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 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.

Knowledgeable and courteous staff, dedicated to effectively meeting your information needs.

Feedback from customers indicates that superlative service is being provided.

Multiple points of access, including telephone, fax, mail, the Internet, and other personal and electronic means.

Points of access are expanding through NAL’s Web page and establishment of the Electronic Media Center.

STANDARD

RESULT

Books and articles provided in response to e-mail, fax, mail, telephone, TDD, or Ariel (electronic delivery) requests within four days, most within two days.

Ninety percent are delivered within four days.

On-site delivery of material from the general collection within 20 minutes of request.

Ninety-five percent of requests are delivered within 20 minutes.

Delivery of high-quality photocopies, duplicated microforms, or loans of library materials, via the U.S. Postal Service, express mail, or electronic transmission.

We provide electronic document delivery through Ariel, fax, etc.

Response within 10 workdays to requests that require library research.

Two biannual surveys indicate that responses to requests are received within the time limit 99 percent of the time.

Reading rooms that provide an environment conducive to library research.

Renovations have been undertaken; these include lighting improvement, roof repair, and new carpeting.

Dependable coin-operated photocopy equipment.

A new copy center was established with better lighting and new state-of-the-art equipment.

Production of AGRICOLA and ISIS, NAL’s bibliographic databases, covering agriculture and related subjects.

Ongoing, within budget constraints.

Extensive NAL collections that fulfill our mission.

Ongoing with budget constraints.

New products and services developed to meet your needs in response to your suggestions.

Access to ISIS and AGRICOLA is available via the Internet.

Innovative programs designed to evaluate and develop new methods for collection, preservation, and information delivery.

ANAL preservation officer was selected, and NAL is now entering the digital preservation arena.

Project results and new program developments communicated through newsletters, press releases, the Internet, and other outreach methods.

Ongoing and expanding via NAL’s Web page.

Courteous

Survey being developed.

Respectful

Survey being developed.

Knowledgeable

Survey being developed.

Ethical

Survey being developed.

Accessible

Survey being developed.

Efficient

Survey being developed.

Accountable

Survey being developed.

Timely

Survey being developed.

STANDARD

RESULT

Responsive

Survey being developed.

Flexible

Survey being developed.

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.

STANDARD

RESULT

We will be attentive and serve you with courtesy. Your data needs are important, and a Congressional Specialist will assist you politely and responsively.

Specific measurement criteria are being developed.

We will meet most of your information and data requests within 24 hours. Many of your needs will be met the very same day they reach us. If we are unable to do this, we will act on most requests by the following workday. Should we need more time to prepare data that are not "on the shelf," we will give you a good-faith estimate, within 24 hours, of the time needed to prepare your customized product on a priority basis, and we will deliver it to you immediately upon completion.

Specific measurement criteria are being developed.

We will call upon subject or statistical experts, if needed, to service your needs for data and other information. In the event our congressional specialists are unable to provide certain service or data products directly, we have established an agencywide congressional liaison system to identify the person best suited to help you in the timeliest way possible.

Specific measurement criteria are being developed.

We will ask you about your level of satisfaction and areas where we need to improve. We conducted surveys of your staffs to help us evaluate our service. We will repeat this process periodically to gain quantitative and qualitative insights with which to continue improving our data and information deliveries to you.

Specific measurement criteria are being developed.

We will provide you with Resources for the Congress, your convenient reference binder to our programs and services. You can expect to receive this basic reference during the autumn of each year.

Specific measurement criteria are being developed.

We will expand our services to you beyond Capitol Hill. Your staffs in home state or district offices can expect to receive selected data products, identical to the ones we provided your Washington staff. Our 12 regional offices will acquaint your staffs at home with our data products and services. And, starting with the 1995 census test, we will implement a Congressional Partnership Plan for the 2000 Census of Population and Housing, eventually putting us in touch with each member of Congress and his or her staff.

Specific measurement criteria are being developed.

STANDARD

RESULT

We will review survey requests for relevance to our mission, skills and capabilities, and available resources.

Specific measurement criteria are being developed.

We will review the cost of survey options, and work to tailor projects to sponsor requirements and available resources.

Specific measurement criteria are being developed.

Negotiate an agreement that defines the scope of work, the performance period, and estimated costs.

Specific measurement criteria are being developed.

Review project deliverables.

Specific measurement criteria are being developed.

Develop workplan and provide schedule.

