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Mission Focused Teacher Retirement System. Ronnie Jung Deputy Director. TRS Mission. To deliver retirement and related benefits authorized by law for members and their beneficiaries; and

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trs mission
TRS Mission
  • To deliver retirement and related benefits authorized by law for members and their beneficiaries; and
  • To prudently invest and manage the assets held in trust for members and beneficiaries in an actuarially sound system administered in accordance with applicable fiduciary principles.
trs philosophy
TRS Philosophy
  • Dedicated to professional, accurate, timely, and cost-effective delivery of services.
  • Sensitive, caring and fair to those we serve and to our co-workers.
  • Take pridein our work and strive tocontinuously improve.
  • Open, responsive, and ethical.
a snapshot view
A Snapshot View
  • 1 Million+ Members
  • $80 Billion Pension Fund
  • $4 Billion Annual Payout to Annuitants
  • Retiree and Active Members’ Insurance Plans
  • 425+ Employees
teacher retirement system compact with texans
Teacher Retirement SystemCompact with Texans

TRS is committed to achieving the highest levels of customer satisfaction by delivering services consistent with our mission and in a manner that actively encourages honesty, integrity, and ethical behavior among our employees.

in 1992 began trs 2000 project
In 1992 began TRS 2000 Project

Initiative to Improve member satisfaction with TRS services, including—

  • Benefit Information Services, such as retirement counseling and account information requests
  • Benefit Delivery, such as processing retirement requests, refunds, billing for service repurchase, and beneficiary claims
new management
New Management
  • Board Restructured:
    • Financial Experts Added
    • Governor Appoints Chair
  • In late 1995, new Executive Director selected by Board
cooperative relationships with stakeholders
Cooperative Relationships with Stakeholders

Governor

Legislature

Legislative Committees and Staff

Members

Employees

survey of organizational excellence 96 98 00 02
Survey of Organizational Excellence: 96, 98, 00, 02

After each survey . . .

  • Senior management analyzed results and developed communication plan for employees
  • Actively solicited employee views on how to improve their departments and the agency
survey strategies
Survey Strategies

Agency-wide Efforts:

  • Published special employee newsletters on results
  • Indicated areas of strength and concern identified by employees
  • Highlighted areas of progress since 1996 survey
  • Offered full access to agency-wide results
  • Encouraged employee involvement in developing solutions through various means (meetings, email, anonymous paper suggestions, etc.)
survey strategies1
Used focus groups to develop job descriptions, job standards, and workable team structures.

Prompted two-way communicationabout

areas of concern; continued process

with small group “touch base” meetings.

MBWA: Chief Benefit Officer recognizes each staff member’s employment anniversary every year.

Survey Strategies

Benefit Services Efforts:

key survey results 2002
Key Survey Results 2002
  • 59% response rate in 2002; up 13%
  • All 20 constructs rated higher than in 2000 (and all but Fair Pay consistently increased with each iteration)
  • All 20 constructs rated higher than peer agencies
  • All five dimensions rated higher than all other survey respondents’ results
board involvement
Board Involvement
  • Supported additional FTE’s and resources for the agency -- Approved by the Legislature
  • Supported career ladder development and competitive staff salaries
building morale commitment
Building Morale & Commitment
  • Employee Involvement in Strategic Planning
  • “Donuts with Dunlap” meetings
  • “Appleseed” Recognition Process
    • (Apple-a-Day notes, Peck of Thanks,

Bushel of Fun, Golden Apple Awards)

  • “Chalkboard” Employee Newsletter
  • Increased Training Opportunities

for All; Leadership Skills Training

  • Casual Days Expanded
membership involvement
Membership Involvement
  • TRS conducted Member Satisfaction Surveys in 1998, 2000, and 2002 to assess effects of internal changes on customer satisfaction
  • 2001Mystery Shopper program (customer service evaluation project) for Benefit Counseling
  • These quantitative and qualitative assessments helped TRS fine-tune efforts to improve agency service delivery
quantitative outcome 2002 goals and actual performance
Actual: 96%

Actual: 98.3%

Quantitative Outcome2002 Goals and Actual Performance
  • Goal: Percent of active members rating TRS services satisfactory or better—85%
  • Goal: Percent of retired members rating TRS services satisfactory or better—85%
quantitative outcome 2002 goals and actual performance1
Actual: $25.00Quantitative Outcome2002 Goals and Actual Performance

Efficient and effective delivery of services

has fiscal impact, which benefits all

members of the system.

  • Goal: Annual Operating Expenses Per Active and Retired Member (excluding Investment costs)-- $25.20
qualitative outcome
Qualitative Outcome

A Mystery Shopper program evaluated the quality of all Benefit Counseling services from October—December 2001, including:

  • Office visit appointments
  • Benefit presentations throughout Texas
  • Telephone counseling information services
  • TRS lobby services
  • TRS received a higher score than any other government agency evaluated by the private sector research firm conducting the evaluation
conclusion
Conclusion

A broad range of efforts by management to:

Remain focused on mission and provide an environment that supports employees in their pursuit of goals (including adequate resources, clear expectations, and appropriate recognition and rewards)

has resulted in an exemplary level of service to TRS members.

challenges ahead
Challenges Ahead
  • Funding
  • Membership
  • Legislation
  • Operational/ Staffing