United States General Accounting Office

GAO Report to Congressional Commitees

February 1995 SOCIAL SECURITY

ADMINISTRATION

Leadership Challenges

Accompany Transition

to an Independent

Agency

GAO/HEHS-95-59

GAO United States

General Accounting Office

Washington, D.C. 20548

Health, Education, and

Human Services Division

B-258832 

February 15, 1995

The Honorable Bob Packwood

Chairman

The Honorable Daniel Patrick Moynihan

Ranking Minority Member

Committee on Finance

United States Senate

The Honorable Bill Archer

Chairman

The Honorable Sam Gibbons

Ranking Minority Member

Committee on Ways and Means

House of Representatives

The Department of Health and Human Services (HHS), with the largest

budget in the federal government and a workforce of approximately

127,000 staff, directs or operates more than 200 health and welfare

programs. As a division within HHS, the Social Security Administration

(SSA) provides Old-Age and Survivors Insurance (OASI) and Disability

Insurance (DI) benefits and Supplemental Security Income (SSI) benefits to

about 47 million recipients.

As a result of an aging population and an increase in disability claims, SSA’s

workload has increased dramatically in recent years. Workload increases

combined with declines in the quality of service to the public have

concerned the Congress. In 1994, the Congress enacted the Social Security

Independence and Program Improvements Act of 1994,1

 which removes

SSA from HHS as of March 31, 1995. It was expected that, with

independence, SSA would have improved program management, continuity

of leadership, and an organization more accountable to the public and

more responsive to the Congress.

In conjunction with SSA’s transition from HHS to an independent agency on

March 31, 1995, section 105(c) of the act requires us to evaluate the

interagency agreement for transferring personnel and resources from HHS

to SSA. On the basis of the Conference Report, we were expected to

monitor and report on the transition’s progress. This report evaluates the

specific transition plans and activities of SSA and HHS and identifies some of

1

P.L. 103-296, Aug. 15, 1994.

Page 1 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

the major program and policy challenges SSA will face as an independent

agency.

To develop our information, we closely monitored the general activities of

the transition and evaluated SSA’s and HHS’ specific plans and methodology

for the transfer of HHS full-time equivalent (FTE)2

 personnel, property, and

other resources. We met regularly with the directors of the respective SSA

and HHS transition teams; we also met with those staff responsible for

managing specific transition activities and representatives of the Office of

Management and Budget (OMB) and General Services Administration on

budgeting and computer-related issues. In addition, we conducted a panel

discussion on issues surrounding SSA’s transition to an independent agency

with a number of present and former SSA officials, representatives from

national aging organizations, and a member of the academic community

on November 15, 1994. As a basis for our discussion of the major issues

facing an independent SSA, we relied on our previous work conducted in

these areas over a number of years (see Related GAO Products). We did our

work between September 1994 and January 1995 in accordance with

generally accepted government auditing standards.

Results in Brief Our work suggests that SSA and HHS have progressed well toward

completing the tasks necessary for SSA to become a fully functional

independent agency. Although SSA’s approximately 65,000 FTE employees

who operate and manage agency programs are unaffected by the

transition, several support functions that HHS provides to SSA, such as

personnel administration, legal support, and audit and investigative

support, will need to be transferred along with the equivalent of

approximately 1,143 FTE positions. Other HHS resources, such as computer

equipment, furniture, and other property, have also been identified and are

expected to be transferred to SSA. Although most of SSA’s administrative

and operational staff will remain in its Baltimore, Maryland, headquarters,

SSA plans to establish a Washington, D.C., office of 150 to 200 employees,

including the Commissioner of SSA and other senior agency officials. The

act creates a Social Security Advisory Board, which will advise the

Commissioner and make recommendations to the Congress and the

President on SSA program policy. SSA’s current plans are for the board to

operate and meet in both Baltimore and Washington, D.C.

2

The total number of hours worked for all workers is used to derive the full-time equivalent. To do this,

it is assumed that all workers work 2,000 hours per year (40 hours per week, 50 weeks per year).

Because the workforce includes those who work less than full time, the full-time equivalent will be

lower than the actual number of workers.

