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.

All orders are processed within two working days of receipt of order information. Orders received over the Internet are processed immediately.

Provide an order acknowledgment to customers within five working days.

Order acknowledgments are provided within 48 hours of order entry. Orders placed via the Internet are acknowledged immediately.

Expand the QuickShip program significantly for products shipped within 30 days.

The QuickShip program from inception to date has expanded from 34 items to 113 items with new offerings appearing in each issue and planned for future issues. All QuickShip items are available via our World Wide Web (WWW) site.

Answer each incoming call to the Customer Service Center’s 1-800 number within 10 seconds after the recorded greeting.

All incoming calls to the Customer Service Center are answered within 10 seconds. In the event all customer service agents are busy, the average waiting time in the queue is 33 seconds.

Respond to all customer waiver requests within five working days.

Average turnaround time for waiver requests is three days. Waiver procedures are published on our WWW site.

Meet marketplace pricing and customer quality requirements on all products and services.

Pricing reviews are held on a regular basis to ensure that we are within competitive range of private industry. Product quality is comparable to private sector offerings.

Conduct customer surveys each year.

Customer surveys are done at least twice each year. A continuous survey appears on our WWW site.

Ensure that products and services pass each customer’s quality testing and cost-pricing requirements.

We constantly seek customer input at trade shows, through surveys, and via the Internet on such issues as product quality, delivery, and price. Internal quality procedures and pricing studies strive to meet customer expectations and provide competitive services.

Respond to most phone inquiries immediately and written inquiries within two working days.

Phone calls are answered immediately, returned calls are executed in a timely manner. Written inquiries receive rapid responses; if the response time is longer than two days, the sender is notified by phone.

STANDARD

RESULT

Provide timely and accurate marketing information to customers on all UNICOR products and services.

Marketing information is timely and accurate. Catalogs are updated, reprinted, and distributed on a regular basis.

Offer specific customer feedback mechanisms in its catalogs, direct mailings, advertisements, and trade shows.

Customers can feedback information to us via response cards in our catalogs, via the Internet e-mail address on our WWW site, via field marketing offices, and through trade show surveys conducted on site.

Mail the full-line catalog within 10 working days of customer requests.

The full-line catalog is received by the customer within 10 working days of request. Processes are now being changed to get all catalogs to the requestor within 48 hours.

All Office of the Inspector General (OIG) employees will maintain the highest standards of professionalism and integrity.

This standard was met based on the Division’s customer surveys. In addition, surveys conducted by the Justice Management Division (JMD) indicated that a majority of OIG customers agreed the standard was met.

The OIG will provide reports that are well-written, report facts accurately, and provide information that is useful to the recipient.

This standard was met based on the Divisions’ customer surveys. In addition, surveys conducted by the JMD indicated that a majority of OIG customers agreed that standard was met.

OIG personnel will minimize disruption of Department of Justice operations to the extent practicable.

This standard was met based on the Divisions’ customer surveys. In addition, surveys conducted by the JMD indicated that a majority of OIG customers agreed that standard was met.

All OIG work will be conducted in a timely manner.

This standard was met based on the Divisions’ customer surveys. In addition, surveys conducted by the JMD indicated that a majority of OIG customers agreed that standard was met.

Audit Division personnel will foster open and frequent communication with auditees throughout the audit regarding areas for review, audit objectives, findings, and recommendations.

This standard was met. The Division implemented policies and procedures that encourage the communication of audit results and recommendations with the auditee throughout the audit and especially at the draft report stage of the audit. This allows the auditee to participate in the development of corrective actions and provides a timely report issuance.

In addition to frequent communication with the component being audited, any negative condition discovered during an audit will be communicated to management.

This standard was met; 100 percent of negative material audit findings are reported to management.

At the conclusion of every audit, and in addition to the yearly customer surveys, the Audit Division will survey orally the respective component to solicit feedback as to the positive and negative aspects of the audit as well as additional work the auditee would like to have pursued.

This standard was met. Audit Division policy requires that auditees be queried after each audit about audit areas they perceived as well-done and areas they believe need improvement.

The Audit Division will adhere to the requirements of the United States Trustees Reimbursable Agreement by issuing a targeted percentage of trustee audit reports within the specified timeframes.

This standard was met. The Division issued 100 percent of reports required to meet the terms of the Reimbursable Agreement.

STANDARD

RESULT

During the review process, the Inspections Division will seek input from program managers to identify the most significant issues facing our customers and the most useful approaches for addressing them.

This standard was met. Survey data resulted in an average score of 4 out of 5.

The Inspections Division will communicate with program managers, at agreed- upon intervals, during the inspection review process.

This standard was met. Survey data resulted in an average score of 5 out of 5.

Issues arising during the course of our reviews that are determined to be significant by Inspections Division management will be brought to customers’ attention within three business days.

This standard was met through frequent and open communication among staff and management throughout each inspection.

Customers will be given an opportunity to comment on the service provided to them by the Inspections Division.

This standard was met through the use of customer satisfaction surveys at the conclusion of each inspection.

On average, investigative case days will not exceed 170 days.

This standard was not met because two furloughs, lengthy budget uncertainty, and severe budget constraints resulted in agent vacancies during a hiring freeze. In addition, a large number of agents were assigned to several special investigations during FY96.

OIG Special Agents will conduct themselves in a fair and unbiased manner during all inquiries.

This standard was met. Investigations Division policy requires agents to conduct themselves in a fair and unbiased manner at all times, and annual in-house training ensures this.

