The NMB's 2005 Performance Plan tracks the five-year Strategic Plan. The strategic plan contains outcome goals for the Agency's three missions: mediation, representation and arbitration. The strategic goals are highlighted and appear in the applicable mission-related areas of the performance plan. The performance plan, in turn, contains goals, targets, measures and strategies for achieving the strategic plan goals.

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Mission Statement

The National Mediation Board (NMB) is an independent Executive branch agency established by the 1934 amendments to the Railway Labor Act of 1926 which expanded coverage of the Act to include the airline industry. The NMB performs a key role in achieving the principal purpose of the Act: "to avoid any interruption in commerce or to the operation of any carrier engaged therein" by assisting the carriers and their employees in their duty under the Act to "exert every reasonable effort" to settle disputes. The Board's principal statutory goals are:

1. To facilitate the resolution of disputes in the negotiation of new or revised collective bargaining agreements;
   
   
2. To insure employee rights of self-organization, without interference, when representation disputes exist, and;
   
   
3. To provide for the prompt and orderly settlement of disputes growing out of minor disputes or out of the interpretation or application of agreements covering rates of pay, rules, or working conditions.

GENERAL AGENCY GOALS

• To promote the amicable resolution of disputes between carriers and employees by providing quality conflict prevention and resolution services, including both traditional mediation and alternative dispute resolution, while encouraging an atmosphere of harmony that will facilitate future bargaining in the airline and railroad industries.
  
  
• To deliver, through the Office of Legal Affairs (OLA), prompt investigation of representation disputes among rail and air employees and definitive resolution of employees' representation status for collective bargaining purposes.
  
  
• To improve and strengthen the NMB's system and processes for resolving minor disputes in the air and rail industries.
  
  
• Consistent with the President's Management Agenda, to improve the management of our human capital; continue to assess the opportunities to outsource commercial tasks, to improve financial performance, and to expand E-government applications; and to strengthen the linkage between budget planning and agency performance.
  
  
• To develop a program of outreach and coordination with entities engaged in dispute resolution and collective bargaining; engage in educational enterprises with other agencies, colleges, and universities.

Resources Requested to Meet FY 2005 Performance Goals

The NMB's requested budget resources along with its allocated full-time equivalent positions will enable the agency to achieve the goals contained in the strategic plan and the annual performance plan. These resources will enable the NMB to meet its statutorily mandated obligations and to provide services to its airline and railroad labor-management and public customers. Seventy-five percent of the NMB's budget is attributed to FTE and contractual personnel costs. More than ninety percent of NMB staff have direct customer contact. The staff is dedicated to fulfilling the NMB's mission to provide the services described in the annual performance plan goals.

The FY 2005 annual performance goals are based on the assumption that the agency will experience level staffing and relatively stable case loads, consistent with the case load estimates included in the requested budget for FY 2005.

FY 2005 Mediation and Alternative Dispute Resolution Performance Goals

I.   Promptly and efficiently docket, assign and process mediation cases.

A.   In all non-excepted cases,^* mediation applications will be responded to within 3 business days following their receipt by the NMB.

Baseline for FY 2002	Current Strategic Plan
Target achieved 98%	FY 2000 Target achieved	100%
	FY 2001 Target achieved	100%
	FY 2002 Target achieved	98%
	FY 2003 Target achieved	100%
	FY 2004 Target achieved	100%

B.   In all non-excepted cases, a mediator will be assigned within 10 calendar days following docketing of all mediation cases.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2000 Target achieved	100%
Revised for FY 2003 (10 days)	FY 2001 Target achieved	100%
	FY 2002 Target achieved	100%
	FY 2003 Target achieved	100%
	FY 2004 Target achieved	98%

C.   In all non-excepted cases, the assigned Mediator will make an initial contact with the parties within seven calendar days following his or her assignment in all mediation cases. Initial contact is satisfied by speaking with both parties or leaving a voice mail message with both parties.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2000 Target achieved	94%
	FY 2001 Target achieved	98%
	FY 2002 Target achieved	100%
	FY 2003 Target achieved	94%
	FY 2004 Target achieved	100%

II.   Promote, manage and provide effective and efficient mediation services.

A.   In all non-excepted cases, the assigned Mediator will establish the date for the first mediation conference within 25 calendar days following the Mediator's assignment.

