STANDARD

RESULT

The Committee will strive to provide job opportunities that allow individuals with severe disabilities to acquire relevant skills to prepare them, whenever possible, for competitive employment and will encourage NPAs to promote competitive employment opportunities for direct labor employees with disabilities.

In FY96, the Committee implemented a survey of employees on JWOD contracts as part of a comprehensive evaluation of the program. Results of this survey will be available next year.

STANDARD

RESULT

The Committee will communicate clearly and concisely to the National Industries for the Blind (NIB), NISH, and participating NPAs all requirements and other information that affect their participation in the JWOD Program. The Committee will actively assist NPAs to market their products and services to the federal government.

The Committee worked closely with NIB, NISH, and GSA to highlight JWOD products in new marketing and distribution systems developed in acquisition streamlining initiatives. The Committee has just published a catalog of JWOD office products and other general-use products to increase visibility of JWOD items.

Committee actions regarding additions, pricing, contract administration, compliance, and other activities will be performed within the shortest time possible in accordance with established timeframes to enhance the ability of the NPAs to accomplish their mission of providing employment and training for people who have severe disabilities.

The Committee has established processing standards as well as a tracking system to monitor adherence to recommended timeframes. During FY96, the staff handled 233 additions, 240 pricing actions, 134 compliance reviews, and hundreds of other actions, most within the established timeframes. The Committee received praise from NIB, NISH, and NPAs on improvements in responses.

JWOD products and services will meet the customers’ quality requirements at a fair market price.

The Committee is undertaking a comprehensive analysis of pricing procedures with input from independent consultants, JWOD participants, and federal customers to identify ways of increasing the effectiveness of these procedures. The Committee continues to encourage and, as appropriate, work with NIB, NISH, and federal customers on the improvement of JWOD products.

The Committee will communicate clearly and concisely to federal procurement personnel and end users of JWOD products and services all requirements and other information that affect their participation in the JWOD Program, and help remove barriers to their support of the program. Committee actions regarding additions, pricing, and contract administration will be performed within the shortest time possible in accordance with established timeframes to enhance the ability of procurement personnel to meet their customers’ demands for products and services.

In FY97, the Committee is implementing a comprehensive evaluation of the program that includes a Federal Customer Survey to assess satisfaction with prices, quality, timeliness, and administrative processes.

STANDARD

RESULT

The Committee will work with distributing agencies, including GSA, Department of Veterans Affairs (VA), the Defense Logistics Agency, and any authorized commercial distributors to ensure that JWOD products are easily identifiable and accessible via up-to-date procurement methods such as credit card purchasing and electronic commerce.

The Committee developed a catalog of JWOD office supplies and other general products and services. The catalog provides information about the various methods of ordering products and will be widely distributed in the next year.

We will deliver material requested by organizations serving the homeless within two weeks.

Based on a 10 percent sample that was taken of the deliveries made in FY96, we met or exceeded our two-week delivery goal 85 percent of the time. In those instances where we did not meet our goal, we found that the primary reason was quantity errors. We now attach a printout of our computer confirmation sheet to the original document. This system change readily identifies a discrepancy and allows for timely correction.

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.

STANDARD

RESULT

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 this 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 (EOMB) with a Medicare Summary Notice which will be more consumer friendly.

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.

STANDARD

RESULT

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 Peer Reviewed Organizations (PROs) to improve processes and outcomes of care to Medicare beneficiaries through measurable quality improvement projects. PROs 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.

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.

STANDARD

RESULT

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

You can expect us to provide you with informed, considerate, and respectful care. Case discussion, consultation, examination, and treatment will be conducted discreetly.

Specific measurement criteria are being developed.

You have the right to know which doctor is in charge of your care and to consult with your doctor as necessary regarding your care.

Specific measurement criteria are being developed.

We will work with you to meet your physical and emotional needs through doctors, nurses, social workers, and others. Sharing your anxieties with us will help us provide the best assistance.

Specific measurement criteria are being developed.

You can expect us to provide you with complete current information about your health care. We will also provide information about Hansen’s Disease to family members or others on your behalf.

Specific measurement criteria are being developed.

You have the right to refuse treatment, but we have an obligation to inform you of the medical consequences of such refusal.

Specific measurement criteria are being developed.

We will refer you to other sources of care should you have a problem that is beyond our medical expertise or facility capability.

Specific measurement criteria are being developed.

Your records of health care at Carville, Louisiana, will be kept confidential, except to the extent you wish information released or as required by laws and regulations.

Specific measurement criteria are being developed.

We will provide an ombudsman with whom you may discuss concerns about our facility and these standards.

Specific measurement criteria are being developed.

Through information obtained from you and other patients by interviews and questionnaires, we are committed to improving service to our patients.