Specific measurement criteria are being developed.

Provide regular progress and cost reports.

Specific measurement criteria are being developed.

Review intermediate products.

Specific measurement criteria are being developed.

Develop contingency plans and provide advance alerts as contingencies arise.

Specific measurement criteria are being developed.

Obtain survey response/participation consistent with professional standards, sponsor needs, and available resources.

Specific measurement criteria are being developed.

Maintain appropriate data confidentiality guarantees.

Specific measurement criteria are being developed.

Evaluate product output by assessing data reliability (e.g., sample and nonsample error).

Specific measurement criteria are being developed.

Provide detailed documentation of methodology.

Specific measurement criteria are being developed.

Evaluate project effectiveness through debriefings.

Specific measurement criteria are being developed.

Use the best available technology, including technology that you request to meet your requirements for cost and deliverables.

Specific measurement criteria are being developed.

Your access to FedWorld_TM will continue to be provided at no charge.

Accomplished.

Products you order by credit card for download will be delivered within 30 seconds.

Accomplished.

STANDARD

RESULT

Your calls to the Help Desk will be answered by a person, not a recording, 24 hours a day.

Accomplished.

We will continue to make information accessible in whatever electronic formats meet your needs and expectations.

Accomplished.

Employees maintain close contact with clients within the Department to ensure that deadlines for submission of testimony are met and participate in events scheduled to prepare the DOD witness for the hearing.

Specific measurement criteria are being developed.

Employees maintain a dialog with their customers on Capitol Hill to ensure that the Department receives a thorough explanation of the requirement of the hearing, meeting, or briefing.

Specific measurement criteria are being developed.

Replies to congressional, general public, and White House correspondence shall be overseen by the Correspondence Control Division in accordance with the standards of Administrative Instruction Number 7, DOD Manual for Written Material.

Specific measurement criteria are being developed.

Professional, courteous service.

Customer relations scored 4.28 out of 5.0 (FY95).

A clean, pleasant store.

Commissary cleanliness scored 4.14 out of 5.0 (FY95); visual atmosphere scored 4.16 out of 5.0 (FY95).

Fresh, high-quality merchandise.

Produce quality was 3.83 out of 5.0 (FY95); meat quality was 3.99 out of 5.0 (FY95).

Well-stocked shelves.

Product availability scored 3.82 out of 5.0 (FY95).

The best possible prices.

Customer savings scored 4.0 out of 5.0 (FY95).

Quick, efficient checkout.

Customer relations scored 4.28 out of 5.0 (FY95).

STANDARDRESULT

We will have an 85 to 90 percent electronic funds transfer participation rate.

The participation rate was 92.7 percent.

Less than 5 percent of our total payroll payments will require special payment.

Special payment was required only 013 percent of the time.

We will forward to the Office of Personnel Management 95 percent of the retirement packages within 30 days of the retirement date.

This occurred 96.4 percent of the time.

We will provide prompt and accurate service.

Standards under review/revision pending completion of consolidation of debt function.

Our service providers will be knowledgeable and courteous.

Standards under review/revision pending completion of consolidation of debt function.

We will promptly resolve your inquiry.

Standards under review/revision pending completion of consolidation of debt function.

We will process temporary duty travel vouchers within five days of receipt.

This occurred 74.2 percent of the time.

We will accept or reject Uniformed Services Former Spouses’ Protection Act applications within 90 calendar days of receipt.

This occurred 99.8 percent of the time.

We will accept or reject garnishments for child support and alimony within 30 calendar days of receipt.

This occurred 85.1 percent of the time.

We will accept or reject commercial garnishments for civilians within 30 calendar days of receipt.

This occurred 90.7 percent of the time.

We will perform inital review for accepting or rejecting military commercial involuntary allotment applications within 30 calendar days from receipt.

This occurred 99.5 percent of the time.

We will process pay, effecting transactions within 30 days from the date of the entitlement.

This occurred 88.7 percent of the time.

We will successfully deliver pay instruments on the first attempt on the designated payday.

This occurred 99.7 percent of the time.

We will respond to written inquiries within 15 calendar days of receipt.

The average response time was 4.3 days.

STANDARD

RESULT

Convenient locations for our recruiting facilities.

We are reviewing the feasibility of developing a Joint New Recruit Survey instrument. Measurements include overall customer satisfaction with the recruitment process, convenience, decor and comfort of recruiting stations. Until this survey is developed, the Services will include these questions on their own surveys.

