Social Security

2010 Vision

A MESSAGE FROM KENNETH APFEL

COMMISSIONER OF SOCIAL SECURITY

August 25, 2000

The Social Security Administration (SSA) has a reputation as one of

the federal government’s leading agencies. In partnership with the

State Disability Determination Services (DDS), we have a long

history of providing exemplary service to our customers, and high

customer-satisfaction ratings attest to our excellence. We have been

vigilant stewards of the programs we administer. Our planning and

management capabilities are top-notch. Our successes in using

technology to improve the services we offer have been a model for

others. We have a corps of dedicated, professional employees.

But while our history of excellence in service is unchallenged, our

ability to continue such excellence is not. Today we face significant stresses and strains on our

ability to continue to deliver the quality of service the public has come to expect. And we know

that this will continue to intensify as SSA enters the 21st century. We must act now to prepare to

handle the significant workload growth we will experience over the next decade.

During this decade, workloads will increase dramatically as members of the baby boom

generation reach their peak years of disability risk and then begin to retire. And our customers’

service expectations will change, driven in part by rapid advances in technology. At the same

time, SSA and DDSs face a tremendous loss of expertise and institutional knowledge, as large

numbers of our workforce are expected to retire over the next ten years.

Responding to the challenges we face requires us to rethink the way we do business and develop

innovative ways to manage our growing workloads. Moreover, only with a very highly skilled

workforce and maximum use of rapidly developing technology, properly aligned to achieve

optimum value, can we hope to build an Agency for the future in which we maintain, and

exceed, the levels of service we provide today. And only with a vision of that Agency of the

future— a vision clear to all of us— can we hope to align ourselves and our efforts so that we will

succeed.

SSA’s 2010 Vision was developed after a great deal of study and much talking and listening to

those who have a stake in the Agency’s future. The Vision illustrates the SSA of 2010 from

three important perspectives: our customers, our employees, and our work processes. In the

Vision, we declare our principles for service delivery in the future. We describe how we will

change to deal with future workloads while honoring those principles, and we identify what we

consider the key enablers of change.
Our principles are the foundation of the Vision and they shape the changes we must undertake to

meet our workload challenges. Two of these principles relate directly to how the customer will

interact with SSA: customers will have a choice of options for service delivery and they

increasingly will be able to complete their business at the first point of contact. Two principles

relate to both efficiency and convenience: they commit SSA to working proactively for service

improvement and to moving toward “one-stop shopping” for government services. Our

stewardship principle states that we continue to safeguard the Social Security trust funds and the

monies the Agency receives from the general fund of the Treasury. Finally, we affirm that, by

whatever method we deliver service in the future, SSA will uphold the privacy and security of

the information we possess.

The Vision’s underpinnings include significant investments in human resources and technology.

Our workforce in 2010 will be more highly skilled and must, in turn, be more highly graded.

Employees will have broad rather than narrow expertise and authority, with the ability to deliver

services in a variety of areas. The workforce will be more diverse to better serve an increasingly

diverse public. Our employees will have the authority they need to make decisions and the

knowledge and tools they need to do their work. The unions, employee associations, and

Agency management will work together to support them.

We will need to make substantial investments in automated systems development and the

supporting technology infrastructure. Enhanced technologies will allow large volumes of

transactions to be handled electronically without the need for employee intervention. Technology

will not replace SSA and DDS employees. Instead, it will provide them with the tools and

support they need to handle higher volumes of increasingly varied and complex work and will

contribute to our ability to streamline the work processes they use.

With the publication of the 2010 Vision, SSA is taking a major step in addressing the workload

challenges that lie ahead. But creating the Vision is only the first step; realizing the Vision is the

work we must begin now. That work must begin today. We will shortly announce initiatives

relating to the Vision in the areas of technology, training, upgrading of skills and positions, and

activities moving us toward greater operational flexibility. These early initiatives will help to

make the Vision clear and real to those who are critical to its realization. We must develop— and

implement— the strategic and service plans that will give it shape. And we must make the

investments in human resources and capital that will give it life.

For 65 years, SSA has served the nation in providing economic security to the American public. I

am confident that this 2010 Vision, once realized, will permit us to continue to serve our nation

well.

Kenneth S. Apfel

Commissioner of Social Security
TABLE OF CONTENTS

EXECUTIVE SUMMARY..................................................................... 1

I. INTRODUCTION— THE COMPELLING NEED FOR A VISION............... .. 5

OUR MISSION AND THE SERVICE CHALLENGE.................................... 6

THE WORKFORCE CHALLENGE ................................................... . 7

THE TECHNOLOGY CHALLENGE................................................... 8

THE 2010 CHALLENGE............................................................ . 8

II. THE VISION........................................................................ . 10

PRINCIPLES AND ENABLERS ...................................................... .. 10

A VIEW FROM 2010............................................................... .. 11

III. HOW WE WILL MANAGE RESOURCES TO ACHIEVE THE VISION......... 16

ESTIMATING RESOURCES FOR 2010............................................. .. 16

THE RESOURCE GAP............................................................... . 16

BUSINESS CHANGES REQUIRED TO REALIZE THE VISION........................ 16

INVESTMENTS IN THE WORKFORCE AND TECHNOLOGY........................ .. 18

INVESTING EARLY IN OUR WORKFORCE AND TECHNOLOGY..................... 19

SUMMARY OF WORKYEAR RESOURCE PROJECTIONS.............................. 20

IV. THE VISION IN FOCUS ................................................... .......... 21

PRINCIPLES OF ENHANCED SERVICE............................................. . 21

ENABLERS OF ENHANCED SERVICE............................................. .. 25

V. NEXT STEPS........................................................................ . 32

LIST OF ABBREVIATIONS

APPENDIX A— STRATEGIC INITIATIVES

CROSSWALK OF 2010 VISION STRATEGIC INITIATIVES AND

AGENCY STRATEGIC PLAN GOALS................................................ A-1

STRATEGIC INITIATIVES .................................................................. ... A-3

TECHNOLOGY ENHANCEMENTS ................................................ ... A-3

ACCESS TO ELECTRONIC RECORDS ............................................. A-8

OPERATIONAL FLEXIBILITY ...................................................... .. A-12

EXTERNAL ALLIANCES ............................................................ . A-16

PUBLIC COMMUNICATIONS......................................................... A-17

INTERNAL WORKING RELATIONSHIPS ............................................. A-19

EMPLOYER OF CHOICE ......................................................... .. A-20

LEADERSHIP ..................................................................... . A-28
APPENDIX B— 2010 THE ENVIRONMENTAL SCAN.................................... B-1

WHAT IS AN “ENVIRONMENTAL SCAN” AND WHY IS IT NEEDED?............ B-1

HOW WAS THE SCAN DONE?...................................................... . B-1

HOW IS THE SCAN ORGANIZED?. ................................................ ... B-1

DEMOGRAPHIC TRENDS............................................................ . B-2

SSA WORKLOAD TRENDS...................................................... .... B-3

TRENDS IN SSA EMPLOYMENT................................................... . B-4

TRENDS IN INFRASTRUCTURE AND TECHNOLOGY .............................. . B-4

HUMAN RESOURCE TRENDS...................................................... .. B-9

HEALTHCARE TRENDS............................................................ .. B-11

LEGISLATIVE TRENDS............................................................... B-13

SOCIOECONOMIC TRENDS......................................................... .. B-13

APPENDIX C— CREATING THE 2010 VISION.......................................... . C-1
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EXECUTIVE SUMMARY

The mission of SSA— to promote the economic security of the nation’s people— can be

accomplished only through fulfillment of our fundamental responsibilities to administer

effective programs, provide quality service, ensure program integrity, educate the public,

and value and invest in our workforce. Each critical responsibility poses challenges to

the Agency, but it is the service challenge, resulting primarily from the factors noted

below, that is the focus of the 2010 Vision.

• By 2010, workloads will swell to unprecedented volumes. The most significant

factor contributing to this change will be the aging of the baby boom generation

(those born in 1946 through 1964).

• Along with the workload increase, the incredible pace of technological change will

have a profound impact on both customer expectations and SSA’s ability to meet

those expectations.

• More than one-half of the current Federal workforce may be gone by 2010, over

28,000 SSA employees will be eligible to retire, and another 10,000 are expected to

leave the Agency for other reasons. This retirement wave will result in a significant

loss of institutional knowledge. The DDSs will also experience a retirement wave.

SSA’s 2010 Vision presents a picture of a changed Agency: an Agency that, along with

its DDS partners, has an integrated service delivery network using redesigned and

streamlined processes supported by state-of-the-art technology; an Agency that provides

service comparable to or better than the private sector; an Agency that is considered an

“employer of choice”— retaining, attracting, and developing a highly skilled and highly

graded workforce providing world-class service.

The essence of the Vision is defined by the principles of service that it embodies and the

enablers of service key to its realization.

SERVICE PRINCIPLES

CUSTOMER CHOICE... Customers have expanded options for service that are broad in

terms of the time, place, mode of access, and language.

FIRST POINT OF CONTACT... Customers complete their transactions at the first point of

contact.

PRIVACY... Customers have the confidence that SSA collects personal information only

as needed for the Government’s business and discloses personal information only as

allowed by law.

ONE-STOP GOVERNMENT SERVICE... SSA works with other government agencies to

move toward providing a wide variety of government services in a single contact.
2

PROACTIVE SERVICE ... SSA ensures contact with hard-to-reach segments of the

population, provides an automated application process, and is proactive in researching

issues and trends that impact its programs.

STEWARDSHIP... SSA safeguards trust fund contributions and tax dollars through

effective management and aggressive preventative, investigative, and prosecutorial

efforts.

SERVICE ENABLERS

TECHNOLOGY ENHANCEMENTS... SSA maximizes use of technology to automate

workload and administrative processes to enhance service and to support the fully

electronic, paperless processing of its work.

ACCESS TO ELECTRONIC RECORDS... Customers and employees have access to electronic

records, with the necessary security, privacy, and authentication.

OPERATIONAL FLEXIBILITY... SSA’s resources are integrated and restructured to provide

maximum flexibility in meeting increasing workload and service demands.

EXTERNAL ALLIANCES... SSA develops strong alliances with government agencies,

community-based organizations, tribal governments, and the private sector in areas that

benefit SSA and its customers.

PUBLIC COMMUNICATIONS... SSA’s communications activities include using innovative

means to ensure that the public has up-to-date knowledge about SSA programs and

services.

INTERNAL WORKING RELATIONSHIPS... SSA has strong working relationships across

component lines, with its unions and employee associations.

EMPLOYER OF CHOICE... SSA develops, attracts, and retains a highly qualified and

motivated workforce through enhanced benefits, improved facilities, flexible work

arrangements, and increased career opportunities.

LEADERSHIP... SSA’s executives and managers provide proactive, entrepreneurial, and

customer-centered leadership.

THE VISION

SSA’s Vision comprises three components and is written from the perspective of having

arrived at 2010.

1. HOW SSA WILL SERVE ITS CUSTOMERS

Service continues to be a central priority of the Agency in 2010. Customers enjoy a

broader range of options for service than at any time in the history of the program.
3

Many customers who want the convenience of technology choose to deal with SSA

routinely through the Internet or the automated portion of the toll free telephone system.

These secure methods of service delivery enable customers to conduct much of their

business, without assistance, at any time from virtually any place. For customers who

need or want more help, SSA’s Internet service and toll free number are integrated.

Customers needing assistance while on-line can request help from an available employee

to complete the transaction.

But technology has not replaced employees or the in-person service that only they can

provide. Technology provides the tools for employees in local community offices to

serve those customers who require or prefer more personal service. Most importantly, it

allows SSA to provide the same high level of service to all customers no matter whether

they choose to conduct business with SSA in person, over the telephone, or through other

electronic means.

2. HOW THE AGENCY PERFORMS ITS WORK

In 2010, SSA has an integrated service delivery network of traditional local and

centralized offices, “virtual offices,” Internet access, and community contact points, all

interconnected into “one Agency.” Work is accomplished through virtually paperless

processes. Both policies and processes have been adapted to make the most effective use

of technology and the most efficient use of Agency human resources. Records are moved

and transactions are completed electronically. Electronic verification of most evidence

eliminates the need for employees to handle documents and greatly reduces processing

time.

SSA’s basic facility infrastructure remains intact in terms of approximate numbers, but

the nature and mix of work performed in each facility are changed significantly. All SSA

direct service facilities offer a full range of services to the public. Customers can

complete their business at the first point of contact, regardless of the mode of access.

Within the integrated service delivery network, field offices remain an enduring presence

in communities across the country. They continue to offer face-to-face service for all

customers who prefer that option, but they are less involved in taking retirement and

survivor applications and more involved in other, more complex workloads.

The program service centers, teleservice centers, and the Office of Central Operations

have transitioned to full-service operations, responding to the public’s growing

preference for doing business by telephone or the Internet. Employees who work abroad

in international operations are also an integral part of SSA’s electronic operating

environment.

The Agency’s automated and streamlined processes have benefited the DDSs and SSA’s

hearings and appeals offices through the use of the electronic folder and electronic

medical evidence, videoconferencing, and other technology enhancements. Previously

complex, labor-intensive processes are greatly improved and shortened.
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Headquarters and regional office staffs work in direct support of the entire service

delivery network, functioning as expert resources in a variety of programmatic and

administrative areas.

3. HOW THE AGENCY SUPPORTS ITS EMPLOYEES

SSA’s aggressive human resource planning, leading-edge personnel practices, and stateof-the-art technology have fully prepared employees to meet the demands of service in

2010. The Agency’s workforce is well qualified and fully trained to deliver services in

all programs and exercise judgment in meeting and satisfying customers’ needs.

The electronic nature of the work allows employees equipped with portable connective

devices to work from any location, including traditional offices, home, or at community

locations as driven by customer service needs.

SSA’s employee-growth-oriented and flexible working environment positions the

Agency to effectively compete for and retain skilled employees. The diversity of the

workforce strengthens the Agency’s service delivery capabilities.

In 2010, SSA’s labor-management partnership is substantially strengthened. These

working relationships have been instrumental in developing and implementing the

innovations in human resource management and information technology that have taken

place over the last decade.

HOW WE WILL MANAGE RESOURCES TO ACHIEVE THE VISION

The requirements of tomorrow as well as the realities of today have shaped SSA’s 2010

Vision. Resources are not unlimited and service enhancements must incorporate

efficiencies that will enable SSA to meet the coming challenges with this in mind.

Continuation of business in the same way it is done today will result in SSA and DDS

experiencing a 15,000 to 20,000 workyear gap by 2010.

Enhancements to on-line services, electronic access to records, electronic notices and

reports, enhanced toll free telephone service, and improved quality will move us toward

eliminating the resource gap while improving customer service. It is clear that the

Agency must begin now to make the changes needed to achieve the Vision.

We believe that we can approach eliminating the resource gap and improve customer

service only if:

• We receive the dollars needed to fund SSA’s baseline, which will require an annual

increase of $300 to $400 million;

• We have the additional resources needed to support our workforce;

• We receive the resources needed to make the critical initial investments in a

technological infrastructure that will provide direct, secure customer access to SSA’s
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services over the Internet. The Agency estimates it will need $200 to $300 million

annually for these investments; and

• We are successful in achieving levels of change in our business processes that

achieve adequate workyear savings.

NEXT STEPS

The process of creating the Vision has been completed. The far more difficult process of

pursuing the Vision is just beginning. In addition to obtaining the human resources and

capital investments needed to achieve the Vision, SSA will link and sequence the

Agency’s strategic planning and budget processes to the Vision to ensure that resources

and priorities are properly aligned. Early initiatives will be announced in the areas of

technology, training, upgrading of skills and positions, and activities that will move us

toward greater operational flexibility.

SSA will engage in more detailed service delivery planning. We will map out more

specifically our business requirements— how our core business processes must change

and organizational functions must adapt to realize the Vision. From the business

requirements, we will outline how the Agency’s human and information technology

resources must evolve to support new ways of delivering service. Our five-year human

resource plan will build upon the new business requirements and specify the target

positions and skills that will be needed, and the action plans and timelines for delivering

these resources. Likewise, our information technology plans will build upon these same

requirements to specify the target systems infrastructure and the action plans and

timelines for achieving it.
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I. INTRODUCTION— THE COMPELLING

NEED FOR A VISION

“To promote the economic security of the nation’s people through

compassionate and vigilant leadership in shaping and managing

America’s social security programs.”

-The Mission of SSA

OUR MISSION AND THE SERVICE CHALLENGE

The Mission of SSA can only be accomplished through fulfillment of our fundamental

responsibilities around effective service delivery, policy analysis and development,

public communications, program management, and a strong focus on our employees.

And, while each critical element involves challenges to the Agency, it is the service

challenge that is the focus of the 2010 Vision.

SSA’s responsibilities are vast. Annually, the Agency:

• pays over $425 billion to more than 50 million beneficiaries,

• answers over 60 million telephone inquires via its toll free 800 number,

• serves over 26 million visitors in 1,300 field offices nationwide,

• processes over 50 million changes to beneficiary records,

• issues over 16 million new and replacement Social Security cards,

• posts over 250 million wage reports,

• processes over 6 million claims for benefits, and

• sends over 132 million Social Security Statements.

These tasks, and others too numerous to detail, are all accomplished with a workforce of

about 65,000 Federal employees and 14,000 DDS employees, located across the country.