The confidentiality of a complainant or a source of information will be maintained. Disclosure of the identity of an employee complainant or employee source of information will be made only with the employee’s consent, unless it is determined that disclosure is unavoidable during the course of the investigation.

This standard was met. By law, confidentiality of complainants must be preserved. Identity of complainants is safeguarded. Complainants are notified if their identity must be revealed. The complainant is given the final decision as to whether the release of identity is agreeable.

All OIG Special Agents, especially supervisors, will ensure that no unnecessary risks are taken and that operations are conducted with the safety of all in mind.

This standard was met. Quarterly firearm qualifications are required. In addition, in-house safety training sessions are provided annually.

STANDARD

RESULT

For traumatic injuries, this means a decision within 45 days of receipt in all but the most complex cases.

In both FY94 and FY95, 94 percent of the traumatic injuries were adjudicated within 45 days.

For the large majority of occupational illness cases, which require more extensive evidentiary development, a decision should be forthcoming within six months of receipt.

The agency has established performance measures and conducted a survey. In both FY94 and FY95, 83 percent of the occupational illness cases were adjudicated within 180 days. The program planned for FY96 will implement additional procedures to increase the timeliness of these adjudications.

For very complex occupational illness cases, a decision should be rendered within 10 months of receipt.

The program implemented a standard to improve the timeliness of occupational disease cases in FY96. Basic occupational disease cases will be identified which will lead to less paperwork and allow occupational disease cases of a more complex nature to receive more attention.

Where medical evidence supports disability, compensation payments are usually made within 14 days of submission to our district office by the employing agency.

In both FY94 and FY95, the program processes 82 to 83 percent of the incoming claims, in 14 days from the date of receipt in the district offices when medical support was clear.

Medical bills, whether submitted directly by the providers or as reimbursement requests by injured workers, are usually approved for payment (or denied if not payable) within 28 days of receipt.

In FY94, the program processed 93 percent of the medical bills and reimbursements within 28 days of receipt. In FY95, medical bills and reimbursements’ processing was improved, at 95 percent within this timeframe.

Assignment of a registered nurse to work with any injured worker who cannot return to work soon after the injury. The nurse ensures that appropriate medical care is provided and assists the worker in returning to employment.

In FY94, nearly 5,000 customers were referred to registered nurses to assist in their return to work. In FY95, this number increased to 8,694.

Referral to a medical specialist for a second opinion examination where required by the worker’s medical condition or the office’s need for additional medical information.

In FY94 and FY95, over 16,000 injured workers were referred to second opinion examinations.

STANDARD

RESULT

Vocational rehabilitation services if the employee is unable to return to work at the employing agency or in his or her previous job category.

In FY94 and FY95, the program made a commitment to reach injured workers earlier in the process of disability. As a result of this earlier intervention referral to registered nurses, the number of referrals to vocational rehabilitation dropped from 4,263 in FY94 to 2,302 in FY95. Referrals were made by claims staff only if the medical restrictions demonstrated that the injured worker was able to work. The program believes that this procedure results in better customer satisfaction.

Promote their participation in the development and implementation of worksite safety and health programs and in OSHA interventions such as inspections and onsite consultations.

In FY96, the 20,000 employers who requested and received consultation visits (provided by OSHA through the states) were assisted in improving the degree and nature of employee involvement in their worksite safety and health programs. In addition, in order to qualify for a focused inspection, a reduction in penalties, or OSHA’s partnership programs, employers must demonstrate that employees participate in their companyu safety and health activities.

Respond promptly to their requests for correction of serious hazards at their workplaces.

The median time it takes to resolve employee complaints about unsafe working conditions has been cut by 31 percent—from 61 days in 1994 to 42 days in 1996. The median time it takes OSHA to respond to complaints handled by phone and fax has been cut 86 percent--from 7 days in 1994 to 42 days in 1996.

Advise them of their safety and health rights and responsibilities, and complete within 90 days investigations of charges of employer discrimination against employees for activities involving exercise of those rights.

Last year, 62 OSHA investigators completed nearly 2,400 whistleblower protection cases and succeeded in getting favorable settlements for employees in 20 percent of those cases. In the first quarter of FY97, one region (San Francisco) met the 100 percent goal of completing whistleblower cases within 90 days. The San Francisco region met the 100 percent goal. New York had 98 percent, Denver had 85 percent, and Philadelphia had 82 percent completion rates.

Help them identify and control workplace hazards by offering a choice between partnership and traditional enforcement.

Cooperative Compliance Programs are under development in all 29 federal OSHA states.

Focus OSHA inspections on the most serious hazards in the most dangerous workplaces.

In FY96, more than 60 percent of OSHA’s programmed inspections in general industry (agency-initiated inspections targeted to high-risk industries and worksites) resulted in correction of serious hazards. OSHA conducted 1,018 focused construction inspections in FY96, up 8.5 percent from the previous year when the focused inspection program began.

Be respectful and professional.

Area office customer surveys indicate a high level of satisfaction with the conduct and professionalism of OSHA’s frontline employees.

STANDARD

RESULT

We will make our regulations easy to understand and our procedures easy to follow.

Of the agency and appellant representatives surveyed, 62 percent said the regulations were easy to understand, and 67 percent said the procedures were easy to follow.

We will process appeals in a fair, objective manner, according respect and courtesy to all parties.

Of the representatives, 63 percent said that the rulings issued by the Merit Systems Protection Board (MSPB) were fair, and 62 percent said that the rulings were unbiased. For appellants, vast majority who won their appeals thought the rulings were fair and unbiased; those who lost their appeals generally thought they were not.

We will promptly and courteously respond to customer inquiries.