Pleasant, professional-looking offices.

We are reviewing the feasibility of developing a Joint New Recruit Survey instrument. Measurements include overall customer satisfaction with the recruitment process, convenience, decor and comfort of recruiting stations. Until this survey is developed, the Services will include these questions on their own surveys.

Comfortable reception areas.

We are reviewing the feasibility of developing a Joint New Recruit Survey instrument. Measurements include overall customer satisfaction with the recruitment process, convenience, decor and comfort of recruiting stations. Until this survey is developed, the Services will include these questions on their own surveys.

American confidence in the military and in those running the military will be at a high level.

Public and congressional support for a defense budget that keeps pace with inflation in peacetime is indicative of the strong American confidence in the military and its leadership.

Design and build quality housing and working areas within available funding.

Exceptional. The performance measure used for this standard is rate of execution of contract awards as compared to the forecast of awards. In FY96, the Corps’ 96 percent rate of execution of military construction contracts was the best since the late 1980s. It demonstrates our renewed focus on customer support.

Make our expertise promptly available to help you meet your construction, maintenance, environmental, nd other engineering needs.

Highly satisfactory. Our FY96 customer satisfaction survey overall rating report of 3.66 (scale of 5.0) represents a slight increase over the FY95 survey results. The highest rated category was "treats customer as an important team member."

STANDARD

RESULT

Define the problem and potential solutions within 12 to 18 months.

Performance target: Complete 90 percent of scheduled reports within the time standard. FY96: 50 of 52 reports scheduled (96 percent) for completion were completed in an average of 13.9 months (median 12.0 months). The investigation process and the standard reflected here are being reevaluated in FY97 to determine if time duration can be reduced further to improve customer responsiveness.

Select the best alternative solution within three to four years.

Performance target: Complete 80 percent within the time standard. FY96: 23 of 25 reports scheduled (92 percent) were completed within the time standard; in fact, 7 of the 23 reports exceeded the standard.

Design that solution within two years after the project is authorized for construction by Congress.

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

Ensure that our construction contractors provide a quality product.

A March 1995 customer satisfaction survey of approximately 1,400 civil works customers revealed a high level of satisfaction with the quality of the products and services the Corps delivers. Respondents to the survey scored the Corps at 4.0 on a scale of 1 (worst) to 5 (best) in response to the question "delivers quality products and services."

Consult with you on all changes in project design, schedule, or budget.

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.

Provide you with information on actions you can take to reduce flood risk through our Flood Plain Management Services and Planning Assistance to States programs.

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..

Maintain harbor and waterway channels at navigable depths.

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.

Keep navigation locks on the waterways open at least 97 percent of the time.

This was one of six navigation performance indicators collected and reviewed from late FY88 through FY96. The 97 percent criterion, collected quarterly, has been met since 1988 except during major maintenance or navigation incidents (accidents, equipment malfunctions, etc.). Natural events such as drought, flood, and winter ice that force closure of a portion or all of a waterway are not counted against the responsible district. At the end of FY96, collection of this performance indicator was discontinued. We are currently developing definitions for the two operations program measures for inland and deep draft navigation as part of our comprehensive initiative to implement GPRA.

Notify you of scheduled lock outages at least 60 days in advance, and maintain procedures for notification of unscheduled outages.

This is another of the six navigation performance indicators collected and reviewed from late FY88 through FY96. Percent unscheduled closures helped us determine how much of our lock downtime during each quarter was due to unscheduled events (accidents, equipment malfunction, etc.) out of all the time a lock system was not passing traffic (excluding natural events). At the end of FY96, collection of this performance indicator was discontinued. We are currently developing definitions for the two operations program measures for inland and deep draft navigation as part of our comprehensive initiative to implement GPRA.

Share information with the navigation industry, and with state and local officials, on potential flood conditions.

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.

STANDARD

RESULT

Provide hydropower using the most cost-effective operation and maintenance methods.

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.

Deliver a reliable supply of clean water to meet your community’s needs.

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.

Operate clean, safe recreation areas and visitor centers, staffed by courteous employees.