Page 2 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

While the transition initiatives are proceeding satisfactorily, an

independent SSA will continue to face serious policy and management

challenges. One of these is the long-range shortfall in funds to pay future

Social Security benefits. Also, SSA has embarked on a major effort to

improve its method for processing disability claims. Further, questions

have been raised by us and others about the future growth of the DI

program and the recent increase in SSI caseloads. Although these issues

are not new to SSA, independence heightens the importance of SSA’s taking

a strong leadership role in addressing these and other policy and

management challenges.

Background SSA is the largest operating division within HHS. As such, it accounts for

approximately 65,000 FTE employees or about 51 percent of HHS’ FTE

positions. SSA’s fiscal year 1995 budget of about $371 billion accounts for

over one-half of HHS’ total budget for that year.

SSA administers three major federal programs and assists other federal and

state agencies in administering a variety of other income security

programs for individuals and families. The programs administered by SSA

are the OASI program and the DI program—two social insurance programs

authorized under Title II of the Social Security Act. SSA also administers

the SSI program, a welfare program authorized under Title XVI, to provide

benefits to the needy aged, blind, and disabled. SSA serves the public

through a network that includes 1,300 field offices and a national toll-free

telephone number.

Under the Title II programs, over $300 billion in benefits were paid in 1993

to over 40 million eligible beneficiaries. About 95 percent of all jobs in the

United States are covered by these insurance programs. SSA also performs

a number of administrative functions to pay Social Security benefits. For

example, it maintains earnings records for over 140 million U.S. workers,

which are used to determine the dollar amount of their OASI and DI

benefits. To do this, SSA collects annual wage reports from over 6 million

employers. Since 1990, it has issued new Social Security numbers to an

average of over 7 million people annually.

Under Title XVI, SSA provides almost $22 billion in SSI benefits annually to

about 6 million recipients. This program was established to provide cash

assistance to low-income individuals who are age 65 or older or are blind

or disabled. In the mid-1970s, SSI replaced the categorical programs for the

needy aged, blind, and disabled that were administered by the states.

Page 3 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

Historical Perspective on

SSA

SSA began as an independent agency with a mission of providing retirement

benefits to the elderly. A three-member, independent Social Security

Board was established in 1935 to administer the Social Security program.

The Chairman of the Board reported directly to the President until

July 1939, when the Board was placed under the newly established Federal

Security Agency (FSA). At that time, the Social Security program was

expanded to include Survivors Insurance, which paid monthly benefits to

survivors of insured workers. In 1946, the Social Security Board was

abolished, and its functions were transferred to the newly established

Social Security Administration, still within FSA. The FSA administrator

established the position of Commissioner to head SSA.

In 1953, the FSA was abolished and its functions were transferred to the

Department of Health, Education and Welfare (HEW). Moreover, the

position of SSA Commissioner was designated as a presidential appointee

requiring Senate confirmation. In 1956, the Social Security program was

expanded to include the DI program to provide benefits to covered

workers who became unable to work because of disability.

In 1965, amendments to the Social Security Act increased SSA’s scope and

complexity by establishing the health insurance program known as

Medicare. The purpose of Medicare was to help the qualified elderly and

disabled pay their medical expenses. SSA administered the Medicare

program for about 12 years before Medicare was transferred to a new

division within HEW, the Health Care Financing Administration.

Further amendments to the Social Security Act created the SSI program,

effective in 1974. This program was designed to replace welfare programs

for the aged, blind, and disabled administered by the states. The SSI

program added substantially to SSA’s responsibilities. The agency then had

to deal directly with SSI clients, which entailed determining recipients’

eligibility based on income and assets. SSA has remained a part of HHS

(formerly HEW) since 1953.

Movement Toward SSA

Independence

Since 1984, congressional committees responsible for overseeing SSA’s

activities have considered initiatives to make SSA an independent agency.

While the reasons for independence have varied over the years, legislation

seeking independence from HHS has been introduced in several sessions of

the Congress.

Page 4 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

Concerns expressed in congressional hearings and reports of the past

decade have focused on a variety of issues, including the need for

(1) improved management and continuity of leadership at SSA; (2) greater

public confidence about the long-term viability of Social Security benefits;

and (3) removal of the program’s policies and budgets from the influence

of HHS, OMB, and the administration. Statements by committee chairmen

have shown a desire to make SSA more accountable to the public for its

actions and more responsive to the Congress’ attempts to address SSA’s

management and policy concerns.