Of the representatives, 90 percent said they were treated courteously by MSPB staff; 78 percent of the appellants said they were treated courteously.

We will facilitate the settlement of appeals.

Of the representatives, 62 percent said settlement efforts were implemented appropriately; 57 percent said these efforts were helpful; and 53 percent of the appellants said MSPB encouraged settlement. MSPB currently settles over half of its cases that are not dismissed for lack of jurisdiction or timeliness.

We will issue readable decisions based on consistent interpretation and application of law and regulation.

Of the representatives, 77 percent said MSPB’s decisions were very readable; 57 percent said that the decisions were based on consistent interpretation and application of the law.

We will issue decisions in initial appeals within 120 days of receipt and within 110 days on petitions for review, except where full and fair adjudication of an appeal requires a longer period.

The average processing time for all petitions for review (on both initial appeals and addendum cases) was 121 days. On average, an appeal to MSPB was processed through both levels of MSPB review in just over seven months. The Board processed 66 percent of the petitions for review on initial appeals in 110 days or less, averaging 76 days.

We will make our decisions readily available to our customers.

Decisions are made available within a week both electronically to the public and in hard copy to the case reporting services.

We will conduct research on topics and issues relevant to the effective operation of the federal merit systems and the significant actions of OPM perform sound, objective analysis; and, where warranted, develop practical recommendations for improvement.

Of customers surveyed, 99 percent said the topics/issues studied by MSPB are relevant to the issues or concerns they face in their jobs, 83 percent said that the findings in the reports issued are supported, 77 percent said the data are well-analyzed, 95 percent said that the background information provided in the reports is informative, and 85 percent believe that the conclusions rendered in the studies are "on point."

We will issue timely, readable reports on the findings and recommendations of our research and make these reports available to all interested individuals and parties.

Of customers surveyed, 93 percent think that the readability of MSPB reports is "about right." Reports are available both electronically and in hard copy (at no charge) to all interested individuals.

STANDARD

RESULT

We will enhance the constructive impact of our studies and reports through outreach efforts.

MSPB Office of Policy and Evaluation staff are regularly involved in outreach efforts such as presenting study results at conferences and professional association meetings; writing articles for outside publications about studies conducted; sharing data with and providing methodological advice to others interested in examining similar issues, both in the public and private sectors; and assisting other federal agencies in their efforts to act on recommendations made in Board reports (for example, helping agencies conduct internal surveys to look at issues such as sexual harassment).

We will conduct surveys of our customers from time to time to see how well we are meeting these standards. However, if at any time, you have comments or suggestions concerning our service, we invite you to provide feedback to our Chairman, Mr. Ben Erdreich, through our Clerk of the Board, at 1120 Vermont Avenue NW, Washington, DC 20419, telephone: (202) 653-7200, fax: (202) 653-7130, e-mail: mspb@mspb.gov

The Board has conducted numerous surveys and focus groups of its customers, including appellants, agency representatives, and appellants’ representatives involved in the Board’s adjudication work, as well as recipients of its oversight studies products. The Office of Policy and Evaluation also recently conducted a series of face-to-face interviews with stakeholders in its study efforts.

We will update our nationwide job listings every business day.

A successful job search requires access to the most current employment information available. The Federal Employment Information System is fully updated daily, increasing a job-seeker’s opportunities to apply for available positions in a timely manner.

We will have Employment Information Specialists available to answer your questions on the nationwide Career America Connection telephone system, (912) 757-3000.

While OPM has moved toward a fully-automated employment information system to improve customer options and access, we realize that occasionally people still need to talk to someone. Therefore, Employment Information Specialists are available nationwide by calling Career America Connection during normal business hours. OPM will continue to monitor feedback from our customers to ensure that we are providing the level of service they need.

We will provide 24-hours-a-day, seven-days-a-week access to worldwide job information and application request services through a variety of electronic media.

Our automated employment information systems provide continuous access to Federal job information via the telephone, our electronic bulletin board, and USAJobs, our Internet webpage. In 1996, 80 percent of our customers indicated that these systems fulfilled their employment information needs.

We will respond to your requests for applications and routine information within one business day.

Applying for a Federal job requires timely submission of application material. Therefore, it is important that we respond promptly to requests for those materials and other routine employment information. We monitor the fulfillment of our customer requests, from the date a request is received, to packing and handling, postmarking, and customer receipt. Recent data indicate that 79 percent of customer requests are transcribed and forwarded to OPM Service Centers within twenty-four hours Over 90 percent of these requests are packaged and mailed the same day.

STANDARD

RESULT

We will use your suggestions and complaints to improve our service continually. We will always remember we work for you, the American public.

Because we value what our customers think, we use on-line surveys to gather continuous feedback directly from them. Customer suggestions help us to better meet their needs. Recent system improvements—full-text job announcements, more user-friendly software, on-line application, and the USAJobs web page (http://www.usajobs.opm.gov)—were all the result of customer feedback.

When you use material we publish about the Federal Employees’ Group Life Insurance Program, you will find that it is clear and factual and gives you the information you need.

We will be surveying Federal employees during FY97 to elicit their views about our customer service standards and the FEGLI Program in general.

You and your beneficiaries will receive prompt, accurate, and courteous assistance from the Office of Federal Employees’ Group Life Insurance (OFEGLI).

This standard was met. Of survey respondents, 93-97 percent said they were satisfied with services they received. Ninety-seven percent of the calls to OFEGLI's toll-free hotline are answered within 90 seconds.

Once a claim for death benefits or dismemberment is fully documented, OFEGLI will generally pay it within 10 calender days.