A customer comment card was developed to measure customer satisfaction with the operation and maintenance of Corps recreation areas (e.g., safety and security, park appearance, restroom cleanliness, staff helpfulness, value of fee paid, overall quality of facilities and services, etc.). The first survey was performed during the 1996 summer recreation season. Follow-on surveys will be performed in the summers of 1997 and 1998. The 1996 survey indicates that the Corps can do better in restroom cleanliness and providing water safety information. In addition, expanded surveys and procedures are being developed to meet the present and future needs of Corps customers.

Process your standard permit, if you need one, within 120 days, at least 70 percent of the time.

In FY96, 80 percent of all standard permits were completed in 120 days. In addition, we are currently finalizing a Regulatory Customer Survey form. The form will be used to solicit feedback on our performance from permittees, and from our federal/state resource agency counterparts, consultants, and other stakeholders in the Corps Regulatory Program. The survey form is being reviewed at Department of the Army offices and should be published in the Federal Register for public comment shortly. An approved form is anticipated this summer. The form will primarily be sent out from district regulatory offices. Responses will assist us in policy development and implementation decisions to better serve our customers.

Consider all factors in the public interest, including needs for economic development and environmental protection, in reaching a decision on your application.

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.

Visit and inspect at least 25 percent of the sites for which individual permits were issued during the previous year.

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.

Identify environmental issues during the planning process for military and civil projects, or before we issue a permit for work in a waterway or wetland.

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.

Weigh costs and benefits to the environment with economic costs and benefits.

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.

Seek opportunities to modify Corps projects for environmental benefit.

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.

Monitor environmental measures once they are in place to evaluate their success.

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.

STANDARD

RESULT

Inspect civil works facilities on a 5-year cycle to keep them in full compliance with environmental law.

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.

Clean up hazardous and toxic waste sites as promptly and thoroughly as funding allows. Specifically: start action within 180 days of customer funding, award contracts within timeframes agreed to with customers, and do not exceed cost estimates by more than 15 percent.

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.

Develop new solutions to environmental concerns and make them available to others.

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.

Help your community leaders organize flood fighting and provide sandbags, pumps, and technical assistance in compliance with the law.

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.

Provide post-disaster technical assistance, clear and remove debris, and help restore critical public facilities and services.

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.

Provide water in cases of drought or contaminated local supplies for up to 30 days, or until your local government can provide safe water.

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.

Provide the services called for in our agreement with your agency.

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.

Give your mission equal priority with our military and civil work missions.

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.

Operate as your partners in meeting a common goal.

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

Meet with you on a periodic basis while work is in progress to resolve issues.

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.

Use alternative dispute resolution to resolve any disputes that may arise.

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.

Pay you promptly for work completed in accordance with your contract.

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.

Provide information with a professional courtesy that demonstrates our awareness that every customer is important and our willingness to serve customer needs.

Survey results indicate an increase in the percentage of customers who were satisfied/very satisfied with how well their needs were understood—from 94 percent in 1995 to 99 percent in 1997; and an increase in the percentage who were satisfed/very satisfied with the courtesy they were afforded—99 percent in 1995 to 100 percent in 1997.

Follow standard statistical practices to ensure the accuracy of our data and provide information that customers rate as relevant to their needs.

No report.

Provide fast and easy access to public energy information.

Electronic delivery of information, based on customer needs/wants, contributed to an increase in satisfaction with timeliness (from 73 percent in 1995 to 75 percent in 1997), availability (remained at 95 percent), and promptness of service (from 49 percent in 1995 to 66 percent in 1997).

Distribute our information in a format that fits your needs, as resources allow.

Survey results indicate that customers desire information in a variety of formats. The Energy Information Administration (EIA) is able to offer choices.

e-mail address on every document and letter.

In 1996 and 1997, this occurred in 100 percent of EIA publications and letters.

STANDARD

RESULT

Encourage feedback, measure customer satisfaction, and incorporate your suggestions when making program decisions.

EIA has conducted major surveys of telephone customers in 1995, 1996, and 1997, measuring satisfaction with service and information products. The relatively low satisfaction scores we received for our timeliness led EIA to initiate many programmatic changes to provide information to customers faster (home page, releasing preliminary data, shortening data preparation schedules).

Provide high-quality energy information.

Products and service measured by an overall satisfaction rating, 89 percent were satisfied or very satisfied with EIA products in 1995; 91 percent were satisfied or very satisfied in 1996; and 93 percent were satisfied or very satisfied in 1997.

STANDARD

RESULT

Dismantle weapons from 1994 to 1998 resulting in reduction of over 6,000 nuclear weapons.

