SOCIAL SECURITY ADVISORY BOARD | MARCH 2011

FOR THE SOCIAL SECURITY ADMINISTRATION

 A VISION

OF THE FUTURE
Cover image: NASA/Caltech-JPL/Lockheed Martin
i

message from the board

Over the past few years, the Board has often used the concepts of people (SSA’s workforce), process (policies and business procedures) and platform (both technological and physical infrastructure) as a basis for discussing changes needed at 

SSA. The origins of the vision presented here grew out of our further study of these areas. But moving from an initial framework to a comprehensive vision statement required additional work to confirm, refine or even refute our basic assumptions 

and to ensure that the concepts are grounded in reality.

To construct the vision presented in this paper, we worked with a group of Social Security Administration employees 

who have both in-depth experience in working with and managing today’s Social Security programs and the keen ability 

to look beyond the status quo and visualize how the agency might operate given a different set of circumstances. We want 

to take this opportunity to thank the individuals from the field offices, Disability Determination Services, and regional 

components who participated in the Denver Visioning Workshop in October 2010, with a special thanks to Regional Commissioner Nancy Berryhill for hosting the event. The participants’ willingness to share their insights and ideas as part of 

that collaborative exercise and to continue to provide their input was essential to this creative process. While the vision we 

put forth in this paper expresses our own views, the assistance of the workshop participants played a key role in its development. 

In addition to this collaboration, the Board enhanced the visioning process by drawing on materials from experts in 

the fields of technology, sociology, and demographics that describe the changes that are expected to take place in the U.S. 

over the next 10 to 20 years. We analyzed what futurists are saying about a broad range of trends that will materialize during the next decade. Data on current Social Security resources and workloads were reviewed, leading to projections of the 

future for those same elements in the year 2020. Using the expertise of a consultant we identified the specific areas that a 

comprehensive future vision needs to address; our list was refined to include process, technology, workforce, organizational 

structure and service delivery.

The end result is a vision that we believe is both necessary and achievable to support the mission of Social Security in 

2020 and beyond.

Barbara B. Kennelly, Acting Chair

Jagadeesh Gokhale

Dorcas R. Hardy

Marsha R. Katz

Mark J. Warshawsky

iii

Table of Contents

Introduction........................................................................................... 1

Future Trends.......................................................................................... 1

Social Security Trends ................................................................................. 2

Vision 2020 ............................................................................................ 4

The Road to Achieving the Vision ..................................................................... 5

Service Delivery Plan for 2020.......................................................................... 5

Comprehensive Policy Review .......................................................................... 6

A Plan for a Modern Technology Platform .............................................................. 7

Workforce Development for 2020 ...................................................................... 8

SSA in 2020 – A Transformed Organization ............................................................. 9

Conclusion .......................................................................................... 11

Appendix A: Participants in Visioning Workshop...................................................... 13

Appendix B: Resources for Future Trends............................................................. 14
“But if I were to say, my fellow citizens,

 that we shall send to the moon, 240,000 miles away 

from the control station in Houston, a giant rocket 

more than 300 feet tall . . . made of new metal alloys, some of which have not yet been invented, 

capable of standing heat and stresses several times 

more than have been experienced, fitted together 

with a precision better than the finest watch, carrying all the equipment needed for propulsion, guidance, control, communications, food and survival on 

an untried mission, to an unknown celestial body, 

and then return it safely to earth . . . and do all this 

and do it right, and do it first before this decade is 

out—then we must be bold.” 

 President John F. Kennedy 

 September 12, 1962
A Vision of the Future for the Social Security Administration | 1

In September 1962, when President Kennedy described the vision for a moon landing by the end of the 

decade, he articulated many of the steps that would have 

to be taken to achieve that vision—creation of new metal 

alloys, the development of new equipment for propulsion, 

guidance and control, and the construction of a massive 

rocket capable of propelling man to the moon. His vision 

expressed not only the ultimate goal but also laid out milestones essential for achieving success. In essence, the first 

step on the road to realizing a bold future vision is the very 

act of expressing that vision followed by an ambitious, but 

realistic, roadmap that springs from the vision statement. 

The vision of a moon landing was a powerful motivator for change in the 1960s and provided the inspiration 

that led to new creative approaches to solving problems, 

stimulated innovation, and encouraged risk-taking. The 

Social Security Administration is quite capable of achieving its version of a “moon landing” within the next decade, 

but the agency cannot reach that goal without a bold 

vision for what it will look like and how it will get there. 