This standard was met. During FY96, on average, OFEGLI paid claims within 6.8 calendar days from the date the claim was fully documented.

We will respond to correspondence within 30 days after we receive your letter. If we need more time to give you a complete response, we will let you know.

This standard was met. During FY96, 95 percent of correspondence was responded to within the 30-day time frame.

Your choice of health benefits plans will compare favorably for value and selection with the private sector.

We contracted with the Gallup organization to assist us in measuring the standard as part of our 1997 FEHB Customer Feedback survey that is now in progress. The survey will be completed in April 1997; the results will be incorporated into our next Agency Customer Satisfaction Report.

When you use the FEHB Guide and plan benefit brochures, you will find they are clear and factual and give you the information you need.

This standard is being measured by the survey mentioned above; results will appear in our next report.

When you change plans or options, your new plan will issue your new identification card within 15 days after receiving your enrollment form from your agency.

The previous 45 day standard was met. We recently revised this standard to reduce the number of days plans have to issue a new ID card from 45 to 15 days. We plan to report on plan members receipt of ID cards in our next report.

Your fee-for-service plan should pay your claims within 20 workdays; if more information is needed, it should pay within 60 days.

This standard was met. Data indicates nearly all fee-for-service plans are meeting or exceeding this standard. We plan on updating specific plan ratings in our next report.

STANDARD

RESULT

If you ask us to review a claim dispute with your plan, our decision will be fair and easy to understand; and we will send it to you within 60 days.

Our most recent results show that during the period October through December 1996, the average processing time is 54 days with 89.07 percent processed within the 60 day standard.

If you need to do more before we can review a claim dispute, we will tell you within 14 workdays what you still need to do.

There are few claims affected by this standard. However, we have asked enrollees to rate this standard in our 1997 Customer Feedback Survey. We will be reporting their comments in our next report.

When you write to us about other matters, we will respond within 30 days after we get your letter. If we need more time to give you a complete response, we will let you know.

This standard was met. We are providing a reply to 85% of such inquiries within 30 days. We plan to update the ratings for this standard in our next report. Also, participants in the 1997 Customer Feedback Survey were asked to rate the reasonableness of this standard. Those findings will also appear in our next report.

We will make your transition to retirement as seamless as possible. Your federal income tax and direct deposit arrangements will be automatically maintained by us.

This standard was met. Of surveyed customers, 93 percent were very or generally satisfied with services rendered.

Your first annuity payment will be credited to your account within seven working days from when we receive your retirement papers from your agency.

This standard was met. Ninety-eight percent of the first payments are authorized within an average of five work days.

You can expect to receive professional and personalized information concerning your retirement and the status of your application for benefits.

We will be prepared to assist you in filing the paperwork needed to obtain benefits. We will initiate the processing of your benefit when you call us about your loss.

This standard was met. Of the claims processed during FY97, 48 percent were processed based only on the report of death. During February 1997, nearly 60 percent were processed this way.

You can count on our reliability: you will receive your recurring benefit payment on the first business day of every month.

This standard was met: 98 percent of the customers surveyed received their benefits payment on the first business day.

We will tailor our services to meet your needs. Your requests for many services will be accepted by us either in writing or by phone. Select services can be requested via a toll -free telephone number (Annuitant Express).

This standard was met. Our surveyed customers expressed concern about the lack of toll-free telephone service. We introduced toll-free Annuitant Express in 1996 and are working to increase the variety of available services (1-800 409-6528). We hope to offer unlimited toll-free service to all callers in the near future.

STANDARD

RESULT

We will assist you in a polite, courteous, and helpful manner on the phone and in correspondence.

This standard was met. Of the customers surveyed, 89 percent told us OPM employees were very or generally courteous during their telephone call.

We will respond to your letters within 30 days of receipt. If we need more time before giving you an answer, we will send you an interim response.

Data on processing times is currently unavailable, as our correspondence tracking systems are undergoing major revisions. A modified tracking system will be available soon.

Work with our Bureau customers to clear their prospective employees or identify clearance problems within 65 working days from the date of their request.

The office was reorganized to create a Customer Information Services Branch to help customers track their clearance requests and attempt to meet the 65-day deadline.

Provide information on personnel security programs regularly to all State Department employees so they can contribute effectively to making our work environment secure worldwide.

Ongoing effort; we are currently developing a video for use at overseas posts on a wide variety of security issues.

Continue streamlining security clearance procedures, including work on common clearance standards across government lines.

Ongoing effort; we are currently working on the reciprocity provisions of Executive Order 12968, Access to Classified Information.

Diplomatic motor vehicles: Provision of leverage through reciprocal action or negotiation to achieve equitable entitlement/benefits/services for our posts abroad in matters relating to number of vehicles authorized, elimination of surcharges, inspection requirements, and other vehicle issues.

Of regional bureaus surveyed, 80 percent reported no motor vehicle problems at U.S. embassies they support. One bureau praised OFM creativity and effectiveness, but noted that very poor countries with missions in the United States do not lend themselves easily to effective reciprocal action.

Tax exemption: Provision of leverage through reciprocal action or negotiation to achieve equitable tax exemption on purchases and obtain utility tax relief for our posts abroad.

Of regional bureaus surveyed, 80 percent cited examples of specific OFM tax actions that assisted them or their posts. The OFM tax office received outstanding marks in matters related to chancery surcharges, tracking down lost tax cards, and providing assistance with telephone and hotel taxes.

STANDARD

RESULT

Real property: Provision of leverage through reciprocal action or negotiation to achieve acquisition of property and obtain property tax exemption for our posts abroad.