To date, we have accomplished 66 percent of this goal and expect to meet the 1998 target.

Maintain/exceed confidence and reliability standards resulting in the continued maintenance of a safe and reliable stockpile.

Standard met.

Implement quality improvement action plans by January 1996 at all headquarters and field organizations as measured by increased self-assessment scores and external recognition of achievements.

In 1996, there was a 22 percent increase in self-assessment scores. Between 1994 and 1996, external customer satisfaction increased from 73 percent to 85 percent; 30 DOE teams have received Vice President Gore’s Hammer Award for improvement efforts and efficiencies, 9 major DOE organizations have received State Quality Awards, and 31 DOE organizations have received Energy Quality Awards for outstanding success in improving performance. The levels of excellence highlighted by this recognition underscore the superb quality improvement gains achieved throughout DOE.

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. Marketing of the standard, 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.

STANDARD

RESULT

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.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 theTotal 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 (PDDC) 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.

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 (February 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, amd 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.

We will work to ensure that all members of the regulated community know what is expected of them. To the extent possible, we will notify all known parties who must comply with the rule through written or electronic media.

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.

Treat you with respect and dignity.

NOTE: The Equal Employment Opportunity Commission (EEOC) currently distributes a customer service brochure tailored to this specific customer group. This brochure contains Standards for this customer group and has a tear-off comment form. The comment form is not a formal survey of these customers and it does not ask specific questions regarding these published standards. The results are general observations based on the comments received from this customer group.

Look at all the ways we do business and the way we relate to you and others asking for our help. We want to find ways to improve the quality and speed of our services.

The EEOC has been conducting an in-depth evaluation of federal complaint processing procedures. Extensive input has been obtained from a wide cross-section of individuals and groups reflecting the interests of the federal employees and agencies.

STANDARD

RESULT

Involve complainants and federal agencies to help us understand what you want, what you need, and what you think about the way we serve you.

The EEOC has been conducting an in-depth evaluation of federal complaint processing procedures. Extensive input has been obtained from a wide cross-section of individuals and groups reflecting the interests of the federal employees and agencies.

Support our frontline employees by giving them the tools and knowledge they need to provide the best possible service to you.

The EEOC has developed individual development plans for all employees and is focusing training dollars on frontline staff, particularly investigative and attorney staff.

Strengthen our commitment to customer service.

The EEOC’s National Labor/Management Partnership Council established a group to focus on customer service activities. The group is currently evaluating the internal customer service environment and will then turn to external customer service issues.

We treat our customers with respect, understand their needs, and merit their trust by our professional conduct.

We seek information from our customers through customer surveys, town hall meetings, and other activities and solicit their comments on issues that have general impact, such as the development of regulations and questions arising in pending cases. As a result, we have revised and implemented new regulations, policies, and procedures, and have issued decisions establishing legal doctrines to clarify laws addressing customer needs and concerns.

Our customers can rely upon our national and field offices to interpret the Statute with clarity, consistency, and uniformity.

Policy and guidance have been issued to our field offices on prosecutorial discretion, settlements, investigations, intervention, representation issues, injunctions, and collective bargaining activities to enable consistent application of Federal Labor Relations Authority (FLRA) regulations and procedures. Our customers receive these publications so that they may have a clear understanding and knowledge of FLRA regulations and procedures.

We provide innovative and effective education and training programs and intervention services tailored to our customers’ needs, enabling them to develop productive labor-management relationships and reduce the cost of conflict.

The Collaboration and Alternative Dispute Resolution Program was established in 1996 to expand and strengthen FLRA’s labor-management cooperation and alternative dispute resolution (ADR) efforts which are carried out by all component programs and in all levels of dispute. Results during 1996 include: (1) an estimated $300,000 in litigation costs was saved by the Office of General Counsel in assisting the Department of Health and Human Services and its unions with reorganizing bargaining units; (2) 96 cases were settled without going to trial through the Administrative Law Judge Settlement program; and (3) over 400 intervention sessions, with more than 11,000 participants, were held.

We consistently provide high quality service that resolves, in a timely manner, disputes in the federal labor-management relations community.

Quality standards have been developed for FLRA written work products, and training is provided to FLRA employees to achieve these standards. Time guidelines and productivity standards have been developed. As a result, we have reduced backlog, improved timeframes, increased productivity, and revised and simplified our procedures.