Specific measurement criteria are being developed.

Our staff will verbally identify themselves to you upon contact, will wear name tags, and will provide information on types of services available to you.

A standardized customer service survey is under development. Current accreditation, which includes conducting facility-specific surveys, ensures quality of services. The standardized customer service survey will provide the agency with results that can then be measured at the national level.

Our staff will be oriented through in-service training to be sensitive to your emotional, social, cultural, and spiritual values and comfort.

A standardized customer service survey is under development. Current accreditation, which includes conducting facility-specific surveys, ensures quality of services. The standardized customer service survey will provide the agency with results that can then be measured at the national level.

Our staff will inform you and answer your questions about your treatment. The information provided to you will be documented in your medical record.

A standardized customer service survey is under development. Current accreditation, which includes conducting facility-specific surveys, ensures quality of services. The standardized customer service survey will provide the agency with results that can then be measured at the national level.

Our staff will discuss with you our recommended treatment and document your decision in your medical record.

A standardized customer service survey is under development. Current accreditation, which includes conducting facility-specific surveys, ensures quality of services. The standardized customer service survey will provide the agency with results that can then be measured at the national level.

We will take full responsibility for protecting your personal privacy and the confidentiality of your medical records.

A standardized customer service survey is under development. Current accreditation, which includes conducting facility-specific surveys, ensures quality of services. The standardized customer service survey will provide the agency with results that can then be measured at the national level.

Our staff will respond to your requests for services as quickly as possible. For services not available locally, you and your family will be informed how and where you can obtain these services.

A standardized customer service survey is under development. Current accreditation, which includes conducting facility-specific surveys, ensures quality of services. The standardized customer service survey will provide the agency with results that can then be measured at the national level..

STANDARD

RESULT

Provide complete, accurate, state-of-the-art cancer information to cancer patients, their families, health professionals, and the American public in an organized, sensitive, and credible manner.

The CIS responded to more than 500,000 calls in 1996.

Provide National Cancer Institute (NCI) publications at no cost to patients and their families.

In 1996, close to 11 million copies of materials were provided.

Continue to staff the CIS with skilled and well-trained individuals to ensure that the program will continue to meet and exceed its high standards of quality.

Approximately 300 people serve as CIS staff. Initial selection processes and certification standards ensure that the program will continue to meet and exceed its high standards for quality. The CIS is continuing to improve and enhance certification requirements, including specialty certification.

Design information systems to ensure that information specialists can access up-to-date information in an efficient, thorough manner to best meet each caller’s needs.

Plans for 1997 include continued work on an information retrieval system. Current policies and procedures standardize and prioritize the use of resources in the CIS’s 19 regional offices. Results from the CIS’s national test call program indicate that the service is more than 95 percent compliant in retrieving and using NCI resources in priority order.

Utilize the latest telecommunications technology to provide our callers with convenient access to information. The CIS will have a site on NCI’s home page, encouraging viewers of the Web page to call the CIS if they have any questions about cancer.

The CIS is continuously researching and assessing the use of improvements in telecommunications technology. A task force will be formed in 1997 to identify opportunities for improving service through advanced technologies. The CIS Web site is at http://www.icic.nci.nih.gov/occdocs/cis/cis.html.

Keep our callers informed of new services and enhancements via print ads and media placements and solicit ideas for improvements through surveys and other mechanisms.

A telephone service user survey and an outreach partner survey were completed in 1996. The results of each survey will be published in 1997. In addition, a task force is developing a strategic communications plan to increase awareness of the CIS.

Continually evaluate and refine services, delivery mechanisms, and customer service based on input from current staff and both users and potential users.

The CIS regularly seeks input from NCI staff, staff in regional offices, and users. The CIS’s systems quality management focuses on using data gathered from ongoing monitoring and other evaluation strategies to continuously improve processes, products, and services. The activities, practices, and program components that enable the CIS to build quality into every aspect of the CIS program include: (1) a vision of excellence—a management philosophy that is committed to the CIS’s leadership in the delivery of cancer information; (2) empowered change agents—participation from CIS project office staff and regional CIS staff in solving problems; (3) standardized tools—communication tools and practices, a standardized call management system, standardized policies and procedures, state-of-the-art resources, and strategic selection of staff; (4) dedication to staff development—rigorous initial training, continuing education, call monitoring, and constant supervisory support; (5) superior performance—responding to information needs in a manner that meets the needs of callers and outreach partners and allows for service evaluation; (6) continual reporting—user surveys, analysis of documentation of calls, and CISTERS, the national test call program. The interaction of these elements helps identify areas for improvement, prioritize solutions, and continually implement positive change.

STANDARD

RESULT

Collect and disseminate the most up-to-date information relating to cancer research, diagnosis, prevention, and treatment from around the world.