Of bureaus surveyed, 60 percent were involved in real property issues in 1996, and all of them responded with favorable comments on OFM service. The real property program is regarded as a good lever in most relationships and one that is invariably effective.

Customs: Provision of leverage through reciprocal action or negotiation to achieve the expeditious import of pouches and materials for our posts abroad.

None of the bureaus surveyed cited specific cases in this area, although most praised the OFM Tax and Customs Director for energy and readiness to do whatever is necessary to resolve customs issues at U.S. overseas missions.

If you request information on overseas schools, we will provide professional, knowledgeable, and courteous service. When written material is pertinent, we will send it to you within 24 hours of the request.

This service was provided within the standard time limit for an estimated 95 percent of all inquiries

In accord with legislative criteria and post recommendations, we will provide grant assistance each year to schools that enroll U.S. citizen school-age dependents.

Grant assistance was provided to 100 percent of all eligible schools (192) enrolling U.S. citizen school-age dependents.

If you request assistance in locating an appropriate school for your child(ren), including those with special needs, we will provide options within one week of your request.

Replies for information on schooling options were provided within one week for 100 percent of all requests.

To enhance appropriate education for dependents of U.S. citizens abroad, we will administer technical support activities to encourage school improvement and foster excellence in elementary and secondary education in American-sponsored overseas schools.

Technical support was provided as appropriate to all schools that made this request in FY96.

We will acknowlegde your request promptly and provide your request number and a point of contact.

Newly published standard. Collecting data for first annual evaluation.

We will contact you by phone or in writing to clarify any uncertainties in your request.

Newly published standard. Collecting data for first annual evaluation.

STANDARD

RESULT

We will search all offices likely to have documents, review documents for release, coordinate with internal and external sources, and respond as soon as possible.

Newly published standard. Collecting data for first annual evaluation.

We will notify you of projected costs over $25 before incurring expenses.

Newly published standard. Collecting data for first annual evaluation.

We will provide clear, detailed responses to your requests, including an explanation of fees, exemptions, and your administrative appeal rights.

Newly published standard. Collecting data for first annual evaluation.

We will provide you with the best possible copies.

Newly published standard. Collecting data for first annual evaluation.

We will refer your request to other federal offices outside DOT when appropriate.

Newly published standard. Collecting data for first annual evaluation.

If you appeal, we will that ensure your appeal is reviewed by someone independent of the initial decision, and that any final decision is approved by the General Counsel.

Newly published standard. Collecting data for first annual evaluation.

We will respond to each telephone call received on the Statistical Information Line with the most accurate and complete information we have on the subject of your request. If the information cannot be provided immediately upon request, we will provide an answer within 30 minutes of receipt of your call. If we cannot answer your question completely, we will provide a name and telephone number for the proper contact. If a question requires additional research, we will keep you apprised of our progress.

Newly published standard. Collecting data for first annual evaluation.

We will mail products within 24 hours of receipt of request. If material is unavailable, we will notify you of the time when you may expect to receive the product.

Newly published standard. Collecting data for first annual evaluation.

We will respond to all calls for technical assistance within two hours upon receipt of the problem. If we cannot provide immediate resolution, we will keep you apprised of progress being made on the issue.

Newly published standard. Collecting data for first annual evaluation.

We will resolve customer complaints before the end of the next business day.

Newly published standard. Collecting data for first annual evaluation.

We will keep you informed about new products and services through customer mailings, press releases, trade exhibits, and related conferences.

Newly published standard. Collecting data for first annual evaluation.

STANDARD

RESULT

We will seek your input on improving our products by providing a customer comment form with each Bureau of Transportation Statistics (BTS) product in order to tailor our information to your needs.

Newly published standard. Collecting data for first annual evaluation.

We will provide training to the data user community on the availability, access, and use of transportation statistics, services, and resources available to them from BTS, the Department of Transportation, other federal agencies, and sources outside the federal government.

Newly published standard. Collecting data for first annual evaluation.

Guarantee that managers will set an example of their commitment to customer service and communicate this to every employee.

The Administrator has met with managers indicating the need to lead by example. Performance plans of all Senior Executive Service managers, regional administrators, and other top managers contain customer service elements.

Establish that senior management will ensure that customer service requirements are understood and responded to throughout the agency.

The Administrator discusses this with senior managers to get feedback on how well our employees are receiving the message. Steps are taken to ensure that customer service requirements are understood and responded to.

Create a customer service ‘contract’ by every employee, identifying ways that they will provide customer service.

Individual Action Plans have been developed addressing customer service. Also, all employees have had Transportation Transformation Training addressing customer service.

Survey and review the Office of Chief Counsel’s processes and procedures that are of concern to its staff and other Federal Railroad Administration (FRA) offices.

Ongoing reviews and updates ensure effective customer service.

Ensure that the headquarters attorney assigned as the primary Chief Counsel contact for a region should visit that region at least one or two weeks a year to increase the physical presence of the legal staff in the field.

The Office has implemented this procedure. The Office will adhere to this practice to the extent our travel budget permits.

Enhance Chief Counsel’s ability to provide customer service through the use of video-conferencing.

No report.

Develop Quality Review Teams to ensure that legal services are consistent with the needs and desires of all our regional customers.

Completed. The findings have been incorporated into a report to Congress.

Ensure that the Office of the Secretary (OST) staff has adequate time to review, fact-check, and clear news releases for public distribution.

This is a policy that the Office of Public Affairs adheres to. No complaints have been received from OST.

Ensure that FRA’s Highway-Rail Grade Crossing Safety Regional Managers have the tools necessary to promote the life-saving messages of the "Always Expect a Train" campaign.

