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The Railroad Retirement Board (RRB) is proud to present this strategic plan for
the years 2006 through 2011, a period of significant challenges and
opportunities for the agency. The RRB has a long and distinguished tradition of
excellence in serving our customers, and we will strive to continue that
tradition in the coming years. In recent years, we have achieved extremely high
levels of accuracy and timeliness in the processing of retirement, survivor,
unemployment and sickness insurance claims. We have also embraced new
technology, especially in areas where it can improve customer service and
efficiency. We have achieved very high scores for customer service in
independent assessments of recently retired railroad workers, surviving
widow(er)s and unemployment and sickness insurance benefit recipients. The RRB’s
website has also been very well-received by the public. In performing its
mission, the RRB interacts with a number of other Federal agencies. Our primary
Federal partner agencies are the Social Security Administration, the Centers for
Medicare & Medicaid Services, and the Department of the Treasury, specifically
the Internal Revenue Service and the Financial Management Service. We have
numerous initiatives and ongoing programs involving these and other agencies.
This plan describes the most important of these interactions in conjunction with
the achievement of specific strategic goals and objectives. We provided these
agencies with on-line web access to our strategic plan for their review and
comment. We also provided this plan to the National Railroad Retirement
Investment Trust (NRRIT), which was created by the Railroad Retirement and
Survivors’ Improvement Act of 2001 in order to manage and invest Railroad
Retirement assets. This plan includes a strategic objective regarding the NRRIT
and the RRB’s responsibilities in conjunction with the activities of the NRRIT.
The strategic plan reflects input and feedback from our stakeholders,
including various customers in the railroad community, Congressional committees,
the Office of Management and Budget, other Federal agencies with whom we
interact, and the NRRIT. This strategic plan follows Government-wide standards
for planning and meets the requirements of the
Government Performance and Results Act. |
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