NCI’s databases include information on the results of cancer research from around the world and are updated monthly.

Design information systems to help health care professionals cope with the information explosion by translating the medical literature into usable knowledge.

For PDQ, a nominal annual fee clinical cancer database, members can choose information on a wide variety of cancer-related topics. PDQ contains statements on over 80 types of cancers; these statements are created through a peer-review process by five editorial boards of oncology specialists who review current literature from more than 70 biomedical journals, evaluate its relevance, and synthesize it into concise, clear summaries. A recently completed survey of PDQ users provides detailed data on user satisfaction and suggestions from users which ICIC is using to make the database an even better resource.

(1-800-422-6237) to assist members who do not have access to electronic resources.

Members can network and communicate with other members from around the world and have one-stop access to NCI’s cancer information via all currently available technologies. Members without access to electronic resources can call a toll-free number to have this information delivered to them via mail or fax.

Provide quality customer service through our Member Service Center (MSC), which is accessible via a toll-free phone number (1-800-422-6237) within the United States and is open Monday through Friday, from 9:00 a.m. until 8:00 p.m. EST.

The MSC was enhanced with toll-free service access, Members Service Representatives (MSRs) trained to assist members in accessing electronic information products, and Spanish-speaking MSRs. NCI’s Cancer Information Service (CIS), which provides cancer information to the public, was enhanced by adding bilingual customer service representatives to assist customers in accessing the CIS. Also, a quality assurance program for ICIC, modeled on CISTERS, CIS’s innovative telephone service quality assurance program, is being developed. The program will develop evaluation criteria, measures, and techniques; evaluate and report on performance; and identify staff training and resource needs.

Staff our Member Service Center with friendly Member Service Representatives trained to provide prompt, accurate answers to questions about the program and to provide assistance to members in accessing products and services.

An in-progress member survey is evaluating member satisfaction with the MSC. It asks how members would prefer to communicate with the MSC and what additional services they would like the MSC to provide.

Keep members informed of new products and services and enhancements to products and services and solicit ideas for new products and services through a member newsletter, ProtoCall.

An in-progress member survey is evaluating ICIC’s efforts to communicate information about products and services to members and increase use.

Continually evaluate and refine products, services, delivery mechanisms, and customer service based on input from both users and potential users.

Customer survey initiatives for FY96-97 include an in-depth survey of PDQ users and a follow-up survey of IAP members to assess their satisfaction with the program and its services and solicit members’ ideas on how to improve them.

STANDARD

RESULT

Answer the telephone by the third ring.

Survey pending; results to follow.

Respond to simple information requests within three days.

Survey pending; results to follow.

Respond to complex information requests within seven days.

Survey pending; results to follow.

Assess requestors’ need to send the best possible information.

Survey pending; results to follow.

Explain clearly the scope and limitations of clearinghouse services.

Survey pending; results to follow.

Always support the physician-patient relationship.

Survey pending; results to follow.

All materials shall be easily accessible and available to clearinghouse users.

Survey pending; results to follow.

Anticipate customers’ needs, determine information gaps, and develop publications to meet those needs.

Survey pending; results to follow.

Clearly describe the etiology, diagnosis, and treatment options for the medical conditions within the clearinghouses’ scope.

Survey pending; results to follow.

Ensure the accuracy and objectivity of materials and consistency with Department of Health andHuman Services policies by subjecting all publications to outside expert review.

Survey pending; results to follow.

For all materials designed to be used with a limited-literacy audience, field test the materials with members of the target audience whenever possible.

Survey pending; results to follow.

Maintain a comprehensive, up-to-date repository of available information within the clearinghouses’ scope.

Survey pending; results to follow.

Monitor the literature for items suitable to add to the database.

Survey pending; results to follow.

Maintain a network of contacts in professional and voluntary agencies to keep track of "fugitive" literature.

Survey pending; results to follow.

Add a minimum of 50 items per month to the database, no more than 20 of which may be journal articles.

Survey pending; results to follow.

STANDARD

RESULT

Maintain constructive relationships within the patient, professional, and lay audiences through network, promotion, and outreach activities consistent with the clearinghouses’ mission to provide information and education to patients, professionals, and lay audiences.

Survey pending; results to follow.

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.

Ensure that each person in the organization conducts himself/herself as a professional.

Customer survey is planned.

Continue to insist that all staff remain aware of and sensitive to different sex, ethnic, and racial groups that benefit from or should be benefiting from HUD programs.

Customer survey will be conducted upon completion of diversity training of all managers.

Be certain that the principles of ensuring diversity are included in all written policies, program regulations, handbooks, guidance documents, and issuances for both employees and the customers we serve, issued by headquarters.

