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Introduction
Mission Statement
  Vision
"" Programs & Responsibilities
"" Strategic Priorities
"" Strategic Goals: Goal I
"" Strategic Goals: Goal II
"" Management Strategies
"" Program Evaluations
"" Planning Assumptions
"" Key External Factors
"" Conclusion
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RRB Strategic Plan 2014-2018
Introduction
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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.
 

RRB Board Members

  Pictured left to right:
Jerome F. Kever, Management Member
Michael S. Schwartz, Chairman
Walter A. Barrows, Labor Member
 

Mission Statement

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.

Vision

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.


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Date posted: 04/23/2014
Date updated: 04/23/2014