Baseline for FY 2002	Current Strategic Plan
Target achieved 93%	FY 2000 Target achieved	98%
	FY 2001 Target achieved	99%
	FY 2002 Target achieved	93%
	FY 2003 Target achieved	81%
	FY 2004 Target achieved	100%

B.   In all non-excepted cases, mediator and the Board will endeavor to assist the parties in reaching an agreement within 45 days or fewer of mediation meetings.

Baseline for FY 2002	Current Strategic Plan
Target achieved 93%	FY 2001 Target achieved	96%
	FY 2002 Target achieved	93%
	FY 2003 Target achieved	95%
	FY 2004 Target achieved	92%

C.   In all non-excepted cases, mediator and Board will endeavor to assist the parties in reaching an agreement within twelve months (365 days) of an application.

Baseline for FY 2002	Current Strategic Plan
Target achieved 80%	FY 2001 Target achieved	58%
	FY 2002 Target achieved	80%
	FY 2003 Target achieved	67%
	FY 2004 Target achieved	56%

D.   Provide mediation services for 70 new railroad and airline mediation cases.

Baseline for FY 2002	Current Strategic Plan
Target achieved 63%	FY 2001 Target achieved	100%
	FY 2002 Target achieved	63%
	FY 2003 Target achieved	48%
	FY 2004 Target achieved	41%

E.   Mediate to closure 70 railroad and airline mediation cases.

Baseline for FY 2002	Current Strategic Plan
Target achieved 84%	FY 2001 Target achieved	93%
	FY 2002 Target achieved	84%
	FY 2003 Target achieved	36%
	FY 2004 Target achieved	48%

III.   Promote, manage and provide effective and efficient alternative dispute resolution services.

A.   Provide facilitation and training services in 50 new alternative dispute resolution cases.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2001 Target achieved	128%
	FY 2002 Target achieved	140%
	FY 2003 Target achieved	78%
	FY 2004 Target achieved	100%

B.   Bring 50 alternative dispute resolution cases to closure.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2001 Target achieved	154%
	FY 2002 Target achieved	146%
	FY 2003 Target achieved	74%
	FY 2004 Target achieved	100%

FY 2005 Representation Performance Goals

I.   Responses to representation applications will be issued promptly after their receipt at the NMB.

In all cases, a written response to a representation application will be sent within 2 business days.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2001 Target achieved	100%
	FY 2002 Target achieved	100%
	FY 2003 Target achieved	95%
	FY 2004 Target achieved	100%

II.   An NMB investigator will be assigned to a representation matter promptly.

In all cases, an NMB investigator will be assigned to investigate representation matters within 2 business days following the initial NMB response, unless the NMB declines to process the application.

Baseline for FY 2002 (3 days)	Current Strategic Plan
Target achieved 100%	FY 2000 Target achieved	100%
	FY 2001 Target achieved	100%
	FY 2002 Target achieved	100%
	FY 2003 Target achieved	100%
	FY 2004 Target achieved	100%

III.   In all cases, the NMB's determination of whether there is sufficient showing of interest to warrant further investigation will be made within 45 calendar days of docketing.

Baseline for FY 2002 (all cases)	Current Strategic Plan
Target achieved 84%	FY 2000 Target achieved	98%
	FY 2001 Target achieved	100%
	FY 2002 Target achieved	84%
	FY 2003 Target achieved	88%
	FY 2004 Target achieved	97%

IV.   In all cases, a certification or dismissal will be issued the next business days of the ballot count.

Baseline for FY 2002	Current Strategic Plan
(next bus. day)	FY 2000 Target achieved	100%
Target achieved 100%	FY 2001 Target achieved	100%
	FY 2002 Target achieved	100%
	FY 2003 Target achieved	90%
	FY 2004 Target achieved	100%

V.   Representation cases will be completed as expeditiously as practicable.

A.   All non-appellate representation cases will be completed within 90 calendar days of docketing.

Baseline for FY 2002	Current Strategic Plan
Target achieved 90%	FY 2000 Target achieved	100%
	FY 2001 Target achieved	100%
	FY 2002 Target achieved	90%
	FY 2003 Target achieved	89%
	FY 2004 Target achieved	95%

B.   All Board decisions involving allegations of interference in appellate representation cases will issue within 180 calendar days of docketing.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2001 Target achieved	83%
	FY 2002 Target achieved	100%
Revised for FY 2003:	FY 2003 Target achieved	50%
(180 calendar days of filing of allegations)	FY 2004 Target achieved	100%

(Note: An appellate representation case involving a decision on allegations of interference is resolved only through a Board decision. Only a minority of NMB representation cases are appellate. The majority of appellate cases involve the resolution of allegations of interference.)