Transition Activities

Appear Reasonable

and Equitable

The act requires the Secretary of HHS and the Commissioner of SSA to

develop a written interagency transfer agreement, effective March 31,

1995, which specifies the personnel and other resources to be transferred

to an independent SSA. Our review of the agreement and the supporting

documentation shows that SSA and HHS have developed a reasonable

methodology for, and progressed well toward implementing the transition.

Specifically, we found that HHS and SSA have progressed well in

(1) identifying and transferring personnel and other resources;

(2) effecting organizational changes prompted by the transition; and

(3) addressing changes to SSA’s budget process, as called for in the act.

Personnel and Resource

Transfers Are Under Way

The interagency agreement submitted by HHS and SSA to the Senate

Committee on Finance and House Committee on Ways and Means on

December 27, 1994, notes that all major transition tasks have been

completed or are under way and that personnel and resource transfers will

be completed on March 31, 1995. Elements of the agreement relating to

transferring personnel, resources, and property appear to meet OMB

guidelines for such transfers.

Under the interagency agreement, the approximately 65,000 FTE employees

currently under SSA will remain with the agency. In addition, about 1,143

HHS FTE personnel who provide support services to SSA are expected to be

transferred. Of these, 478 will provide personnel administration services

for SSA, 289 will provide legal support, and 263 will perform audit and

investigative activities. The remaining 113 FTEs will provide other

administrative support services for the agency.

SSA expects to reimburse HHS for providing payroll and certain other

support services to SSA on an interim basis. Similarly, HHS will reimburse

Page 5 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

SSA for providing certain services to Medicare recipients through its local

offices and telephone service centers.

In developing the agreement, HHS surveyed its division heads to identify

the functions and FTEs currently supporting SSA. At the same time, SSA

developed its own estimate of the number of HHS personnel performing

work for it. To supplement these data, SSA also relied on its managers’

assessments of the number of HHS FTEs currently supporting the agency.

HHS and SSA then engaged in extensive negotiations to agree on the final

number of FTEs to be transferred.

Virtually all individuals have been identified, and HHS expects to issue final

staff transfer notices by February 21, 1995. Personnel have been selected

primarily on the basis of the percentage of their work spent on SSA

activities. However, all employees had an opportunity to appeal the

transfer actions and some volunteers were sought to obtain the proper

skill levels.

HHS and SSA have also agreed on nonpersonnel resources to be transferred,

such as funds, computer equipment, and furniture. These decisions are

contingent on the numbers and specific personnel transferring to SSA. HHS

and SSA are required to prepare for OMB a written itemization of resources

to be transferred. OMB officials told us that no problems have arisen and it

expects to provide the certification necessary to complete resource

transfers on March 31, 1995.

Transition Requires

Organizational Changes

SSA will make several organizational changes to be a fully functional

independent agency. (See app. I for the SSA organization charts for before

and after the transition.) We believe that SSA has reasonably planned for

these changes. Our assessment of the transition activities, combined with

the review of the SSA and HHS interagency agreement, indicates that the

organizational changes should be completed on March 31, 1995.

SSA plans to establish its own Office of the General Counsel and an Office

of Inspector General. SSA’s Office of the General Counsel will provide the

necessary legal advice and litigation services for the programs

administered by SSA. An acting General Counsel will be designated to head

the office until a permanent appointment is made. The SSA Office of

Inspector General will conduct audits and investigations of the agency’s

programs and operations. The Inspector General will report directly to the

Commissioner to ensure objectivity and independence from internal

Page 6 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

agency pressures. The HHS Inspector General has agreed to act as SSA’s

Inspector General until a permanent Inspector General has been

confirmed.

SSA expects that additional organizational changes will occur in

conjunction with the transition. For example, SSA plans to merge the

functions of its Offices of Programs and Policy and External Affairs. The

new Office of Programs, Policy, Evaluation and Communications will be

responsible for research, policy analysis, and program evaluation. SSA’s

Office of Legislation and Congressional Affairs will also be repositioned to

report directly to the Commissioner. This office will facilitate a working

relationship between SSA and the executive and legislative branches.

