We are pleased to present this Strategic Plan for the years 2014 through 2018 on
behalf of the Railroad Retirement Board (RRB). The RRB has a long and
distinguished history of excellent customer service, and this plan continues
that tradition by calling for the attainment and maintenance of high levels of
accuracy and timeliness in paying retirement, survivor, unemployment and
sickness insurance benefits. A major reason for this has been our expanded use
of technology to improve efficiency. Our aim, as reflected in this plan, is to
build upon these achievements and improve customer service and satisfaction.
We will do this by continuing to make effective use of technology in a variety
of ways, including enhancing accessibility to customer services by telephone and
the Internet, and reducing the amount of manual processing currently required in
our operations. Of course, while budgets and technology are important, the true
foundation for the agency's ongoing success is its dedicated employees. The RRB
will continue to recruit and hire a high-performing workforce that reflects the
diversity of all segments of American society. This
plan places a heightened emphasis on human capital planning, including enhanced training, increased entry-level hiring and managerial
succession. The RRB will also continue to work closely with partner agencies
such as the Social Security Administration (SSA), the Centers for Medicare &
Medicaid Services (CMS) and the Department of the Treasury (Treasury), as well
as the National Railroad Retirement Investment Trust (NRRIT) that manages
investment of the railroad retirement trust funds.
This plan reflects input and feedback from our stakeholders, including customers
in the railroad community, Congressional committees, the Office of Management
and Budget (OMB) and other Federal agencies. We believe this plan reflects a
continued focus on our commitment to providing outstanding customer service in the
most effective, efficient ways possible.
Pictured left to right:
Jerome F. Kever, Management Member
Michael S. Schwartz, Chairman
Barrows, Labor Member
The RRB's mission is to administer retirement/survivor and
unemployment/sickness insurance benefit programs for railroad workers and their
families under the Railroad Retirement Act (RRA) and the Railroad Unemployment
Insurance Act (RUIA). These programs provide income protection during old age
and in the event of disability, death or temporary unemployment and sickness.
The RRB also administers aspects of the Medicare program and has administrative
responsibilities under the Social Security Act and the Internal Revenue Code.
In carrying out our mission, the RRB will pay benefits to the right people,
in the right amounts, in a timely manner, and will take appropriate action to
safeguard our customers' trust funds. The RRB will treat every person who comes
into contact with the agency with courtesy and concern, and respond to all
inquiries promptly, accurately and clearly.
The RRB will continue to be customer-focused, quality-driven, and fiscally
responsible. While our overall mission and responsibilities will remain
unchanged, we will use creativity, innovation and technology to deliver
best-in-class service in a cost-effective, efficient manner. As a result, our
customers will have a broad range of choices for conducting their business with
the agency, including more online, web-based options that will allow for secure
transactions from remote locations. In addition, we will offer expanded services
to our customers through our nationwide toll-free telephone number and will
build on their ability to file benefit applications and claims online.
Direct customer feedback will shape our efforts and enhance responsiveness,
with the goal of having our customer service levels serve as a standard of
excellence in the Federal sector. However, our ultimate measure of success will
be the sustained satisfaction of our customers and the agency's ability to
respond to their needs and concerns.
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 eligible for retirement during this planning
period, knowledge transfer will be a top priority in our managerial succession
plans, coupled with a renewed emphasis on filling entry-level positions.