SSA, like all of government, is under extraordinary strain 

to accomplish its core mission with smaller budgets and a 

smaller workforce. The immediate pressure to attend only 

to today’s tasks and focus less on the future is understandable, but not acceptable. The Board is convinced that 

not developing such a longer-range vision is extremely 

shortsighted and results in planning that is piece-meal, 

crisis-directed, and ultimately more costly. 

In 2010, the Social Security Administration (SSA) 

commemorated its 75th anniversary, and this celebration afforded the agency the opportunity to reflect on its 

record of high-quality service to the American public. 

This anniversary is the right time for envisioning the 

next generation of Social Security services. A burgeoning 

workload, shifting social structures, blurring of the setting 

for when and where work is performed, and an accelerating pace of change all demand that new technologies be 

harnessed. The business processes currently in use should 

be carefully analyzed for value added, and reconfigured in 

new and innovative ways that increase efficiency and accuracy. The public, the business world, and agency employees must all be able to accomplish program interactions at 

the “flick of a switch” or a simple keystroke. The challenges 

are immense but not insurmountable. 

SSA is currently working on a new strategic plan 

that will be published later this year. This new plan will 

describe the goals and companion milestones of mostly 

short- and mid-range (3 to 5 years) initiatives, many of 

which are already being rolled out or are in the final stages 

of development. These initiatives will almost assuredly 

play instrumental roles in strengthening SSA’s operational 

foundation, but will they be sufficient to prepare the 

agency for 2020 and beyond? Only with the future clearly 

and firmly in mind can the agency focus its resources in 

the key areas where innovation is sorely needed and discern the essential steps on the road toward 2020. 

F uture T rends

The future cannot be known with any specificity, but 

trend analysis points to some very basic conditions that 

are likely to exist in 2020. 

} Technology will become increasingly mobile and will 

be the primary communication mechanism for conducting 

both personal and public business for a large segment of the 

population. 

} Technology will become the primary means for service 

delivery. With the advent of new technologies there will be 

a proliferation in potential service delivery options; more 

services will be delivered on demand, in real time, and without 

the need for human intervention. 

Introduction 
2 | Social Security Advisory Board March 2011

} The demographics of the country are shifting and the 

population will continue to grow increasingly older and more 

diverse as society grows increasingly multicultural. The differing cultural values of diverse groups will affect the needs and 

expectations for service. 

} There will be a transformation in the nature of “work” 

that is a reflection of the electronic world. Routine work will 

be automated; the bulk of the residual work will require more 

analytical or interactive skills.

} Changes in the nature of work will require modern systems 

design that supports and stimulates more efficient business 

patterns and workflows. 

While we may not be able to predict with any precision when these conditions will become mainstream, 

we can be sure that the work environment of the future 

will be very different from today. Organizations such as 

Social Security cannot afford to passively accept external impulses that force it to change. The agency must 

anticipate the change, be nimble enough to make adjustments quickly, and forward-thinking enough to execute 

changes confidently. 

S o c ial S e c urity T rends

The trends noted above describe how society at large 

is likely to look in the future. But there are also some 

specific changes ahead that will affect Social Security 

more directly. SSA has estimated that 80 million individuals, most from the baby boomer generation, will file 

for benefits over the next 20 years. The surge in applications will arise from retirees, survivors and dependents, 

and individuals under age 62 who have reached their 

disability-prone years. Figure 1 highlights current data 

for specific populations and then compares them with 

projections for 2020. 

However, the trends in the size and composition 

of the beneficiary population and therefore the size of 

SSA’s workload are not the only factors that will shape the 

agency’s future. SSA’s current workforce is approximately 

70,000 employees, over 12,000 of whom have been hired 

2010 2020

Workers Covered by Social Security 155.2 million 176.0 million

Social Security Population* 316.2 million 344.7 million

Old-age & Survivor Insurance 

(OASI) Beneficiaries

43.5 million (13.8%) 58.0 million (16.8%)

Social Security Disability Insurance (SSDI) 

Beneficiaries

10.0 million (3.2%) 11.9 million (3.5%)

Supplemental Security Income (SSI) 

Beneficiaries

7.9 million (2.5%) 9.2 million (2.7%)

Source: The 2010 Social Security Trustees Report and the 2010 Annual Report of the SSI Program 

* Social Security Population represents the pool of all potential OASI, SSDI, and SSI beneficiaries and includes (1) residents of the 50 States and the 

District of Columbia; (2) civilian residents of Puerto Rico, the Virgin Islands, Guam, American Samoa, and the Northern Mariana Islands; (3) Federal 

civilian employees and persons in the U.S. Armed Forces abroad and their dependents; (4) non-citizens living abroad who are insured for Social 

Security benefits; and (5) all other U.S. citizens abroad. Percentages shown for OASI, SSDI, and SSI beneficiaries reflect the percentages of the Social 

Security Population. 