The responsibilities with which we have been entrusted are significant. SSA has a long

history of exemplary customer service marked by high customer satisfaction. This

consistently high level of customer satisfaction is delivered by a corps of dedicated,

professional employees, and is the result of one of the best planning capabilities in

government. It is also the result of our successes in using technology to improve the

services we offer to the American public. While we have a strong history in these areas,

there are significant stresses and strains on our ability to deliver the quality of service the

public has come to expect. These will be heightened by the workload challenges we will

be facing between now and 2010.
7

As a result, the Agency must continuously adjust and modify its business procedures and

processes and has several current major initiatives underway to improve service and

program management. These initiatives focus on the SSI program, improvements to the

disability, hearings, and appeals processes, and service via our toll free telephone service.

Simultaneously, plans are underway to improve program management in the

representative payee area and to strengthen accountability in our overall debt collection

and integrity processes. But, as we look forward, these efforts will not be enough to

address the dramatic workload increases expected in 2010.

Perhaps the most significant factor contributing to this change is the aging of the baby

boom generation (those born in 1946 through 1964). During the next ten years, an

increasing number of people will be in their most disability-prone years (beginning in

their 50’s) and the older baby boomers will begin to retire.

We project that this demographic shift will contribute to the following increases between

1999 and 2010 as noted in the 2000 Annual Trustees Report:

• Disability beneficiaries, including auxiliaries, will increase from 6.5 million to 9.5

million.

• Retirement and survivor beneficiaries are projected to grow from 38 million to 44.5

million.

• Supplemental Security Income recipients of federally administered funds will

increase from 6.6 million to 7.3 million

In addition, new workloads such as those associated with the Ticket to Work and Work

Incentives Improvement Act of 1999 will require a greater portion of SSA resources to

assist beneficiaries with disabilities to enter or reenter the workforce.

The implications of these changes on SSA’s resources will be significant. If we were to

attempt to process the 2010 workloads using our current methods, we project that the

SSA and DDS workforce, which currently expends about 80,000 workyears (regular time

plus overtime) would need 95,000 to 100,000 workyears— an additional 15,000 to

20,000 workyears. We recognize that an infusion of this level of resources is neither

likely, nor the best means to achieve our Vision. (see Section III)

THE WORKFORCE CHALLENGE

As baby boomers in the general workforce enter their disability-prone years and

retirement, SSA and DDS workforces will begin to retire in greater numbers. SSA

estimates that by 2010, over 28,000 of its Federal employees will retire and another

10,000 will leave the Agency for other reasons. This is more than half of the current

workforce. This retirement wave could result in a significant drain in SSA’s institutional

knowledge.
8

SSA and DDSs will be faced with the challenge of hiring and retaining a highly skilled

and diverse workforce in what is expected to be a very competitive job market.

Employers that are successful in attracting employees by offering choice in benefits and

working arrangements, as well as training and professional development opportunities

will become the future employers of choice. Recognizing these changes in future

employment trends, SSA will need to explore innovative approaches and increase its

investments to attract and retain the workforce that will be needed to carry out the

Agency’s mission.

THE TECHNOLOGY CHALLENGE

In addition to workload increases and a maturing workforce, SSA is faced with an

incredible pace of technological change that will have a profound impact on both our

customers’ expectations and our ability to meet those expectations. Technologies that

will be commonplace in 2010 include:

• a wide array of wireless, portable, connective devices;

• a rapidly evolving Internet technology;

• technological advances involving speech and video; and

• strengthened computer privacy and security through various applications of biometric

and other techniques.

The technological infrastructure will continue to evolve at a brisk pace; it will become

faster, better, and cheaper. While advancing technology offers SSA a tremendous

opportunity to increase access to and improve the accuracy, timeliness, and convenience

of our service to the public, it also presents challenges. SSA must begin now to

restructure business processes to make effective use of new technologies in order to meet

the future needs of customers and to give our employees the tools they need to meet these

customer needs. To support employees and enable them to meet customer needs, the

Agency must also evaluate and keep pace with emerging technologies.

THE 2010 CHALLENGE

We recognize that the road ahead will be difficult as we face budget constraints,

increasing workloads, record levels of staff turnovers, and rapid development of new

technologies. In response to these impending challenges and opportunities, the 2010

Vision, which has been developed with input from a wide variety of stakeholders, offers

specific ways in which SSA must change to meet the demands of our growing customer

base.

In the next section, we present the Vision of SSA in 2010: the level of service delivery

that we will offer and the changes that will have occurred. The Vision outlines what we

need to do to meet increasing workload demands and it explains how SSA can be an

employer of choice. In doing so, it provides a frame of reference for planning and

decision making now and as we move forward. The Vision makes it clear that without
9

adequate human resource and technology investments, SSA will be unable to sustain

current levels of service, let alone begin to address future workload increases.
10

II. THE VISION

The Vision of SSA in 2010 has been shaped by the needs and expectations of our

customers. The focus on customers is seen in the principles of service that characterize

and drive the Vision.

Equally important in shaping the Vision are the service enablers. Through process and

technology changes, these key activities provide the efficiencies that enable SSA to meet

the resource and workload challenges ahead, and thus to deliver on the promise of service

built on the principles. Section IV presents more detailed explanations of each of these

features.

PRINCIPLES AND ENABLERS

SERVICE PRINCIPLES

CUSTOMER CHOICE Customers have expanded options for service that are broad

in terms of the time, place, mode of access, and language.

FIRST POINT OF

CONTACT

Customers complete their transactions at the first point of

contact.

PRIVACY Customers have the confidence that SSA collects personal

information only as needed for the Government’s business

and discloses personal information only as allowed by law.

ONE-STOP GOVERNMENT

SERVICE

SSA works with other government agencies to move toward

providing a wide variety of government services in a single

contact.

PROACTIVE SERVICE SSA ensures contact with hard-to-reach segments of the

population, provides an automated application process, and is

proactive in researching issues and trends that impact its

programs.

STEWARDSHIP SSA safeguards trust fund contributions and tax dollars

through effective management and aggressive preventative,

investigative, and prosecutorial efforts.
11

SERVICE ENABLERS

TECHNOLOGY

ENHANCEMENTS

SSA maximizes use of technology to automate workload and

administrative processes to enhance service and to support

the fully electronic, paperless processing of its work.

ACCESS TO ELECTRONIC

RECORDS

Customers and employees have access to electronic records,

with the necessary security, privacy, and authentication.

OPERATIONAL

FLEXIBILITY

SSA’s resources are integrated and restructured to provide

maximum flexibility in meeting workload and service

demands.

EXTERNAL ALLIANCES SSA develops strong alliances with government agencies,

community-based organizations, tribal governments, and the

private sector in areas that benefit SSA and its customers.

PUBLIC

COMMUNICATION

SSA’s communications activities include using innovative

means to ensure that the public has up-to-date knowledge

about SSA’s programs and services.

INTERNAL WORKING

RELATIONSHIPS

SSA has strong working relationships across component

lines, with its unions and employee associations.

EMPLOYER OF CHOICE SSA develops, attracts, and retains a highly qualified and

motivated workforce through enhanced benefits, improved

facilities, flexible work arrangements, and increased career

opportunities.

LEADERSHIP SSA’s executives and managers provide proactive,

entrepreneurial, and customer-centered leadership.

A VIEW FROM 2010

The following view from 2010 illustrates the principles and enablers of the Vision from

three important perspectives: our customers, the Agency’s internal work processes, and

our employees.

HOW SSA SERVES ITS CUSTOMERS

Service continues to be a central priority of the Agency in 2010. Customers enjoy a

broader range of options for service than at any time in the history of the program. While

customers still have the option to have an employee complete their transaction, many

who want the convenience of technology choose to deal with SSA routinely through the

Internet or the automated portion of the toll free telephone system. These largely self-
12

service and secure methods of service delivery enable customers to conduct much of their

business from virtually any place, and at any time.

For customers who need or want more help, SSA’s Internet service and toll free number

are integrated. Thus, a customer who needs assistance while on-line can reach an

employee for help in completing the transaction. Customers can complete their business

at the first point of contact, regardless of the mode of access. SSA and DDS employees

have access to electronic customer records with a comprehensive history of the

customer’s previous contacts and pending actions. These employees also have the

qualifications and authority to take the completing action.

Technology has not replaced employees or the in-person service for those customers

who, for a variety of reasons, require or prefer more personalized service. Substantial

numbers of SSA’s customers still need or prefer to be served by our local community

offices. These customers usually have complex business or difficulty in accessing SSA

by other means. Technology is the tool that allows the Agency to focus its field office

employees on serving these customers and ensuring the integrity of our programs. Most

importantly, it allows the Agency to provide the same high level of service to all

customers no matter whether they choose to conduct business with SSA in person, over

the telephone, or through other electronic means.

The Agency’s customers find a diverse workforce representing a broad spectrum of

cultures and languages. To help overcome barriers that prevent some customers from

accessing our services, SSA depends heavily on the combined efforts of its diverse

workforce and innovative alliances with a wide range of Federal, State, and local

agencies, tribal governments, community service organizations, and advocacy groups.

As a result of the Agency’s efforts to “reach out” to customers through a wide variety of

means— traditional in-office service, community networking, direct communications,

Internet, automated telephone services, and one-stop shopping— customers in 2010 have

an unprecedented degree of connection to SSA in terms of information and services.

.

HOW THE AGENCY PERFORMS ITS WORK

In 2010, SSA functions as a service delivery network of traditional local and centralized

offices, “virtual offices,” Internet access and community contact points, all

interconnected into “one Agency.” Work is completely portable. Customer telephone

calls and Internet (including video) contacts are channeled to facilities anywhere in the

SSA network that have the capacity to handle them. The technology infrastructure is

robust and provides full connectivity among SSA and DDS facilities.

Work is accomplished through virtually paperless processes and procedures that have

been adapted to make the most effective use of technology and the most efficient use of

our human resources. Records are moved and transactions are completed in a secure

electronic environment, ensuring the privacy and confidentiality of the data. Electronic

verification of most evidence needed to substantiate claims and make record changes
13

eliminates the need for employees to handle documents and greatly reduces processing

time. Expanded, real-time electronic access to data held by others also enables the

Agency to greatly reduce and in many cases prevent overpayments. Expert and decision

support systems and continuous training opportunities provide tools that help employees

ensure work gets done right the first time.

Employees in all locations have appropriate, secure electronic access to comprehensive

customer records and use the same intuitive, Web-based applications with built-in

decision support that are available to SSA’s on-line customers. SSA has expanded the

functionality and authority of direct service positions, and employees in 2010 are able to

routinely complete business at the customer’s first point of contact. Hand-offs and

lengthy delays are a distant memory.

The Internet and an integrated toll free telephone system (with sophisticated voice

recognition and language translation features) enable millions of customers to complete

their business at any time without having to talk to an SSA representative. Identity and

authentication are increasingly carried out in a manner transparent to the customer

making more services immediately accessible by phone and on-line. In 2010, most RSI

claims and a substantial percentage of other transactions are completed electronically via

the Internet and toll free telephone system.

The Agency’s basic facilities remain intact in terms of approximate numbers but the

nature and mix of work performed in each facility are changed significantly. All SSA

direct service facilities offer a full range of services to the public.

Field offices remain an enduring presence in communities across the country. They

continue to offer face-to-face service for all customers who prefer that option, but are less

involved in RSI intake due to increased use of the Internet and automated application

processes and more involved in the more complex disability, SSI, postentitlement, and

appeals workloads. In addition, employees today are increasingly involved in fulfilling

the Agency's fiduciary, program integrity, and public information responsibilities.

Traditional in-person services are strengthened through partnerships with Federal, State

and local agencies, tribal governments, community service organizations, and advocacy

groups. Field offices also have an expanded role in enhancing one-stop shopping in local

communities by helping customers gain access to a variety of government services.

Meanwhile, the program service centers, teleservice centers, and the Office of Central

Operations (i.e., ODO, OEO, OIO, and the DOC) have transitioned to full-service

operations, responding to the public’s growing preference for doing business by

telephone or the Internet. Employees who work abroad in international operations are

also an integral part of SSA’s electronic operating environment.

The Agency’s streamlined and automated processes have benefited the DDSs and SSA’s

hearing and appeals offices as well. Through the use of the electronic folder and

electronic medical evidence, videoconferencing, and other technology enhancements,

previously complex, labor-intensive processes such as scheduling consultative and
14

vocational experts, reviewing medical evidence, and retrieving case files are greatly

improved and shortened.

Headquarters and regional office staffs work in direct support of the entire service

delivery network, functioning as expert resources in a variety of areas. Working

primarily in cross-functional, cross-component teams, staff provide critical services,

including evaluating and streamlining policies and procedures to enhance effective

service delivery; developing and enhancing electronic integrated processes; maintaining

up-to-date, integrated on-line reference materials; designing training programs;

developing effective communications products and strategies; and providing other

significant administrative support.

SSA continues to be an effective steward for the American public by keeping the cost of

managing Social Security’s programs comparable to that of other efficient organizations.

HOW THE AGENCY SUPPORTS ITS EMPLOYEES

Ten years after the turn of the century, employees remain the nucleus of the service

delivery structure and continue to be recognized as the most capable in government. The

Agency’s aggressive human resource planning, leading-edge personnel practices and

state-of-the-art technology have fully prepared employees to meet the demands of service

in 2010. These features, along with innovative recruiting and professional development

strategies, make SSA an “employer of choice” in both the public and private sectors.

While SSA’s traditional, customer-centered values have remained constant, in keeping

with the changing nature of work, the Agency’s workforce is different in 2010. In a

setting where most customer business is handled to completion at the first point of

contact and work flows automatically to available employees anywhere in the network,

employees have very broad rather than narrow expertise. The electronic nature of the

work allows employees equipped with portable connective devices to work from any

location, including the traditional offices, home, or at community locations as driven by

customer service needs. They are well qualified and fully trained to deliver services in all

programs and exercise judgment in meeting and satisfying the customer’s needs.

Consistent with these more sophisticated skills and complicated work, SSA's workforce

is more highly graded than it was in 2000. As employees develop multiple skills and

competencies, they take on job responsibilities that entail more complex decision making

and independent judgment. Career advancement opportunities are also available in a

variety of specialties such as integrity, security, quality, process evaluation, information

technology, communications, and management. Through comprehensive training

supported by state-of-the art technology and position restructuring, the procedure-driven

workforce of the year 2000 has largely transitioned to the entrepreneurial workforce of

2010.

Particularly for in-person service, employees are increasingly involved in disability

program work, including providing employment assistance to individuals with
15

disabilities. The Agency’s focus on the front-end of the disability processes (that flowed

from SSA’s disability redesign and prototype initiatives) required a corresponding

investment in the SSA and DDS employees involved in those processes; both workforces

needed to be higher skilled and compensated.

SSA develops, retains, and attracts a highly qualified and motivated workforce by wisely

investing in its employees. Enhanced benefits, improved facilities, flexible work

arrangements, and increased career and training experiences create an environment where

employees have unprecedented opportunities to contribute, learn, and grow.

SSA’s personal growth-oriented and flexible working environment positions the Agency

to effectively compete for and retain skilled employees. An expanded recruiting focus

enables us to attract not only top college graduates, but also talent from non-traditional

recruitment sources, including applicants interested either in long- or short-term careers.

This expanded recruiting focus gives SSA a more diverse workforce than ever.

SSA’s diverse workforce strengthens the Agency’s service delivery platform as a result

of a broadened language capability, cultural insights, and a deeper understanding of

customers. This is particularly true in the case of the Agency’s employees with

disabilities. Leading its return-to-work initiatives by example, SSA’s employees with

disabilities give the Agency a unique perspective on improving service to disabled

customers.

In 2010, SSA’s labor-management partnership is substantially strengthened. Leadership

from SSA’s management, the unions, and employee and management associations have

been instrumental in developing and implementing the human resources and

technological innovations that have taken place over the last decade. Partnership is

working in SSA at levels of trust, collegiality, and effectiveness that would have been

difficult to imagine ten years earlier, and is acknowledged as a key contributor to the

Agency’s success.
16

III. HOW WE WILL MANAGE RESOURCES

TO ACHIEVE THE VISION

ESTIMATING RESOURCES FOR 2010

SSA’s Vision of the future, presented in the previous section, is shaped by the

requirements of tomorrow, as well as the realities of today. Part of that reality is that

resources are limited— and recognizing these limits, the Vision’s service enhancements

must incorporate efficiencies that will enable us to meet the coming challenges.

Estimating resource needs is precarious when focusing on short-term changes. It is even

more difficult when we attempt to make projections ten years out, given the host of

variables and interdependencies that will surely occur. Therefore, the projections

presented in this section are gross estimates based on relevant environmental assumptions

and the Agency’s best judgments about workloads and resource needs. The assumptions

used for these projections will continue to evolve as SSA’s planning and budgeting

activities take place. We will regularly reevaluate, and adjust as necessary, these

assumptions and projections as SSA moves toward 2010.

THE RESOURCE GAP

The following gross estimates reflect the magnitude of process and technological change

needed to reduce the projected 2010 resource shortfall (15,000-20,000 workyears, as

noted in Section III). For each process that requires change, we have included the

assumptions required to achieve the 2010 Vision. We believe that we can approach

eliminating the resource gap and improve customer service only if:

• We receive the dollars needed to fund SSA’s baseline which will require an annual

increase of $300 to $400 million;

• We have the additional resources needed to support our workforce and our

technology, as discussed later in this section; and

• We are successful in achieving projected levels of change noted below or through

combinations of changes that achieve similar workyear savings.