Customer survey will be conducted upon completion of diversity training of all managers.

Recognize HUD employees, in the field and at headquarters, who have provided evidence of outstanding support, promotion, and performance in encouraging and improving a diversified workplace environment.

Customer survey will be conducted upon completion of diversity training of all managers.

STANDARD

RESULT

Achieve fairness and equality in the selection and promotion of managers, supervisors, and staff consistent with merit staff principles.

Customer survey will be conducted upon completion of diversity training of all managers.

Inform all employees of the existence of the Career Counseling and Development Center and the various career development and training opportunities offered by the HUD Training Academy.

Customer survey will be conducted upon completion of diversity training of all managers.

Encourage the continued use of the Department-wide Individual Development Plan (IDP).

Customer survey will be conducted upon completion of diversity training of all managers.

Identify and set aside targeted positions for the Upward Mobility Program.

Customer survey will be conducted upon completion of diversity training of all managers.

Recommend the use of cross-training and rotational assignments for both field and headquarters employees, to assist them in understanding how the various functions and offices of HUD fit together.

Customer survey will be conducted upon completion of diversity training of all managers.

All managers and supervisors should disseminate the Department’s policy statement on affirmative employment, sexual harassment, and diversity to all employees.

Customer survey will be conducted upon completion of diversity training of all managers.

Continue to insist that all staff remain aware of and sensitive to different sex, ethnic, and racial groups that benefit from HUD programs.

Customer survey will be conducted upon completion of diversity training of all managers.

Encourage all employees to actively participate in Special Emphasis Program observances and activities.

Customer survey will be conducted upon completion of diversity training of all managers.

Provide assistance in the processing of complaints consistent with notices, compliance manuals, and case law.

Customer survey is planned.

Provide efficient investigation and processing of complaints.

Customer survey is planned.

Provide consistency and reliability in case investigations and analysis.

Customer survey is planned.

Improve customer understanding of the complaint process.

Customer survey is planned.

Provide training and assistance to local organizations in Fair Housing Act interpretation.

Customer survey is planned.

STANDARD

RESULT

Provide information to grantees of HUD funds regarding processing complaints.

Customer survey is planned.

Assist in conciliating complaints.

Customer survey is planned.

Assist in enforcement through hearings when a charge has been issued.

Customer survey is planned.

Provide technical assistance to assist Housing Authorities (HAs) with outreach to private landlords in low-poverty neighborhoods.

The Office of Fair Housing and Equal Opportunity (FHEO) headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer, and monitor opportunity counseling programs. For the Regional Opportunity Counseling (ROC) program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide guidance in the review of determination of eligible families for credit, housekeeping, and criminal backgrounds to ensure suitability for counseling services.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide guidance for HAs to assist families in negotiating rent incentives and inducements from landlords during a housing search.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide technical assistance in coordinating support services and counseling on opportunities to families for education, child care, medical care, and employment after a family moves to a new unit.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide guidance on criteria used to assess the HA’s performance.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

STANDARD

RESULT

Provide guidance on monitoring activities for compliance with fair housing laws.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide technical assistance in the monitoring of rents in low-poverty neighborhoods in comparison to Section 8 Fair Market Rents (FMRs) every six months to determine the impact of the FMRs on the range of housing opportunities on families.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide guidance to HAs in undertaking additional housing counseling activities that have the potential for expanding housing opportunities for eligible families.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide training to the HAs to assist them with their program recordkeeping requirements.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Follow up regularly to ensure that quality products and information were provided.

FHEO headquarters provided a four-day training session to its Program Operations and Compliance Center staff on how to implement, administer and monitor opportunity counseling programs. For the ROC program, Abt Associates is providing technical assistance to 16 HAs participating in the program. In addition, a conference was conducted March 11-13, 1997, to provide the 16 HAs with guidance on effectively implementing and managing a counseling program.

Provide training/technical assistance to recipients and contractors on providing employment and training opportunities to Section 3 residents and on awarding contracts to Section 3 business concerns.

Customer survey is planned. (Training materials are being developed and dates are being scheduled to present training to headquarters staff and then field staff. The survey will be conducted after training is completed.)

Provide guidance and assistance by conducting educational seminars for recipients, contractors, community-based organizations, and other groups to ensure an understanding of Section 3.

Customer survey is planned. (Training materials are being developed and dates are being scheduled to present training to headquarters staff and then field staff. The survey will be conducted after training is completed.)

STANDARD

RESULT

Educate and inform Section 3 residents and Section 3 business concerns of employment, training, and contracting opportunities.

Customer survey is planned. (Training materials are being developed and dates are being scheduled to present training to headquarters staff and then field staff. The survey will be conducted after training is completed.)