VI.   Predocketing investigations will be completed promptly.

All predocketing investigations will be completed within 120 calendar days following the investigator's assignment to the case.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2001 Target achieved	100%
	FY 2002 Target achieved	100%
Revised for FY 2004	FY 2003 Target achieved	62%
(120 calendar days)	FY 2004 Target achieved	98%

VII.   Jurisdictional referrals from the NLRB will be resolved promptly.

A written jurisdictional opinion will be provided to the NLRB within 120 calendar days from the date the jurisdictional referral from NLRB headquarters is assigned to an investigator.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2001 Target achieved	100%
	FY 2002 Target achieved	100%
Revised for FY 2003	FY 2003 Target achieved	75%
(120 calendar days)	FY 2004 Target achieved	83%

VIII.   In all cases which require a Board level decision, the Board will endeavor to issue a decision within 35 days after receiving a staff recommendation.

Baseline for FY 2002	Current Strategic Plan
Target achieved 100%	FY 2001 Target achieved	100%
	FY 2002 Target achieved	100%
	FY 2003 Target achieved	84%
	FY 2004 Target achieved	97%

FY 2005 Arbitration Performance Goals

I.   All arbitrators compensated by the NMB will be sent their payment within 3 business days following the NMB's receipt of an appropriate voucher.

Baseline for FY 2002 (3 days)	Current Strategic Plan
Target achieved 49%	FY 2000 Target achieved	92%
	FY 2001 Target achieved	89%
	FY 2002 Target achieved	49%
	FY 2003 Target achieved	70%
	FY 2004 Target achieved	87%

II.   Monitor case loads and authorizations to encourage arbitrators to issue awards in all cases within 180 calendar days of hearing dates.

Note: This standard is only applicable to cases in which parties held a hearing; excludes expedited, parties' pay boards and withdrawn cases.

Baseline for FY 2002	Current Strategic Plan
Target achieved PLB/SBA 81%	FY 2001 Target achieved	71%
Target achieved NRAB 50%	FY 2002 Target PLB/SBA	81%
	FY 2002 Target NRAB	50%
	FY 2003 Target PLB/SBA	86%
	FY 2003 Target NRAB	78%
	FY 2004 Target PLB/SBA	86%
	FY 2004 Target NRAB	63%

III.   At the National Railroad Adjustment Board, reduce the average length of time between the hearing of cases and decisions by 15 days.

Baseline for FY 2002	Current Strategic Plan
Target achieved 46%	FY 2001 Target achieved	32%
	FY 2002 Target achieved	46%
	FY 2003 Target achieved	-13%
	FY 2004 Target achieved	-5.9%

Agency-Wide Initiatives

The NMB has six agency-wide initiatives in its strategic and performance goals. These are vital to the NMB's management for results. The Board's strategic and performance goals set out what is to be accomplished. The agency-wide initiatives set out how these goals are achieved. These initiatives cut across all organizational boundaries within the agency and are key to performing the NMB's missions efficiently and to providing the customers with consistent and seamless services. Most importantly, these management strategies help the Board work better together, provide higher performance with the same organizational capacity and resources.

The following agency-wide initiatives will be used to accomplish the Board's managerial success in FY 2005.

Workforce Planning: The NMB will recruit, hire and train mediators, professional and support staff, as needed, to accomplish its strategic goals and initiatives.

Managing Diversity: The NMB will continue its efforts to build a talented workforce that reflects America and is unrestricted in its ability to pursue the NMB's goals. The Board will do so through hiring and innovative employee sharing programs. Additionally, the Board has established an EEO committee to deliver programs which will educate the work force on the interrelationship between diversity and teamwork. The NMB has also established an internal ombudsman procedure.

Learning and Development: The NMB will ensure its employees' professional growth consistent with the needs of the agency and efficiency of its service. The NMB will do the following:

• Monitor mediators' participation in interest-based bargaining (IBB) and grievance mediation (GM) training programs, to insure that all mediators will have the knowledge of IBB vocabulary, concepts and problem solving techniques.
  
  
• Monitor and evaluate each mediators' problem solving and grievance mediation skills in order to expand IBB capacity and insure that each mediator can deliver basic problem solving, facilitation and grievance mediation services.
  