Our customers view us as fair-minded, professional leaders who provide services vital to the development of successful labor-management relationships.

Parties regularly request our education, training, and partnership services. During the past two years: over 12,000 customers participated in partnership, interest-based, and ADR training sessions; and over 8,000 participants were trained on the Federal Service Labor-Management Relations Statute.

STANDARD

RESULT

Interagency Fleet Management System (IFMS) rates paid by customers for vehicles, including maintenance and fuel, are below the average rate for commercial lease of comparable models, including maintenance and fuel.

Of customers surveyed, 98 percent found IFMS vehicles a good value.

Customer satisfaction with the quality of the vehicles provided at the rates charged will be maintained at a 90 percent level.

Of customers surveyed, 99 percent said that IFMS vehicles they received were clean and in excellent condition.

Customer satisfaction with repairs to IFMS vehicles will be maintained at a 90 percent level.

Of customers surveyed, 98 percent expressed satisfaction with maintenance and repair of their IFMS vehicles.

Vehicles will be replaced within the timeframes agreed upon by IFMS and customers at a 90 percent satisfaction level.

Of customers surveyed, 99 percent were satisfied with the replacement timeframes.

Establish a period of time for vehicle maintenance and repair activities that is acceptable to the customer at a 90 percent satisfaction level.

Of customers surveyed, 97 percent were satisfied with the timeliness of repair services.

Customer questions, problems, and concerns will be resolved by Fleet Management Centers within five working days.

Of customers surveyed, 98 percent were satisfied with the timeliness of problem resolution and response to inquiries.

A Maintenance Control Center (MCC) technician will answer calls promptly 90 percent of the time.

Of customers surveyed, 97 percent felt MCC answered calls promptly.

STANDARD

RESULT

SF 149 and SF 149A credit cards used by customers will be accepted at fueling stations convenient for the customer at a 95 percent satisfaction level.

Customers surveyed responded with a 97 percent satisfaction rate for credit card acceptance at conveniently located fueling stations.

We will maximize the investment made in government personal property, expressed in dollars saved.

Over $2.3 billion in new procurements were avoided and tax dollars saved through the transfer of excess property to other federal agencies or donation to eligible recipients in state and local governments.

Customers will be satisfied with the quality of information provided for at least 95 percent of the total number of lines transferred and sold.

Less than 1 percent of customer contracts were voided due to inaccurately described property.

Customer satisfaction is maintained by transferring 95 percent of all property reported for utilization or donation within established timeframes (transfers within 60 days; donations within 21).

For FY97 (to date: Feb. 2, 1997), 99.8 percent of interagency transfers, and 98.2 percent of transfers to state and local government organizations, were achieved on time.

Customer satisfaction is maintained by selling 90 percent of all property reported for sale within established timeframes (vehicles within 60 days; all other within 90 days).

For FY96, achieved on-time performance in sales: vehicles—94.2 percent; miscellaneous property—90.2 percent.

Using our data collection techniques, we will validate our achievement of a standard of 95 percent customer satisfaction with the ease of access and convenience provided in utilization, donation, and sales transactions as of January 1, 1996.

Systems enhancements to the new electronic property screening system have delayed survey plans so that customers consulted during development and others have time to assess results. Major systems modifications will be implemented by the end of FY97. A customer survey will be conducted in FY98.

Customers will benefit from savings of 20 percent over competitive sources.

We offer savings of 26 to 33 percent over competition for office supplies (winter 1997).

STANDARD

RESULT

Customer satisfaction with the quality of our products and services will be maintained at 90 percent or better.

Our 1995 survey revealed 82 percent satisfaction; focus groups have been held to target service improvements and customer education efforts expected to enhance satisfaction ratings.

We will meet or exceed our shipping commitments at least 95 percent of the time.

We achieved 97.1 percent shipment on time for FY96 and 97.4 percent through the second quarter of FY97.

Over 93 percent of all items will be available when ordered.

We achieved 95.9 percent availability for FY96 and a 98.3 percent service rate through the second quarter of FY97.

Customer inquiries will be addressed immediately; concerns and problems will be responded to within two business days.

A system for monitoring is under development.

Savings attributable to our air fare program will, on average, exceed 50 percent off the full, unrestricted fare.

Savings averaged 62 percent for FY97 contracts.

Savings attributable to our current contract for domestic express package service will continue to average 30 percent off commercial rates.