Provide training to recipients to assist them with recordkeeping.

Customer survey is planned. (Training materials are being developed and dates are being scheduled to present training to headquarters staff and then field staff. The survey will be conducted after training is completed.)

Follow up regularly with customers to ensure that quality products and information are being provided.

Customer survey is planned. (Training materials are being developed and dates are being scheduled to present training to Headquarters staff and then field staff. The survey will be conducted after training is completed.)

Coordinate the enforcement of multi-jurisdictional complaints expediently.

Customer survey is currently being completed.

Coordinate effectively with other federal agencies in interagency compliance reviews and complaint investigations.

Customer survey is currently being completed.

Expand the understanding by HUD officials of housing needs of consumers with disabilities.

Customer survey is currently being completed.

Provide technical assistance to recipients to assist them to comply with HUD civil rights laws and regulations.

Customer survey is currently being completed.

Train HUD staff in civil rights complaint and investigation procedures so that customers’ complaints can be effectively investigated.

Customer survey is currently being completed.

Educate recipients/advocates/complainants on civil rights regulations.

Customer survey is currently being completed.

Provide technical assistance to HUD recipients in policy implementation.

Customer survey is currently being completed.

Assist in negotiating remedies for complainants.

Customer survey is currently being completed.

Convey the status of complaints, requests for review, etc. within one day of request.

Customer survey is currently being completed.

Answer all policy questions within three days by phone or within five days in writing.

Customer survey is currently being completed.

STANDARD

RESULT

Provide guidance on interpreting fair housing law through the publication of proposed regulations.

Customer survey is planned.

Provide substantive comments on housing implications of proposed HUD regulations and policy.

Customer survey is planned.

Provide substantive comments regarding fair housing implications of proposed legislation.

Customer survey is planned.

Provide training and informational briefings as requested to HUD employees, housing related industries, consumer advocacy, fair housing and civil rights groups, government officials, the press, members of protected classes, and the general public.

Customer survey is planned.

Provide timely responses to questions and concerns of customers regarding fair housing requirements and responsibilities to affirmatively further fair housing.

Customer survey is planned.

Every customer is entitled to courteous treatment.

Supervisors spot checking telephone conversations have noted improvements.

Every employee represents the Office of Housing.

Specific measurement criteria are being developed.

Display name plates or wear name tags as appropriate.

Name plates are provided to most staff.

Identify yourself and your organization every time you have a customer.

Employees have been instructed to identify themselves each time they answer the telephone.

Don’t drop the ball—direct correspondence and telephone calls to the correct party.

Specific measurement criteria are being developed.

When transferring a customer, take time to reassure the customer that assistance can be obtained by speaking with another party in the office and that the caller is not being shuffled around.

Specific measurement criteria are being developed.

After assisting a customer, offer to provide additional assistance at a later time should the need arise.

Specific measurement criteria are being developed.

STANDARD

RESULT

Provide a "real person" alternative to all voice-mail messages.

Voice mail in Housing provides the option of pressing "O" for a "real person."

Strive to provide foreign language alternatives and alternatives for the deaf and blind, when necessary.

Specific measurement criteria are being developed.

Provide all available information to a customer on the first call or letter; ensure that all questions are answered.

Office directors ensure that all controlled correspondence is answered completely, to the full intent of the questioner.

Write in plain English, not technical or government jargon.

Office Directors ensure that all controlled correspondence is answered in plain English.

Follow up regularly to ensure that quality products are provided.

Specific measurement criteria are being developed.

Advise customers/partners in writing when new policies or changes are being considered; involve them in the development phase.

The Office of the Fair Housing Administration Comptroller, Single Family Insurance Operations Division, has instituted a quarterly newsletter (FYI) to partners describing evolving practices.

Consider the needs of customers/partners when developing products and procedures.

Focus groups with industry partners and field office staff are always used when new initiatives and directions are considered.

Apprise customers/partners of operational problems; e.g., don’t wait for the customer to call only to be told the system they need is down.

Specific measurement criteria are being developed.

Reach out to customers—go to their place of business when possible; conduct regular conference calls.

Specific measurement criteria are being developed.

Include a contact name, organization, telephone number, and effective date on every document; e.g.,handbook, mortgagee letter, congressional and general correspondence.

Specific measurement criteria are being developed.

Ensure adequate telephone coverage throughout the business day; answer all phone calls by the third ring.

When "real person" telephone coverage cannot be provided, voice mail is available. Staff members have been instructed to return all calls in a timely manner.

Respond to all telephone inquiries within 24 hours.

Specific measurement criteria are being developed.

Respond to written correspondence within 10 working days.

An automated system provides responses to common letter inquiries, speeding responses to customers. The Housing Correspondence Unit also tracks timely responses for mail received within Housing.