SSA plans to establish a Washington, D.C., office to facilitate a closer

working relationship with the Congress and the executive branch. Staffing

in the Washington office is estimated at 150 to 200 permanent employees,

including the Commissioner, Principal Deputy Commissioner, legislative

liaison staff, Inspector General, the General Counsel, and research and

statistics personnel. The agency has defined needed space requirements

and acquired temporary office space. It should obtain permanent space by

early 1996.

SSA also plans to decentralize and transfer more management authority

from its headquarters to its regional offices. Following the transition,

Regional Commissioners will have direct authority over public affairs and

personnel administration in their respective regions. These functions are

currently managed by SSA’s headquarters or by HHS. SSA has also indicated

that, where possible, some of the approximately 1,143 FTEs identified for

transfer may be shifted to local offices and telephone service centers to

strengthen service.

Finally, SSA has confirmed that the newly established Social Security

Advisory Board will spend a substantial amount of time in Washington,

D.C., and members will maintain offices in both the Baltimore and

Washington, D.C., locations. The seven-member board will advise the

Commissioner, the President, and the Congress on SSA program policies.

SSA officials told us that the Congress has appointed four members.

However, the President has not yet appointed the three remaining

members as required by the act.

Page 7 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

New Budget Provision The act revises the process for submitting SSA’s annual budget. The act

states, “the Commissioner shall prepare an annual budget for the

Administration which shall be submitted by the President to the Congress

without revision, together with the President’s annual budget for the

Administration.”

Traditionally, agencies, including SSA, receive budget guidance from OMB

beginning in April of each year and spend about 5 months preparing a

budget proposal. This proposal is submitted in September to OMB, where it

is reviewed for several months. OMB then requires agencies to revise their

budget proposals by incorporating OMB decisions and changes. Once

approved by OMB, agency budgets are transmitted to the Congress as part

of the President’s budget for executive agencies. The act does not restrict

OMB from continuing to exercise its traditional budgetary oversight role,

and our work has shown that both OMB and SSA officials do not envision

any substantive change in SSA’s budget process.

Presumably, the new budget provision is intended to illuminate

differences between the budget SSA proposes and the President’s budget

for the agency. However, the process allows for OMB’s April guidance to

influence SSA’s September budget proposal. In its comments on this report,

SSA agreed that OMB’s influence would continue to be a factor in the

preparation of its September budget.

An Independent SSA

Faces Significant

Challenges

While SSA has progressed well toward completing the transition, the

agency will continue to face significant challenges as an independent

agency. Some of these include the long-range solvency of the Social

Security trust funds, growing disability caseloads, and issues surrounding

the increase in SSI caseloads. We have identified and documented these

challenges in numerous reports, testimonies, and management reviews of

SSA over the last several years.

With the passage of legislation creating an independent SSA, it was

expected that SSA would take a more active leadership role in addressing

its major program challenges. Our work has also demonstrated the need

for SSA to address program policy issues and to more aggressively manage

its programs. This will be crucial for SSA as it assumes the functions

currently provided by HHS.

Trust Funds Solvency

Concerns Remain

SSA’s independence will heighten the need for it to work with the Congress

in developing options for ensuring that revenues are adequate to make

Page 8 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

future Social Security benefit payments. As noted in our previous reports,

this issue has troubled the agency for many years.

The financial operations of SSA’s insurance programs are supported by

trust funds, which are credited with revenues derived from (1) payroll

taxes on earned income and on self-employment earnings up to specified

limits and (2) interest income from trust fund investments. Additional

financing is provided from general revenues resulting from the taxation of

Social Security benefits.

To address financing issues, the Social Security Amendments of 1977 and

1983 moved the trust funds from a pay-as-you-go financing basis toward

the accumulation of substantial temporary reserves. However, as we

reported in 1989 and 1994,3

 economic and demographic factors have

slowed the growth of the trust fund reserves and brought the projected

point of insolvency for both the OASI and DI trust funds closer than

originally expected. SSA’s Office of the Actuary confirmed that the OASI

trust fund currently has reserves sufficient to pay annual benefits until the

year 2030. The DI trust fund will have funds sufficient to pay annual

benefits until the year 2015.