Savings averaged 45 percent for FY96.

Our household goods carrier program used by relocating federal employees will be rated 4 or better on a scale of 1 to 5. Customers will rate our travel management center contractor performance as good to very good on 80 percent of surveys returned. Our freight service will be rated 80 percent or better in customer satisfaction.We achieved an average 4.3 rating, according to the draft 1995 Report of the General Services Administration Centralized Household Good Traffic Management Program. Also, 85 percent of respondents to the February 1997 Travel Management Center Customer Survey rated the travel management center contractor performance as good to very good. We achieved 81 percent satisfaction, according to the Freight Services Program Performance Survey of agency freight accounts.

The contract for our airline city-pairs program will be made at least 30 days prior to the contract effective date to ensure continuity of service and permit better travel planning on the part of federal agencies.

Goal met: FY97 city-pair contracts effective October 1, 1996, were awarded on August 27, 1996.

STANDARD

RESULT

Nonstop service will be awarded in at least 90 percent of the airline city-pairs where the air carrier providing the service makes an offer to the government.

For FY97, we exceeded the goal by 5 percent.

Customer questions, problems, and concerns will be resolved within five working days.

Achieved: 81 percent of respondents to the February 1997 Travel Management Center Customer Survey rated our response to requests for information and assistance as good to very good.

Provide the best value information technology solutions and network services to our customers.

Based on a comparison of FTS 2000 prices with available commercial prices negotiated by large corporations, monthly charges to the government for long-distance services used by federal agencies total $9.1 million less than the lowest commercial equivalent offerings.

Steadily improve customer satisfaction.

For Information Security, customer satisfaction of 96.7 percent was achieved for FY96. The established goal is 95 percent.

The standard is being achieved. GSA began a capital planning process that has been identified as an early model for other agencies, under the Clinger-Cohen Act. GSA instituted a Business Technology Council, an Information Technology Council, and successfully reviewed the entire $250 million IT budget this year for FY99.

The standard is being achieved. Over the past two years, traffic has quadrupled while costs have remained the same; unit costs have decreased significantly. Comparisons with the market place are accomplished through periodic independent third party assessments, e.g., a recently completed study which showed that the GSA information infrastructure was well managed and provided excellent value.

STANDARD

RESULT

One hundred percent of all customers will be satisfied with their corporate information infrastructure services.

The standard is being achieved. Periodic one-on-one customer meetings with each customer office are used to evaluate GSA corporate information infrastructure services. One hundred percent of all GSA customers have been retained for the coming year.

Customer demand for increased network communications service levels is met in advance of customer need, without any interruption of service .

GSA will provide ubiquitous access to the Internet and Intranet, allowing employees to serve customers better, faster, and cheaper.

The standard is being achieved. GSA provided Internet and Intranet access to 100 percent of GSA employees in a 12 week period. GSA developed an extensive Intranet with access to multiple data bases throughout the agency.

Twenty percent savings in governmentwide technology acquisitions regulations through cost reductions.

Over 40 percent of IT acquisition regulations have been eliminated and others have been converted to guidance that will enable agencies to link their IT programs to agency mission.

Ninety-five percent of customers will find that their experiences in IT leadership development programs will enable them to better perform their jobs.

More than 95 percent of Trail Boss graduates surveyed indicated that this experience will improve their job performance in managing the largest federal IT programs.

Ninety-five percent of the guidance we develop or promote on the Year 2000 issue will be disseminated to the federal IT community within two business days.

Over 95 percent of Year 2000 guidance developed or promoted is posted on the World Wide Web home page (http://www.itpolicy.gsa.gov) within two business days.

Ninety-five percent of critical IT management practices guidance provided to agencies will be available in sufficient types of media to meet their needs.

To date, all critical IT management practices guidance provided to agencies has been made available both on the Internet and in printed form.

STANDARD

RESULT

Lease payments will be within market ranges.

GSA compares the GSA lease rental rates to market rental rates in the same market. Beginning in the 4th quarter of FY97, the Public Buildings Service (PBS) will measure the rental rates it pays for office space leases in major urban markets against comparable private sector rental rates paid in those same markets. Comparisons will be made on a rate-per-rentable-square-foot basis, using the form of rentable-square-foot measurement utilized in the local markets. Private sector rental data will be obtained for comparison with GSA rents from the same market databases used by the private sector commercial real estate firms.

