4.1: Stakeholder Satisfaction
Improve Client and Customer Satisfaction and Stakeholder Relationships Other Information:
We interact and work with a diverse set of external clients and internal customers. Our principal client is the Congress,
but our work is also important to other stakeholders, including federal and nonfederal agencies and organizations and international
institutions. Our internal customers are our staff who deliver quality service to our clients. Therefore, being a model agency
depends on both determining and meeting the requirements of our external clients and our internal customers. For congressional
clients, we will continue to update our understanding of their needs and expectations and investigate ways to communicate
our results to them more timely and effectively. We will also take proactive measures to enhance communication with key committees
to ensure a fuller understanding of emerging issues, will seek client feedback on our work, and will act on the feedback provided.
To improve our capability to identify client needs, we will identify and implement technologies, methods, and strategies to
increase response rates to the client feedback survey. Internally, we will work to improve the amount, quality, and timeliness
of data in the Congressional Contact System to ensure a shared understanding and improved communications with our clients.For
internal customers, we will refine the customer satisfaction survey to include key administrative services and identify strategies
to increase the survey response rate. We will act on customer feedback to improve delivery of internal products and services,
and develop a mechanism to provide information to staff on improvements made in response to their feedback. For external stakeholders,
we plan to strengthen relationships through leadership in and sponsorship of forums, symposia, and meetings with a wide range
of government accountability and professional organizations. We will also devote our efforts toward fostering initiatives
in the federal, national, and international accountability, audit, and evaluation communities to build capacity and implement
strategic plans that promote professional standards and knowledge sharing. We will also seek to improve our institutional
capacity building through training and seminars for our national audit office counterparts around the world and our International
Fellows Program. We intend to work proactively with our teams to enhance communication and coordination with our stakeholders.
Finally, we will continue to identify and support opportunities to leverage our resources and minimize risk by partnering
with other accountability organizations, especially those that we consider our accountability partners—members of good-government
organizations and working groups that are composed of our counterparts in local, state, federal, and international organizations.
Indicator(s):
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