Disability Caseloads and

Backlogs Affect Agency

Performance

In recent years, we have reported that SSA’s DI program has experienced

significant caseload increases, and backlogs have remained at

unprecedented levels. Moreover, changes in the characteristics of new

beneficiaries have accompanied this growth. The new beneficiaries’

average age is generally decreasing and is now below 50. Also, mental

impairment awards to younger workers increased by about 500 percent

between 1982 and 1992, helping to lower the average age. These situations

could mean that once on the rolls, these beneficiaries will receive benefits

for a longer period of time than other beneficiaries. In addition, an

increasing percentage of new beneficiaries receives very low benefits,

which indicates that these beneficiaries had limited work histories and are

unlikely to return to work.

Program rolls have grown and changed for several reasons. Higher

unemployment probably contributes to increasing applications, and policy

changes have contributed to changes in the numbers and types of

beneficiaries. However, SSA lacks adequate data on how many people in

the population suffer from disabilities that might qualify them for benefits.

3

Social Security: The Trust Fund Reserve Accumulation, the Economy, and the Federal Budget

(GAO/HRD-89-44, Jan. 19, 1989); Social Security: Trust Funds Can Be More Accurately Funded

(GAO/HEHS-94-48, Sept. 2, 1994).

Page 9 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

As a result, SSA has limited ability to predict future growth and change in

the rolls.

SSA has undertaken initiatives to improve its disability application process

to more efficiently handle caseloads and reduce backlogs. Implementing

these initiatives will significantly challenge SSA because it requires

fundamental changes in the way the agency does its work. Further,

without additional information, neither SSA nor the Congress can be sure

whether the current growth will continue. SSA faces the challenge of

determining what actions are needed to better manage the program and

whether some fundamentals of the program should be reexamined.

SSI Benefits and Caseloads

Have Increased Rapidly

As we reported in previous work,4 SSI benefit payments and caseloads have

increased significantly over the past several years. From 1986 to 1994, SSI

benefit payments for the aged, blind, and disabled increased by

$13.5 billion, doubling in 7 years. Benefits for the disabled accounted for

almost 100 percent of this increase. Three groups—disabled children,

mentally disabled adults, and legal immigrants—significantly outpaced the

growth of all other SSI recipients. As an independent agency, SSA faces the

challenge of addressing congressional and public concerns about SSI

program growth.

Conclusions HHS and SSA have developed an acceptable methodology for identifying the

functions, personnel, and other resources to be transferred to the

independent agency. They have also progressed well toward completing

the initiatives necessary for SSA to be a fully functional independent agency

on the effective date. However, independence alone will not resolve the

problems identified in previous GAO reviews, and SSA will continue to face

significant challenges beyond March 31, 1995. The elevation of SSA to an

independent agency will create opportunities for the agency to take a

leadership role in addressing some of the broader program policy issues

and to reexamine its processes to determine how it can improve its

effectiveness.

4

Social Security: Disability Benefits for Drug Addicts and Alcoholics Are Out of Control

(GAO/T-HEHS-94-101, Feb. 10, 1994); Social Security: Major Changes Needed for Disability Benefits for

Addicts (GAO/HEHS-94-128, May 13, 1994); Social Security: Rapid Rise in Children on SSI Disability

Rolls Follows New Regulations (GAO/HEHS-94-225, Sept. 9, 1994); Supplemental Security Income:

Recent Growth in the Rolls Raises Fundamental Program Concerns (GAO/T-HEHS-95-67, Jan. 27,

1995).

Page 10 GAO/HEHS-95-59 SSA’s Transition to Independence
B-258832 

We obtained official oral comments on this report from senior officials

from SSA and HHS. These officials generally agreed with our findings and

conclusions. They did offer some technical suggestions that we have

incorporated where appropriate in the report.

We are sending copies of this report to the Secretary of HHS, the

Commissioner of SSA, and other interested parties. Copies will also be

made available to others upon request.

If you or your staffs have any questions concerning this report, please call

me on (202) 512-7215. Other major contributors are listed in appendix II.

