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CCB Customer Satisfaction Report***released October 15, 1996***
**Customer Satisfaction Reportof theCommon Carrier Bureau
Federal Communications Commission
 August 1996

**Executive  Summary

Background

The Common Carrier Bureau (CCB) has responsibility for FCC policies concerningtelephone companies that provide interstate telecommunications services to the publicthrough the use of wire-based transmission facilities.  Under the Communications Actof 1934, as amended by the Communications Act of 1996,  the Bureau implementsregulations and programs designed to ensure that common carriers provide servicesat just, reasonable, and affordable prices and in a nondiscriminatory manner; andrecommends and implements proposals designed to encourage the introduction andadvancement of competition in telecommunications markets.  Our mission is tomaximize the communications benefits of the general public, businesses, non-profitinstitutions, and government.  
**Evaluation Procedures

Development of Customer Service Standards:
The Bureau originally developed customer service standards through discussions withfocus groups consisting of industry representatives:  large and small carriers, longdistance and local exchange, international and domestic, and other customers. etc. The group expressed specific areas in which they felt the Bureau could improveservice; and in turn, the Bureau established and implemented these standards.  Thestandards deal with the various program areas the Bureau provides:  rulemaking,enforcement, licensing, and public service.

Incorporation of Standards into the Management Process:
The Bureau incorporated the customer service standards into speed of disposal goalsfor the various program areas, as part of its management reporting systems.  Thesesystems track the work products in the various program areas.  The systems providequarterly workload statistics for our management officials, as well as for the Chairmanand the Managing Director.  By using the customer service standards as goals, themanagers are able to adjust procedures and processes for results that will satisfy ourcustomers' expectations.  In addition to a measurement tool, it provides incentives foremployees by establishing  standards that have an external value.

Customer Outreach/Input:
The Bureau instituted a program to seek customers' input to our processes.  CCBdeveloped, and the Customer Service Task Force published brochures listing thecustomer service standards for the various Bureau program areas.  These brochuresare made available at our public reference rooms, to visitors and sent withcorrespondence to individual customers.   

Secondly, each division began to informally seek feedback about our customer servicestandards.  The Bureau has received positive responses on the establishment of thestandards.  Customers have stated they are satisfied that we have attempted toestablish service goals with their concerns addressed.  We have not received anyfeedback as to whether the customers feel the Bureau is meeting the standards, or ifthe standards adequately reflect our customers' expectations.  We have not receivedany negative feedback about the standards, which could imply overall customersatisfaction.  

No formal program has been implemented to measure customer satisfaction.  TheBureau intends to use the services of the consulting firm that the Customer ServiceTask Force has contracted to assist us in implementing a formal and professionalmethod to measure customer satisfaction.

**Results**

Internal Review:  Overall, the Bureau is doing well to implement its standards.  Of thetwenty-four (24) established standards, the Bureau has met or improved upon twenty(20), partially met three (3), and did not meet one (1).  Prior to the establishment ofthe customer service standards, the Bureau had accumulated backlogs in some of itsservices, mainly the complaints.  Backlog reduction plans were created andimplemented to expedite the processing of some older pending items/complaints. Because of the focus of the processing in the backlog reduction plans, some of theestablished standards were not met.  In addition, the Bureau is implementing radicalchanges to procedures and acquiring new equipment and technology to allow us tocontinue with the backlog reduction plans and also bring us closer to meeting theestablished standard/goal.

The Bureau was meeting all of its established standards concerning the rulemakingprocesses at the conception of the standards.  However, since the implementation ofthe Telecommunications Act of 1996, all available resources are concentrated onmeeting its statutory requirements and deadlines.  The Bureau is now in the processof recruiting additional resources to help with the Telecommunications Act workload. This will allow focus on other workloads to resume.   