BUSINESS CHANGES REQUIRED TO REALIZE THE VISION

On-line service provides customers the convenience of doing a full range of business at

any time and from anywhere.

• 40 – 60 percent of customers with transactions that lend themselves to automation,

such as retirement and survivor’s claims, hearings requests, SSN applications, and
17

address changes, initiate their business electronically without the need for an

employee interview.

• 10 – 20 percent of SSI customers and 30 – 50 percent of DI customers initiate their

business on-line without the need for an employee interview.

• Up to 25 percent of complex transactions and 95 percent of routine transactions are

initiated and processed to completion without the need for employee assistance.

Electronic access to records held by others eliminates the time employees spend in

obtaining, copying, and handling documents. To help reduce the resource shortfall, SSA

and DDS employees must be able to electronically access medical and non-medical

records and data for:

• 45 – 55 percent of DI claims, CDRs, and hearings,

• 15 – 25 percent of SSI claims and redeterminations, and

• 55 – 65 percent of RSI and Health Insurance claims and SSN applications.

Electronic access to records held by SSA, and supported by expert systems, reduces the

time that SSA and DDS employees spend in locating or reconstructing files. SSA must

establish electronic folders and customer service records, supported by expert systems.

This provides the Agency the ability to move work to sites that have the capacity to

process it.

Electronic notices (e.g., notices issued via e-mail) provide a faster and more convenient

way of communicating information to our customers who prefer this option.

• 45 – 55 percent of RSI, DI, and Health Insurance notices and 5 – 15 percent of SSI

notices are transmitted electronically.

.

Electronic verification of benefits and SSNs provides customers and other agencies

with immediate access to information, eliminating the need for employee assistance.

• 25 – 35 percent of requests for benefit information and 45 – 55 percent of requests for

SSN verification are handled electronically.

Electronic reporting of wages by most employers is more cost-efficient for them, will

eliminate most of our scanning operations, and reduce the number of earnings

discrepancies we investigate and correct.

• 85 – 95 percent of the wage items we currently scan are received electronically.

• 65 – 75 percent of incorrect earnings postings are prevented as a result of more timely

postings and more thorough screening.
18

Improved toll free number service through improved automated prompts and call

routing will significantly improve access for customers and substantially increase the

number of calls handled to completion in the automated system.

• An enhanced automated prompt and call routing system reduces abandoned calls by 5

million each year.

Improved quality to reduce overpayments will result from more effective training,

expert systems, increased focus on quality, and electronic access to evidence.

• The volume of DI and SSI overpayments is reduced by 25 to 35 percent.

INVESTMENTS IN THE WORKFORCE AND TECHNOLOGY

It is clear that SSA must begin now to make the changes necessary to achieve the Vision

and close the projected 2010 resources gap. The changes described in the Vision cannot

be accomplished without significant and early investments in our workforce and

technology. The following describes some of those investments SSA must make.

SSA’S WORKFORCE

The Agency must begin now to prepare its workforce to meet the workload and service

demands that will steadily increase between now and 2010. An early and significant

investment of resources devoted primarily to training, will be essential to the successful

restructuring of the workforce. While we cannot predict with precision the scope of this

up-front resource investment, we estimate it will be in the range of 1,000-2,000

workyears annually for 3-5 years. The sooner this infusion of workyears is made, the

sooner the Agency will begin to derive benefits by a restructured workforce. This critical

first step in workforce restructuring will focus on training to develop the skills and

knowledge required by employees to perform different or expanded jobs.

In addition to the early infusion of resources needed to accomplish an integrated service

network through restructuring initiatives, by 2010 SSA will need to commit additional

resources to accomplish the following activities:

• Increase training for SSA and DDS employees in key areas (e.g., program and

process changes, technology, and analytical skills).

• Increase mentoring and coaching efforts to facilitate and ensure the success of

workforce restructuring, and to support expanded IVT training. Effective mentoring

and coaching will significantly affect the quality of training, development of the

necessary technological skills, and transition to new or expanded jobs.
19

• Expand SSA’s efforts to help disabled individuals to work in support of the Ticket to

Work and Work Incentives Improvement Act of 1999.

• Take the time to make sure an action is correct when first processed to improve the

quality of work in SSA and DDSs; identify training needs and conduct in-line quality

reviews to provide timely feedback.

• Hire replacement employees in advance of losses to facilitate the mentoring of new

hires by experienced employees.

• Increase staff who work with advocacy and community groups to improve the

delivery of service to segments of the population who have difficulty accessing SSA

services.

• Expand hours of service to cover some evenings and weekends.

• Provide increased support for services in many languages.

We estimate that by 2010 these initiatives will require the commitment of an additional

7,000 workyears on an ongoing basis.

TECHNOLOGY

Realization of the 2010 Vision depends heavily on our ability to effectively apply

advanced technologies. The Agency estimates that it will need to add approximately

$200 to $300 million annually to its Information Technology Systems (ITS) budget to

make the critical initial investments in a technological infrastructure that will provide

direct, secure customer access to Social Security services over the Internet. This

additional amount will include periodic refreshment of the infrastructure and the

workyears needed for software development and support. This critical investment in

technology will be vital to our success in realizing the 2010 Vision.

INVESTING EARLY IN OUR WORKFORCE AND TECHNOLOGY

Much must be accomplished if we are to institutionalize and stabilize this new

environment. If we make these investments, plan adequately, implement and refine the

changes described, we can expect a boost in organizational productivity. We must see

these gains taking hold early if we are to be successful in 2010 and beyond. The

workforce, technology, and process changes described are essential if we are to realize

the gains we envision for our customers and for our employees.

The time to begin investing in the future is now.
20

Summary of Workyear Resource Projections

In the 2010 Vision

Higher WY Offset Lower WY Offset

Category/Initiative Estimates Estimates

Projected 2010 Base Need 95,000 100,000

WY Offsets from Current Initiatives - 6,000 - 4,000

Net WY Need 89,000 96,000

WY Offsets from 2010 Vision - 14,000 - 8,000

Net WY Needs with Offsets 75,000 88,000

WY Requirements of the 2010 Vision + 7,000 + 7,000

Net WY Needs 82,000 95,000

FY 2000 Staffing Level - 80,000 - 80,000

2010 Shortfall 2,000 15,000

“Current Initiatives” include initiatives such as IWS/LAN, Paperless Processing, Title II Redesign, and SSI

Modernization.

“WY Offsets from the 2010 Vision” reflect the efficiencies resulting from 2010 initiatives such as on-line

services, electronic access to records, electronic reporting of wages, improved toll free number services.

“ WY Requirements of the 2010 Vision” reflect the ongoing level of increased resources needed to sustain

specific 2010 initiatives. This figure is reflected as a constant rather than a range because we believe this

level of resource investment will be required under either set of estimates.

Note: To reduce the resource shortfall as reflected in this chart will require major investments in

Information Technology (IT) and the workforce to support key elements of the Vision. Significant IT

investments, estimated to be $200-300 million per year, must begin early in the process if SSA is to build

the critical technological infrastructure required to support the 2010 Vision; in addition, an early

investment in the range of 1,000 to 2,000 workyears annually for 3-5 years (primarily devoted to training)

will be needed to accomplish workforce restructuring. Section III, pages 16-18, contains additional details

concerning workyear offsets and requirements.
21

IV. THE VISION IN FOCUS

This section provides a detailed explanation of the features of the Vision. The Vision is

based on specific principles and enablers that drive the way SSA delivers service. The

quotations represent what our customers will say once we have realized this Vision.

PRINCIPLES OF ENHANCED SERVICE

CUSTOMER CHOICE... Customers have expanded options for service that are broad in

terms of the time, place, mode of access, and language.

In 2010, SSA’s customers have a wide range of options for conducting their business

with SSA. Along with traditional face-to-face services in community-based offices,

customers have the choice of dealing with SSA via the Internet (including voice and

video) either from their homes or any public location with Internet access to our services

(e.g., library); through an enhanced toll free telephone

system; through e-mail; fax; or traditional surface mail.

Customer choice and options for service characterize

SSA in 2010. Regardless of the mode of access—

Internet, telephone, face-to-face, e-mail, fax, or surface

mail— choice will not change the level of service

customers receive. To provide customers with access

to our services, SSA employees regularly use wireless, portable equipment to conduct

business outside of the office setting (e.g., community centers, libraries, etc.).

Customers conduct business, via automated systems (e.g., toll free telephone system,

Internet), twenty-four hours a day, seven days a week (24/7). Normal business hours for

direct contact have expanded for face-to-face, telephone, and voice and video over the

Internet service to include some evening and weekend hours. SSA serves non-Englishspeaking customers through the use of electronic language translation and multilingual

employees. SSA and DDS routinely use speech synthesis and audio notices for

customers needing those services.

FIRST POINT OF CONTACT... Customers complete their transactions at the first point of

contact.

Most customer transactions are completed at the first point of contact. Electronic

customer records provide SSA and DDS employees with a comprehensive history of each

customer’s previous contacts and pending actions with SSA. With a full understanding

of the customer’s history, employees serve customers better and more efficiently.

“... by phone... in

person... on the Internet.

SSA just makes it easy

whichever way you

choose to do business.”
22

“When the Internet first

started to expand, I

worried about security

breaches and my privacy

being compromised, but

when I was dealing with

SSA they discussed their

privacy policies from the

beginning and helped

alleviate some of that

apprehension.”

The combination of job restructuring, improved training, employee development, expert

and decision support systems, the electronic folder, improved call-routing, and a more

flexible operational infrastructure that facilitates “portability of work” ensures that most

business is done at the first point of contact.

In those instances when business cannot be completed

at the first point of contact, we will offer customers the

option of working with one representative. That

representative will be the customer’s point of contact

until the transaction is complete.

Customers and their authorized representatives have

secure access to their own records via the toll free

number service and the Internet. They are able to make

necessary changes to certain parts of their record (e.g., address, direct deposit, etc.).

PRIVACY... Customers have the confidence that SSA collects personal information only

as needed for the Government’s business and discloses personal information only as

allowed by law.

SSA continues its commitment to the public to act responsibly in the collection, use, and

disclosure of personal information. SSA is sensitive to the public’s concern about the

loss of personal privacy in an increasingly technological environment. The Agency

continues to abide by the widely accepted “fair information practices” that have governed

worldwide privacy law and practices since the earliest days of the Information Age. SSA

has an unwavering commitment to the principles of privacy and confidentiality.

This commitment includes:

• Openness— SSA gives public notice regarding the

personal information it collects and how it is used.

• Individual Participation— SSA allows individuals

to both access their own records and request

corrections when the information is inaccurate.

• Collection and Use Limitations— SSA collects

and uses personal data only by lawful means and

only when necessary to carry out legitimate

Government functions.

• Data Quality— SSA maintains personal data with

appropriate accuracy, relevance, timeliness, and

completeness.

“It was great that I didn’t

have to deal with several

different people at SSA. I

didn’t have to keep

repeating myself over and

over.”
23

• Disclosure Limitation— Personal information in SSA’s possession is protected by

appropriate safeguards to ensure its security and confidentiality.

• Accountability— The Agency and employees are subject to criminal and civil

penalties for breaches of privacy. Internal processes constantly look for inappropriate

uses of personal information.

SSA’s commitment to privacy, confidentiality, security, and integrity continues to be the

litmus test for all Agency policies, procedures, and processes. It is no coincidence that

the first regulation published by the Social Security Board in 1937 established the

guarantee of privacy and confidentiality. In an era of rapid change, the integrity of

personal information and data remains paramount and a critical constant.

ONE-STOP GOVERNMENT SERVICE... SSA works with other government agencies to

move toward providing a wide variety of government services in a single contact.

SSA is a leader in working with other government

agencies in developing data sharing, joint application

processes, and alignment of program requirements to

facilitate “one-stop shopping” for the public. SSA’s

toll free telephone service and Internet site are

integrated and have the capability to provide quick and

easy access to information and services from any

government agency (Federal, State, or local).

Customers can expect to be directed to the proper

agency regardless of whether they are dealing with SSA

face-to-face or electronically. To ensure that the

customer is served quickly and efficiently, SSA

communicates regularly with other agencies with which

it shares common customers.

SSA takes a leadership role in initiating interagency communications and collaboration

focused on providing customers with a variety of government services in a single contact.

SSA considers collocation with other agencies to facilitate one-stop government service

and to be cost-effective.

“I had no idea whom to

talk to. I just knew I

couldn’t work and needed

income. SSA took my

application for disability

and sent my information

to Housing Assistance

and Food Stamps to start

my applications. I didn’t

have to run all over town

going from office to

office.
24

PROACTIVE SERVICE ... SSA ensures contact with hard-to-reach segments of the

population, provides an automated application process, and is proactive in researching

issues and trends that impact its programs.

SSA’s presence within the community provides for increased trust and widespread

visibility. Through established community networks and the power of technology, SSA

is better positioned to reach those who, in the past, had difficulty accessing our services.

The Social Security Statement is a valuable tool in

educating the public and helping them plan for their

financial future. In addition, it provides customers

an opportunity to elect an automated application

process. Electronic access to records (e.g., birth,

wages, marriage, military service, and death)

facilitates the automated application process for

those customers approaching retirement age. After

reviewing their earnings records and other personal information, these customers may

elect to have monthly benefits begin automatically. Customers make decisions based on

the information provided, including available options. Those electing to begin retirement

benefits provide the necessary direct deposit information and other information to

determine potential entitlement of family members. In addition, upon notification of

death, SSA contacts potentially eligible survivors and gives them an opportunity to begin

receiving their benefits automatically.

SSA’s leadership is proactive in ensuring the continuing responsiveness of its programs

to the American public’s need for economic security. A key element of this is the

focused research activity that looks at and assesses the impact of evolving medical,

demographic, economic, and social conditions on SSA’s programs.

STEWARDSHIP... SSA safeguards trust fund contributions and tax dollars through quality,

effective management and aggressive preventative, investigative, and prosecutorial

efforts.

SSA has met new challenges in its stewardship

responsibility. SSA has put in place the

appropriate safeguards to ensure the privacy and

confidentiality of the data collected and stored—

especially as more of that data comes to the

Agency in electronic form. This has bolstered the

public’s confidence in SSA’s electronic systems

and increased the level of business conducted

over the Internet.

“It was completely

automated... they had

everything I needed to

start my benefits. I was

amazed.”

“ I have been very impressed

with the safeguards that have

been put in place to ensure the

integrity of SSA data. Social

Security has not only decreased

the amount of fraud and abuse

cases that pass over my desk,

they have also made the cases

that I do investigate easier to

track.”
25

Enhanced and real-time data sharing with other agencies (e.g. State Bureaus of Vital

Statistics, Internal Revenue Service, Veterans Affairs, etc.) and employers and an

enhanced focus on quality through training and electronic tools has reduced

overpayment-causing events. Automated processes identify and initiate appropriate due

process procedures. SSA encourages responsible and timely reporting through vigorous

public education campaigns and collaboration with community service organizations and

advocacy groups. Customers routinely self-report by way of the Internet and the

automated portion of the toll free number. SSA uses all tools (wage garnishment, tax

refund offset, etc.) available to aggressively pursue debt collection.

Programmatic and administrative systems provide the needed information for managers

to make the best use of the financial and human resources they are allocated and to

evaluate the effectiveness of the outcomes they achieve.

ENABLERS OF ENHANCED SERVICE

TECHNOLOGY ENHANCEMENTS... SSA maximizes use of technology to automate

workload and administrative processes to enhance service and to support the fully

electronic, paperless processing of its work.

Advancements in portable, wireless technology;

broader use of videoconferencing; enhanced toll

free telephone service; and expanded data

access allow employees to handle workloads

more efficiently, more effectively, and without

reliance on paper. SSA has achieved a virtually

paperless processing environment. Employees

regularly conduct interviews, hearings, and

conferences through desktop videoconferencing.

The Internet, expert and decision support

systems, electronic voice recognition, electronic

language translation, and electronic folders with

customer service records have helped SSA and

DDSs provide enhanced customer service.

Automation provides customers with an opportunity to conduct business without

employee assistance. Redesigned and streamlined processes, along with additional

automation, have simplified complex, labor intensive workloads, particularly in the SSI

program. Ninety percent of all wage reports are received electronically with the

provision for on-line correction capability.

“Videoconferencing has

been great. Considering

the hectic nature of my

practice, it is really

convenient to be able to

sit here in my office with

my client, and conduct

the hearing long distance

with the Administrative

Law Judge. My clients

like it, as well.”
26

SSA’s major administrative processes are fully integrated and automated with a single

portal or gateway for all activities. Increased videoconferencing, data storage, and smart

card usage, along with other technological enhancements, have streamlined the Agency’s

administrative processes making them more responsive and efficient.

ACCESS TO ELECTRONIC RECORDS... Customers and employees have access to electronic

records, with the necessary security, privacy, and authentication.

SSA and DDS employees have real-time, secure

electronic access to necessary information to provide

complete customer service. Data exchanges are routine

with entities such as the State BVS, VA, IRS, INS, RRB,

and others. In 2010, the heavy reliance on paper that was

typical within many government processes has migrated

into near total reliance on electronic data and electronic

folders. SSA and DDSs obtain most necessary medical

and financial evidence electronically. Medical records

are available electronically to assist in the disability

process and other processes where medical evidence is

needed (e.g., appeals, capability determinations in

representative payee actions, etc.).

SSA ensures the privacy, security, and authenticity of information electronically

transmitted and held in its electronic records. This is accomplished through the use of

encryption, biometrics, Public/Private Key Infrastructure (PKI), and other technological

solutions.