Figure 1. Social Security Population Comparison 2010 and 2020
A Vision of the Future for the Social Security Administration | 3

in the last two years.1 However, due to the ballooning 

fiscal deficit that is placing severe strains on the federal 

budget, the additional funding that allowed the agency to 

increase the size of its staff will most likely not be available 

for future staffing increases. Indeed, SSA’s workforce may 

decline over the next several years. Thus, the number as 

well as the distribution of employees by age and years of 

service will continue to have significant implications for 

the agency’s ability to handle future workloads. Over 65 

percent of SSA’s current workforce is age 40 or older (figure 2); 35 percent have 20 or more years of service (figure 

3). By 2020, many of the employees in these categories 

will be eligible for retirement (age 55 with 30 years of 

service)2

 setting SSA up for another retirement wave such 

as the one the agency experienced during the period 2000 

to 2009 which resulted in a loss of almost 25,000 of SSA’s 

most experienced employees.3

When we look carefully at the data forecasting the 

trends that are most likely to have an effect on Social Security, the forces that will shape the agency’s future come 

into view. Increased workloads coupled with a smaller 

agency workforce, and changes in public service expectations driven by shifting technology and demographics are 

all clear signs that the future will not only be different but 

different in very specific ways. The challenge lies in how to 

integrate modernized business processes into an efficient 

and ultimately restructured organization. 

Our purpose in publishing this paper is twofold: 1) 

to offer one vision of SSA in 2020 based on an “outside 

looking in” perspective, along with a roadmap for achieving that vision and 2) to urge the agency to develop a bold 

vision around which SSA’s energy and strategic thinking 

can coalesce. The agency’s leadership must address the immediate need to develop a longer-range vision statement 

Figures 2 and 3. Social Security Workforce

Figure 2. 2010 Age Distribution Figure 3. 2010 Years of Service

39%

12%

22%

27%

21%

17%

18%

30%

14%

n Under 30

n 30 – 39

n 40 – 50

n Over 50

n Under 5 Years

n 5 – 9 Years

n 10 – 20 Years

n 21 – 30 Years

n Over 31 Years

Source: SSA's Human Resource Operational Data Store Source: SSA's Human Resource Operational Data Store

1 Source: SSA’s Office of Human Resources. SSA hired 12,196 full-time and part-time permanent employees in FY 09 and FY 10. When adjusted for attrition, the net 

gain in permanent employees was 5,685.

2 Minimum retirement age under the Civil Service Retirement System is 55. Minimum retirement age under the Federal Employees Retirement System is currently 55, 

but it is gradually increasing. In 2020, the minimum age will be 56 and will finally increase to 57 in 2027.

3 Retirement Wave Report: Social Security Administration Mission Critical Occupations Fiscal Years 2010 – 2019, Office of Human Resources, December 2010 – page 7. The 

report states that SSA’s retirement wave peaked in 2007 with retirements for fiscal years 2008 and 2009 falling well below the 2007 total of 3074 retirements. 
4 | Social Security Advisory Board March 2011

and implementation strategy. Designing, funding, and 

achieving that vision will require every bit of the next ten 

years to accomplish; there is no time to waste. 

V i s i o n 2 0 2 0 

The Social Security Administration defines its mission as “delivering services that meet the changing needs 

of the public.”4

 The following statements describe a core 

set of assumptions that should shape how SSA will fulfill 

that mission in the year 2020. 

} A high percentage of all services will be delivered without 

the need for human intervention. 

} Portable technologies will expand the options for delivering personal customer service. 

} A well-trained and flexible workforce will have the tools 

and capacity to process a diverse set of transactions to completion from any location. 

} The agency’s work will be highly portable, flowing “on 

demand” to employees or virtual employee teams with the 

capacity and the capability to complete it. 

} Transaction accuracy and efficiency will be improved due 

to the elimination of unnecessary complexity and the real-time 

data availability. 

} The American public will manage personal records by 

viewing and updating Social Security’s information online. 

} Mutually-beneficial partnerships will be established with 

other federal, state, and local agencies which support effective 

inter-agency information sharing and one-stop service delivery 

opportunities. 

