This plan continues a cooperative and intensive effort on the part of the
agency's management and staff and reflects input from our customers and other
stakeholders. It is a plan we are proud to present. However, a strategic plan is
only that--a plan. The plan itself will not provide excellent customer service
or prudent stewardship. Unless these strategic goals are incorporated into the
annual performance budgets and day-to-day activities of the agency, they will
not be achieved.
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
The RRB develops annual performance budgets, based on its strategic goals,
which are designed to make continual, measurable progress on our objectives.
Annual performance budgets are developed using the performance-based approach
outlined in the Strategic Plan. Annual performance goals for key work areas are
articulated in this Strategic Plan, along with our methods for measuring
achievement of those goals. We will, of course, monitor our performance
throughout the year and make adjustments, as needed, to achieve the desired
results. The RRB submitted its most recent annual performance report, as
required by the Government Performance and Results Act, in November 2005, as
part of its Performance and Accountability Report.
In addition to developing our performance plan every year for inclusion with
the budget, we will monitor our Strategic Plan annually and update it as needed.
At a minimum, we will continue to update our Strategic Plan every 3 years as
required to project 5 years into the future. Figure 2 illustrates the agency's
strategic planning process.
The Railroad Retirement Board expects that our Strategic Plan will guide us
as we continue our long and distinguished tradition of excellence in service to
our customers. The RRB has a proven track record of carrying out its plans and
achieving results. We believe that this Strategic Plan, along with the annual
performance budgets and sufficient resources, will help us to achieve the
results our customers need and deserve.
Figure 2: Strategic