Secure access to electronic data maintained by SSA is available to authorized individuals

other than employees. Customers, individuals, or their authorized agents have secure,

electronic access to certain information maintained by SSA. This includes benefit

payment information, claims status, earnings record data, pending transactions, and

evidence on file.

OPERATIONAL FLEXIBILITY... SSA’s resources are integrated and restructured to provide

maximum flexibility in meeting increasing workload and service demands.

Through job restructuring, retraining, and advance hiring, SSA has a larger segment of its

total workforce engaged in providing direct customer service than ever before. The

expanded, highly integrated functionality of the Agency’s operating facilities (i.e., field

offices, program service centers, hearings offices, teleservice centers, the Office of

Central Operations, etc.) has created a service delivery network that enables SSA to

“When my spouse died

Social Security contacted

me about filing and with

my authorization they

were able to get all the

information they needed,

including my marriage

certificate, the children’s

birth certificates, and my

birth certificate, right

over their computer... ”
27

respond quickly to fluctuating workloads by directing work electronically to any site in

the network. These operating facilities

handle a full range of services, including

toll free telephone calls and Internet

services. The responsibility for

managing workload capacity falls to the

entire operational network, not to

individual offices or components.

Central and regional office staffs work

together in a cross-functional, teamoriented manner to provide support to

the entire service network in a variety of

areas, e.g., process evaluation,

streamlining, integration, automation,

maintaining up-to-date on-line training

and reference materials, and

administrative support.

A knowledgeable, highly versatile workforce (supported by electronic folders, expert and

decision support systems, and on-line reference materials) allows the Agency, from

anywhere within the service network, to complete the full range of customer actions at

the first point of contact. This widespread customer responsiveness greatly reduces handoffs and referrals, leading to significant improvements in customer service.

Streamlined and redesigned work processes and systems further enhance the Agency’s

operational flexibility by eliminating “stove-pipe” processing, unnecessary steps, and

other non-value-added activities. Effective work measurement and performance

measurement systems strengthen process evaluation for decision making, especially in

the areas of resource allocation, work distribution, and service enhancements.

EXTERNAL ALLIANCES... SSA develops strong alliances with government agencies,

community-based organizations, tribal governments, and the private sector in areas that

benefit SSA and its customers.

To effectively support one-stop government service, SSA’s executives and managers

have developed collaborative relationships with other government agencies that serve

SSA’s customer base. SSA and other agencies work together to streamline and integrate

business processes and data sharing to provide the most convenient service to the

customer. In a spirit of intergovernmental cooperation, the lines between government

agencies at all levels blur as leaders work together to present one face to the public.

“Working together to restructure

several of the old positions and

create new flexible staffing mixes

along with spreading work out

among our various components

really put us in a stronger position

to handle the ever increasing

workloads... driving hiring

authority down to the lowest levels,

we removed several barriers to

effective planning for the

retirement wave and loss of

institutional knowledge.”
28

SSA maintains strategic partnerships with the

private sector in areas that support expanded

business processing (e.g., wireless networking,

security, medical research, knowledge

management, etc.). In these and many other areas,

the private sector and SSA leverage technology and

knowledge to strengthen the Agency’s business

processes.

SSA manages robust community relations and

education programs and a comprehensive

collaborative network with community service

organizations and advocacy groups. These networks strengthen SSA’s ability to deliver

services to hard-to-reach segments of the population. Service organizations and

advocacy groups help SSA continually expand its education and service efforts on behalf

of their mutual customers.

PUBLIC COMMUNICATIONS... SSA’s communications activities include using innovative

means to ensure that the public has up-to-date knowledge about SSA’s programs and

services.

SSA applies the latest research and technology to create communications channels that

are most effective for the diverse populations it serves. Using opinion leaders,

community organizations, the media, and other resources, SSA is able to tailor its

communications content and delivery to meet the particular or unique needs of

individuals and groups.

Employees have access to a greater body of

information needed to be ambassadors for

SSA. They provide customers with SSAspecific information as well as links to

information sources and services needed from

other Federal, State, tribal governments, and

local providers.

Recognizing the critical, strategic role of

communications in its customer service, SSA

has enhanced its ability to use customer

feedback constructively to shape its service

delivery systems.

“We could not have survived

the last ten years without the

strategic alliances we have

established with the public

and private sectors. It has

worked to our mutual

advantage to support each

other where we share a

common customer base.”

“Since my husband became

disabled one of the few bright

spots has been getting

information from Social

Security. Whether it’s on the

Web, from the materials at the

library, or directly from SSA,

the information is just what

we need. We can understand

it all, and we’re even directed

to sources of information and

services we didn’t realize

existed.”
29

INTERNAL WORKING RELATIONSHIPS... SSA has strong working relationships across

component lines, with its unions and employee associations.

Working relationships within SSA reflect a spirit of inclusion, cooperation, and

collegiality. SSA components focus on Agency goals, communicate, and share

information across component lines, as “One

Agency.” Collaborative planning and decision

making throughout the process facilitate change.

Full labor-management partnership has strengthened

substantially. Both union and management leaders

demonstrate considerable foresight in working

together crafting proposals and solutions beneficial to

the employees, the Agency, and ultimately, to the

taxpayer. Partnership is working at new levels of trust

and effectiveness and is crucial to the Agency’s

current success.

EMPLOYER OF CHOICE... SSA develops, attracts, and retains a highly qualified and

motivated workforce through enhanced benefits, improved facilities, flexible work

arrangements, and increased career opportunities.

Employees have a flexible menu-style benefit package

that allows them to select their own benefit plan

including health benefits, lifestyle benefits, subsidies,

and on-site amenities. Flexiplace and flexible work

schedules provide employees with greater options to

accommodate personal needs and offer expanded

service based on customer expectations.

SSA has a workforce that is higher skilled and higher

paid than a decade ago. Job security has been

enhanced through comprehensive retraining and job

restructuring. Individual learning accounts and

training plans are tailored to meet employees’ current

job and future career goals. SSA supports its

employees by balancing workload demands with

employee growth and development.

SSA is able to attract college graduates who are drawn to the Agency by the prospect of

first-rate professional development and a period of challenging public service. In

“I found out about the

job opportunity with SSA

from my on-line financial

aid officer. SSA is

helping me pay for my

last year in college. I’m

able to finish school on

time while working

fulltime for SSA. I really

like the variety of work

and the opportunities for

advancement.

“We deal with all that we

face by staying

focused... by working

together... by taking

prompt action. We do the

right things at the right

times. We succeed by

working together.”
30

addition, SSA recruits new employees from a variety of backgrounds and educational

levels who possess certain basic competencies.

SSA’s facilities are modern, accessible, safe, and secure. Offices are equipped with

modern ergonomic furniture that allows for flexibility in reconfiguring workspace.

Security enhancements have created an environment where employees can work with

assurances for their personal safety and the safety of the public they serve.

LEADERSHIP... SSA’s executives and managers provide proactive, entrepreneurial, and

customer-centered leadership.

SSA’s executives continually focus on customer service, integrity, quality, partnering,

and employee well-being. Balance among all of these is built into every aspect of

leadership.

SSA’s executives and managers skillfully apply

technology to better achieve the Agency’s mission

and goals. They are free from the paper-based

administrative processes of the past and can better

focus on SSA’s core business and the needs of the

employees and customers. SSA’s leadership has

timely, accurate management information and uses

modernized tools to manage both the distributed

workload and the level of service provided to

customers.

Executives and managers are accountable for results

and effectively make the business case for resources

based on the level of service expected from the

public. Organizational components freely share

resources to meet workload demands and to better

serve the customer.

SSA’s executives have developed a philosophy of leading by example. They mentor the

next generation of leaders by entrusting them with assignments that challenge both their

knowledge and abilities. Executives and managers are compensated based on their

leadership initiatives and outcomes and the accomplishments for which they are

accountable. Peers’, employees’ and business partners’ views help evaluate these

leadership skills and achievements.

A primary leadership focus is on motivating, developing, retaining, and recruiting a

highly skilled workforce. Executives and managers encourage employee growth and

development through increased training opportunities and rotational assignments. They

“With the increased

automation of

administrative functions and

enhanced MI, I’m able to

focus now on aspects of my

job that I could not get

around to before... employee

development, working

relationships within the

Agency, and customer

relations. It’s been a long

time, but I am finding my

job to be really rewarding

again.”
31

create a work environment that supports innovation, risk taking, and cooperation with

compensation levels, performance bonuses, and awards tied directly to accomplishments.

Horizontal communications and teams provide innovative quality solutions. Teamwork,

collegiality, and integrity are essential keys to problem solving in 2010.
32

V. NEXT STEPS

The process of creating the Vision has been completed. The process of pursuing the

Vision is just beginning. SSA must begin addressing the far more difficult challenge of

realizing the Vision. As an early first step, initiatives are being announced in the areas of

technology, training, upgrading of skills and positions, and activities related to

operational flexibility.

In addition to obtaining the capital investment and human resources needed to achieve

the Vision, SSA must link and sequence the Agency’s strategic planning and budget

processes to the Vision to ensure that resources and priorities are properly aligned.

A critical first step in this alignment will be to reshape the guidance in the next Agency

Strategic Plan (ASP). We will develop new strategic objectives to sharpen our focus and

mark our five-year progress in the areas that are key to positioning the Agency to realize

the Vision. We will redirect some existing strategic initiatives and create new ones where

appropriate to effect necessary business process changes. And we will rethink our

accountability mechanisms to support a more fluid, integrated approach to managing for

the results.

In addition, we will engage in more detailed service delivery planning. We will map out

more specifically our business requirements- how our core business processes must

change and organizational functions must adapt to realize the Vision. From the business

requirements, we will outline how the Agency’s human and information technology

resources must evolve to support new ways of delivering service. Our five-year human

resource plan will build upon the new business requirements and specify the target

positions and skills that will be needed, and the action plans and timelines for delivering

these resources. Likewise, our information technology plans will build upon these same

requirements to specify the target systems infrastructure and the action plans and

timelines for achieving it.

The Vision is not static. While the Agency’s initial focus is on 2010, the Vision will be

an evolving one that carries SSA beyond 2010. It also will evolve in the intervening

years as changing environmental factors, both internal and external, signal the need to

make adjustments or develop alternative scenarios. SSA will refresh the Vision at least a

year before each new ASP to reinforce its role as the driving force for the ASP and

subsequent decisions and plans. The vision refreshment process will also serve as an

impetus for the Agency to incorporate the latest technological advances into its business

processes.

While the 2010 Vision document is complete, it is important to understand that the

process of visioning and strategic planning never ends. SSA will continue to look ahead,

anticipate, and plan for the changes in our world that will impact the service we deliver.
0

LIST OF ABBREVIATIONS

AFGE American Federation of Government Employees

ASP Agency Strategic Plan

BLS Bureau of Labor Statistics

BVS Bureau of Vital Statistics

CDR Continuing Disability Review

Co-op Cooperative Education Programs

DDS Disability Determination Services

DOC Data Operations Center

DI Disability Insurance

DOL Department of Labor

FO Field Office

FTE Full-time Equivalent

GPRA Government Performance and Results Act

HALLEX Hearings, Appeals, Litigation and Law Manual

HCFA Health Care Financing Administration

HI Health Insurance

HUD Housing and Urban Development

INS Immigration and Naturalization Service

IRS Internal Revenue Service

IVT Interactive Video Teletraining

NES Non-English Speaking

OACT Office of the Actuary

OB Office of Budget

OCO Office of Central Operations

OCREO Office of Civil Rights and Equal Opportunity

ODO Office of Disability Operations

OEO Office of Earnings Operations

OHA Office of Hearings and Appeals

OIO Office of International Operations

OPM Office of Personnel Management

OWA Office of Workforce Analysis

PC Personal Computer

PDA Personal Digital Assistant

PKI Public Key Infrastructure

POMS Program Operations Manual System

PSC Program Service Center

RRB Railroad Retirement Board

RSI Retirement and Survivors Insurance

SSI Supplemental Security Income

SSN Social Security Number

STEP Senior Training Employment Program

TSC Teleservice Center

Title II Title II of the Social Security Act

Title XVI Title XVI of the Social Security Act
1

VA Veterans Affairs
A-1

APPENDIX A-STRATEGIC INITIATIVES

CROSSWALK OF 2010 VISION STRATEGIC INTIATIVES

AND THE AGENCY STRATEGIC PLAN GOALS

PUBLIC UNDERSTANDING

VALUED EMPLOYEES

PROGRAM MANAGEMENT

WORLD-CLASS SERVICE

RESPONSIVE PROGRAMS

TECHNOLOGY ENHANCEMENTS

 Accelerate the redesign and ... further automate its processes v v

 Technological infrastructure is sufficiently current v v v

 Full range of services over the Internet and telephone v

 Flexible, service delivery... Wireless, portable Internet access devices v

 Expert, decision support and on-line reference systems v v v

 Automated application process for potential retirement and survivor

claimants

v

 Enhance toll free telephone service... voice recognition and real-time

translation capability

v

 Option of receiving electronic notices in a wide variety of languages v

 Multiple modes of video conferencing v v

 Privacy and security... authentication v v

ACCESS TO ELECTRONIC RECORDS

 Electronic verification of specific information v v v

 Medical and financial evidence electronically v v v

 Electronic folders... paperless processing v v v

 Electronic verification of the SSN v v v

OPERATIONAL FLEXIBILITY

 Expand functionality of FO, TSC, PSC, OCO v v v

 Restructure existing direct service positions v v v

 Hire in advance of losses v v

 Quality improvement strategy to review and restructure all work

processes

v v

 Integrated management information systems v v v

 Expand normal business hours v

EXTERNAL ALLIANCES

 Public access to services via the Internet v v
A-2

PUBLIC UNDERSTANDING

VALUED EMPLOYEES

PROGRAM MANAGEMENT

WORLD-CLASS SERVICE

RESPONSIVE PROGRAMS

 Strategic partnerships... technological alliances v v v v

 “Hassle-free” one-stop shopping v

PUBLIC COMMUNICATIONS

 Tailor the Social Security Statement v v v v

 Robust program of community relations v v

 Use evolving technology v v

 Speak with one clear voice v v

 Strategies to enhance information exchange v v

INTERNAL WORKING RELATIONSHIPS

 SSA will work in full partnership with its labor unions, management

associations, and advisory committees

v

EMPLOYER OF CHOICE

 A wide variety of methods to recruit new employees v

Expanded benefits and increased growth opportunities to retain

 employees

v

 Timely, responsive training and mentoring v

 Flexiplace options and flexible work schedules v

 Results-oriented, competency-based and better paid workforce v

 Facilities will be modern accessible, safe, and secure v

LEADERSHIP

 Prepare executives and managers to lead a more highly skilled,

diverse... physically dispersed workforce

v

 Expand its leadership development programs v

 Improve and institutionalize knowledge management (KM) v v v v v

 SSA will be a leader in policy development and research v
A-3

STRATEGIC INITIATIVES

The section entitled Focusing the Vision describes specific features of the Vision; features

that include principles of enhanced service and key enablers. This section describes

these key enablers, more fully by delineating related strategic initiatives that will make

the Vision a reality.

ÿ SSA will accelerate the redesign of its processes. SSA will evaluate and

aggressively streamline its programmatic and administrative processes, eliminate

processing steps that add no value, and further automate its processes to gain

optimum customer service improvements and benefits.

ÿ SSA will implement a process that ensures that its technological infrastructure is

sufficiently current to effectively support managing the Agency’s workloads (e.g.,

through the establishment of a three-year refreshment rate).

ÿ SSA will aggressively develop and improve on-line services for customers. The

Agency will provide and successfully market 24/7 access to a full range of services

over the Internet and through its enhanced automated toll free telephone

services. Direct customer support will be provided during expanded business hours.

ÿ SSA will build and maintain a technological infrastructure that fully supports flexible

service delivery and workload processing. Wireless, portable Internet access

devices usable at any location, equipped with voice recognition technology, and

language translation capability will accelerate and improve the Agency’s delivery of

service to its customers.

ÿ SSA will develop integrated, user-friendly expert, decision support and on-line

reference systems with the latest processing instructions, policies, and procedures to

assist employees with their work. (For more explanation see page A-5)

ÿ SSA will initiate an automated application process for potential retirement and

survivor claimants. SSA will use electronic access to information to identify

customers who may qualify for benefits, such as those nearing retirement age, or

those for whom other factors of entitlement may occur. (For more explanation see

page A-6)

ÿ SSA will enhance its toll free telephone service by improving call distribution and

routing, and providing voice recognition and real-time language translation

capability. User-friendly automated software will replicate normal conversation and

TECHNOLOGY ENHANCEMENTS
A-4

will afford callers access to their customer service records to update or change certain

information without the need for employee assistance. Customer service and

customer satisfaction will be improved by allowing customers to transact business at

times convenient to them. (For more explanation see page A-7)

ÿ SSA will offer customers the option of receiving notices electronically in a wide

variety of languages. SSA will develop additional electronic notice options for

customers with disabilities through such means as audio notices via voice synthesis

for the visually impaired.

ÿ SSA will create an infrastructure that supports multiple modes of videoconferencing for a wide range of applications, e.g., customer interviews and

hearings, claimant conferences, interoffice meetings and consultations, and training.

