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.