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

When correspondence requires more than 10 days to prepare a response, an interim response is sent.

Provide 1-800 customer service numbers when possible and economically feasible.

A 1-800 number is in use for homeowner phone calls.

STANDARD

RESULT

Establish quantitative customer service goals and incorporate them into performance standards and Housing’s plan where possible.

The Office of Housing has included a customer service goal in the Employee Personal Performance Evaluation System plans of all managers.

Establish quantitative processing standards for each program or function.

Specific measurement criteria are being developed.

Solicit feedback and react to customer comments.

Office/division directors throughout Housing receive far fewer complaints. Housing receives far fewer congressional inquiries.

Train all employees regularly on customer service initiatives.

Conducted pilot customer service training to 12 percent of the workforce; will expand this if funding is made available. Some division directors have conducted seminars for staff on customer-focused service.

Institute random supervisory quality control checks to ensure that appropriate and adequate customer service is provided.

Conducted periodically, but not systematized.

Encourage teamwork so all staff are thoroughly informed.

Many offices within Housing have created the team concept for accomplishing the many and varied tasks handled by the Office of Housing.

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

Specific measurement criteria are being developed.

Include in the headquarters telephone directory and each field office telephone directory a contact name and telephone number for each program area.

Specific measurement criteria are being developed.

Always conduct oneself as a representative of the organization.

Specific measurement criteria are being developed.

Customer receives written notice from the mortgagee that mortgage is in default. The letter outlines the eligibility requirements for the Mortgage Assignment Program and gives the customer 15 calendar days to contact the HUD field office.

Assignment program activity continues to be handled effectively through field office staff. Loss Mitigation Program procedures place responsibility for addressing mortgages that are in arrears with the lender rather than HUD.

Customer contacts field office staff and requests acceptance in the Mortgage Assignment Program.

Specific measurement criteria are being developed.

Staff identifies documents needed to make eligibility determination and schedules a conference with the customer.

Specific measurement criteria are being developed.

Staff completes analyses of documents prior to conference.

Specific measurement criteria are being developed.

Decision on acceptance into the Mortgage Assignment Program is made within 90 calendar days from the date of the customer’s initial telephone call to the date of final decision.

Specific measurement criteria are being developed.

STANDARD

RESULT

Processing time from the date of receipt of the application package to date of final approval/rejection is 45 calendar days.

Over 90 percent of cases are processed within 45 days.

Processing is completed and a mortgage insurance certificate is issued to the mortgagee within 10 days of HUD’s receipt of the closed loan.

Specific measurement criteria are being developed.

To ensure that each of our customers receives courteous and prompt assistance upon request.

All customers indicated that, upon request for information, they received prompt and courteous service. To further enhance customer contact, DCMWC has developed and distributed a pamphlet to inform the customer of toll-free telephone numbers and agency goals.

To ensure that our staff’s oral and written communication with our customers is easily understandable.

All customers indicated that telephone responses were very helpful. DCMWC intends to survey future communication with the customers to ensure a continued high level of service. Twenty-nine percent of the customers found the application for benefits difficult to understand and requested help to complete it. In FY96, DCMWC will establish a project team to review the application forms for ways to simplify them. Almost all (96 percent) of the customers who received letters from DCMWC found the correspondence easy to understand.

To ensure that our decisions on claims and responses to inquiries are timely. For example, the initial eligibility decision on a new claim will, in all but the most complex cases, be made within six months of its receipt.

DCMWC’s standard for deciding claims is 95 percent in 180 days. In 1995, 99 percent were processed within 180 days.

To ensure that our staff explains to claimants the steps involved in the processing of their claims and informs them of their appeal rights.

DCMWC sends all claimants a letter during the processing period to inform them that their application was received, to request additional information, and/or to authorize medical examinations. When claimants are informed of the decision on their claim, all are given specific information regarding appeal rights.

To ensure that there is a timely initiation of benefit payments upon the issuance of an award.

DCMWC’s standard for timely initiation of benefits in conversion claims is 95 percent in 30 days. In 1995, the actual time was 99 percent in 30 days.

STANDARD

RESULT

To ensure that we provide our claimants with a clear explanation of reasons for a denied claim.

All claimants are informed of the reasons for a denied claim. In FY96, DCMWC will establish a Reengineering Project Team to develop a new notice of denial that gives more detail about reasons for denial and provides a clearer understanding of the documentation needed in pursuing the claim.

A friendly, courteous voice.

Of those surveyed, 96 percent felt they were treated in a courteous manner.

A return call no later than the end of the next business day.

Almost all (96.8 percent) of callers received a return call on or before the end of the next business day.

A reply within 30 days after we receive your letter.