ÿ SSA will develop systems and implement processes that ensure the privacy and

security of information maintained in our electronic records or provided to outside

entities. To minimize occurrences of unauthorized access leading to fraud,

authentication of the individual or entity accessing SSA data will be ensured through

such means as Public/Private Key Infrastructure (PKI), encryption, biometrics, smart

cards, or other technological solutions. A comprehensive system of cross-references

and data mining will help detect program abuses.
A-5

SSA will develop sophisticated expert and decision support systems that build on existing

systems. Tapping into in-house expertise, information will be made available

electronically to those who need it. This process will involve gathering, organizing,

analyzing, and finally sharing the Agency’s expert knowledge. In addition, SSA will

develop and maintain an up-to-date, on-line reference system that includes POMS,

HALLEX, and other reference material as a single presentation of policy.

The systems will be user-friendly with the ability to be voice activated. Since the

information will be available to SSA and DDS employees and external customers, it will

be integrated and presented according to employee and customer needs, e.g., regarding

subject matter.

The expert and decision support systems will help employees do their work by:

• Providing information necessary to understand the complexities of policies and

programs and to process a broader range of actions without hand-offs to other

employees or units;

• Evaluating medical information and allowing initial disability intake components to

adjudicate cases with certain characteristics, without handing off to another unit; and

• Providing the tools to access SSA’s institutional knowledge base. (See page A-30.)

The use of expert and decision support systems will save time, increase efficiency and

quality, boost performance, save costs, and improve customer service.

These systems will free DDS resources to evaluate more complex medical evidence and

to review cases to provide ongoing feedback and training.

Similar systems will help external customers transact more business with SSA via the

Internet. Customers who would otherwise require employee assistance will be able to use

the expert system to complete their transactions.

EXPERT, DECISION SUPPORT AND ON-LINE REFERENCE

SYSTEMS
A-6

SSA will aggressively pursue systems and policy changes that will lead to an expedited

retirement and survivor initial claims process. The Agency will begin development of

expedited entitlement processes by focusing first on two key events— attainment of

retirement age and electronic notification of death.

The expedited retirement initial claims process will be an integrated part of the Social

Security Statement. As Statements are produced, the system will identify those

customers approaching retirement age. A few months prior to attainment of retirement

age, an “expanded” Statement will be sent to insured individuals. The statement will

explain available options and ask those lead questions necessary to determine other

factors affecting eligibility (e.g., dates of military service, marital information, prior

benefit history, etc.).

The Social Security Statement (provided electronically, if that is the customer’s

preference) will afford the number holder an opportunity to review the information on

file and the projected eligibility information. If correct, the individual can direct SSA to

start monthly benefits either through the Internet, by surface mail, by telephone, or in

person at the local community-based office. (Note: In all instances, the individual will

have to provide direct deposit data.)

SSA will work with State agencies and funeral homes to expand and improve electronic

notification of death. Electronic death notices will be screened against SSA records

(SSN, customer account histories, status of survivors, etc.) and State records (marriage

and divorce records). If survivor benefits appear to be payable, the system will send a

notice advising the survivor(s) of their potential eligibility. The individual will be asked

to verify the information on file and provide any necessary additional information or

evidence. If the information is complete and verified, the individual can direct SSA,

either through the Internet, surface mail, telephone, fax, or in person at the local

community-based office, to begin monthly survivor benefits.

AUTOMATED APPLICATION PROCESS FOR POTENTIAL

RETIREMENT AND SURVIVOR CLAIMANTS
A-7

By adding voice recognition and realistic speech synthesis capabilities to the toll free

telephone service’s automated prompt, customers will be able to interact with the

automated system in a conversational style. This user-friendly feature will improve the

effectiveness of the automated system and the quality of the customer’s experience. The

improved automated prompt will reduce the volume of calls routed for employee contact

and the number of abandoned calls and callbacks.

SSA will build on the currently planned Intelligent Network Routing capability. More

sophisticated call distribution and routing will allow much of the toll free telephone

traffic to be handled regionally without jeopardizing access or response times. The

system would first look to available call-answering resources within the geographical

area related to the call’s origin. If an agent is not readily available, the call would then be

routed without delay to an available agent anywhere in the nation.

The application of electronic language translation capability will expand services to nonEnglish speaking (NES) callers. The increasing numbers of NES callers and the number

of different languages will continue to be a challenge. Offering realistic automated

service in languages other than English is critical to the future toll free service provided

by SSA to the public.

ENHANCE TOLL FREE TELEPHONE SERVICE... VOICE

RECOGNITION AND REAL-TIME TRANSLATION CAPABILITY
A-8

ÿ SSA will aggressively pursue real-time electronic verification of specific

information needed to serve its customers, e.g., SSA will have access to appropriate

information from State BVS, VA, INS, RRB, INS, etc. (For further explanation see

page A-9 )

ÿ SSA will develop systems and processes that facilitate obtaining medical and

financial evidence electronically. (For further explanation see page A-10)

ÿ SSA will establish electronic folders that include complete customer service records.

The electronic folder will be accessible by authorized SSA or DDS employees from

any location. Establishment of the electronic folder will facilitate the transition to a

paperless processing environment. (For further explanation see page A-11)

ÿ SSA will develop agreements and processes so that customers can authorize SSA to

provide secure electronic verification of their SSN or other specific information to

States and other entities, much like the current employers’ verification system.

ACCESS TO ELECTRONIC RECORDS
A-9

SSA will have electronic access to vital statistics information to verify certain entitlement

factors.

An integral part of the entitlement process will allow automatic verification of certain

information. For instance, in a benefit claim when the system encounters an unverified

date of birth, the system will automatically transmit a finder (an electronic request for

information) to the State or local database that houses the records for the reported place

of birth. If the finder locates a matching record, verification that certifies that the

reported record exists is returned electronically to SSA. The SSA record is annotated to

indicate the verification. If verification cannot be obtained, the return message will

indicate the absence of a corroborating record and the alert will prompt the user to submit

a secondary source for verification. The identical process will be used to verify dates of

marriage, divorce, adoption and other factors of entitlement that can be verified through

State Bureaus of Vital Statistics or other official sources, including the INS, VA, RRB,

and others.

The ability to electronically verify entitlement factors will streamline the claims intake

process, save employee and customer time, provide enhanced customer service, reduce

the use of paper, and save the expenses related to paper handling and postage.

ELECTRONIC VERIFICATION OF SPECIFIC INFORMATION
A-10

SSA will develop options consistent with medical data standards and security/privacy

regulations with medical providers and custodians of medical records to have evidence

related to disability, such as capability and living arrangements, available to the Agency

electronically. SSA and DDS will continue to accept paper records, but will provide

advice and guidance to those sources to facilitate conversion of medical evidence to

electronic records. SSA will establish processes that allow for centralized scanning of

medical evidence as well as providing for incidental scanning at the local level. By

capturing and storing this evidence electronically, offices will no longer need to handle

and ship large paper files. This will allow SSA and DDS employees immediate access to

medical evidence regardless of its physical location. Proper security measures will be in

place to protect the privacy and integrity of the data received.

In addition, SSA will develop options with financial institutions that will allow SSA to

obtain financial evidence electronically, given the proper authorizations by the customer.

Financial evidence is necessary in determining eligibility requirements for SSI customers.

This will provide SSA with real-time access to records reducing the time for input and

analysis. By 2010, virtually all bank records will be electronic, and access will be a

matter of securing necessary authorizations and ensuring the privacy and security of the

data transmitted.

Secure, electronic access to both medical and financial information will support the

Agency's move to a totally paperless process, and will relieve both the Agency and the

customer from the burden of locating and handling large amounts of paper.

MEDICAL AND FINANCIAL EVIDENCE ELECTRONICALLY
A-11

To support a paperless process, SSA will develop an electronic folder. The electronic

folder will be a virtual repository of a particular customer’s information. The information

may have originally been electronically established by SSA, received electronically from

another source, scanned from paper and converted to an image, or it may be held by

another authority, such as a State BVS and linked to through the electronic folder. The

actual physical location of the information will be transparent to the user.

The information available through the electronic folder would include data such as a

customer’s SSN record, earnings history, evidence related to a claim (including pertinent

medical evidence), payment information and history, as well as a complete record of the

customer’s dealings with SSA. Authorized SSA and DDS employees will be able to

access the electronic folder from any location.

Customers will also be able to access, with appropriate privacy and security safeguards,

specific information from their electronic folder over the Internet or other electronic

means for purposes such as determining the status of a claim or inquiry, reviewing the

accuracy of the record or evidence on file, or planning for future events such as

retirement.

A single transaction path will easily move users— employees and customers— to the

application needed to complete a transaction or to access specific information. For

example, for simple functions such as a name change, one transaction will change the

information for all affected records— the SSN record, the earnings record, the Retirement,

Survivors, and Disability record and the Supplemental Security Income record.

Secure access to information will also be available over the Internet to certain authorized

third parties. For example, an attorney will be able to help a client assess the value of

appealing a decision, a vocational expert will be able to help a disability beneficiary with

returning to work, and a doctor will be able to review evidence electronically prior to

performing a consultative examination.

The electronic folder will remove geographic barriers to processing virtually any type of

transaction or query as well as provide the means for the single transaction path type of

processing. Electronic folders will also be developed for administrative files (e.g.,

personnel, contractor files, etc.). It remains one of the largest single contributors to

paperless processes for SSA.

ELECTRONIC FOLDERS... PAPERLESS PROCESSING
A-12

ÿ SSA will expand the functionality of field offices, program service centers,

teleservice centers, and the Office of Central Operations. These operating

facilities will handle a full range of workloads, including toll free telephone calls,

claims, Internet workloads, exception work, and other more complex workloads.

These enhanced and integrated facilities will form a dynamic, integrated, highly

flexible customer-driven service delivery network. Enhanced technology (e.g.,

electronic access to information and evidence, electronic folders, expert and decision

support systems) and job restructuring will enable SSA to move work in a real-time,

seamless, and efficient manner, taking full advantage of all its resources. (For further

explanation see page A-13)

ÿ SSA will restructure existing direct service positions in field offices, teleservice

centers, program service centers, and the Office of Central Operations. (For further

explanation see page A-14)

ÿ SSA will develop a process that enables managers to consistently hire in advance of

losses to minimize the gap that often occurs between the hiring and training of

replacement employees and the departure of experienced employees. SSA will also

implement procedures that will eliminate existing barriers to employee movement

across component lines within the Agency. (For further explanation see page A-15)

ÿ SSA will develop a comprehensive quality improvement strategy to review and

restructure all business processes. Business processes will be redesigned,

streamlined, and automated to support the effective integration of process evaluation

across component lines. The quality improvement strategies will focus on increased

in-line review; new and accurate measures of customer service; a balanced emphasis

on quality and quantity; and support for adequate training and tools.

ÿ SSA will develop an integrated management information system, which accurately

captures the work that we do, and the services we provide. The system will provide

tools for analyzing trends and anomalies to improve the work processes and to

enhance management of the work at all levels of the Agency.

ÿ SSA will expand normal business hours for direct customer contact for all services

e.g., face-to-face, toll free, and voice and video over the Internet, to include some

evening and weekend hours. As driven by customer demand and with consideration

of employee availability, SSA will evaluate the need to further expand hours of direct

customer contact.

OPERATIONAL FLEXIBILITY
A-13

SSA will create a flexible integrated service delivery network that supports customer

choice and operational flexibility. The knowledgeable and highly skilled workforce

within this network supports the expanded functionality by providing a full range of

customer service. The integration of the network will dramatically reduce hand-offs,

referrals, recontacts, and repeat calls and will improve timeliness, accuracy, and overall

service to our customers.

Field offices will continue to be SSA’s backbone in providing services in the community.

These offices ensure that we will continue to serve those customers who need to talk to a

representative in person. Field office employees will have very broad rather than narrow

expertise and will be qualified to deliver services in all programs. Since most retirement

and survivors claims and routine postentitlement actions will be submitted and processed

electronically, these employees are involved in the more complex disability, SSI,

postentitlement, and appeals workloads. Their work will also include assisting the

disabled in returning to work. Field office expanded roles will involve increased program

integrity activities and providing other government services to enhance one-stop

shopping. Field offices will ensure that we maintain and develop new community

relationships and that we will have a robust public information program.

Streamlining and automation will allow SSA to transition program service centers, the

Office of Central Operations and teleservice centers into an integrated full service

network for customers who prefer to transact their business via the telephone and the

Internet. Employees in these facilities will provide a full range of customer service just

as employees in the field offices do. In addition to providing customer services and

responding to e-mail inquires, employees in these facilities will process certain exception

and diary workloads, agency initiated workloads, and specialized workloads best suited

to do in a few locations.

EXPAND FUNCTIONALITY OF FIELD OFFICES, PROGRAM

SERVICES CENTERS, AND TELESERVICE CENTERS
A-14

SSA will improve customer service by restructuring its existing direct service positions in

the Agency. Employees in the new direct service position(s) will be more highly skilled

and higher graded and qualified to deliver a full range of services at the first point of

contact whether face-to-face, over the telephone, or Internet. The redesign and

automation of work processes, expert and decision support systems, and on-line up-todate reference materials will enable employees in this new position(s) to provide a full

range of services in all programs.

SSA will establish core job functions and competencies for the new restructured direct

service position(s). As employees develop skills and competencies they will have the

opportunity to additionally take on higher-graded responsibilities that will involve more

complex decision-making and independent judgement. Career advancement

opportunities will also be available in areas such as integrity, security, quality, process

evaluation, information technology, communications, and management. SSA may take

full advantage of personnel flexibilities available for accelerated advancement based on

individual employee’s skill attainment, application, and supervisory certification of skills

and competencies, rather than time requirements.

RESTRUCTURE EXISTING DIRECT SERVICE POSITIONS
A-15

The challenge of SSA’s retirement wave offers a unique opportunity for the Agency to

reassess hiring and staffing practices and to direct replacement hiring to those areas

where staffs are most needed. SSA will strike a better balance between the budget-driven

hiring practices of today and the customer-driven practices that are needed to enhance

service to the American public.

To support effective staff planning, managers at all levels will have the automated

administrative tools needed to project and evaluate the impact of replacement hiring.

To eliminate the delay between the departure of an employee and the recruitment and

training of the replacement, SSA will consider changing the process in the following

ways:

• Give managers multi-year authorized staffing allocations to provide the operational

flexibility needed to effectively plan, manage workloads, and provide consistent

levels of customer service. As staffing levels go below authorized ceilings, managers

would have the necessary tools to evaluate hiring needs and the authority to hire

replacements.

• Budget for and allocate full-time equivalents to permit replacement hiring in advance

of losses (e.g., hiring six months before a projected loss occurs) allowing new

employees to receive the necessary training and mentoring from the more

experienced employees. This, along with appropriate succession planning, will allow

for the all-important transfer of institutional knowledge to the next generation of SSA

employees.

In addition, the Agency will do benchmarking with other agencies to determine how to

most effectively remove barriers to career advancement and employee movement across

SSA component lines. In today’s world, internal FTE ceilings often create artificial

barriers to the selection of employees to fill vacancies in other components.

HIRE IN ADVANCE OF LOSSES
A-16

ÿ SSA will work with other agencies and organizations to provide public access to

services via the Internet. For example, secure access devices in supermarkets,

libraries, and rural locations will allow the public to have access to a wide variety of

services from any number of government entities. These services will have electronic

customer support (e.g. on-line “virtual assistants”) to help customers conduct their

business.

ÿ SSA will identify strategic partnerships in the private sector to provide technological

alliances for expanding SSA’s business processes. Leveraging the knowledge and

experience of the private sector in areas including biometrics, security, wireless

networking and knowledge management will increase SSA’s ability to rapidly

implement these technologies with minimized risk.

ÿ To support “hassle-free” one-stop shopping, SSA will work with Federal, State and

local agencies to effectively integrate governmental services, share information, and

support similar outcomes through collocation of offices, standardization of data and

documentation requirements, improved interagency communications and integrated

toll free telephone and Internet services (e.g., Access America).

EXTERNAL ALLIANCES
A-17

ÿ SSA will tailor the Social Security Statement to meet more specifically the

information needs of our customers and to function as a trigger for the automated

application process.

ÿ SSA will create a robust program of community relations to enhance our ability to

communicate with hard-to-reach segments of the population. SSA will build alliances

with public, private, and non-profit organizations to optimize resources and maximize

the value of the public's interactions with us. (For further explanation see page

A-18)

ÿ SSA will use evolving technology and enhancements to current technology to

improve the speed and clarity with which we communicate. Use to its full capacity

the Internet for information exchange and service delivery as public access to records

increases and target other communications media that has proven effective for the

intended audiences.

ÿ SSA will create the organizational capability to speak with one clear voice, using

employees and every opportunity to strengthen the public's understanding of the value

of the Social Security programs, to themselves and society.

ÿ SSA will develop and implement tools and strategies to enhance information

exchange among employees, recognizing the critical role that good communications

plays in ensuring quality work and quality work life.

PUBLIC COMMUNICATION
A-18

SSA will ensure that its programs are well known within the community by using all

modes of communication and outreach. SSA employees will work with community

groups to ensure widespread access to SSA’s Website. Working with community based

advocacy groups will enable SSA to provide Internet access to all segments of the

population. This strategy will improve operational flexibility and expand customer

access to SSA services.

SSA will strengthen its efforts to seek out hard-to-reach segments of the populations.

SSA will ensure, to the extent possible, that employees share (or are knowledgeable of)

the culture and background of the group(s) they are trying to serve. This cultural focus

supports the Agency’s efforts to more effectively serve traditionally hard-to-reach

segments of the population. A key to developing more effective community networks

will be our ability to build and maintain trust, and a prerequisite for that trust is cultural

knowledge and understanding.

