review) satisfaction survey is under development.

Provide technical assistance to help our partners meet program goals.

SAMHSA program staff, TA centers and other grants and contracts, and other supported services provide TA to our partners to help them reach program goals.

Work with our partners to ensure integrity in the use of public funds.

SAMHSA has developed rules, grants management procedures, requisite financial and progress reports, audits, site visits, and other means to help partners meet integrity standards.

Assist our partners in developing their own standards of customer service.

Because of SAMHSA’s mission to improve substance abuse and mental health services, all of SAMHSA’s TA, grants, and other activities assist our partners in improving customer service. Specifically, customer-service assistance is under development.

Make federal information relating to substance abuse and mental health readily accessible to the public.

NCADI widely advertises its services through billboard, magazine, radio, and TV public service announcements; distributes over 100,000 catalogs; and offers information through 1-800-number computer and voice lines, a World Wide Web (WWW) site, and other channels. It received, for example, 16,000 inquiries in February. KEN offers information through a WWW site, 1-800-number bulletin board service (BBS) and voice line, and other channels. In January, for example, KEN processed 3,000 requests via mail and telephone, 8,000 BBS hits, and 5,600 WWW hits. KEN has produced brochures, promotional pieces, stickers, a newsletter, and fact sheets in its first year of operation.

Keep current on advances in information technologies (i.e., hardware, software applications, and telecommunications) and integrate these technologies, as appropriate, to enhance responsiveness to customer requests.

The NCADI WWW page won two awards in the last six months, and processed 431 e-mail messages, for example, in January. It provides on-line searchable databases, including services searchable by city, state, and Zip Code. KEN’s award-winning WWW site supports on-line ordering, searchable databases, and links to other sites. Technology is reviewed systematically and annually. A notebook PC with LCD projector enables staff to present on-line demos.

Promote and operate a dedicated incoming FTS 2000 line for TTD access for persons who are hearing-impaired.

This was implemented by NCADI and KEN.

STANDARD

RESULT

Support special promotions and public education campaigns.

NCADI currently supports the Girl Power Campaign and the Reality Check campaign. KEN supported Communities Together and other outreach activities in its first year.

Treat all our customers with courtesy.

NCADI and KEN personnel receive customer service training, including courtesy training and anti-stigma training. KEN training explicitly addresses compassion and consumer sensitivity.

Answer telephone calls promptly during core working hours, usually between 9:00 a.m. and 5:00 p.m. EST. Standard information may be provided through automated menu choices, and telephone answering equipment/voice mail shall be used for overflow calls. Requestors shall be called back within two business days.

NCADI calls are answered within four rings; fewer than 15 percent of callers have to wait on hold. Specialists are on duty from 8:00 a.m. to 7:00 p.m. overnight, a telephone ordering system accepts orders. In January, for example, 31 of these calls required a call back, which was done one day after receipt, with 94 percent of callers reached. KEN calls are channeled through an automated attendant system that permits voice messages; calls are returned the same day or, for after-hours calls, the next day.

Respond within 24 hours to high-priority informational requests (e.g., disaster-related information about mental health services).

KEN provides same-day or next-day (for after-hours calls) responses. Staff members have crisis counseling training and respond to crisis calls appropriately.

Process standard responses within five business days of receipt. Inquiries requiring individualized responses shall be answered within 10 business days of receipt or sooner if specifically requested by the project officer.

NCADI has special staff members to work with federal and media customers. KEN’s standard response to requests is within two days. Customized responses take up to five days.

Ensure high-quality, consistent content, organization, and presentation of information on federal agency servers using established federal standards; and more important, help users find pertinent information to answer their agency-related questions.

NCADI performs a quality control survey and has a semi annual review done by an evaluation board. KEN staff members participate in ongoing training and frequently review WWW links to other agencies. The database is updated monthly.

Every customer is entitled to courteous treatment.

Customer survey is planned.

Every customer should be provided additional assistance should the need arise.

Customer survey is planned.

Provide adequate telephone coverage throughout the business day to receive calls and answer questions.

Customer survey is planned.

Provide an interim response when a complete response requires additional time for research or there is a heavy workload.

Customer survey is planned.

Solicit feedback and react to customers’ comments.

Customer survey is planned.

Train all employees regularly on customer service.

Customer survey is planned.

Encourage teamwork and ensure that all staff are thoroughly informed.

Customer survey is planned.

Provide basic program training to clerical staff, particularly those who deal with the public.

Customer survey is planned.

STANDARD