These core assumptions provide a frame of reference 

for decision making in 2011 and beyond. The agency faces 

daunting challenges and must overcome them if they are 

to operate at optimal levels in the future, both in terms of 

efficiency, accuracy, and responsiveness. Future budget 

limitations make it imperative that SSA develop a comprehensive strategy that will take a vision of the future and 

translate it into a plan of action. 

4 Social Security Administration: Strategic Plan Fiscal Years 2008 -2013, September 2008.
A Vision of the Future for the Social Security Administration | 5

institutions through online communications, live 

chats, or telephone assistance, so that when the 

customer hits the ”submit” button, the transaction is complete and the customer understands 

exactly what has transpired. At a minimum, the 

public should be able to transact business with 

SSA in the same way. Approximately 90-95 percent of retirement and survivors claims could be 

self-adjudicated online if the appropriate technologies and automated verifications were in place.

} Develop plans to incorporate the use of personal 

technologies – Access to fully automated services 

and the personal account portal must be available 

through a wide range of mobile devices. These 

technologies facilitate an individual’s ability to 

conduct business anytime and anywhere, making 

how the public interacts with the agency a matter 

of personal choice. 

} Establish new standards for face-to-face contact

– SSA considers face-to-face contact in a field 

office as the gold standard for service delivery. 

The portability of work will remove many of the 

boundaries that have constrained where work is 

performed. Through the use of technology, the 

agency will have the ability to exceed current 

service delivery paradigms by taking services 

directly to the public. Service must be delivered in 

a variety of locations in addition to SSA facilities:

y live chat or videoconferencing from an individual’s home computer,

y kiosks located in various accessible locations, 

y temporary retail outlets to provide service in 

emergency situations, 

The Road to Achieving the Vision

Achieving a vision requires detailing the strategic 

objectives and then developing tactical initiatives that 

will pave the road to the future. Highlighted below are 

key areas where the agency needs to focus its immediate 

attention. None of these items can be achieved overnight; 

however, aggressive milestones need to be established that 

will ensure successful implementation no later than 2020.

S e r v i c e D eli v e r y P l a n f o r 2 0 2 0 

SSA needs to develop an innovative service delivery 

plan that reflects the service options that are currently 

available and anticipates those that will emerge in the next 

ten years. Mere expansion of current methodologies with 

aggressive time lines for accomplishment is not enough. 

SSA should focus on the following areas in its service 

delivery plan:

} Develop a personal account portal – SSA is 

developing a personal account portal that allows 

the public to manage electronically a wide array 

of personal business options in real time. This 

standard business practice will allow individuals 

to review and manage their earnings information, 

applications, and benefit records. Individuals 

will be able track claims and other transactions 

through to completion. Such a portal must be a 

near-term service delivery strategy that should 

be implemented as soon as the agency is able to 

establish a secure authentication protocol.

} Fully automate routine online services with appropriate supports – SSA must adopt service 

strategies that encourage and support secure 

self-service by fully automating as many routine 

transactions as possible. Today, the public is 

able to obtain assistance from retailers and other 
6 | Social Security Advisory Board March 2011

y banks, libraries, and other centers of community activity, and 

y federal, state, and local government facilities, 

thus providing access to one-stop service opportunities. 

} Provide service options that meet diverse needs

– SSA’s service delivery strategy must allow the 

public the option to interact with the agency 

in the way that best meets individuals’ needs: 

in person, electronically, through the mail or 

by telephone. Service options must ensure that 

a range of services are available to those with 

special needs such as individuals with a disability, 

those with a language barrier, or those who may 

be transient. Technology should be used to connect SSA to individuals who have limited access 

to agency services because of geographic barriers 

or transportation limitations; video and online 

capabilities from home or from other convenient 

locations should be significantly expanded. 

} Implement “once and done” business processes

– Many of the services SSA currently provides 

are completed through a series of hand-offs with 

each agency worker (or data system) handling 

only part of the process. As processes are streamlined, the ability to complete workload transactions on a “once and done” basis will increase. 

Future service options, whether they are fully 

automated or require human intervention, must 

minimize hand-offs while ensuring the work is 

performed in both a timely and accurate manner. 

The resources needed to resolve more complex 

workloads will become available and must be 

supported by integrated technologies, information exchanges, and highly knowledgeable 

employees. 

