goals and objectives
Under the Government Performance and Results Act (GPRA) of 1993, the GPRA
Modernization Act of 2010, and related guidance, Federal agencies must update
their strategic plans every 4 years. The Railroad Retirement Board (RRB) has
posted its most recent Strategic Plan, outlining performance goals for the years
2012-2018, to the agency website at www.rrb.gov.
The RRB's plan lays out specific goals and objectives for the agency in support
of its mission, and shows how we plan to achieve them.
In developing the underlying plan, the RRB solicited input from our
stakeholders, including various customers in the railroad community, Congress,
the Office of Management and Budget (OMB), and other Federal agencies with whom
we interact. 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 in an accurate and timely
manner while providing a range of choices in service delivery methods and
personalized attention. The agency aims to achieve this goal to a large extent
through expanded use of online, web-based services and our nationwide toll-free
telephone number (1-877-772-5772).
Serve as Responsible Stewards for Our
Customers' Trust Funds and Agency Resources
Our objectives are to fulfill our fiduciary responsibilities by running the
agency in an efficient, effective manner, treating our employees with the
respect they deserve, and ensuring that the trust funds are safeguarded and used
for their intended purposes.
A related effort is to effectively carry out the responsibilities of the RRB
with respect to the National Railroad Retirement Investment Trust (NRRIT). These
responsibilities include reviewing the NRRIT's monthly reports, annual
management reports, and annual audit reports of its financial statements. The
RRB also has periodic meetings with NRRIT leadership to fulfill its obligations
in this area.
We will support these activities by effectively managing information
technology to improve service and cost-effectiveness, as well as our staff
resources in order to maintain a diverse, stable workforce that maximizes
employee performance and potential. We will also strive to enhance information
security and financial reporting, and use competition in contracting to obtain
the best value.
In order to ensure achievement of strategic goals, the GPRA statutes 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 the standards for measuring success. 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 4 years as required by law.
for the future
The RRB will continue to be customer-focused, quality-driven, and fiscally
responsible. While our overall mission and responsibilities as a Federal agency
will remain unchanged, we will use creativity, innovation, and technology to
deliver best-in-class service in a cost-effective, efficient manner.
The RRB's Strategic Plan will guide us as we continue our long and distinguished
tradition of excellent customer service. Our customers will have a broad range
of choices for conducting their business with the agency, and direct customer
feedback will shape our efforts and enhance our responsiveness as we attempt to
maintain customer satisfaction.
In addition, our internal culture will reflect a strong commitment to our
employees and continual learning at all levels. Given the percentage of
employees eligible for retirement, succession planning will focus on knowledge
transfer with a renewed emphasis on filling entry-level positions.
The agency has a proven track record of carrying out its plans and achieving
results. Given sufficient resources, this Strategic Plan will help us continue
this tradition. Our ultimate measure of success will be the sustained
satisfaction level of our customers and our ability to respond to their needs