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 1
Railroad Retirement Beneficiaries Fiscal Years 2002 - 2011 2
1	Calendar year 2005-2011 estimates from the 23rd actuarial valuation, employment assumption II.
2	June 2006-2011 estimates from the 2005 Section 502 Report.