The Office of Public Affairs provided the Highway-Rail Grade Crossing Managers with camera-ready art, videos, and pamphlets for use at outreach meetings, town hall meetings, and local law enforcement meetings to promote the message of "Always Expect a Train."

STANDARD

RESULT

Determine consistency in policies and procedures for creating equal employment opportunity (EEO) for all personnel.

Making initial progress for this ongoing initiative.

Issue the Administrator’s Civil Rights Policy Statement to all FRA employees and new personnel.

The Administrator’s Civil Rights Policy Statement was reissued to all employees and is issued to new personnel as they enter on duty.

Identify problems and barriers and provide assistance to employees on procedures for filing complaints of discrimination.

Problems and barriers are discussed with management and the complainant at the informal level. EEO counselors and the Civil Rights office explains the procedures for filing complaints of discrimination. This is an on-going procedure.

Publicize EEO and affirmative program policies.

All policy statements relating to the civil rights/EEO program have been posted and will remain so.

Actively guide states in the development of applications for available funds under the Local Rail Freight Assistance (LRFA) program in response to continued restructuring by freight railroads.

The ORD actively aids states in the development of LRFA applications. Application requirements for repaid load funds have been streamlined. Extensive guidance is provided to states submitting environmental assessments.

Communicate continuously with state participants in Section 1010, high-speed rail, and LRFA programs to obtain input in the effectiveness of grant programs.

Applications for grade crossing safety grants under Section 1010 of the Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA) were developed jointly with all eligible states. Selected projects focus on reducing highway/grade crossing hazards in high-speed corridors.

Obtain input from states on the effectiveness of grant programs.

We participated at meetings with American Association of State Highway and Transportation Officials’ (AASDHTO) Standing Committee on Rail Transportation regarding funding grant programs. Based on input received from states, we recommended flexibility for states to use ISTEA funding for rail freight projects with public benefits. Outreach meetings have been held with states developing high-speed rail to discuss their planning construction and funding needs.

Implement and provide training on all facets of new Integrated Personnel and Payroll System (IPPS) as they become available.

Headquarters implementation and training for the timekeeping portion of IPPS has been completed. The field implementation will begin as soon as the LAN/WAN work is completed. After the entire agency has implemented timekeeping, we will begin phasing in training and SF-52 functions for all offices.

Utilize all appointing authorities and personnel programs to reach diverse candidates for hiring and advancement.

The Federal Railroad Administration (FRA) utilized a variety of recruitment sources and appointment authorities to fill position vacancies. FRA has filled positions using the special appointing authority for persons with disabilities, the Office of Personnel Management competitive examination procedures, the merit promotion program, student employment appointing authorities, and FRA upward mobility program. FRA also considers candidates eligible for veterans’ readjustment appointments.

Distribute customer service surveys to a representative sampling of all customers; review and tabulate the results; revise or modify its policies, procedures, and programs, if necessary; and notify customers of any changes.

The Office of Administrative Services distributed a customer satisfaction survey in 1996 to determine the level of satisfaction perceived by customers. The results were tabulated and a report provided to the Associate Administrator for Administration and Finance and the Office Chief. Recommendations were reviewed and changes made accordingly.

STANDARD

RESULT

Rate the quality of the service provided by our computer technicians and identify areas for improvement.

Customer satisfaction questionnaires were given to each customer following a visit by one of our computer technicians. The data was tracked via dBase III and areas for improvement were identified. Monthly reports were submitted to the lead contractor as well as the Contracting Officer’s Technical Representative. Changes were made based on recommendations received.

Empower staff and agency IMPAC credit cardholders with maximum dollar delegations of authority with minimal reviews.

Credit cards were issued to 20 cardholders in key positions throughout the agency. This has facilitated and streamlined most small purchases up to, in most cases, a threshold of $2,500 per transaction. Paper purchases have been largely eliminated, and end users receive goods and services faster and more efficiently through this streamlined process.

Review wants and needs, as well as problems, noted with computer hardware, software, and remote connectivity of FRA customers.

In 1995 the Technical Resolution Committee on Information Technology (IT) was developed to address all issues relating to IT. The Committee meets monthly by videoconference or teleconference to address issues relating to office automation and makes recommendations to management based on their merits of these issues. This helps to ensure that issues related to all aspects of FRA are addressed by the whole of the organization and not a select few.

Review ways to streamline the information technology (IT) acquisition process.

Streamlining of the IT acquisition process is part of the overall procurement streamlining initiative currently under way within the FRA and the Department.

Provide accounting information about various FRA programs to program managers and fund administrators.

Meetings are held with interested program managers and fund administrators on a regular basis.

Provide current information to employees on travel entitlements and status of vouchers, and develop a new methodology for electronically preparing, processing, and paying for all travel expense vouchers to reimburse individual employees for various expenses incurred while performing their assigned duties.

Making initial progress for this ongoing initiative.

Track all adjustments during the three phases of the budget cycle and provide feedback to program offices.

Action was completed in a timely manner. FRA received passbacks that were higher than Office of Management and Budget targets. Based on a survey sent out last year, customers were pleased with the office and products.

Issue financial plans and related documents for all program offices.

Action was completed in a timely manner. Based on a survey sent out last year, customers were pleased with the office and products.

Determine status of funds and adjustments needed to maximize funding options.

FRA did maximize the use of all funds without exceeding ceilings.

Minimize the amount of time necessary to generate and distribute inspection reports.

Making initial progress for this ongoing initiative.

Review the first year’s activities of the Technical Review Committees (TRCs) and make refinements accordingly to make TRCs more efficient.