SSA will encourage and support partnerships with non-profit public interest and

advocacy groups to help their customers in filing for Social Security benefits over the

Internet. Training will be provided to partnering organizations so that the basic tenets of

the program are understood and proper development of a claim is done at first point of

contact. Such partnerships will be an asset to the customer, partnering organizations, and

SSA in determining eligibility in a more timely manner.

SSA will encourage the use of on-line services by public interest and advocacy groups on

behalf of those they represent. On-line services will allow them the flexibility of filing

from wherever they are and at whatever time they choose. The ability to receive on-line

services will be an asset to these organizations who often times do not know the exact

whereabouts of their clients from one day to the next and need to be able to respond

quickly when a client comes to them for help. SSA on-line services will provide them

with that quick response.

ROBUST PROGRAM OF COMMUNITY RELATIONS
A-19

ÿ SSA will work in full partnership with its labor unions, management

associations, and advisory committees. This partnership will develop and grow into

a vital process in which mutual partners come together in a collaborative environment

to identify problems as they arise and craft solutions together before decisions are

made removing barriers to improve customer service.

SSA will include all partners in collaborative efforts, crossing component lines, by

sharing information, jointly developing options and solutions, and focusing on common

interests and shared responsibilities. Partners will have mutual respect for each other’s

individual responsibilities and roles.

Partnership with labor unions as the exclusive legal representatives of SSA’s employees

will continue to improve and expand. In an interest based, consensual process union and

management will work together to share information on all proposed changes to identify,

analyze, and solve problems before decisions are made. When issues cannot be resolved,

clear and consistent alternate dispute resolution options will be available making it

possible for union and management to continue to work in partnership to reach an

agreement.

Leadership from SSA’s management ranks, from AFGE, the Agency’s largest labor

organization, and from its other unions and employee associations working together in

partnership is a crucial factor in the human resource and technology innovations that will

take place over the next ten years.

INTERNAL WORKING RELATIONSHIPS

SSA WILL WORK IN FULL PARTNERSHIP WITH ITS LABOR

UNIONS, MANAGEMENT ASSOCIATIONS, AND ADVISORY

COMMITTEES
A-20

ÿ SSA will employ a wide variety of methods to recruit new employees. (For

further explanation see pages A-21 and A-22)

ÿ SSA will offer expanded benefits and increased growth opportunities to retain

employees. (For further explanation see page A-23)

ÿ SSA will be a Learning Organization offering timely, responsive training and

mentoring to employees through a variety of methods. SSA will offer employee

opportunities for growth, development, and advancement through training and

developmental assignments. (For further explanation see pages A-24 and A-25)

ÿ SSA will expand flexiplace options and flexible work schedules for employees.

SSA will balance flexible work arrangements with customers’ needs and workload

demands. (For further explanation see page A-26)

ÿ SSA’s facilities will be modern, accessible, safe, and secure. Facilities will be

furnished to allow for flexible working arrangements, e.g. working in teams, onsite

meetings and conferences, individual and shared workstations, etc. Security

standards will be expanded and monitored to include non-SSA contact locations

where employees will be working (e.g., telecommuting centers, community centers,

service agencies, etc.).

ÿ SSA will have a results-oriented, competency-based, highly skilled and better

paid workforce. (For further explanation see page A-27)

EMPLOYER OF CHOICE
A-21

SSA faces a major challenge in replacing losses due to the “retirement wave.” For the

Agency to be positioned to meet this challenge there must be a variety of new methods

employed to recruit employees.

Labor experts indicate that the most skilled, innovative and industrious workers will have

the most options in a competitive job market. SSA’s need to replace large numbers of

employees requires a rethinking of the Agency’s recruitment strategies. The Agency will

intensify its recruitment efforts to include not only college, junior college, technical

school, and high school graduates, but also experienced workers looking for new

challenges and retirees (including former SSA employees). There will be a shift away

from hiring based on narrow job standards to hiring based on broad competencies

enabling the Agency to select employees who can grow and adapt as work requirements

shift and jobs are redesigned.

The Agency will fully utilize available recruitment and retention incentives, e.g.,

recruitment bonuses, relocation bonuses, travel and transportation to first duty station,

above-minimum salary level appointments, salary advances, retention allowances and

educational benefits. SSA will work closely with Office of Personnel Management to

move aggressively toward implementing additional incentives, such as hiring Federal

retirees part-time without reduction in annuity or salary.

SSA will establish hiring competencies and an assessment interview process for

applicants applying for Agency positions. SSA may use videoconferencing to conduct

job interviews as appropriate. Employees conducting assessment interviews will be

trained in the use of effective interviewing assessment tools. An SSA recruitment bank

will contain information about applicants who complete the job screening process.

Managers across the country will have access to an easy-to-use, well maintained central

database of qualified and screened job applicants.

In addition to the recruitment bank, SSA will have a recruitment cadre to focus

recruitment efforts on maintaining a diverse workforce. Professionally trained cadre

members will have the authority to make job offers and to use an array of incentives.

The key to an effective recruitment program is “marketing.” SSA will use innovative

marketing approaches. SSA will have an Internet presence that highlights why SSA is a

great place to work. In addition to SSA’s own Website, agency jobs will be advertised on

major job market sites on the Internet.

SSA will provide current and former employees with information and facts about why

SSA should be considered an “employer of choice” that can be shared with family and

friends (network of recruiters).

A WIDE VARIETY OF METHODS TO RECRUIT NEW EMPLOYEES
A-22

SSA will aggressively market the Intern, Co-op, and STEP programs in high schools,

technical schools, business schools, colleges, and graduate schools. Educational benefits

in return for signing a service agreement will be an incentive used to attract individuals

attending these institutions.
A-23

To retain and attract employees, SSA will continue to pursue increasing benefits and

incentives in order to compete with the private sector. The Agency will aggressively

encourage OPM and Congress to expand family friendly policies and increase the

benefits available to Federal employees.

To retain experienced employees, attract new employees, and provide for appropriate

succession planning, SSA will offer expanded growth and developmental opportunities.

SSA will create a supportive work environment that gives employees an opportunity to

contribute, learn, develop, and grow.

Job enrichment opportunities will be made available for employees on at least a triennial

basis, allowing them to participate in job sharing, rotational assignments, career

development programs, details, and working on cross component teams. Developmental

assignments will not only focus on individual growth but will also enhance the

knowledge base and efficiency of the organization.

Employee career advancement will not be constrained by FTE ceilings and limiting areas

of consideration. All qualified agency employees will be able to apply and be considered

for any posted position. The new electronic internal job application and screening

process will facilitate the identification of the best-qualified applicants to be referred to

the selecting official.

EXPANDED BENEFITS AND INCREASED GROWTH

OPPORTUNITIES TO RETAIN EMPLOYEES
A-24

The retirement wave, restructuring of jobs, and expanded use of the Intranet and Internet

create unique opportunities for SSA to reassess the strategies and approaches to

delivering training. SSA will need to develop new models and approaches to providing

entry-level training for new hires, retooling the current workforce, and offering

opportunities for career-long learning.

By 2010, programmatic and administrative training will be developed in training modules

and delivered electronically at the desktop. SSA will develop a comprehensive national

training curricula that will include program policies and procedures, workload

management and processing, administrative practices, leadership development,

technology and how to use it, as well as skills in analysis, writing, diversity, cultural

sensitivity, etc. These training modules will be user friendly, interactive and include selfassessment tools to evaluate the knowledge and skills acquired. Training modules will be

made available via the Intranet from the on-line SSA training library.

As an approach to increasing access and use of internal knowledge, subject matter experts

across the agency, using technology, will work together to maintain current and accurate

training modules. To further ensure the accuracy of the information in these modules,

lessons will be integrated with on-line, up-to-date reference materials.

The lessons in these training modules will be progressive and related to the knowledge

level being developed, e.g. from basic to expert levels of knowledge. Employees will be

able to receive entry level, refresher, and just-in-time training at their desktop

supplemented by other training methods as appropriate, e.g., one-on-one, classroom, etc.

SSA will develop a comprehensive retraining and retooling program for the current

workforce. Continual learning and development will add value to the workforce that is

already on board and promote their potential by making them more knowledgeable, more

adaptable, and better able to meet changing workload demands. These training programs

will focus on adding new skills and competencies to ensure job security.

Training necessary to either teach new skills or introduce new policies and procedures

will be delivered just-in-time utilizing training modules with knowledge-assessment

tools. These modules will provide the flexibility for scheduling to meet individual

training needs and workload demands. Training modules will be supplemented by other

traditional training methods as appropriate.

All new Agency employees will receive orientation training, via desktop video, that will

include a welcome message from the Commissioner and messages from the executive

leadership on Agency values, missions, and goals. Orientation will also include a

description of organizational roles, responsibilities and alignments; a description of

TIMELY, RESPONSIVE TRAINING AND MENTORING
A-25

growth and learning opportunities available; as well as the history and philosophy of the

Agency.

Training will begin immediately after entering on duty (no longer waiting for regional,

national, or vendor training classes to start) and will be focused on training modules that

address both the employee and office needs. All new employees will have a training plan

and be assigned a mentor. Actual work/tasks will be assigned progressively, following

successful completion of lessons in a particular module. The mentor or supervisor will

review and certify that the employee has demonstrated the ability to perform the

work/task before moving on to another training module.

Managers will support employees in developing individual growth and learning plans.

Employees will have the benefit of an individual learning account that will allow them to

pursue training in areas most important to their job performance, individual success, and

well being. SSA will develop and communicate well-defined competencies and

qualifications for all Agency positions. Employees will be able to determine what

additional training and/or experiences they need to qualify for targeted positions and

build these into their plans.
A-26

To meet the increasing needs of the diverse population we serve and the changing needs

of the future workforce we want to retain and attract, SSA will create a more flexible

work environment. With advanced technology, we have the opportunity to provide

service beyond the normal business hours in our offices and at locations outside the office

setting.

SSA will continually evaluate and assess the customers’ need for direct employee support

beyond normal business hours at a national and local level. SSA will show a level of

commitment to customer service by expanding the hours of employee contact to include

some evening and weekend hours. Flexible work schedules will help employees strike a

balance between work and family/personal needs.

Expanded flexiplace options will involve employees working in telecommuting centers,

at home, in libraries, senior citizen centers, etc. SSA will select work sites outside of the

office that are safe and accessible to our employees and customers. Employees will use

secure wireless, portable equipment to conduct business outside of the office setting.

Providing additional hours for customer contact and creating a more flexible work

environment will be a key factor in SSA improving service, retaining experienced

employees, and attracting new employees. Technology will be a critical enabler to

manage both the distributed work and the level of service provided to customers in this

new flexible work environment.

FLEXIPLACE OPTIONS AND FLEXIBLE WORK SCHEDULES
A-27

Managers and employees will view work differently in the future, shifting the focus away

from procedure-driven processes to focus on results and customer service. Employees

will have very broad rather than narrow expertise and exercise judgement in performing

their jobs.

In 2010, the SSA workforce is more highly skilled and higher graded than it was ten

years earlier. SSA may take full advantage of personnel flexibilities available for

accelerated advancement based on individual employee’s skill attainment, application

and supervisory certification of skills and competencies, rather than time requirements.

As employees develop multiple skills and competencies they take on job responsibilities

that entail more complex decision-making and judgement.

Working with OPM, SSA will identify competencies and levels of performance for all

positions. Continual learning and development will be the keys to enhancing employee

skills and competencies, which will be critical to both the Agency’s performance and

individual employee success.

SSA will develop an effective performance management system that will focus on setting

well-defined objectives and communicating what needs to be done to reach those

objectives:

• Performance objectives will clarify expectations. Employees will know what is

expected from them.

• Performance objectives will be challenging but attainable and provide employees a

sense of purpose.

• Setting and achieving individual performance objectives will create self-confidence in

employees, pride in their achievement, and a willingness to accept future challenges.

SSA will link awards to employee performance, evaluating the level of expertise, quality,

scope, and breadth of work. Monetary and non-monetary awards will also be used to

recognize significant contributions made by employees. Managers will have award

allocations at the beginning of the year, so that awards will be distributed in a timely

manner throughout the fiscal year.

RESULTS-ORIENTED, COMPETENCY-BASED, HIGHLY SKILLED

AND BETTER PAID WORKFORCE
A-28

ÿ SSA will develop a training strategy to prepare executives and managers to lead a

more highly skilled, diverse, analytical, and physically dispersed workforce, and

to manage reinvented and automated business processes in an electronic environment.

(For further explanation see page A-29)

ÿ SSA will expand its leadership development programs to continually develop and

foster candidates for future leadership responsibilities.

ÿ SSA will develop and implement a strategy to improve and institutionalize

knowledge management (KM). (For further explanation see page A-30)

ÿ SSA will be a leader in policy development and research in the following areas:

(For further explanation see page A-31)

• Changes in medical care and medical technology to assess the programmatic

affect and impact on service delivery.

• Effects of changing demographic and socioeconomic conditions on SSA services

and programs. This will include research on changing family units, patterns of

work, and retirement decision making to assess potential programmatic and

administrative impacts.

• SSA’s leadership will pursue legislative and regulatory remedies for program

simplification in all programs. This includes the elimination of the paper

reconsideration process.

LEADERSHIP
A-29

SSA’s executives and managers face new and continued challenges as we advance

toward 2010. The highly diverse, geographically dispersed and technologically advanced

nature of customers and employees requires a different leadership and management skill

set. In particular, SSA executives and managers will encourage personal growth and

development, support open and honest communication, and develop integrated and

strategic thinking skills.

Driven by greater flexibility in employee work schedules and locations, management

staffs will develop a stronger trust relationship with their employees. Management’s

focus will be more on accomplishing the core mission in an effective and efficient

manner and less on detailed monitoring of employee work. SSA will technologically

evolve more in the next 10 years than it has during any other period in its history. SSA’s

executives and managers will develop new skills in the application of technology to

better achieve SSA’s core mission and goals. The manager of the future will participate

in ongoing rotational assignments and career-long development opportunities across

components. Managers will be free from the paper-based administrative burdens of the

past and can better focus on SSA’s core business processes. Timely and accurate

management information, as well as the modernized tools to access and analyze that

information, will be available for all managers to assess the quality of service provided to

the public.

The leaders and managers in 2010 will focus on customers’ individual needs and

preferences and how the organization can meet them today and tomorrow. Other primary

focuses will be on developing, obtaining and retaining a highly skilled workforce,

developing strong alliances with other Federal, State and local governments and

partnering with the private sector in areas that would benefit SSA. In a renewed spirit of

intergovernmental cooperation, the lines between government agencies at all levels are

blurred as agencies work together to present one face to the public.

The entrepreneurial philosophy demonstrated by SSA’s leaders and managers will result

in enhanced collaborative relationships among management, employees, labor

organizations, advocacy groups and the customers. The SSA of the future will be

positioned and aligned to provide world class customer service.

PREPARE EXECUTIVES AND MANAGERS TO LEAD A MORE

HIGHLY SKILLED, DIVERSE, ANALYTICAL, AND PHYSICALLY

DISPERSED WORKFORCE
A-30

“Knowledge is power.” Most people are familiar with this saying; however, not so many

are familiar with the term knowledge management (KM). The concept of knowledge

management and the implementation of KM strategies and projects have become

increasingly popular and widespread in the private and public sectors. An effective

knowledge management strategy will help SSA counteract the potential loss of

institutional knowledge that will result from SSA’s own employee retirement wave.

SSA’s KM strategy will successfully integrate information technology and the capture of

institutional knowledge from the organization’s workforce. SSA’s strategy will be multifaceted and will include, but will not be limited to:

• Development of improved mechanisms to capture employees’ undocumented

knowledge. Expansion of “best practices” sharing initiatives should be

institutionalized at all organizational levels and used on a cross-component and crossregional basis,

• Development of comprehensive user-friendly “knowledge portals.” SSA’s Policynet,

PRIDE (Project Resource Guide), and Intranet provide a good foundation for these

comprehensive portals. These portals will include legal, procedural, policy, and

administrative references and links. These portals will be user-friendly, save time,

and leverage expertise (i.e. best practices, technology development, policy

clarification, etc.),

• Creation of an “organizational culture” that encourages knowledge sharing through

mentoring, collaboration, cross-component project teams, and benchmarking (both

private and public sector),

• Continued development and improvement of expert and decision support systems to

deliver SSA’s institutional knowledge when and where it is needed (See A-5),

• The capture and codification of customer experience through customer stories and

interviews and their incorporation into employee training and Agency performance

assessment, and

• Continued involvement in interagency and private sector knowledge management

organizations (e.g., Federal Knowledge Management Council).

As stated earlier, knowledge is power. Some employees and organizational components

may fear that sharing knowledge with their colleagues and counterparts may diminish

their usefulness or effectiveness. A successful KM strategy is dependent upon the

Agency’s leadership’s ability to counteract that fear and encourage the sharing of

knowledge among all of its organizational components and employees.

SSA’s employee retirement wave will strain the Agency; however, the failure to capture

institutional knowledge will seriously compromise the Agency’s ability to reach its goals,

and ultimately, achieve its mission.

IMPROVE AND INSTITUTIONALIZE KNOWLEDGE MANAGEMENT
A-31

Changes in Medical Care and Technology

Medical and technological advances that permit disabled individuals to remain in or

rejoin the workforce are altering the concept of disability. Changes such as these require

the Agency to re-examine the policies that guide our programs.

