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Introduction

The Revised FY 2000 NMB Performance Plan serves as the Agency's operating plan. The revision clarifies and adds detail to the original plan. It also consolidates overlapping performance goals and eliminates duplication. Some goals and objectives in the original plan are now included and tracked as a part of the individual departmental work plans. The Revision is fully aligned with the current NMB Strategic Plan. The three strategic outcome goals for the NMB mediation, representation and arbitration activities are highlighted and appear in their respective sections of the annual performance plan. The individual annual performance plan goals are strategies for achieving the current strategic plan goals.

Mission Statement

The National Mediation Board (NMB), established by the 1934 amendments to the Railway Labor Act of 1926, is an independent agency that performs a central role in facilitating harmonious labor-management relations within two of the nation's key transportation modes-the railroads and airlines. Pursuant to the Railway Labor Act, the NMB programs have provided an integrated dispute resolution process that effectively has met the statutory objective of minimizing work stoppages in the airline and railroad industries. The NMB's integrated process specifically are designed to promote three statutory goals:

• The prompt and orderly resolution of disputes arising out of the negotiation of new or revised collective bargaining agreements;
  
  
• The effectuation of employee rights of self-organization where a representation dispute exists; and
  
  
• The prompt and orderly resolution of disputes over the interpretation or application of existing agreements.

Resources Received to Meet FY 2000 Performance Goals

The National Mediation Board (NMB) received $9,600,000 and 52 FTE employees for the total program. These resources will enable the NMB to meet its statutorily mandated obligations and provide services to its airline and railroad labor-management and public customers, by achieving the goals contained in the current strategic plan and the annual performance plan. Seventy-five percent of the NMB's budget is attributed to FTE and contractual personnel costs. More than 90 percent of NMB staff enjoy direct customer contact and the staff is dedicated to fulfilling the mission of the NMB and providing the services described in the annual performance plan goals.

The Revised FY 2000 annual performance goals are based on the assumption that the agency would experience level staffing and relatively stable case load.

FY 2000 Mediation Performance Goals

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

1. In all non-excepted cases, all mediation applications will be responded to within 3 business days following their, receipt by the NMB.
   
   Measurement: Quarterly
   
   Baseline: For 1997, the target was achieved in 88 percent of the cases.
   
   
2. In all non-excepted cases, a mediator will be assigned within 14 calendar days following docketing of all mediation cases.
   
   Measurement: Quarterly
   
   Baseline: For 1997, the target was achieved in 91 percent of the cases.
   
   
3. In all non-excepted cases, the assigned Mediator will make an initial contact with the parties within 7 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.
   
   Measurement: Quarterly
   
   Baseline: For 1997, the target was achieved in 65 percent of the cases.
   
   
4. 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 in all mediation cases.
   
   Measurement: Quarterly
   
   Baseline: For 1997, the target was achieved in 17 percent of the cases. For 1998, the target was achieved in 65 percent of the cases.
   
   
5. In all non-excepted cases, subsequent mediation conferences will take place within 40 calendar days following the preceding conference in all mediation cases.
   
   Measurement: Quarterly
   
   Baseline: For 1997, the target was achieved in 58 percent of the cases.
   
   

FY 2000 Representation Performance Goals

FY 2000 Arbitration Performance Goals

I.	All arbitrators compensated by the NMB will be sent their payment within 10 business days following the NMB's receipt of an appropriate voucher. Measurement: Quarterly Baseline: For 1997, the target was achieved in 85 percent of the cases.
II.	Reduce the average length of time between the hearing of cases and decisions by at least 5 percent. Measurement: Quarterly Baseline: This is a new standard.

Management Strategies

The National Mediation Board has six management strategies in pursue of its strategic and performance goals. These management strategies are a vital part of the NMB's management for results. The Board's strategic and performance goals set out what is to be accomplished. The management strategies set out how these goals are achieved. These strategies cut across all organizational boundaries within the agency and are key to performing the Board'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 management strategies, and specific measure and milestones will be used to judge the Boards managerial success in FY 2000.

Workforce Planning: In FY 2000, the NMB will recruit and hire new mediators to support 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.