Of those who wrote to the Pension andWelfare Benefits Administration, 86 percent were given a response within 30 days.

A clear, easy-to-understand response.

Of those surveyed, 82 percent stated that they understood the response they received.

You will always receive straightforward information on how the law applies to your circumstances, information on options that may be available, respect for your privacy, and the name of our employee assisting you.

Specific measurement criteria are being developed.

Complainants can expect a prompt and courteous response from our staff. While we cannot ensure that every complaint will result in an investigation, at the conclusion of enforcement activity, if requested, we will furnish the complainant with an understandable explanation of the outcome of our review and investigation.

Specific measurement criteria are being developed.

Requests for documents are handled by the PWBA Public Disclosure Room. Our employees are available during regular office hours to process your requests. You should expect your request to be handled in a timely, courteous, and proficient manner.

Specific measurement criteria are being developed.

STANDARD

RESULT

Our policy is to fill all requests for summary plan descriptions within 10 days and for Form 5500s within five days.

Specific measurement criteria are being developed.

All large special requests will be acknowledged within five working days. At that time, our staff will provide an estimated date for completion and will keep you apprised of any problems arising during the processing stage.

Specific measurement criteria are being developed.

All requests for documents submitted under the Freedom of Information Act will be filled or acknowledged within 10 days after receipt by the disclosure officer.

Specific measurement criteria are being developed.

All document requests will be processed on a "first-come-first-served" basis. We will inform requestors of any backlog.

Specific measurement criteria are being developed.

In all correspondence to you, we will give you the toll-free number of our Customer Service Center and the name of a person to contact at PBGC.

Customers report that this standard was met 86 percent of the time in 1996.

In all communications with you, we will acknowledge your inquiry within one week.

Customers report that this standard was met 40 percent of the time in 1996.

We will return your initial phone call within one working day.

Customers report that this standard was met 54 percent of the time in 1996.

If we cannot give you an immediate answer, we will tell you when to expect it.

Customers report that this standard was met 71 percent of the time in 1996.

If it will take us longer than expected to answer your question, we will give you a status report and tell you a new date when to expect an answer.

Customers report that this standard was met 51 percent of the time in 1996.

If you are receiving a pension check, changes you request (such as address change, direct deposit, tax change) will be made within 30 days, if the request is received by the first of the month. It will take another month if the request is received after the first of the month.

Customers report that this standard was met 85 percent of the time in 1996.

STANDARD

RESULT

We will be courteous and treat you with respect every time you contact us.

A survey of our customers, published in 1996, indicated that 93 percent of them felt that they had been treated courteously during their most recent contact with the Railroad Retirement Board.

We will hold all information you provide us with in confidence to respect your privacy.

Reportable data are not available at this time.

We will reply within 10 working days of receiving your letter. If for any reason we can only send a partial reply, we will tell you how long it will be before we can answer your questions fully.

During FY96, 98.7 percent of the letters we received were answered, either with a final reply or an acknowledgment that provided a target date for final reply, within 10 days.

If you filed for your railroad retirement employee or spouse annuity in advance, you will receive your first payment, or a decision, within 45 days of your date of retirement.

During FY96, 67.3 percent of all employee annuity applications that were processed (regardless of filing considerations) were handled within 30 days; 70.9 percent of all spouse annuity applications that were processed (regardless of filing considerations) were handled within 30 days.

If you filed for a railroad retirement survivor annuity or lump sum benefit, you will receive your first payment, or a decision, within 75 days from the date you filed your application, or became entitled to benefits, if later.

During FY96, 89.1 percent of all survivor annuity applications that received a payment or decision were handled within 75 days; 83.7 percent of all lump sum applications that received a payment or decision were handled within 75 days.

If you filed an application for unemployment or sickness benefits, you will receive a claim form, or a decision, within 15 days of when we receive your application.

During FY96, we processed 98.0 percent of the unemployment insurance applications we reviewed within 10 days. We processed 98.8 percent of sickness insurance applications received within 10 days.

If you filed a claim for unemployment or sickness insurance benefits, you will receive your payments, or a decision, within 15 days of the date we receive your claim form.

During FY96, we processed 99.3 percent of all unemployment and sickness insurance claims within 10 days of receipt.

If you filed for a railroad retirement disability annuity, you will receive your first payment, or a decision, within 120 days from the date you filed your application.

During FY96, 46.2 percent of disability annuity applications that received a payment or decision were handled within 120 days.

If you think we made a wrong decision about your benefits, you have the right to ask for review and to appeal. We will tell you about these rights each time we make an unfavorable decision about your benefits.

Reportable data are not available at this time.

Claims for some benefits may take longer to handle than others if they are more complex, or if we have to get information from other people or organizations. If this happens, we will give you an explanation and an estimate of the time required to make a decision.