FRA created TRCs to ensure that FRA policies and regulations are clear and applied consistently in all eight regions throughout the United States. FRA established TRCs in 1994 for each of its five disciplines (track, signal systems, hazardous materials, equipment, and operating practices) for identifying and resolving, with input from both railroad and management, complicated and technical interpretations.

Develop improved performance standards for inspectors.

As a part of the redesign of the Performance Management System, the performance standards will be reviewed and revised in order to make them more results-oriented.

Notify employees on impacts of newly enacted civil rights legislation and/or interagency changes.

There have been no changes to the civil rights legislation affecting employees.

STANDARD

RESULT

Provide FRA employees with formal customer service training and on-the-job training, explore new ways of doing business, and implement the most efficient ones.

The FRA’s Customer Service Team coordinated an array of customer service workshops for all FRA employees to provide the foundation for customer service training. All employees received formalized customer service training throughout the Dynamics of Tranformation course.

Develop an alternative work schedule program and make changes based on evaluation results.

Maxiflex provides the safety inspector workforce with maximum flexibility to schedule surveillance activities, often unannounced, of the rail industry. Results are that inspectors are better equipped to carry out their mission and more responsive to rail safety issues. Currently, 80 percent of FRA inspectors participate in Maxiflex. Maxiflex provided the American public with a more cost-efficient, productive, and responsive workforce.

Develop and implement a telecommuting program.

FRA’s telecommuting program reduces facility costs by permitting the closure of small field offices and reduction of overall government-leased space. Using advance technology, inspectors now work from their homes on a full-time basis or in geographical locations that are closer to the preponderance of their work. Currently, FRA has 42 inspectors who work from their homes.

Complete needs assessment to provide adequate training opportunities for managers, executives, and employees.

Annually, while considering the desired performance of the agency, each manager is asked to determine and explore the cause for the gap between required and current skill levels of his or her organizational unit. After this assessment, the Career Development staff assists the managers in preparing a plan that outlines training that will eliminate the gaps. In the last two years, the assessments have resulted in an agencywide training plan that has improved training opportunities for all employees.

Provide Partnership Training to address issues that are of mutual benefit to the union and management.

Three sessions of Partnership Training were provided to the FRA labor-management partnership council and the regional partnership committees in 1995 and 1996. The courses explored cooperative and collaborative relationships in general, with a focus on building an interest-based partnership and alternative dispute resolution.

Review current Performance Management System (PMS) to determine feasibility/ability of revising it.

FRA’s goal is to revise its PMS during FY97 in order to make it more results-oriented and consistent with GPRA. A contractor will assist an FRA team in redesigning the system.

Supply users with Seaway tonnage results, trends, and forecasts, and toll and related shipping cost estimates free of charge.

The Saint Lawrence Seaway Development Corporation (SLSDC) supplied industry with various statistical information through periodic faxes and mailings of reports, such as the Annual Traffic Report, the Annual Report, and the Logbook newsletter.

Continue to provide the Corporation’s daily "Seaway Nightcast" program that details the travel log and possible trade opportunities for westbound sailing vessels via fax for a nominal charge.

This program was continued for 32 industry subscribers--two more subscribers than in FY95.

STANDARD

RESULT

Promote the Seaway System, with a delegation of industry officials, through overseas marketing events.

We completed two major marketing events: in March, 1996—SLSDC sponsored a Seaway trade mission to Norway, Denmark, and The Netherlands; in June, 1996— SLSDC sponsored shipowner seminars in London and Athens to encourage the building of more Seaway-size ships.

Assist Great Lakes/Seaway maritime and trade representatives with general Seaway marketing materials to use at trade and transportation exhibitions.

We provided industry representatives with SLSDC brochures and various reports for use at trade exhibitions.

Sponsor various industry and public meetings throughout the Great Lakes region to inform stakeholders of Corporation activities and initiatives.

In September, 1996, SLSDC sponsored the Seaway Safety Summit for the industry in Baltimore. SLSDC held a public meeting in Chicago to obtain industry input on proposals for greater binational cooperation on U.S.-Canadian Seaway activities.

You can expect us to contact you within 24 hours on the status of your order or inquiry.

The standard was not in effect in FY95; 53 percent of customers were satisfied in FY96.

You can expect to receive 100 percent of your order.

The standard was not in effect in FY95; 94 percent of all orders were processed on schedule in FY96.

You can expect replacement of any defective product within four to six weeks at no cost to you.

The standard was not in effect in FY95; 1 out of 44 orders was returned in FY96 and this was replaced in three days in FY96.

You can expect a quality product with security features designed to protect the integrity of the document.

The standard was not in effect in FY95; it was met in FY96.

You can expect the Postal Ordering System to be effectively managed.

This standard was in effect in FY95; 94 percent of deliveries were made within schedule. In FY96, 100 percent of deliveries were made by first sale date.

You can expect us to deliver 100 percent of agreed-upon postage stamp orders to you in accordance with your 13 accounting periods.

This standard was met in FY 95 and FY 96.

The Bureau of Engraving and Printing will respond within 24 hours to changes in production scheduling.

This standard was met in FY 95 and FY 96.

Once we make a proposal for a revised production schedule, you can expect us to deliver within the parameters of that proposal.

This standard was met in FY 95 and FY 96.

STANDARD

RESULT

We will maintain Administrative Services at a level 4, as measured by the Student Feedback System.

The rating was 4.26 in FY95; it was 4.02 in FY96.

We will maintain Program Services at a level 5, as measured by the Student Feedback System.