Jane L. Ross

Director, Income Security Issues

Page 11 GAO/HEHS-95-59 SSA’s Transition to Independence
Contents

Letter 1

Appendix I 

Social Security

Administration

Current and Proposed

Organizational Charts

14

Appendix II 

GAO Contacts and

Staff

Acknowledgments

16

Related GAO Products 20

Figures Figure I.1: Current Organization 14

Figure I.2: Draft of Proposed Organization 15

Abbreviations

DI Disability Insurance

FSA Federal Security Agency

FTE full-time equivalent

HEW Department of Health, Education and Welfare

HHS Department of Health and Human Services

OASI Old-Age and Survivors Insurance

OMB Office of Management and Budget

SSA Social Security Administration

SSI Supplemental Security Income

Page 12 GAO/HEHS-95-59 SSA’s Transition to Independence
Page 13 GAO/HEHS-95-59 SSA’s Transition to Independence
Appendix I 

Social Security Administration Current and

Proposed Organizational Charts

Figure I.1: Current Organization

Department of Health and Human Services 


Social Security Administration (as of February 1995)

Chief Policy 

Officer

Principal 

Executive Officer

Staff Functions

Special Assistants


Press Office


Senior Advisor

Counselor


Senior Counselor


Director, BPR

Office of Senior 

Executive Officer 

Senior


Executive Officer

Office of the Commissioner


Commissioner


Principal Deputy Commissioner

Office of Information 

Resources 

Management 

Director

Strategic Planning 

Staff


Director

Office of Executive 

Operations


Director

Deputy Commissioner, 

Operations

Assistant Deputy 

Commissioner, 

Operations

Deputy Commissioner, 

Systems

Assistant Deputy 

Commissioner, Systems

Deputy Commissioner, 

Finance, Assessment 

and Management

Assistant Deputy 

Commissioner, Finance, 

Assessment and 

Management

Deputy Commissioner, 

Programs

Assistant Deputy 

Commissioner, 

Programs

Deputy Commissioner, 

Policy and Extenal 

Affairs

Assistant Deputy 

Commissioner, Policy 

and External Affairs

Deputy Commissioner, 

Human Resources

Assistant Deputy 

Commissioner, Human 

Resources

Senior 

Financial 

Executive

Office of 

Telecommunications 

Associate 

Commissioner

Office of Systems 

Operations


Associate 

Commissioner

Office of Disability


and International 

Operations


Director

Regional 

Commissioners (I-X)

Office of Public 

Services and 

Operations Support 

Associate 

Commissioner

Office of Automation 

Support


Associate 

Commissioner

Office of Telephone 

Services


Director

Office of Program


and Integrity Reviews 

Associate 

Commissioner

Office of Financial 

Policy and Operations 

Associate 

Commissioner

Office of Publications 

and Logistics 

Management


Associate


Commissioner

Office of Legislation 

and Congressional 

Affairs


Associate 

Commissioner

Office of Policy 

Associate 

Commissioner

Office of Research 

and Statistics 

Associate 

Commissioner

Office of Personnel 

Associate 

Commissioner

Office of Labor 

Management


Relations


Director

Office of 

International Policy 

Director

Office of Disclosure 

Policy


Director

Office of Public 

Inquiries


Director

Office of Public Affairs 

Associate 

Commissioner

Office of Hearings 

and Appeals 

Associate 

Commissioner

Office of Disability 

Associate 

Commissioner

Office of Retirement


and Survivors


Insurance and 

Supplemental


Security Income


Policy


Associate


Commissioner

Office of the 

Actuary


Chief Actuary

Office of Civil Rights 

and Equal


Opportunity


Director

Office of Training 

Director

Office of Workforce 

Analysis


Director

Office of Central 

Records Operations 

Director

Office of Systems 

Design and 

Development 

Associate 

Commissioner

Office of Systems 

Requirements 

Associate 

Commissioner

Office of Systems 

Planning and 

Integration


Director

Office of Information 

Management 

Associate 

Commissioner

Office of Facilities 

Management 

Associate 

Commissioner

Office of Budget 

Associate 

Commissioner

Office of Acquisition 

and Grants 

Associate 

Commissioner

Page 14 GAO/HEHS-95-59 SSA’s Transition to Independence
Appendix I 

Social Security Administration Current and

Proposed Organizational Charts

Figure I.2: Draft of Proposed Organization

Social Security Administration


(draft as of February 1995)