Customer Feedback:  There has been very little customer feedback about ourcustomer services standards.  Most comments received have been favorable on theestablishment of standards and in focusing on what our customers expect.  However,there has been no feedback as to how the Bureau has responded to the standards. The Bureau is looking forward to working with SRBI, the consulting firm recruited bythe Customer Service Task Force to develop a questionnaire or some othermeasurement tool that can be sent to our customers, especially those persons whowere on the original task force in setting up the standards.  Upon its creation, theBureau will be able to have a formal, professional and objective method to bettermeasure customer satisfaction.   

The Bureau continues its efforts on making the public and its staff more aware of theestablished standards.  The following pages give the status of each standard.  TheBureau will report on the standards on a quarterly basis in order to track our progressin meeting our standards.

**Evaluation of Customer Service
for Common Carrier Bureau Services

****The focus group members representing our customers and our members of theCustomer Service Task Force met and discussed specific concerns.  Certain areas****were identified as being most in need of improvement:

o    Obtaining FCC-released information

o    Streamlining the policy and rulemaking process

o    Processing information received from the public

o    Providing user-friendly forms

o    Responding to telephone calls

o    Processing complaints

Standards were developed to respond to specific service needs that you identified. Below are the established standards and the Bureau's efforts in measuring ourcompliance.

**I.  STANDARDS FOR RELEASING CCB INFORMATION**

When we release information from the Bureau, we will:

a.    Make all short documents of five pages or less (e.g., press releases, publicnotices, and fact sheets) available through domestic Fax-On-Demand andinternational fax on a case-by-case basis. 
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b.    Place a copy of all late releases behind the glass outside the press office sothe communications public knows of all released documents. 
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c.    Make Bureau decisions and outgoing public documents available within onebusiness day of release. 

**Status:  MET; All divisions are complying with these standards.**

**II.  STANDARDS FOR POLICY AND RULEMAKING****During the rulemaking process, we will:

a.    Respond within three days to Part 61 waivers; three to five working days torequests for time extensions; two days for special temporary authorities; andfifteen days to Part 68 applications.  

**Status:  MET; The Competitive Pricing and Network Services Divisions have metthe standards for responding to their respective waivers and applications.**

b.    Respond within six weeks to non-routine public initiated items (other thancomplaints) that are within the Bureau Chief's delegated authority. 

c.    Respond within nine months to non-complex public initiated items (other thancomplaints) that are within the Bureau Chief's delegated authority, but for whichpublic notice and comment are needed. 

d.    Respond within twelve months to complex public initiated items (other thancomplaints) that are within the Bureau Chief's delegated authority, but for whichpublic notice and comment are needed. 

**Status:  PARTIALLY MET;  During the recent months, (March through July), thedivisions have only responded to 50% of the items by the established standard. Prior to these months, the standard had been met.  All available resources aretasked to handle the proceedings related to the implementation of theTelecommunications Act of 1996.   Once more resources are obtained, staff willbe able to respond to the other items in a more timely manner**.

e.    Assign items for resolution to an appropriate division for handling two weeks ofreceipt. 

**Status:  MET; All items forwarded to our Bureau Chief's office are distributedand assigned to the appropriate division within one day; which exceeds thestandard.**

f.    Consider Alternative Dispute Resolution and negotiated rulemaking beforemoving to conventional methods of resolving contested decisions. 

**Status:  MET;  The Bureau encourages the use of  Alternative DisputeResolution (ADR) or negotiated rulemaking to resolve decisions.  The Bureau iscontinuing to make efforts to facilitate greater use of ADR and negotiatedrulemaking techniques through changes in Commission rules for processingformal complaints.**

**III.  STANDARDS FOR RECEIPT OF INFORMATION FROM PUBLIC**

When we receive information from the public, we will:

a.    Assign a reference number, log the filing within one business day and maintaina log for paperwork received without a docket or division number. 