} Develop virtual response strategy for emergency or special situations – Just as in the case 

of national disasters where “first responders” 

converge from around the country, SSA should 

have strategies in place that allow for the formation of virtual first responder teams to respond to 

emergency situations, specific peak workload demands, or particular situations requiring a broad 

array of experts. These teams should be able to 

form quickly to tackle unique situations and 

then disband when no longer needed. The use 

of videoconferences, live chat, and other instant 

messaging capabilities should make this type of 

quick response standard practice.

As these service options are put in place, it will be 

essential that SSA have the performance measures in place 

to evaluate whether the service delivery plan is meeting its objectives and whether the interactions with the 

public are fulfilling expectations. The measurements must 

include assessment of the agency’s ability to support each 

service option as well the quality of the service rendered. 

Com p rehensi v e Poli c y R e v i e w 

After 75 years, many of the policies governing SSA’s 

programs have become overly complex and in some cases 

unintentionally conflicting, thereby impeding the agency’s 

ability to administer its programs effectively. Some of 

this stems from legislative action; some is due to the 

agency’s inability to keep abreast of changes and develop 

coordinated policy responses. As a result, the public often 

struggles to understand which benefits they are entitled 

to receive and, as a result, is frustrated by the rules used to 

establish program eligibility. 

SSA must take ownership of a comprehensive policy 

review process to identify changes needed to simplify and 

streamline policy and procedures.  Many of these changes 

will require legislative action or regulatory approval, so 

the agency will need to work closely with the Administration and Congress to ensure that appropriate measures are 

enacted.  SSA will also need to consult with subject-matter 

experts, budget and program advocates, and members of 

the public to gather needed information and obtain essential input.  
A Vision of the Future for the Social Security Administration | 7

Policy simplification can be achieved and the following recommendations are critical first steps: 

} Institute a rigorous policy review of all SSA 

programs – The outcomes of a concerted effort to 

streamline and simplify program policies should 

result in: 

y program rules that are easier to understand, 

y programs that are capable of being efficiently 

administered for the growing number of beneficiaries,

y expanded and more sophisticated data exchanges and utilization of electronic health 

records, and

y program and administrative costs, including 

needed resources, being carefully assessed 

and weighed against the benefits of program 

simplification. 

SSA has a vested interest in ensuring that 

efficient, equitable, and streamlined policies and 

procedures result from this review. The outcome of this review will improve the agency’s 

ability to effectively manage its programs, design efficient systems, and carry out its stewardship responsibilities. 

} Focus attention on the SSDI and SSI policies – 

In the 1990’s SSA began an initiative to unify 

the application of disability program policy 

across components. Over the last three years 

this initiative has received renewed attention. 

SSA has developed a systematic process for 

identifying and remediating poorly developed 

or misunderstood disability policies; however, 

more needs to be done. For example, the work 

underway by the Institutes of Medicine and 

Boston University should be used to develop 

more robust policies and adjudication standards for initial claims and continuing disability reviews.

The SSI program is 37 years old and its 

policy foundation and its rules have changed very 

little since its inception. For example, inconsistencies in the work incentives and the conflicting 

rules between the SSDI and SSI disability programs must be addressed to eliminate confusion 

for both SSA employees and the public. The 

review should also consider how to make SSA’s 

disability policies more integrated with other 

federal disability programs.

The disability program is growing at a much 

faster rate than previously projected. While there 

are a variety of reasons for this, it is striking to 

note that much of the growth in the disability 

rolls is linked to mental and musculo-skeletal 

impairments. SSA needs to leverage the findings 

from recent research that describes this phenomenon and use it in its efforts to modernize and 

strengthen the disability program, including the 

statistical modeling used in the continuing disability review process. 

In order to ensure that the review is conducted 

expeditiously, a rigorous timeline will be needed; interim 

targets should be established to keep the review process 

moving forward. As policy and procedural changes are 

identified, targets should also be established to phase-in 

the implementation of new policies over a reasonable 

period while ensuring that the changes are effectuated as 

soon as possible. 

A Plan for a M odern T e c h n o l o g y 

P l at f o r m 

Technology will be the key enabler for service 

delivery in 2020. SSA’s technology infrastructure must 

be able to support effectively a broad range of systems 

processes in real time and on demand. Despite the measured steps SSA has taken in the last few years to move 

systems development forward, a more aggressive and 

strategic Systems Modernization Plan is absolutely essential 

in order to transform the current systems infrastructure 

into a modern technology platform. The goals of this plan 
8 | Social Security Advisory Board March 2011

should support the portability of work and provide flexible service options that will meet workload demands and 

public expectations in 2020. Timelines and interim targets 

must be established to ensure that needed technology is in 

place in the shortest possible timeframe, and well before 

2020. Technology roll-out schedules must be coordinated 

with the development and implementation of a revised 

business model based on updated and streamlined policies. Specifically, the plan should address the following 

areas which need immediate attention:

