Our
goals and objectives
In accordance with the Government Performance and Results
Act of 1993, Federal agencies, including the Railroad Retirement
Board (RRB), have submitted strategic plans outlining performance
goals for the years 2003-2008 to Congress and the White
House Office of Management and Budget (OMB).
The RRB's plan lays out clearly defined goals and objectives
for the agency in support of its mission, and lists how
we plan to achieve these goals.
The Plan reflects input and feedback from our stakeholders,
including various customers in the railroad community, Congressional
committees, OMB and the other Federal agencies with whom
we interact, and the National Railroad Retirement Investment
Trust, which was created by the Railroad Retirement and
Survivors' Improvement Act of 2001 in order to manage and
invest railroad retirement assets. The RRB's two main goals
under the plan are summarized as follows.
Provide Excellent Customer
Service.
Our objectives under this goal are to pay benefits accurately;
pay benefits timely; provide relevant, timely and accurate
information which is easy to understand; provide a range
of choices in service delivery methods; and ensure efficient
and effective business interactions with covered railroad
employers.
Serve as Responsible Stewards
for Our Customers' Trust Funds and Agency Resources.
Our objectives are to ensure that trust fund assets are
projected, collected, recorded, and reported appropriately;
ensure the integrity of benefit programs; ensure effectiveness,
efficiency, and security of operations; and effectively
carry out the responsibilities of the RRB under the Railroad
Retirement and Survivors' Improvement Act of 2001 with respect
to the activities of the National Railroad Retirement Investment
Trust. (These responsibilities include reviewing the Trust's
monthly reports, annual management reports, and annual audit
reports of its financial statements in order to ensure the
Trust's compliance with the provisions of the Railroad Retirement
Act.)
We will also align our resources using a performance approach
based on contribution to mission; coordinate our information
technology environment and investments to most effectively
and efficiently support our business needs; use outside
sources and partnerships, when appropriate, to accomplish
our mission; ensure that the RRB consistently pays the lowest
price for products and services commensurate with quality,
service, delivery and reliability; and recruit, hire, develop
and retain a diverse work force with the skills required
for mission-critical positions.
Our
commitment
In order to ensure achievement of
strategic goals, the Government Performance and Results
Act provides that each agency also develop annual performance
plans, which are submitted along with the agency's budget
request for a fiscal year. The annual performance plan lays
out specific goals and objectives, along with performance
indicators and specific measurable targets. After the fiscal
year, each agency must also report on how well it met the
plan's goals.
The RRB's latest performance report,
for fiscal year 2002, was included with the agency's annual
performance plan for fiscal year 2005. This report compared
actual performance to goals and showed that the RRB met
or exceeded 77 percent of the reportable indicators. In
those areas where the agency fell short, a number of steps
have been taken to ensure performance levels are met in
subsequent years.
The RRB will monitor its Strategic
Plan annually, and update it as needed. At a minimum, the
plan will be updated every three years as required to project
five years into the future.
Vision
for the future
The RRB of the future will continue
to be customer-focused, quality-driven, and fiscally responsible.
Our overall mission and responsibilities as a Federal agency
will remain unchanged, even though our organization may
be smaller in terms of staff and budget resources. We will
use creativity, automation and innovation to continue to
deliver best-in-class service while ensuring cost-effective,
efficient operations.
Our customers will have a broad
range of choices for conducting their business with the
agency, including more Internet options that will allow
for private, secure transactions from the customer's home
at any time of the day. Railroad employers will be able
to conduct most, if not all, of their routine transactions
with the RRB through secure and efficient electronic systems.
Direct customer feedback will shape our planning efforts
and enhance our responsiveness. Our customer service levels
will serve as a standard of excellence for the rest of the
Federal community.
The agency's internal culture will
reflect a strong commitment to its employees, and a drive
to ensure continual learning at all levels. Given the large
percentage of employees who will be eligible for retirement,
senior employees will engage in knowledge transfer and sharing
as a top priority.
Our ultimate measure of success
will be the sustained satisfaction level of our customers
and our ability to respond to their needs and concerns.
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