**Status:  MET; All divisions are maintaining correspondence logs to referencepaperwork not associated with a current docket.  Items are being logged withinthe established standard.**

**IV.  STANDARDS FOR STREAMLINING FORMS**

To streamline our forms, we will:

a.    Periodically issue a public notice of outdated reports, forms and other datarequirements we can eliminate and invite comments on these and othercandidates for elimination. 

**Status:  MET; The Bureau issued a public notice informing our customers ofcertain forms and reports that we proposed to eliminate, therefore, meeting thisstandard.

b.    Seek public input and coordinate within the FCC, once the need for a new formor form change has been determined. 

c.    Make new or revised forms available to the public two months beforeimplementation and allow a transition period when possible. 

**Status:  MET;  The Bureau has sought public comment on the creation and/orrevision of any bureau forms.

**V.  STANDARDS ON TELEPHONE CALLS**

When you telephone, we will:

a.    Return your telephone call within one business day. 

b.    Provide an estimate of the time required to obtain an answer to your question, ifwe are unable to respond when we first talk to you. 

c.    Put a message on voice mail to indicate unavailability, when we are away fromthe Bureau for one day or more. 

d.    State an alternative point-of-contact on our voice mail message at all times.

e.    Determine if a staff member is in before we transfer a call.  If the person is notin, we will ask if you would like to leave a message, be transferred to voicemail, or be transferred to another person. 

**Status:  MET;  All divisions have complied with these standards.   There hasbeen no formal tracking of these standards.  Results from a random surveyconducted by our Administrative Office showed 95% of employees compliedwith the standards.  The Bureau is looking into a method to formally measurethese standards.**

When you do not know whom to call, we will:

f.    Implement an introductory voice recording to aid the transfer of your calls to theappropriate person or organization. 
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g.    Maintain an enhanced functional listing, updated regularly, of Bureau personneland place it on the Internet and bulletin board system. 

h.    Provide updated functional listings to the duplicating contractor for distribution. 

**Status:  MET; Standards relating to the introductory voice recording and thefunctional listing have been met by all divisions.**

**VI.  STANDARDS ON PROCESSING COMPLAINTS**

When we process complaints, we will:

a.    Serve a defendant within 20 days of receipt of a formal complaint. 

b.    Hold a status/settlement conference within 45 days from the time the formalcomplaint is served. 

**Status:  MET; The Formal Complaints Branch of our Enforcement Division hasmet the standards established for our formal complaints process.**

c.    Complete processing of informal complaints within six months. 

**Status:  PARTIALLY MET; The Consumer Protection Branch of our EnforcementDivision has partially met its six month standard.  While only  9% of thecomplaints processed during the third quarter of FY 96 (Apr. - Jun.) werecompleted within six months, the Branch continues, through great efforts, toimplement technological enhancements, as well as innovative processmodifications.  As of the end of June, there were approximately 13,500complaints pending.  The receipt level averages 5,400 complaints per quarter forthe fiscal year.  The current processing goal is based on the closure of acomplaint; however, most carriers satisfy the customer's complaint when theyare served which the Branch tries to do within 30 days.  Branch staff membersstill feel that the six month standard is a reasonable goal with the necessaryamount of resources (personnel and support).  At this time, the staff is not at aresource level to obtain the six month standard; though great efforts are beingmade by increasing existing staff (currently recruiting staff and acquiringcontract personnel), radically changing office procedures (team leader concept)and acquiring state-of-the-art automation equipment ("Paperless Environment")to facilitate operations and expedite processing times.**

**VII.  FUTURE IMPROVEMENTS

The Bureau also developed future actions which would enhance customer servicesatisfaction.  The actions and their status are:

a.    Working with the industry to develop and implement an electronic filingcapability for those who must periodically file with the Commission. 

**Status:  The Bureau is currently working with the Office of the ManagingDirector in investigating options to allow electronic filing capability for variousservices.**

b.    Establishing an Internet address where all Bureau releases are placed at thetime of release. 