Leases will be awarded within the agreed-upon timeframes and those timeframes will be benchmarked against comparable private sector performance.

For new leases, the cycle time is measured from the completion of the agency requirements development process to the date of the actual award of a lease contract. The goal is to show the degree of improvement in cycle times achieved as a result of PBS’s "Can’t Beat GSA Leasing" reforms measured against baseline cycle times derived from FY95-96 results for new leases.

The Federal Protective Service (FPS) will provide a cost efficient method to provide security services based upon selected benchmark candidate(s).

FPS, in the Region 3 reinvention lab, is currently developing cost standards for comparing PBS security services to a benchmark.

FPS will achieve a customer satisfaction rating of 85 percent as measured by the International Facilities and Management Association Survey.

PBS is initiating a new survey process for FY97.

STANDARD

RESULT

FPS will implement the Security Countermeasures directed by the Department of Justice’s Vulnerability Assessment of Federal Facilities dated June 28, 1995 in accordance with directed timeliness.

Level 4 facilities were approximately 70 percent complete in FY96.

Customers will be queried on a random basis to obtain feedback on response time and quality of work. Service call report cards will be left with the customers to be filled out on a voluntary basis after a transaction has been completed. If the report cards indicate an area of concern, appropriate personnel will contact the customer within five working days.

FPS is implementing a customer questionnaire for services provided. FPS will complete training of personnel in 1997.

FPS will assign physical security specialists as single points of contact to provide an ongoing customer relationship.

Physical security specialists have been assigned using the Building Security Committee rocess based on the study.

Project construction budgets will be less than or equal to comparable industry-based costs.

Property Development established a regional average on cost growth for new construction and modernization projects.

Property Development will achieve a customer satisfaction rating of 90 percent according to the transactional report cards.

The customer service standards are being reviewed and revised.

Property Development will complete projects in accordance with the agreed-upon schedule approved by the customer.

Property Development is investigating providing customers on-line access to project schedules.

Project managers shall provide biweekly status reports on all projects either orally or in writing in order to be proactive in communicating with customers.

Customers are kept advised of construction status.

Assign project managers to all major projects. The project manager will contact and involve the customer at the onset of project development and will serve as the one point of contact to the customer through final occupancy.

Customers are now involved in design decisions.

STANDARD

RESULT

The actual sales price of property sold is equal to the fair market value.

FY96 sales were 104 percent of fair market value.

Property Disposal will achieve a customer satisfaction rating of 95 percent according to the transactional report cards.

During FY96, PBS attained 91 percent customer satisfaction for our 49 Act disposal process and 92 percent customer satisfaction for our reimbursable efforts.

Dispose of reimbursable real property within 135 days.

For FY96, our cycle time for reimbursable property was 105 days.

Customers will be queried on a regular basis to obtain feedback on response time and quality of work. Transactional surveys are sent to every customer after the transaction is completed. Areas of concern are addressed within five working days from notification of transactional survey results.

Our repeat customers are very satisfied with our service and are a major part of our combined FY96 results of 91 percent and 92 percent for 49 Act and reimbursable work effort results.

The operating costs for Property Management will be equal to or below the average costs published by the Buildings Owners and Managers Association.

The Public Building Service (PBS) is establishing performance measures to track and compare cleaning, maintenance, and utility costs to private sector costs.

Property Management will achieve a customer satisfaction rating of 85 percent as measured by the International Facilities Management Association Survey.

In FY96 PBS achieved a 77 percent satisfaction rating based upon measuring 222 large buildings. The FY97 goal is 78 percent nationwide.

The cycle time for Reimbursable Work Authorizations and the response time of service calls will meet customers’ expectations. The performance will be measured through the use of transactional report cards.

PBS is using transaction report cards to measure timeliness of RWAs and service calls. FY96 customer satisfaction scores exceeded 83 percent and 94 percent respectively.

STANDARD

RESULT

Customers will be queried on a random basis to obtain feedback on response time and quality of work. Transactional report cards will be left with the customers to be filled out on a voluntary basis after a transaction has been completed. If the report cards indicate an area of concern, appropriate personnel will contact the customer within five working days.

PBS is using transaction report cards to measure and follow up with customers to ensure we are meeting their needs.

Deliver all products and services on time.

Delinquencies have been significantly reduced. It is an ongoing corporate initiative to reach a zero-delinquency status.

Process all orders within two working days.</