Reportable data are not available at this time.

STANDARD

RESULT

We will display in each office how well we are meeting the established standards.

An important part of our customer service plan is a pledge to keep our beneficiaries informed of how well we are meeting our standards. Each year, posters showing our performance against key railroad retirement, disability, survivor, unemployment, and sickness benefit payments; and correspondence standards for the prior fiscal year are posted in each district office. In addition, information onour performance in these areas is published in newsletters and on our Web site. www.RRB.gov.

When you visit our offices, the staff you see will identify themselves by name.

Reportable data are not available at this time.

When you phone us, we will identify ourselves by name.

Reportable data are not available at this time.

Our letters will be easy to understand, and the person writing to you will give you his or her name.

The survey of our customers published in 1996 indicated that 87 percent of respondents felt that our performance was good to excellent in providing easily understandable mailings.

When you phone us, you should be able to reach us on the first try.

An internal survey we conducted in September 1996 indicated that there was an average first attempt success rate of 75 percent in reaching field offices by telephone.

When visiting us, you will be helped within five minutes of your scheduled appointment.

In the recent survey of our customers, 46 percent of respondents, including those without an appointment, indicated that they were served in less than five minutes.

You will not have to wait more than 30 minutes if you do not have an appointment.

In the recent survey of our customers, 96 percent of respondents, including those with appointments, indicated that they waited less than 30 minutes.

If you cannot come to our office, we may be able to visit you at home or at one of our regularly scheduled traveling service locations.

The survey of our customers published in 1996 indicated that 78 percent of respondents felt that our performance was good to excellent in providing convenient meeting sites when annuitants could not come to a field office.

If things go wrong, at the very least you are entitled to a good explanation and an apology.

Reportable data are not available at this time.

A Customer Assessment Survey form is available in every office for you to tell us how we did, and how we can improve our services.

Surveys are available in every district office to enable customers to provide us with feedback on the services we provide. In addition, the survey of our customers published in 1996 indicated that a majority of respondents were satisfied to very satisfied with our overall service.

If you are not satisfied with our service, you may contact the manager of the office you have been dealing with or the Regional Director over that office. Their names and addresses are available in each office.

Reportable data are not available at this time.

STANDARD

RESULT

We will provide service through knowledgeable employees who will treat you with courtesy, dignity, and respect every time you do business with us.

FY96: up to 96 percent of customers rated employees as knowledgeable and courteous.

We will provide you with our best estimate of the time needed to complete your request and fully explain any delays.

FY96: 91 percent of new beneficiaries surveyed said they were advised.

We will clearly explain our decisions so you can understand why and how we made them and what to do if you disagree.

FY96: 97 percent of new beneficiaries surveyed reported being satisfied with the explanation of claims process; 82 percent found our mailed notices easy or very easy to understand.

We will make sure our offices are safe and pleasant and our services are accessible.

FY96: 84 percent of new beneficiaries surveyed rated our office appearance as good to very good; 84 percent praised office locations as good to very good; and 94 percent found our office hours good to very good. We have 1,290 field offices in cities and rural communities nationwide, and a 1-800 telephone number with live service 12 hours a day and automated service 24 hours a day.

When you make an appointment, we will serve you within 10 minutes of the scheduled time.

FY95: 84 percent were served within 10 minutes; in FY96, the figure was 85 percent

If you request a new or replacement social security card from one of our offices, we will mail it to you within five working days of our receiving all the information we need. If you have an urgent need for the social security number, we will tell you the number within one working day.

FY95: 97 percent of social security cards were mailed within five days, and 91 percent of applicants could be told their social security number within 24 hours. FY96: 97 percent of social security cards were mailed within five days, and 92 percent of applicants could be told their social security number within 24 hours.

When you call our 1-800 number, you will get through to it within five minutes of your first try.

FY95: 74 percent of customers got through in five minutes; in FY96, the figure was 83 percent.

When you apply for disability benefits, you will get a decision within 60 days.

FY95: 27 percent of initial disability claims were decided within 60 days; in FY96, 30 percent were decided within 60 days.

Average processing time for check claims is 14 days.

FMS reduced average processing time from 54 days to 14 in 1995. In 1996, the goal was achieved. The standard will be reviewed in 1997.

STANDARD

RESULT

With regard to check services, Regional Operations satisfies its customers’ expectations 100 percent.

In 1995, we established baseline data, which showed 93 percent customer satisfaction. New standards were established in 1996. Survey results for those standards will be published in 1997.

With regard to electronic funds transfer services, Regional Operations satisfies its customers’ expectations 100 percent.

In 1995, we established baseline data which showed 87 percent customer satisfaction. New standards were established in 1996. Survey results for those standards will be published in 1997.