**Status:  CCB has a home page on the Internet, at http://www.fcc.gov/ccb.html. The home page includes copies of recent Bureau press releases, fact sheets,news releases, and rulings and proposals adopted by the Commission oncommon carrier issues.**

c.    Developing a Bureau database to log all incoming and outgoing Bureau policydocumentation. 

**Status:  This action has yet to be implemented; efforts are being made toinvestigate the feasibility of, and the need for a Bureau-wide database.  Thetracking of many of the Bureau items are tracked by the individual divisions.**

d.    Developing a computerized bulletin board system for Bureau information 

**Status:  A wide variety of statistical and other information about commoncarriers is available on the FCC-State Line electronic bulletin board system.  Thebulletin board can be reached by dialing (202)418-0241.  State Link can also bereached through the National Technical Information Service's FedWorld systemat (703) 321-3339 or through FedWorld's telnet internet node (fedworld.gov).**

**    COMMON CARRIER BUREAU
    CUSTOMER SERVICE SATISFACTION INITIATIVES
    **PROGRESS REPORT

**(1)    How are you measuring customer satisfaction?  (Describe themeasurement system, survey tool(s), summary of questions asked, size ofsample and frequency of survey.)**

    Through various methods, the Bureau takes a proactive approach to measuringits customer satisfaction.   Most often, customer satisfaction is measuredthrough formal/informal meetings held with industry representatives; the generalpublic, who would have cause to interact with the Bureau; as well asinteragency staff.  The Bureau has integrated its customer service standards inits management reporting system.  Through this system, the established goalsare readily identifiable, and the managers are able to adjust procedures andprocesses for results that will satisfy our customers' expectations.  The Bureau,through several of its divisions, also seeks feedback from some of its directcustomers through the use of a customer response form attached to variousreports.  This form seeks feedback regarding data accuracy, presentation,timeliness, and clarity of response, among other things.  The Bureau's officesalso solicit customer feedback on ways by which it can improve services.  Inanother instance, one of the Divisions conducted a survey of 400 randomlyselected consumer complaints for the purpose of identifying the type ofcomplainant, intervals between complaint receipt, assignment and final action,and source of complaint.  This information was used to streamline and improvecomplaint processing procedures.  

    While the Bureau's efforts to improve its customer service is on-going, and weare committed to putting the customer first, we have not, as of yet, developed aformal tool by which overall customer satisfaction is measured.  We are,however, involved at various levels of Commission activities and initiativesdesigned to improve the Agency's overall standard of customer service.  TheBureau actively participates as a member of the Commission's CustomerService Standard Task Force.  Among other areas directly related to focusingattention on the customer, the Bureau is working with the Compliance andInformation Bureau regarding processing Bureau public inquiries through therecently activated National Call Center.  In an effort to identify and address therecurrence of complaints in "hot topic" areas, the Bureau, in conjunction withthe Enforcement Division, produced and issued a "Scorecard."  This instrumentserves as a "report card" on the industry's performance with regard to theconsumers to whom they offer telecommunications services.    

**(2)    Are the customer service standards about the things that matter most toyour customers? 

    Yes.  The Customer Service Standards developed by the Bureau accuratelyreflect those issues for which our customers want and expect prompt, accurate,and courteous quality service.   

**(3)    How are the results reported to your customers?**

    The Bureau reports the results of its customer service standard initiatives in themost tangible way possible; through more efficient and expeditious access todocuments, processing of applications and rulemakings, and resolution ofcomplaints.  We have moved forward to improve access to and retrieval ofinformation through informal meetings, various reports,  public notices, pressreleases, orders, Internet access, and press conferences, electronic bulletinboards, and the National Call Center. 

    The Bureau is furthering its efforts to develop a formal means by whichcustomers are apprised of, and have opportunity to comment on, how well weare meeting their needs. 

