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Railroad Retirement Board Strategic Plan 2006-2011 |
Exhibit 4: Planning Assumptions |
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Strategic Plan in PDF
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An
organization cannot plan for all contingencies,
but must base its vision within the framework
of given assumptions. The following assumptions
were used in formulating this strategic plan.
- The RRB will continue as an independent agency in the executive branch of
the Federal Government.
- The mission of the RRB will not change during this planning period.
- The benefit programs will not experience any funding crises during this
period.
- The public will expect continued excellent service.
- Technological improvements will be necessary for the RRB to meet customer
expectations and to operate within its budget.
- Over the long-term, claims processing workloads will decline as the
railroad population declines. Figure 3 presents graphically the demographic
forecasts for the next 5 years.
(Note that as of December 31, 2003, there were another 67,474 people who are
vested in the railroad retirement program but are not currently employed by
railroads and have not retired. They will require services from our agency in
the future.)
- Maintenance workloads will decline, but reductions will be partly offset
by increased initiatives in quality assurance and program integrity.
- The primary service delivery will be through a structure of field offices.
- Legislative amendments will continue to be made, and may affect both
processing and maintenance workloads.
- Resources will decline during the planning period.
- A large number of experienced employees will retire during the planning
period, resulting in a significant loss of business expertise.
Figure 3
Average Railroad Employment
Calendar Years
2002 - 2011 |
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Railroad Retirement Beneficiaries
Fiscal Years 2002 - 2011 |
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1 |
Calendar year
2005-2011 estimates from the 23rd actuarial valuation, employment assumption
II.
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2 |
June 2006-2011
estimates from the 2005 Section 502 Report. |
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