The rating was 4.77 in FY95; it was 5.5 in FY96.

We will maintain a rating of 90 percent for customer services as reflected in the 1994 Customer Satisfaction Survey.

In FY 95, 74 percent of the training services were rated at or above 90 percent; preliminary results from the 1996 on-site agency survey show continued improvement, especially in previously identified problem areas.

We will provide 100 percent of the participating organizations’ requests for basic training.

We met the standard in FY95 and FY96. An anticipated increase in basic student training requirements in FY97 should be met through night and weekend training.

PC-ACT processes dispositional and cancellation data within two weeks.

A new standard was developed in 1996. Results will be published in 1997.

STANDARD

RESULT

Special Agents in Charge maintain ongoing and frequent liaison with U.S. Attorneys in their districts to discuss current or changing prosecution policies. Specific service standards agreements are determined after consultations between the Secret Service and each U.S. Attorney. These standards are tailored to reflect the unique needs of each U.S. Attorney and the respective judicial district. A minimum of 25 percent of all U.S. Attorneys or their designees will be interviewed each year by a representative of the Director of the Secret Service. These interviews will ensure that the needs and priorities of the U.S. Attorney’s Office are being met by the local Secret Service office.

In FY95, 33 percent were interviewed; 26 percent were interviewed in FY96. During FY96, the Secret Service exceeded the standard by 1 percent. The decline in interviews from FY95 is due to campaign-related activities.

The Secret Service will provide a secure facility 24 hours a day, seven days a week.

Standard approved January 1997.

Officers will exhibit professional behavior and greet all individuals with respect and courtesy.

Standard approved January 1997.

Passholders and visitors displaying proper security identification will be given prompt access.

Standard approved January 1997.

Passholders without their security identification will be cleared and issued temporary passes as promptly as possible.

Standard approved January 1997.

Visitors not entered in the appointment system will be provided with assistance in contacting passholders for clearance.

Standard approved January 1997.

Security matters that cannot be resolved at points of entry will be referred to a supervisor immediately.

Standard approved January 1997.

STANDARD

RESULT

We will work to improve our ability to meet Federal Reserve Bank coin requirements and to maintain inventories at sufficient levels to fulfill Federal Reserve Banks’ coin distribution mission.

Adequate inventory levels were on hand in FY95 and FY96.

We will coordinate and communicate planned shipments quarterly in accordance with your orders.

No report for FY95; 100 percent compliance in FY96.

Staff will stay fully abreast of official Commission activities and determinations in order to provide complete and accurate information and guidance to their customers.

Copies of the Commission’s monthly calendar and agenda are made available to all employees (and to the public as well), both in published form and on the Commission’s home page on the Internet, to facilitate complete and accurate responses to requests for information from the public.

Staff will greet all customers in a courteous and helpful manner, and assist them by helping locate requested information; putting the customer in direct contact with appropriate International Trade Commission (ITC) technical experts when inquiries exceed staff’s own knowledge; and helping customers find appropriate information sources outside ITC when inquiries are not related to ITC’s mission and functions.

All Commission personnel are provided with a Commission directory and a directory of commodity assignments to facilitate direct contact with the appropriate technical experts, when necessary, or to transfer the requestor to an individual who is knowledgeable of outside information sources. The Commission has not received any negative comments from members of the public regarding requests for information or assistance.

To the extent resources allow, staff will fulfill all requests for published information, reports, and documents within 24 hours of receiving the request.

All requests for published information are processed within 24 hours, either by shipping from inventory or printing additional copies using a Documents-on- Demand archiving system.

To the extent resources allow, telephones will be answered directly by staff. When voice mail must be used, it will be monitored and responded to as promptly as possible. No call will be held unacknowledged for more than 24 hours after its receipt.

Incoming calls to the Office of the Secretary are all answered directly by staff. Special voice-mail numbers have been established for publication requests and general information. These phone numbers can be dialed by the public directly.

STANDARD

RESULT

Send a list of recently published books that were researched or written at the Center.

No requests.

Send a list of current fellows and the topics on which they are working.

We routinely fill requests that come in about once a week and have done so for the last 25 years.

Send regularly a schedule of forthcoming "Dialogue" broadcasts contained in the Center’s Calendar, and provide information on stations and broadcast times in your area.

No requests.

Send subscription information for The Wilson Quarterly.

We receive and immediately respond to approximately 5000 requests per year.

Send a catalog describing books published for sale by our press.

We receive and immediately respond to approximately 100 requests per month.

Send The Woodrow Wilson Center Report.

We receive and immediately respond to approximately 7,500 requests per year.

Send you the Center’s Calendar describing meetings open to the public.

All recipients of The Woodrow Wilson Center Report also receive copies of the Calendar.

Send you information on how to apply to the competition by which our fellows are selected (each year about 800 applications are received for approximately 35 awards).

Approximately 3,800 requests for information are handled per week. Last year, 650 competition applications were received.

Acknowledge receipt of your application no more than one week after receiving it (deadline for each year is October 1) .

The standard continues to be met.

Ensure that the evaluation of your application is fair.

No awards have been contested or questioned in 30 years of competition.

Notify you by March 1 of the decision on your application.

We routinely meet this standard.

Provide you with grant documents that accurately and clearly state the terms of the fellowship and information about the Center, benefits, taxes, and relocation to D.C.

We routinely meet this standard.

Respond promptly to any fellowship-related concerns that arise before, during, or after your tenure at the Center.

We routinely meet this standard.

STANDARD

RESULT

Solicit an exit evaluation at the time of your departure and share your suggestions for improvements with appropriate staff.We routinely meet this standard.