Learning and Development: The NMB will strive for employee professional growth consistent with the needs of the agency and efficiency of its service. In FY 2000, the NMB will on a quarterly basis do the following:

• Monitor all mediator's participation in interest-based bargaining (IBB) and grievance mediation (GM) training programs, so that by the end of FY 2000, all mediators will have the knowledge of IBB vocabulary, concepts and problem solving techniques.
  
  
• In order to expand capacity to offer IBB, contract facilitation and GM, mediators will participate in training/facilitation cases as co-facilitator to refine facilitation skills and to develop capacity to manage IBB and GM cases. (GOAL: assign one Mediator per quarter)
  
  
• Use team mediation and facilitation to enhance individual skill development in situations identified during weekly case assignment meetings. Report instances quarterly. (GOAL: assign a team of mediators at least once per quarter)
  
  
• Review and implement the development program for managers, mediators and support staff and modify as appropriate.
  
  
• Conduct monthly mediator meetings and conferences with periodic presentations designed to enhance knowledge and skills of the mediators and staff.
  
  
• Compile user input for recommendations of change in the IBB and GM training modules.
  
  
• During weekly case assignment meetings, review case scheduling and tracking activities to ensure integration of IBB into mediation case load. Monitor weekly, report quarterly.

Strategic Planning: The NMB will do the following during FY 2000:

• Explore the feasibility of expanding scope of IBB program to other Government agencies within the air and rail transportation.
  
  
• Study and report to the Board on joint academic/NMB partnership ("Virtual Institute") for IBB and GM activity. Requires market research, financial feasibility and acceptability to the parties under the RLA.
  
  
• Promote, provide and facilitate IBB in the air and rail industries. (GOAL: 20 promotional events per annum, 13 training events per annum, and 2 facilitation events per annum.)
  
  
• Assess legality, feasibility and desirability, through appropriate U.S. Government agencies, to create contacts, with similar agencies in other countries, to develop an international conference on dispute resolution due to the globalization of both the airline and railroad industries.

Strategic Planning: The NMB will reorganize and redirect its information technology resources to better support mediation staff and enhance customer service in FY 2000:

• Report from selected users to identify and correct any problems with case management system and make recommendations for any appropriate changes.
  
  
• Working with the vendor, schedule and 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.
  
  
• Reexamine NMB document and records management security and align with newly implemented records and file management procedures and NMB operations.

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

• Developing and delivering training to staff on agency software.
  
  
• Conduct survey to determine need for staff training on all agency software.

Strategic Planning: The NMB will do the following during FY 2000:

• Promote labor-industry dialogues on issues of industry concern by marketing the need and support for IBB and GM conferences.
  
  
• Maintain user group of carrier and labor officials who are supportive of providing ready access to airline and railroad collective bargaining agreements.

Strategic Planning: The NMB will do the following during FY 2000:

• The NMB will 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.
  
  
• The NMB will prepare, revise and implement the NMB annual report, performance report and other GPRA related tasks to ensure alignment with the NMB strategic goals.

• Manage public information and press relations in keeping with NMB mission effectiveness.
  
  
• Conduct an NMB website and public information customer satisfaction survey.

Verification and Validation

The revised FY 2000 Annual Performance Plan was developed by management and program staff in consultation with labor and management. This involved the evaluation of workload trends and the review of historical workload data. Discussions concerning goals, targets and measures were held with other Federal agencies. Performance goals were based on the assumption that the agency will have a relatively stable case intake.

The NMB measures it 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 weekly managers' meeting, department staff meetings, and full quarterly reviews, agency management is able to identify problems and make adjustments in work processes or resource levels. The NMB develops work plans and establishes deadlines for all projects including those performed by contractors. When computer upgrades are fully completed, the case management system will be able to monitor, measure and report case activities and production within mediation, representation and arbitration program areas. This will enhance the agency's ability to determine whether agency or departmental program activities are on track to meet annual performance plan and strategic plan targets and goals.

The NMB will develop a management audit and evaluation system to determine program effectiveness and to foster program improvements. This will involve measures of customer satisfaction concerning current services and the identification of any additional services that may be necessary to serve the parties. Case statistical data will be reviewed to identify trends. Evaluation and feedback data will be used to determine the effectiveness of major programs as well as training, facilitation and alternative dispute resolution services.