New medicines and therapies being generated by mapping of the human genome and

other advances in knowledge are more effective in preventing or controlling illness,

lessening the length of time patients are unable to work. Therefore, conditions that were

disabling in the past may now be short-term or episodic in nature. Technology in many

fields, such as industry, communication, and medicine is providing increased

opportunities for the disabled to work.

SSA will need to be a leader in research that examines the effect of changes in medical,

technological, job market and other trends, and will also need to encourage research

outside the Agency in these areas. The Agency is already conducting groundbreaking

research through an extensive survey of the disabled population. The Agency is also

encouraging external research through a Disability Research Institute and is developing a

research design that will help the Agency monitor and evaluate the medical listings used

to determine eligibility for benefits.

Effects of changing demographic and socioeconomic conditions

SSA will continue to research and analyze the programmatic and administrative impact of

demographic and socioeconomic conditions and trends that may weaken the ability of

SSA’s programs to provide an adequate base of economic security. The characteristics of

the average worker and family covered by Social Security programs is influenced by

trends in earnings patterns among men and women, marriage and divorce, child-bearing,

life-expectancy, and other demographic and socioeconomic trends. This requires the

Agency to examine the extent to which the programs may need to evolve to meet the

needs of future workers and their families, the elderly, and persons with disabilities.

The Agency needs to ensure that policy makers and the public have the information

needed to assess the implications of these trends and proposals to strengthen the Social

Security programs.

Legislative and regulatory remedies for program simplification

The Agency will continue seeking options for program simplification and will develop

specific proposals for policy change based on research and analysis including studying

SSA WILL BE A LEADER IN POLICY DEVELOPMENT AND

RESEARCH
A-32

the impact of the elimination the paper reconsideration step in all processes.

Additionally, as the Agency assesses any proposal for policy change, it needs to consider

the impact on program complexity.

In developing proposals for program simplification, the Agency will strive to balance the

need for clear, comprehensible programs with the need to maintain program integrity and

ensure program rules treat beneficiaries equitably and provide adequate benefits.

.
B-1

APPENDIX B-2010: THE ENVIRONMENTAL SCAN

What is an “environmental scan” and why is it needed?

In the context of SSA’s development of its 2010 Vision, the environmental

scan is an attempt to identify the key trends and changes that will affect the

way that SSA does business in 2010 and beyond.

The scan helps us understand the world in which SSA may exist in ten years

and how we may have to adapt to be successful in this new world.

Any attempt to specify what the future will bring is fraught with uncertainty.

No one knows for sure what will happen tomorrow, much less in ten years.

The scan pulls together a number of key trends and predictions from

authoritative sources to give us a sense of the range of possible futures we

may see.

How was the scan done?

The scan is the result of an intensive, but time-limited, review of current

literature, search of the Internet, and a series of discussions with SSA

experts. Since the amount of speculation about the future is extensive,

especially at the turn of the century, the scan does not cover all of the

available sources. However, it will be an ongoing part of our planning

process with new information factored in, as it becomes available.

How is the scan organized?

As we got into our research, the information primarily fell into eight

categories:

Demographics: including trends in population composition

and literacy

SSA Workloads: including projections of the amount of

traditional work SSA will receive

SSA Employment: including projections of attrition in the SSA

employee population
B-2

Infrastructure/Technology: including projections on where computers

and telecommunications are headed

Human Resources: including information about the workforce

and work environment in the U.S.

Healthcare: including trends in medicine, healthcare, and

medical records

Legislation: including the impacts of recently passed or

pending laws

Socioeconomic: including income projections and public

attitudes

THE ENVIRONMENTAL SCAN 

Demographic Trends

• Shifts in the age distributions will be fairly stable between 1995 and 2010; however,

after 2010 there will be a rapid increase in the percent of elderly as the share of the

adult population declines in all regions. The elderly percentage will increase most

rapidly in the South and Midwest.1

• The population will become more culturally and ethnically diverse. By 2010, the

population will be 67.3 percent white non-Hispanic, 14.6 percent Hispanic, 12.5

percent African-American, 4.8 percent Asian and Pacific Islander and 0.8 percent

American Indian.2

• The U.S. workforce will become more diverse by 2008. White, non-Hispanic persons

will make up a decreasing share of the labor force, from 73.9 to 70.7 percent.

Hispanics, non-Hispanic blacks, and Asians and other racial groups are projected to

comprise an increasing share of the labor force by 2008 – 10.4 to 12.7 percent, and

4.6 to 5.7 percent, respectively.3

 

1

 Bureau of the Census, On-line posting, July 1995 “Population Profile of the United States: 1995,”

http://www.census.gov/population/pop-profile/p23-189.pdf. (June 27, 2000).

2

 Bureau of the Census, On-line posting, January 13, 2000 “Projections of the Resident Population by Race,

Hispanic Origin, and Nativity: Middle Series, 2006 to 2010,”

http://www.census.gov/population/projections/nation/summary/np-t5-c.pdf. (June 27, 2000).

3

 Bureau of Labor Statistics, On-line posting, June 22, 2000 “Tomorrow’s Jobs,”

http://stats.bls.gov/oco/oco2003.htm. (June 28, 2000)
B-3

• The Asian population is the fastest-growing group in all regions, with the greatest

gains in the West.4

• The Hispanic-origin population is projected to increase rapidly, accounting for 44

percent of the growth in the nation. The Hispanic-origin population is the second

fastest-growing population, after Asians, in every region.5

• In the period 1998- 2008, more women than men will be entering the workforce.6

• With the economy apparently running out of skilled workers, since nearly all were

already employed earlier in the business cycle, employers must turn to less-qualified

workers to fill new jobs.7

• Employers will engage in a number of strategies in response to a shortage of workers.

Among the most common are reducing requirements for new hires, improving

working conditions, and participating in school-to-work partnerships.8

• We have entered an era where participation in modern society and in the labor market

will be linked to the capacity to accumulate knowledge and to develop and maintain a

broad range of skills. Many adults are already in a position to excel in the knowledge

society. But others will find it difficult to adapt to the conditions and will face

increased risks of reduced employment opportunities, unemployment, redundancy,

exclusion, and reduction in their overall quality of life.9

SSA Workload Trends

• The number of retirement and survivors insurance (RSI) beneficiaries will grow from

37,918,000 in 1998 to 44,332,000 in 2010, a 16.9 percent increase.10

• While the number of SSI blind/disabled recipients will increase from 5,234,000 to

5,851,000, or 11.8 percent, from 1998 to 2010, the number of SSI aged recipients will

decrease by 16.7 percent, down from 1,332,000 to 1,110,000.11

 

4

 Bureau of the Census “Population Profile of the United States: 1995.”

5

 Bureau of the Census “Population Profile of the United States: 1995.”

6

 Bureau of Labor Statistics, On-line posting, 1998 “Table 6. Civilian Labor Force 16 and Older, 1988 and

1998, and Projected 2008, and Entrants and Leavers, Actual 1988-1998 and projected, 1998-2008,”

http://stats.bls.gov/emplt986.htm. (June 27, 2000).

7

 Robert I. Lerman & Stephanie R. Schmidt. “An Overview of Economic, Social, and Demographic Trends

Affecting the U.S. Labor Market,” Urban Institute, On-line posting, August 1999.

http://www.urbaninstitute.org/employment/dol_fr/dol_finalreport.pdf. (June 27, 2000) 37.

8

 Lerman 46.

9

 International Life Skills Survey, On-line posting, June 27, 2000. http://nces.ed.gov/ilss. (June 27, 2000).

10 Social Security Administration

(SSA), Office of the Actuary (OACT).

11 SSA, OACT.
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• The number of RSI and SSI aged claims will grow from a 1998 figure of 3,155,710 to

3,856,800 in 2010. Concurrent disability claims will increase from 2,966,147 to

3,941,100 in the same period, a 32.9 percent increase.12

• The number of Social Security disability insurance beneficiaries will grow from

4,691,000 in 1998 to 7,673,000 in 2010, a 63.6 percent increase. Disability auxiliary

beneficiary numbers will grow by 18 percent. However, the recent Return to Work

legislation could affect these numbers.13

• SSA received 71.8 million calls to its toll free number service (FY99 data). Twothirds of those calls (47.6 million) were directed to live agents, and one-third (22.9

million) to the automated attendant service. The trend in toll free number call volume

reflects an increase of from one-to-two percent each year through the year 2005. The

Agency estimates toll free number call volume to reach 76 million by FY 2005.14

Trends in SSA Employment

• SSA currently employs 1,536 employees with severe disabilities: 722 blind or low

vision, 560 mobility impaired, and 204 deaf.15

• SSA’s retiree losses begin to ramp up in 2001 and will peak between the years 2007

and 2009. 16

• SSA estimates about 28,450 employees will retire from 1999 through 2010 and

48,650 through 2020. The claims representative position will experience the most

retiree losses between 2006 and 2010. Supervisors, social insurance specialists, and

service representatives will experience increasingly large retirement losses in

comparison to other major occupations over the period.17

• SSA estimates the Office of Systems will lose about 1340 people from 1999 through

2010. Peak retirement periods in the Office of Systems will be between 2005 and

2008. The computer specialist and programmer positions are predicted to lose the

most staff to retirement18

 

12 SSA, Office of Budget (OB).

13 SSA, OACT.

14 SSA, Office of Operations.

15 SSA, Office of Civil Rights and Equal Opportunity (OCREO).

16 SSA, Office of Workforce Analysis (OWA), “Predicting Retirement Attrition for a Maturing

Workforce,” October 1998.

17 SSA, OWA.

18 SSA, OWA.
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• Total attrition from all causes from 1999 through 2010 is estimated to be over 38,000

employees.19

Trends in Infrastructure and Technology

• During the period from 2000 through 2007, the following devices will become

available:

“Instant-on” home devices, by mid-2004, will provide interactivity activity such as

on-demand access to local weather and traffic to family calendars and to-do lists.

This will be accomplished through devices without the start-up delay and bulk of a

PC.

Multi-function mobile devices will be commonplace by 2005. Such a device will be

used as a high-quality mobile telephone. In today’s market place, these devices (like

the one made by Nokia) open up to reveal a screen that runs the length of the

telephone. Functions in the latest version include data transmission for fax, e-mail,

Internet access, and image capture from a separate digital camera.

Interactive TV services will be launched around 2002. Microsoft’s Web TV

represents the beginning of non-PC-based interactivity in the home.

A wearable computer— a light, compact belt-mounted PC with speech input and a

head-mounted display over one eye (so that the user's vision is not obscured)— will

emerge from the niche market by 2007. Such a device provides a self-contained

mobile system complete with input/output (I/O), processing, storage, and power

supply.

By 2004 head-mounted displays (HMD) will begin to offer viable alternatives to

mobile handheld or laptop displays. Their main appeal will be in industrial handsbusy applications and in space-constrained consumer environments such as on a

plane, where HMDs could give users the illusion of viewing a large screen several

feet away.20

• By 2010 at least 75 percent of all Americans will own a Personal Digit Appliance

(PDA) which will be continuously connected to the Internet.21

• The successor to the Internet will be the Very-High-Performance Backbone Network

Service (V-BNS) now being tested in government and university research centers. It

will have ten times the capacity of the current Internet’s maximum capacity. It will

integrate streams of data from multiple sites simultaneously and will allow for real-

 

19 SSA, OWA.

20 J. Fenn, A. Apfel, J. Pultz, R. Schulte, T. Austin, L. Latham. “Technology Trends: 1998-2008,” Gartner

Group Interactive, On-line posting, March 10, 1999 http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29,

2000) 5-8.

21 David Pearce Snyder of the Snyder Family Enterprise
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time, three-dimensional audio and video transmission. It will be available for general

public access shortly after 2000.22

• There will be more special-purpose devices that have the ability to share information

through common protocols23

• In the future, each appliance will be able to access multiple networks for different

services.24

• By 2003, bandwidth on a single optical fiber will reach 20 terabits per second (tps),

compared to a capacity of one tps in 2000.25

• Converged network services (CNS) will enable a single network service provider to

meet an enterprise’s full voice, data, and video local and long-distance needs. By

2003, all major network service providers will offer CNS based on Asynchronous

Transfer Mode (ATM) and Internet Protocol (IP) technologies. IP will be the

dominant end-user protocol.26

• It is possible to increase the transmission rates commonly available for an optical

fiber today from 2.5 gigabits per second to 20, 40, or 80 gigabits per second.27

• The next five years will be dominated by intense intra-industry competition to

provide several orders of magnitude more bandwidth to residential consumers.28

• The Internet will continue its meteoric rise in popularity.29

• New applications of Web technology will appear continually30

• By 2006, wireless wide area network (WAN) data communications technology will

be broadly available and cost-effective, with only a slight price premium over

wireline WANs, in a majority of the U.S. and European markets.31

• Speech dialogues have graduated from being a high-end, leading-edge technique to

become a standard technique in telephony automation. Following the success of

speech dialogues in telephony, dialogue capabilities will be added to desktop and

other interactive systems. Natural-language dialogues will be embedded in operating

systems beginning around 2005.32

 

22 David Pearce Snyder and Gregg Edwards, “The Light @ the End of the 20th Century,” 1999

23 Dr. David C. Nagel, President, AT&T Labs. PriceWaterhouseCoopers’ “Technology Forecast: 1999”. 37.

24 Dr. Arno A. Penzias, former Chief Scientist, Lucent Technologies, Bell Labs Innovations.

PriceWaterhouseCoopers’ “Technology Forecast: 1999.” 39.

25 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 7.

26 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 7.

27 Dr. Hagen Hulzsch, Deutsche Telekom. PriceWaterhouseCoopers’ “Technology Forecast: 1999.” 30.

28 PriceWaterhouseCoopers’ “Technology Forecast: 1999”. 78.

29 PriceWaterhouseCoopers’ “Technology Forecast: 1999.” 186.

30 PriceWaterhouseCoopers’ “Technology Forecast: 1999.” 187.

31 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 7.

32 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 10.
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• Speech synthesis, also referred to as text-to-speech, will play an increasingly

important role as speech dialogues evolve. Speech synthesis enables the system to

produce audio output of unlimited vocabulary (unlike prerecorded speech), which is

essential in applications such as telephone access to e-mail or dynamic database

information. The growing importance of speech synthesis will drive quality

improvements by 2001 to 2002.33

• Translating telephone technology, which combines bi-directional continuous speech

recognition, text-to-text language translation, and text-to-speech synthesis, will be

commonly used for many language pairs in 2007.34

• Deaf persons will commonly use portable speech-to-text listening machines at

meetings or on the telephone.35

• Print-to-speech reading machines for people with visual impairments or dyslexia will

be the size of palm-sized cameras. You just snap a picture of the text you want to

read and it reads it to you, including signs on a wall.36

• Computer-controlled power orthotic devices, or walking machines, will enable

paraplegic persons to walk and climb stairs.37

• Biometric techniques are becoming more cost-effective and user-friendly, and will be

integrated within two-factor authentication packages38

• Computers will routinely include video cameras, and will be able to reliably identify

their owners from their faces39

• Handwriting recognition will continue to evolve more slowly than speech

recognition, but will reenter the marketplace in conjunction with the growth in nonPC devices discussed above. Handwriting recognition for mobile computing is

expected to enter the mainstream in early 2005.40

• Anthropomorphic or "believable" agents provide an on-screen personality that drives

a dialogue with the user. The personality may be a simple graphic or cartoon, or may

attempt to render realistic facial contour, facial expressions and lip synchronization.

Limited mainly to experimentation and entertainment today, anthropomorphic agents

will emerge as an extension to the agent metaphor by 2007 for some applications and

classes of users, for example, training and help functions. These agents will be used

in niche applications before 2008.41

 

33 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 11.

34 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 18.

35 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 18.

36 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000)19.

37 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 19.

38 PriceWaterhouseCoopers’ “Technology Forecast: 1999.” 637.

39 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 19.

40 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 9-10.

41 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 11.
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• Agent intermediaries. The agent intelligence and dialogue capabilities that support

generic user interface functionality will be applied to supporting electronic workplace

functionality (e.g., information retrieval, calendering and messaging).42

• Intelligent assistance, which combines continuous speech recognition, natural

language understanding, problem solving and animated personalities, will routinely

assist with finding information, answering questions and conducting transactions.43

• Skill mining lets a system automatically identify users’ skills and expertise based on

its observation of the documents they produce (e.g., reports, e-mail or discussion

database postings). This information is used to augment the system's information

retrieval and knowledge management capabilities by causing it to fulfill a user's

request for information with pointers to knowledgeable colleagues in addition to

document references. This functionality is currently available.44

• Embedded process knowledge. A target of many enterprises' knowledge management

activities is to provide knowledge workers with task-specific workstation

environments that provide all the information they need in a transparent manner

(similar to the single point of access to multiple databases and rule-driven screens

used in many call centers). Based on the growing availability of products that

combine information retrieval with collaboration, embedded process knowledge for

specific tasks will be integrated with just-in-time access to information and

colleagues, and will be available before 2002.45

• Emerging organizational trends through 2008 will include zero-latency enterprise. A

zero-latency-enterprise strategy implies that all parts of the enterprise can respond to

events as soon as they become known to any one part of the enterprise. A zerolatency-enterprise strategy can achieve a breakthrough similar to that of IBM’s CICS

(Customer Information Control System) by applying the notion of immediate

communication among multiple, independent distributed systems.46

• Untethered office. Once the price and reliability differential for wireless networking

diminishes between 2005 and 2006, workers will enjoy unprecedented freedom to

enter and retrieve information away from the confines of the traditional desk. The

full implications of the ability to capture and access words, audio and potentially even

video information at any time from any location have yet to be identified, but there is

no doubt that the long-term impact on work patterns will be profound.47

• The availability of low-cost, universally accessible wireless capability will lead to an

era of spontaneous computing that will provide any-time, anyplace access to

information and messaging through highly portable or wearable systems. This

capability will be enhanced by the ability to access information sources through

 

42 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 12.