} Develop and implement a viable authentication 

protocol – A viable authentication protocol is essential if the public is to access efficiently personal information and transact business online. Resolving authentication issues is also an important 

component of SSA’s ability to automate complete 

lines of service options. The agency is currently 

developing an authentication strategy that will 

work with current service delivery tools. Though 

this project is just the first step, it is critical that it 

be completed as soon as possible. The growth in 

available service options will require a continuing 

effort to expand and enhance the public’s ability 

to communicate confidently with SSA in a virtual 

environment. As authentication methodologies 

evolve, the agency must be able to adapt. 

} Eliminate reliance on 20th Century technology – 

A significant part of SSA’s systems infrastructure 

is woefully outdated and impedes SSA’s ability to 

move to a modern technology platform. Antiquated databases, “green” screen applications, 

and stove-piped processing systems are prime 

candidates for elimination to the extent they affect 

ongoing workload and communication processes. 

While SSA has made some progress in updating 

its system, the modernization plan needs to set 

aggressive goals for converting to web-based applications, integrating its processing systems and 

establishing a modern database platform. 

Of particular importance is Social Security’s 

management of its data center operations. The 

current strategy calls for two bricks-and-mortar 

data centers, but the growth in stored data resulting from SSA’s current business model, coupled 

with the expanding beneficiary rolls, could well 

outpace the capacity of these facilities. The Office 

of Management and Budget has directed all federal agencies to identify workloads and processes 

that are appropriate for cloud computing architecture.5

 SSA’s data center strategy must include 

a careful evaluation of the benefits and potential 

cost savings of using appropriately secure cloud 

computing to process workloads and support 

communications. 

} Implement a comprehensive strategy for data 

exchange – The electronic exchange of information is vital to the automation of routine work 

and the stewardship of SSA’s programs. The 

agency must develop and implement a plan that 

specifies needed data elements, preferred sources 

of data, benchmarks and measures of success. 

Data received through exchanges must be able to 

trigger updates to individual records and finalize ancillary actions that reduce the improper 

payment of benefits, thus bringing more rigor to 

the adjudication of claims and determination of 

initial benefit levels. A more ambitious schedule 

for moving away from the receipt of images of 

electronic medical evidence and towards receiving the information as structured data should 

be established. By 2020, the primary sources of 

information needed to establish entitlement to 

benefits and determine ongoing eligibility should 

be available in real time. 

5 Federal Cloud Computing Strategy, Vivek Kundra, U.S. Chief Information Officer, February 8, 2011, page 2. “Following the publication of this strategy, each agency 

will re-evaluate its technology sourcing strategy to include consideration and application of cloud computing solutions as part of the budget process. Consistent with the 

Cloud First policy, agencies will modify their IT portfolios to fully take advantage of the benefits of cloud computing in order to maximize capacity utilization, improve 

IT flexibility and responsiveness, and minimize cost.”
A Vision of the Future for the Social Security Administration | 9

The development and implementation of a forwardlooking Systems Modernization Plan is dependent on individuals who are capable of leading technological change. 

Employees must retain a ”sense of urgency” that will drive 

them to stay abreast of new technologies and their capabilities that will support the agency’s mission and strategic 

objectives. Talent must be sought from within the agency, 

as well as other federal agencies and private industry. SSA 

has at its disposal a host of creative information technology contractors. The skills and perspectives these individuals and organizations offer are often limited to task 

execution; a more deliberate process of engaging these 

individuals as partners with agency experts in brainstorming and strategic thinking should be instituted. 

Workfor c e D e v elo p m e n t f o r 2 0 2 0 

The Social Security workforce in 2020 will operate 

in a much different environment. Technology will handle 

more of the workloads that are processed by employees 

today, and the agency’s workforce in the future will provide 

a more sophisticated level of expertise. A comprehensive 

knowledge of SSA policies and procedures coupled with 

critical communication skills for both in-person and virtual 

contacts will define the agency’s employees. SSA must develop a new Human Capital Plan that focuses on preparing 

the workforce of today for the challenges of the future. 

} Develop a Human Capital Plan to transition 

SSA’s workforce – As the agency moves away 

from the current environment where workload 

responsibilities are segmented and hand-offs are 

standard practice, many of the agency’s employees will require new and expanded skills. The 

implementation of the “once and done” philosophy will require an increased number of direct 

service employees to have the knowledge and 

skills to process work through to completion. 

