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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 2006-2011 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, 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 and 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 and OMB guidance provide that each agency will develop annual
performance budgets, which are submitted along with the agency’s budget
requests. The annual performance budget demonstrates the linkage between the
agency’s strategic goals and its performance goals to be achieved during the
budget year.
The RRB’s Strategic Plan identifies broad performance goals for key work
areas, along with our methods for measuring achievement of those goals. Using
the performance-based approach outlined in the Strategic Plan, we develop annual
performance budgets, which are designed to make continual, measurable progress
on our objectives. We also monitor our performance throughout each year and make
adjustments, as needed, to achieve the desired results.
We will also monitor our Strategic Plan 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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