Office of


Inspector General

Office of the 

General Counsel

Office of


Legislation and


Congressional Affairs

Chief


of


Commissioner
 Staff

Principal Deputy Commissioner

Deputy Commissioner, 

Operations

Assistant Deputy 

Commissioner, 

Operations

Deputy Commissioner, 

Systems

Assistant Deputy 

Commissioner, Systems

Deputy Commissioner, 

Finance, Assessment 

and Management

Assistant Deputy 

Commissioner, Finance, 

Assessment and 

Management

Deputy Commissioner, 

Programs, Policy,


Evaluation and 

Communicationsa

Assistant Deputy 

Commissioner


Programs, Policy,


Evaluation and


Communications

Deputy Commissioner, 

Human Resources

Assistant Deputy 

Commissioner


Human Resources

Chief 

Financial 

Officer

Office of 

Telecommunications 

Associate 

Commissioner

Office of Systems 

Operations


Associate 

Commissioner

Office of Disability


and International 

Operations


Director

Office of


Telephone Services


Director

Office of Public 

Services and 

Operations Support 

Associate 

Commissioner

Office of Automation 

Support


Associate 

Commissioner

Office of Program 

and Integrity Reviews 

Associate 

Commissioner

Office of Financial 

Policy and Operations 

Associate 

Commissioner

Office of Publications 

and Logistics 

Management


Associate


Commissioner

Office of Policy 

Associate 

Commissioner

Office of Research 

and Statistics 

Associate 

Commissioner

Office of Personnel 

Associate 

Commissioner

Office of Labor 

Management


Relations


Director

Office of 

International Policy 

Director

Office of Public 

Inquiries


Director

Office of Public Affairs 

Associate 

Commissioner

Office of Civil Rights 

and Equal


Opportunity


Director

Office of Training 

Director

Office of Workforce 

Analysis


Director

Office of Central 

Records Operations 

Director

Office of Systems 

Design and 

Development 

Associate 

Commissioner

Office of Systems 

Requirements 

Associate 

Commissioner

Office of Systems 

Planning and 

Integration


Director

Office of Information 

Management 

Associate 

Commissioner

Office of Facilities 

Management 

Associate 

Commissioner

Office of Budget 

Associate 

Commissioner

Office of Acquisition 

and Grants 

Associate 

Commissioner

Regional 

Commissioners (I-X)

Regional Personnel


Functions

Regional Public


Affairs Officers

Office of Disclosure


Policy


Director

Office of the


Actuary


Chief Actuary

Office of Hearings


and Appeals


Associate


Commissioner

Office of Disability


Associate


Commissioner

Office of Retirement


and Survivors


Insurance and


Supplemental


Security Income


Policy


Associate


Commissioner

Office of the Commissioner


aNew organization resulting from the merger of two Deputy Commissioner offices. Suboffice

structure will be more defined at a later date.

Page 15 GAO/HEHS-95-59 SSA’s Transition to Independence
Appendix II 

GAO Contacts and Staff Acknowledgments

GAO Contacts Roger Thomas, Project Manager, (202) 512-7232

Roland Miller III, Adviser, (410) 965-8925

Acknowledgments In addition to those named above, the following individuals made

important contributions to this report: Leslie Aronovitz, Associate

Director, Income Security Issues; Daniel Bertoni, Senior Evaluator; Mary

Reich, Staff Attorney; Valerie Rogers, Evaluator; and Jacquelyn Stewart,

Senior Evaluator.

Page 16 GAO/HEHS-95-59 SSA’s Transition to Independence
Appendix II 

GAO Contacts and Staff Acknowledgments

Page 17 GAO/HEHS-95-59 SSA’s Transition to Independence
Appendix II 

GAO Contacts and Staff Acknowledgments

Page 18 GAO/HEHS-95-59 SSA’s Transition to Independence
Appendix II 

GAO Contacts and Staff Acknowledgments

Page 19 GAO/HEHS-95-59 SSA’s Transition to Independence
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(105142) Page 20 GAO/HEHS-95-59 SSA’s Transition to Independence
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