Additionally, skills in effective communications 

across a variety of media must be part of the core 

competencies for all direct service jobs. For managers, this will mean that job competencies must 

include skills on how to manage individuals and 

teams in a virtual environment. 

The Human Capital Plan must include new 

ways to evaluate performance and compensation. 

While technical skills and competent processing of 

high volumes of work will continue to be important, the agency must find new ways to assess 

performance and reward employees who demonstrate the broader skills and knowledge needed in 

the new working environment. 

} Restructure the delivery of training and programmatic resources – To support the new work environment, SSA must develop effective ways of 

delivering consistent training on programmatic 

topics, as well as on electronic tools and communications skills. Delivery must be technology-based, it must utilize appropriate training 

methodologies, it must be updated routinely so 

that it remains current at all times, and most of 

all it must be delivered timely. Tools for decision 

analysis as well as policy repositories must be 

integrated into the processing systems and be 

available in real time. Access to programmatic 

guidance or consultations with program experts 

must be available on demand. 

} Rethink career and leadership development – The 

agency will need to move away from a “command 

and control” hierarchy and develop a stronger 

culture among its leaders and employees of 

accountability and responsibility for the administration of Social Security’s programs. Current 

leadership programs tend to place participants in 

assignments with a narrow scope of duties. More 

often than not, the individual is a “placeholder” 

in an established hierarchy whose job is to “keep 

the trains running.” The emphasis in leadership 

development needs to be shifted to developing 

broader, more strategic management skills that 

will prepare future leaders for managing in a flatter, more fluid, and interdependent environment. 

SSA must offer employees continuing opportunities to work in new and varied environments that 

allow them to draw on old skills, develop new 
10 | Social Security Advisory Board March 2011

ones, and which give them a sense of accomplishment and contribution to the agency’s mission. 

Leadership programs must also look outside the 

agency for developmental opportunities that will 

help to keep SSA a dynamic organization.

SSA in 2020 – A T r a n s f o r m e d 

O rganization

As technology changes, service delivery options are 

expanded, policies are streamlined, and the workforce 

learns to operate in the new environment, the very nature 

of SSA’s organizational structure will, by necessity, evolve. 

As more workloads become portable and more services 

are delivered in a virtual environment, regional distinctions will no longer apply. Workloads can be queued and 

distributed across the country in order to maintain peak 

efficiency; this strategy can also accommodate reassigning 

work around the country due to unexpected emergencies. Virtual service delivery will be modeled after the 800 

number whereby service is provided by the next available 

agent regardless of physical location. Resource allocation 

will be based less on staffing needs in specific areas of 

the country and more on the overall accomplishment of 

agency goals. 

The changes in workload processing and service 

delivery will also bring about changes to the current 

administrative structure at SSA. Unlike the structure in 

2011 where direct service employees are linked to specific 

regional offices and pre-determined program centers, the 

organizational structure of the future will be streamlined 

with administrative and programmatic support services 

provided from specialized “hub” locations situated around 

the country. Consolidation of SSA’s physical infrastructure 

will allow funding to be redistributed to support the ongoing expansion of the agency’s virtual infrastructure that 

will provide 21st century service delivery to the American 

public.
A Vision of the Future for the Social Security Administration | 11

A bold vision can be a powerful force for change. 

Such a vision must underscore a sense of urgency that is 

critical for overcoming the resistance often encountered 

when moving boldly ahead. The vision should be so clear 

and motivating that it captures the imagination of and 

stimulates innovation among those individuals who will 

carry it out. Furthermore, it provides the framework that 

binds distinct elements into an inter-related system for 

change. Simultaneous progress in each element is a must. 

SSA has struggled with whether IT capabilities or business 

process changes should be the primary driver for change. 

The answer is neither; advancements in technology should 

open new avenues for business processes, which in turn 

should spur new policies and procedures. The skills needed 

to do the work reflect the policies, process, and electronic 

tools at the worker’s disposal. The electronic environment 

fosters a more fluid and virtual organization. Service to the 

public is enhanced and new and better ways to provide that 

service are discovered and the cycle starts again. 

The purpose of presenting this vision for the Social 

Security Administration is straightforward. The burgeoning workload, shifting social structures, and an accelerating pace of change demand that the agency embark on an 

ambitious plan that will equip it for the years ahead. This 

work must begin now, and each strategic element must 

include clear near- and mid-term achievements that will 

lay the foundation for the longer-term. To ensure success 

in 2020, SSA must:

} Rethink the agency’s service delivery strategy and develop 

a plan that embraces a broad range of delivery options that 

meet the public’s expectations.