  
• Provide training in advanced mediation skills, facilitation skills and other appropriate areas of technical and substantive knowledge.
  
  
• Use team mediation and facilitation to enhance individual skill development in situations identified during weekly case assignment meetings.
  
  
• Review, revise and implement the development program for managers, mediators, professional staff, and support staff.
  
  
• Conduct regularly scheduled mediator meetings and conferences with presentations designed to enhance the knowledge and skills of the mediators and professional staff.
  
  
• Compile user input for recommendations of changes in the IBB and GM training modules.
  
  
• Review case scheduling and tracking activities to ensure integration of IBB into mediation case load.
  
  
• Evaluate effectiveness of computer assisted problem solving techniques. Pilot applications designed to support Board's ADR services. Integrate, where appropriate, computer assisted techniques into mediator corps skill base.

Strategic Planning: The NMB will do the following during FY 2005:

• Develop a multi-year agenda of projects with educational partners, including internship programs, course development for parties and mediators, research projects, and publications.
  
  
• Promote, provide and facilitate IBB in the airline and railroad industries.
  
  
• Continue implementation of a comprehensive information archive and retrieval system.

Strategic Planning: The NMB will reorganize and redirect its information technology resources to better support mediation staff and enhance its overall customer service in FY 2005:

• Continue to conduct users group meetings to develop in-house expertise in the agency's common software.
  
  
• Conduct ongoing evaluations of the system's performance, initiating improvements, upgrades and changes as necessary and provide biweekly status reports.
  
  
• Maintain current information regarding hardware and software advances.

Productivity Enhancement: The IT staff will streamline the work process by:

• Develop and deliver training to staff on agency software.
  
  
• Conduct surveys to determine need for staff training on all agency software.

Securing IT Systems: The IT staff will ensure that the NMB's information systems remain secure by:

• Conduct vulnerability assessments on all current IT systems.
  
  
• Provide security awareness training to all NMB employees.

Strategic Planning: The NMB will do the following during FY 2005:

• Promote labor-industry dialogues on issues of industry concern.
  
  
• Maintain user groups of carrier and labor officials who provide access to airline and railroad collective bargaining agreements.
  
  
• Continue to revise the NMB website to be more informational, interactive and user friendly.
  
  
• Maintain a telephone voting ballot process and implement a process for electronic FOIA requests.
  
  
• Update the NMB Representation Manual.

Strategic Planning: The NMB will do the following during FY 2005:

• Prepare, revise and implement the NMB budgets to ensure that funds are available for the Board's priorities and are allocated to effectively achieve the strategic goals of the agency.
  
  
• Prepare, revise and implement the NMB annual report, performance report and other GPRA related tasks to ensure alignment with the NMB strategic goals.
  
  
• Assess effectiveness of staffing structure within the various offices, revise as necessary.

• Manage public information and press relations in keeping with NMB mission effectiveness.
  
  

Verification and Validation

The FY 2005 Annual Performance Plan is the product of management and program staff, developed in consultation with labor and management. In developing the plan, the agency evaluated workload trends and reviewed historical workload data. Discussions with other Federal agencies concerning goals, targets and measures impacted the final product. NMB annual performance goals are based on the assumption that the agency will have a relatively stable case intake and stable funding. The core goals and objectives of the performance plan are incorporated into the individual performance plans of the agency's work force.

The NMB measures its progress in meeting its performance goals through customer feedback, staff discussion, and the use of the agency's case management system. Feedback from labor, management and neutral parties is continuous and an integral part of managing the agency. Through office staff meetings and reviews, agency management identifies problems and makes adjustments in work processes or resource levels. The NMB develops work plans and establishes deadlines for all projects including those performed by contractors.

The NMB's information technology and software allows the agency to monitor, measure and report case activities within mediation, representation and arbitration program areas. This technology and software is part of the NMB's management audit system which measures whether agency programs meet annual performance plan and strategic plan targets.

The data generated by the information technology systems and customer input are used to assess program effectiveness and to foster program improvements. Customer input involves measures of customer satisfaction concerning current services and the identification of any additional services that may be necessary to serve the parties. Evaluation and feedback data from customers are used to determine the effectiveness of major programs.

* Upon recommendations of the Mediator and Senior Mediator, the Director, Office of Mediation Services may except a case or cases from these standards.