**(4)    What changes did/have you made?  What changes do you plan to make?**

    Based on feedback from some of our customers, the Bureau, through itsDivisions, has taken several broad-step measures to improve its customerservice.  The Bureau's World Wide Web page on the Internet allows us tomonitor, identify, and quantify customer usage of our bulletin board materialsand to note what reports/information appear to be the most useful to the public. The Bureau, by integrating its customer service standards in the managementreporting system, has communicated to all levels, its commitment to meeting, ifnot exceeding, the established goals.  Since the enactment of theTelecommunications Act of 1996, the Bureau's workload has increaseddramatically, at all levels.  In an effort to address the increased workload, wehave sought to hire additional professional, technical, and administrative staff. In addition, the Bureau has established various tracking systems to provideeasier access to pertinent data regarding pending proceedings.  Of particularnote, in an effort to address the increased volume of consumer complaintsagainst common carriers, for alleged violations of the Communications Act, orthe Commission Rules and Regulations, the Enforcement Division has madeseveral innovative information and/or process improvements:  developedimproved, user-friendly, self-mailer fact sheets/brochures, instituted anexpedited complaint processing system, "Slam Dunk", where by a response tothe complainant is generated at the same time that the complaint is served onthe alleged violator of "slamming", (a practice whereby one long distance carrierchanges a customer's service to another, without their consent); enhanced andreconfigured the Automated Response Telephone system whereby incomingtelephone traffic is received into the System, callers are afforded the opportunityto tree-down through seven or more "hot topic" informational boxes and/orleave a message in one of several repository boxes, and the messages areretrieved and a response, through the technology of various computerenhancements, is generated within the same business day.  The Division alsohas redefined the way complaints are processed by implementing a team-basedwork structure where by process steps have been redefined, bottlenecks havebeen eliminated, and more enforcement opportunities for remediation havebeen identified.  The Division has also established a high-level position tohandle customer outreach. 

    The Bureau continues its commitment to establishing realistic, yet aggressivecustomer service standards.  In doing so, we are moving towards implementingseveral customer service-based initiatives that should improve overall service. We will continue to explore, identify and implements ways in which to improveour customer service, particularly in the complaint resolution process.  To thisend, the Bureau has committed to developing and implementing a "paperfreeenvironment" that will revolutionize the way the Enforcement Division processesinformal complaints.  Moreover, several improved reporting vehicles anddevelopment of a standard survey tool for receiving uniform customer feedback,are being explored.  The Bureau is recruiting experienced professional,technical, and administrative personnel, in its on-going effort to meet thedemands of its regulatory obligations, and to provide prompt, accurate, andcourteous customer service. 

**B.    CUSTOMER SERVICE SUCCESS STORIES**

    On the average, the Bureau's efforts to meet its established customer servicesstandards and to provide quality customer service has been successful. Through enhanced technological opportunities (Internet), increased staffing, andinnovative process initiatives, the Bureau's staff, at various levels, has: improved its speed-of-service in most reporting categories; improved its formalcomplaint resolution rate by using regular conferences to explore settlementpossibilities with the parties; responded to congressional inquiries that directlyresulted in a remote community receiving much needed access to improvedtelephone service; received accolades verbally and written from its customers;met statutory deadlines for implementing rules and regulations governingcertain sections of the Telecommunications Act 1996, and improved employeemorale, maintained or improved its overall speed-of-service in most reportingcategories; and, produced record-breaking informal complaint disposals. 

**C.    LESSONS LEARNED ABOUT SERVICE DELIVERY THAN CAN BE SHARED**

    Overall, the Bureau has recognized the importance of establishing, maintaining,and meeting customer standards.  It is with sheer conviction that the CommonCarrier Bureau will remain committed to providing prompt, accurate, andcourteous service to its customers by: improving upon established mechanisms,and identifying and developing additional tools and services, and rules andregulations, as deemed appropriate and feasible, and based on customerfeedback.  Through cooperative effort, the Bureau, but particularly the Agency,is a success story. 

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