Conclusion

Policy

Review

IT

Modernization

Human

Capital

Plan

Organization

Restructuring

Service

Delivery

Plan

Simultaneous Development of Integrated Elements on a Continuous Basis
12 | Social Security Advisory Board March 2011

} Perform a comprehensive review of program policy to 

reduce complexity, improve public understanding and maximizes the use of new technology.

} Establish a Systems Modernization Plan that will move 

the agency to a modern technology platform and support 

enhanced service delivery options.

} Develop a Human Capital Plan that matches workforce 

competencies, training, and career development with new 

service delivery strategies and technology changes.

} Adapt SSA’s organizational structure to maximize the 

effectiveness of the transformation taking place throughout the 

agency.

Ultimately, it will be up to the agency to determine 

which specific initiatives will transform these areas to 

meet the challenges of the future, or whether initiatives 

already in place align with a future vision. Regardless, vision, focus and action are urgently needed. To do all that 

must be done, to do it right and to do it all before this decade is out means that SSA has no choice but to be bold.
A Vision of the Future for the Social Security Administration | 13

App endix A - Parti c i pants in Visioning Worksho p

Karl Barnett Area Director - Dallas Region

Howard Bowles Area Director - Denver Region

Sean Brune Deputy Regional Commissioner - Denver Region

Travis Dodson District Manager - Dallas North Field Office

Tanya Harrington District Manager - Aurora, CO Field Office

Piper Kelly Operations Supervisor - Denver Downtown Field Office

Shane Kelly Director - Denver Center for Automation

Ron Miller Director - Denver Office of Quality Performance

Pedro Sarquis District Manager - Los Angeles Downtown Field Office

Pam Schwalm District Manager - Huron, SD Field Office

Terra Treweek Operations Supervisor - Kalispell, MT Field Office

Gus Villalobos Director - San Francisco Center for Disability

Nancy Vazquez Director - Idaho Disability Determination Service

C ONSULTANT

Wendi Bukowitz Founder & Managing Director - RGsquared, LLC
14 | Social Security Advisory Board March 2011

Re-imagining Social Security, Future Systems Technology Advisory Panel Report, June 2010

The Changing Demographics of America: The United States population will expand by 100 million over the 

next 40 years. Is this a reason to worry?, Joel Kotkim, Smithsonian Magazine, August 2010

Gartner Says the World of Work Will Witness 10 Changes During the Next 10 Years, Gartner Portals, 

Content and Collaboration Summit 2010, London, UK, September 15-16, 2010

The Future of the Internet III, Janna Quitney Anderson and Lee Rainie, Pew Internet & American Life 

Project, December 14, 2008.

Millennials: Confident. Connected. Open to Change., Paul Taylor and Scott Keeter, editors, Pew Research Center, February 2010

App endix B – R esour c es for F uture T r e n d s 
A Vision of the Future for the Social Security Administration | 15

In 1994, when the Congress passed legislation establishing the Social Security Administration as an independent agency, it 

also created a 7 member bipartisan Advisory Board to advise the President, the Congress, and the Commissioner of Social 

Security on matters relating to the Social Security and Supplemental Security Income (SSI) programs. Advisory Board 

members are appointed to 6 year terms, made up as follows: three appointed by the President (no more than two from 

the same political party); and two each (no more than one from the same political party) by the Speaker of the House (in 

consultation with the Chairman and the Ranking Minority Member of the Committee on Ways and Means) and by the 

President pro tempore of the Senate (in consultation with the Chairman and Ranking Minority Member of the Committee 

on Finance). Presidential appointees are subject to Senate confirmation.

Social Security Advisory Board Members

Barbara B. Kennelly, Acting Chair

Jagadeesh Gokhale

Dorcas R. Hardy

Marsha R. Katz

Mark J. Warshawsky

If you would like to join our mailing list to receive Board publications, please contact us at 

400 Virginia Avenue, SW Suite #625

Washington, DC 20024 

(202) 475-7700

info@ssab.gov

www.ssab.gov 

S o c ial S e c urity A dv isory B oard


400 Virginia Avenue, SW, Suite 625

Washington, DC 20024 

(202) 475-7700

info@ssab.gov

www.ssab.gov

 A VISION

OF THE FUTURE

FOR THE SOCIAL SECURITY ADMINISTRATION