43 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 19.

44 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 12.

45 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 12.

46 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 13.

47 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 14.
B-9

speech dialogues, which will blur the distinction between automated telephony and

computer-based information services.48

• The Web generation enters the workforce. By 2005, a generation raised on the Web

will enter the workforce, further speeding the transition of consumer Web capabilities

into the office environment.49

• Several countries (particularly in the Asia-Pacific region) will introduce national

multipurpose smart cards for governmental, medical, and financial functions.50

• At least half of all transactions will be conducted on-line.51

• Seven-eighths of the impact of new technology arrives two-thirds of the way through

the period of adoption... and the two-thirds mark of this transition lies immediately

before us. Now all the things that were promised to us for years and years regarding

information technology are finally going to happen, like workless factories, paperless

offices, and a cashless society. It took some time, but now technology is widespread,

powerful and cheap.52

Human Resource Trends

• In the future, savvy employers, recognizing the importance of growth, will use

training and other growth opportunities as a recruiting tool, for leverage, and to

differentiate themselves from companies less sensitive to work demands.

Increasingly, workers will stay with these employers longer because of ongoing

learning opportunities and educational benefits.53

• The labor force age 45-64 will grow faster than the labor force of any other age group

as the baby-boom generation (born 1946-1964) continues to age. The labor force 25-

34 years of age is projected to decline by 2.7 million, reflecting the decrease in births

in the late 1960s and early 1970s.54

• The labor force participation rates of women in nearly all age groups is projected to

increase. The women’s share of the labor force will increase from 46 percent in 1998

to 48 percent in 2008, while the men’s labor force participation rates for 5-year age

groups are projected to remain relatively constant.55

 

48 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 17.

49 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 14.

50 PriceWaterouseCoopers’ “Technology Forecast: 1999.” 398.

51 Fenn http://co.ba.ssa.gov/ospi/gartner/techtrends. (June 29, 2000) 19.

52 David Pearce Snyder, cited in “Roller Coaster 2000,” by Leslie Ratz, Mobility, August 1997.

53 The Herman Group, Inc., “Workers Want Growth,” 6/22/99

54 Bureau of Labor Statistics (BLS), Releases New 1998-2008 Employment Projections 11/30/99

http://stats.bls.gov/news.release/ecopro.nws.htm.

55 BLS, Employment Projections 11/30/99 http://stats.bls.gov/new.release/ecopro.nws.htm.
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• Eighty percent of baby boomers believe they will continue to work during their early

retirement years. Fifty-two percent with household income of $70,000 and above

plan to work for fun and self-fulfillment. Thirty-five percent with household income

less than $30,000 plan to work for the income it will provide.56

• More jobs in the future will require verbal and mathematical skills, as well as

organizational and interpersonal skills.57

• The face of the future workforce will continue to change, reflecting the changing

features of the U.S. population58

• The educational attainment of the American workforce is rising in time to meet the

serious demands of the next century’s highly technical, highly changeable job

market.59

• Labor market experts believe that nontraditional workers— people who work in

alternative arrangements such as on call workers, independent contractors, temporary

help or leasing agency workers, as well as contingent workers— will be a larger share

of the future workforce.60

• According to one national study, 65 percent of employers believed that, in the future,

firms would increase their use of flexible staffing arrangements.61

• To facilitate flexible, efficient production operations— and to accommodate

employees’ non-work obligations— roughly one quarter of all U.S. jobs will be parttime, temporary or intermittent positions, most of which will offer pay and benefits

commensurate with equivalent fulltime employees.62

• Employer-provided pension plans may, in the future, continue the trend towards

defined contribution plans or others with similar features. Other future changes in

public or private pension policies may stem from workers returning to the workplace

after retiring from their career jobs.63

• Changes in family structure, lifestyle choices, and the nature of work itself are

changing workers’ needs and preferences in health benefits. Workers seek benefits

 

56 1998 Survey conducted by Roper Starch Worldwide for AARP

57 DOL Report-“Futurework: Trends and Challenges for Work in the 21st Century”.

58 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.

59 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.

60 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.

61 Department of Labor (DOL) Report on the American Workforce, Chapter 2 – The Many Facets of Skills,

9/99.

62 Roller Coaster 2000, “Forces Reshaping Daily Life and Work in America: 1999-2010,” David Pearce

Snyder and Gregg , 1999.

63 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.
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that fit a diversity of nontraditional work models, including flexible work schedules

and locations, second and third careers, and partial retirement.64

• Technological changes coupled with rising educational attainment offer opportunities

and provide the potential for increased competitive employment for people with

disabilities.65

• The workforce of the future will need to adapt to the rapid pace of technological

change by continuing to upgrade their skills. Lifelong learning cannot be

overestimated.66

• The workplace of the future will see a substantial increase in the number of workers

who work from their homes or some location other than the office, though the overall

proportion of workers who do so will remain small in the near future.67

• Continuous performance improvement will be the expected norm of team-based infomated enterprise in the 21st century.68

Healthcare Trends

• Genetic mapping of the human body will be complete.69

• Individuals will know much about their genetic profile and to which diseases the

individual is susceptible. The profile enables doctors to prescribe the best drugs for

each patient and to set up a preventative regiment.70

• Some diseases will be conquered through gene therapy.71

• Genomics shifts healthcare from cure to prevention.72

• Customization of care will grow in importance as consumers choose their own care

paths and become more knowledgeable about their health.73

 

64 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.

65 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.

66 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.

67 DOL -“Futurework: Trends and Challenges for Work in the 21st Century”.

68 Snyder and Edwards, “The Light @ the End of the 20th Century,” 1999.

69 New England Journal of Medicine, 7/1/99, “HealthCast 2010”.

70 “HealthCast 2010.”

71 “HealthCast 2010.”

72 “HealthCast 2010.”

73 “HealthCast 2010.”
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• Although the percentage of healthcare costs paid by consumers has dropped

drastically in the last 20 years, costs will level off or rise somewhat as employers shift

more of the costs to the workers.74

• Microchips and nanotechnology may help people blind from certain kinds of illnesses

to see.75

• Genetically altered pigs may allow for an unlimited supply of organs for transplants.76

• Regenerative tissue implants may be available. The implants may replace bypass

surgery or angioplasty, and may assist paralysis victims to regain control of their

bodies.77

• Medical records will become electronic, allowing for more complete documentation

and instantaneous access for the individual and for those with appropriate

permission.78

• The Internet will erase one the biggest handicaps of the healthcare industry— relay

speed. It will slash the time it takes to make referrals, get test results, get paid, find

patients for clinical trials, disseminate best practices, and share cost information. It

will quicken the pace for the adoption of new ideas, new therapies and new

measurements.79

• The Internet will allow for greater access. Small clinics will be connected with larger

hospitals and medical institutions to ensure standardizing of service.80

• Use of technology such as the Internet will be critical for disabled young people, yet

having a representative whom understands a person’s individual situation will be

important.81

• Wristbands will continually monitor a person’s physiological and emotional state of

being, and will feed medical records directly into a database and onto a “smart card”

accessible to the person and authorized doctor.82

 

74 “HealthCast 2010”

75 Washington Post. 12/9/99.

76 “HealthCast 2010”

77 “HealthCast 2010”

78 “HealthCast 2010”

79 “HealthCast 2010”.

80 “HealthCast 2010”.

81 Jennifer Jones, Youth Policy Workgroup Coordinator.

82 HealthCare 2010, Architectural Record, 5/97.
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• Designer antibodies may be used to immunize people against cocaine and other drugs

that users crave.83

• Vaccine to stop plaque formation that leads to Alzheimer’s may be available.84

• Scientists have added a single gene to rodent embryos, creating significantly smarter

mice. The finding could speed development of medicines for cognitive disorders in

people, including age-related memory loss and Alzheimer’s disease.85

• The Framingham Heart Study of two generations of families in Massachusetts

indicates that the younger generation in the life period 55-70 is substantially less

disabled than their predecessors at the same life period.86

Legislative Trends

• The Health Insurance Portability and Accountability Act of 1996 (Public Law 104-

191), (HIPAA) is acting as a major force in moving the medical community into

electronic patient records. The medical industry will rely on electronic maintenance

of records and make these available to other partners following data standards, using

electronic signatures, and employing secure transmissions such as Public Key

Infrastructure. Rapid progress is being made in these areas to ensure that providers

are compliant with the legislation. The standards development activities are joint

government and private industry efforts.87

• The legislation of the next decade will deal with very tough issues regarding security,

privacy, and the Internet. A balance will be found between protecting privacy and

protecting access for the individual and for the collective good.88

Socioeconomic Trends

• Forty-three million Americans change their place of residence each year (almost 1/6

of the total U.S. population).89

• By 2010, the average adult is expected to be disillusioned with politics and to feel

undervalued at work. Changing social structures, with fewer married couples, high

 

83 Washington Post, 8/24/99.

84 Mayo Clinic Health Oasis, 10/26/99.

85 Washington Post, 9/2/99.

86 American Journal of Public Health, 11/99.

87 Booz-Allen and Hamilton.

88 John Christiansen, Stoel-Rives.

89 Tina Rosan, “Laws of the Landscape,” a seminar, 4/12/99, at the Woodrow Wilson International Center

for Scholars.
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divorce rates and growing numbers of adults living alone, will foster a “me” attitude

to which politicians and businesses will have to respond.90

• We can expect an era of prosperity lasting until 2025... prosperity can bring with it

turbulent, perhaps violent, social and political change in the second decade of the 21st

century. A shift from conservative to liberal social, religious and political values has

already begun and will gather strength during the first two decades following the

millennium.91

• The typical American family’s income reached an all-time high in 1998, even when

adjusted for inflation, as the still-strong economy wiped out most vestiges of the

recession of the early 1990s. The nation’s overall poverty rate— 12.7 percent— was

the lowest in two decades.92

• The results of our analysis suggest only minimal change in the timing of older

Americans’ retirement decisions into the next century. However, projections suggest

that a larger fraction of Social Security beneficiaries will work in coming years.93

• The overall percentage of unionized workers declined slightly from 14.1 percent of

the work force in 1997 to 13.9 percent in 1998. Public sector workers continued to

have the highest union density rate at 37.5 percent while the private sector declined to

9.5 percent from 9.8 percent.94

 

90 John O’Leary, The New York Times, 10/18/99.

91 Applied Futures International.

92 Charles Babington, Washington Post, 10/1/99

93 Favreault and Ratcliffe, The Urban Institute, “Projecting the Earnings of Social Security Beneficiaries,”

New Developments in Retirement Research, 5/99.

94 Labor Research Association.
C-1

APPENDIX C-CREATING THE 2010 VISION

In November 1999, Commissioner Kenneth Apfel formally announced his intention to

develop a long-range vision of the Social Security Administration (SSA) for the future—

a 2010 Vision. He stressed the importance of beginning to position SSA to effectively

deal with the expected growth in disability and retirement workloads that will result from

the aging baby boomer generation. Rapid changes in technology, advances in medicine,

changes in demographics, SSA’s own retirement wave, and increasing customer

expectations made the need for a 2010 Vision even more compelling.

He assembled a 2010 Vision Team that was made up of staff members from a variety of

SSA components, participant’s from SSA’s leadership development programs, candidates

for the Senior Executive Candidate Development Program, an AFGE union

representative, and administrative staff. The Team brought a wealth of operational,

systems, and administrative knowledge and experience to the effort. The project was

overseen by an Executive Steering Committee.

The Team first conducted an environmental scan (See Appendix B) to identify key trends

and changes that will affect the way SSA will do business in 2010 and beyond. Through

independent research, meetings with other agencies, literature reviews, and a series of

discussions with SSA components, the Team compiled a range of likely future trends in

demographics, workloads, employment and human resources, technology, healthcare,

legislation, and social, economic and environmental factors. They balanced their findings

with an analysis of the implications for SSA, and the areas of greatest uncertainties, such

as dramatic changes in the economy or workloads increasing at a different rate than

predicted.

With the initial phase of the environmental scan completed, the Team conducted 55

structured employee input sessions. The sessions, which were held in every region and in

Central Office, involved a broad spectrum of employees who shared their thoughts on

how they saw SSA dealing with its external and internal customers in 2010.

In addition to the environmental scan and employee input sessions, SSA conducted a

number of public focus groups in February 2000. Unlike traditional focus groups of the

past which were designed to elicit current customer satisfaction, these groups included

future potential customers (members of the public aged 20 to 55) and public advocacy

groups. The focus groups, which included advocates for disabled and non-Englishspeaking, gave their unique insights into how they thought SSA should provide service to

the public in the future.

Beginning in mid-March 2000, the Team spent a good deal of time categorizing,

summarizing, and synthesizing the information they had gathered. As a result, a series of

themes and ideas emerged, falling primarily into six categories: service, human resources,

technology, communications, programs, and other resources. These themes, and how

they might affect the way SSA was to do business, were presented to SSA executives and

the Advisory board at an internal stakeholders’ meeting in mid-April 2000. Both

Commissioner Apfel and Board Chairman Stanford Ross addressed the group.
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In May 2000, the team released the first draft version of the 2010 Vision to the steering

committee. In June and July 2000, both internal and external stakeholders met to review

the near-completed 2010 Vision. In August 2000, the 2010 Vision was released as a

finished product. The 2010 Vision becomes the cornerstone for the Agency’s Strategic

Plan. Consequently, all planning and budgeting will continue to be driven by the

strategic initiatives contained in this Vision.
C-3

POSTSCRIPT

The success of any major development effort is closely tied to the degree of cooperation

among those directly and indirectly involved in the project. The project to develop

SSA’s 2010 Vision was no exception. Its success hinged, in no small way, on the efforts

of over a thousand SSA and DDS employees, the SSA leadership, as well as people from

other agencies and the private sector.

From its inception, a spirit of cooperation epitomized the project. While some 22

managers, analysts, and support people served at one time or another on the formal 2010

project team, it was many others who exhibited the interest, enthusiasm, and most of all,

cooperation that contributed so greatly to the soundness of the Vision.

In an early briefing to Commissioner Apfel, a picture of a quilt was used to symbolize the

Vision. Resembling the process of making a quilt, the Vision is a blending of

perspectives, piecing together differing views, ideas, skills, and knowledge. Like a quilt,

SSA’s Vision for 2010 is both a legacy and a promise that reflects creativity, innovation,

and dedication.

The 2010 Vision Team members thoroughly enjoyed their experience, and are grateful

for the input, participation and support of so many SSA and DDS employees. The Team

was directed by Sue Davis and assisted by the following Team members during various

stages of the project:

Jim Anderson, Mark Anderson, Maria Artista-Cuchna, John Bielski, Mark Blatchford,

Geri Bortz, Bill Dixon, Paula Foster-Pierce, Terrie Gruber, Mary Kay Hober,

Steve Kautsch, ZoAnn Lapinsky, Chuck Lewis, Carolyn Puckett, Nick St.Amant,

Jim Scagnelli, Don Schoening, Debbie Somers, Nancy Veillon, Kathleen White. And

providing invaluable additional support were Debbie Pettigrew, Aftaan White,

Yvette Lewis, Peggy Nicholson, Sandi Sweeney, Allie Bonebrake, Odessa Doaty,

Mark O’Donnell, and Maria Perez.

Some thoughts from the members of the project team are worth sharing... .

“I personally found this experience to be an opportunity to

learn and grow and I am sure that what I take from working on this

team will benefit me in the future. I can only hope that every

employee will have a similar opportunity in their career.”

“I am proudest of the decision to select the quilt as our symbol.

In that single image, we have captured not only the Vision, but also the

creative process used to create the Vision.”

“I want to thank the management in DCFAM and the 2010

Team for the opportunity to participate in this project. This has been a

rewarding experience with respect to the teamwork and collegiality

displayed throughout the project— a truly “fun” project working with a

wonderful team of individuals.”

“I want to thank AFGE for the wonderful opportunity to

represent the union on the 2010 Team. The experience has been

invaluable. Meeting with so many of our hard working, dedicated

employees throughout the country and getting their ideas on what SSA
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will look like ten years from now was exciting and energizing. It has

been my pleasure to be part of this fine Team and my privilege to be

part of such an important endeavor as planning our future.”

“I found it heartening that the thought uppermost in the minds

of employees throughout the Agency is the desire to do a quality job in

serving the public. The frustration that surfaced was one of wanting

an organization that is capable of doing an even better job than we do

today. SSA has a culture of which it can be proud, and which it needs

to pass on to those who will be joining the Agency in the future.”

“I enjoyed exploring the world of 2010 and applying that

vision to the way SSA will deliver service 10 years from now. I also

liked seeing the positive, constructive responses from our employees

as we shared with them what the future holds.”

“After 30 years in SSA, I continue to be encouraged by how

deeply most employees care about our work and our customers. It is

this caring and compassion of SSA employees that brings our Agency

vision into focus and hopefully will guide us through the even more

challenging implementation.”

"The 2010 Vision certainly has SSA pointed in the right

direction. However, SSA will need to start acting on many of the

strategic initiatives very soon if it hopes to realize all the promise

contained in the Vision."
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Social Security Administration

Office of the Commissioner

SSA Pub. No. 01-016

September 2000