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National Academy of Public Administration
Long-Term Strategic Vision and Vision Elements
for the Social Security Administration
March 10, 2014

Focal Question: How might a changing environment (e.g., societal, demographic, technological
changes/advances) impact SSAs ability to deliver services effectively and efficiently ten to
fifteen years from now?

Long-term Strategic Vision: We anticipate and respond to customers changing needs,
delivering high quality services anywhere, anytime.

To fulfill SSAs mission in 2025 as part of a comprehensive approach to delivering government
services, we:
Are nimble and embrace change.
Use online, self-service delivery as our primary service channel.
o We do not believe this is a realistic achievement. In order for online services to
be our primary service channel, the majority, if not all, of our services would
need to be available online. The agency still has too many obstacles to
overcome for this to be a reality. This may be a vision for 20-25 years from now,
but not a realistic vision for 2025.
o What does our client-base want and need? Online services do not work for our
most vulnerable clients. The vision should take into account how we will provide
service to those individuals in rural areas where access to online services is still
non-existent. We have seen little change in rural area services over the last
decade. What will rural areas look like in 10 years and how does the agency
satisfy their needs?
o In order for online self-service delivery to be feasible at any time in the future,
program simplification must take place. SSA programs are very complex and
require highly trained and skilled technicians. Most program simplification
requires legislative action and the agency has not been overly successful in the
last several years in achieving program simplification.

Use integrated service delivery to enable customers to conduct their transactions
seamlessly from start to finish.
o Feasible perhaps, but only if the systems we use have first been integrated and
the rules and regulations significantly simplified.


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Automate processes to maximize operational efficiency, meet customer demand and
diverse workforce expectations, resulting in a smaller workforce and in reduced physical
infrastructure.
o It may be possible to reduce the size of the workforce and physical
infrastructure to some degree, assuming policy simplifications and significant
systems enhancements are in place, however, we firmly believe there is still a
demonstrated need for community-based services across the country.
Are flatter, integrated, and empower decision-making.
o If there is less middle management, then the vision needs to include provisions
for streamlining administrative functions and our current, labor-intensive
performance management system, which includes quality reviews at the local
level.
o Does this mean more involvement in leadership from front-line levels of
management?
Share consolidated support functions.
Stress program integrity in everything we do.
o This should be what we are doing now, not a vision in 2025.

Vision Elements: The vision consists of 29 elements that are divided into five categories.
Direct Service Delivery to Customers. The first categoryDirect Service Delivery to
Customersincludes elements related primarily to improving customer service.
o It appears SSA is following IRS down the path of very little direct service. This
means the public will be potentially paying third parties to explain complex rules.
o In the past, our mission has always been to protect the trust funds and deliver
outstanding customer service. That would change to only protecting the trust
funds and leaving it to our customers to figure out our complex rules and
regulations. This is similar to how CPAs, etc. help their customers find all
possible tax deductions and then the customer wonders why they are not
eligible for social security benefits at retirement age.

1. Online self-service delivery is our primary service channel.
o This seems to be the direction that our culture is headed. However, it will be
very difficult for many of our customers to make this transition as they are
accustomed to in person service. In many cases, we also serve a less educated
and more intellectually challenged clientele than the general population. Self-
service delivery for many retirees would be achievable and perhaps preferable to
that population, but there will be issues with some of the disabled population,
particularly those who have a representative payee.

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2. We provide direct service options (e.g., in-person, phone, online chat, video conference)
in very limited circumstances, such as for complex transactions and to meet the needs
of vulnerable populations.
o What mechanism will be in place to determine which case merits an in-person
contact? Our most vulnerable population cannot navigate multiple choice phone
trees or even our kiosks and are frequently unable to formulate questions
appropriate to their situations. As more online services have become available,
we have already come to the point that the majority of transactions done in the
field office are either complex and/or for our most vulnerable claimants. These
circumstances will not be vastly limited but will rather be the majority of direct
contact cases. Additionally, the vulnerable population will much more easily
become targets of long-term fraud without having access to a live SSA
employee to answer questions.
o In many service areas, the majority of the people we serve are vulnerable. The
statement above would indicate the vulnerable population is the exception
rather than the rule. The agency has met political and social criticism for
consolidating and closing a significant number of contact stations around the
country. The American public may not share this vision.
o It is hard to evaluate this statement without a definition of complex. We
consider many of the current workloads we process to be complex.
o This will allow employees to work cases that need human involvement while
those who can help themselves will do so. We have elderly and disabled clients
so there will need to be direct service options for individuals who have a difficult
time using computers without forcing them to use a representative payee or pay
a third party.
o There is a concern now with fraud in SSA programs and the SSI program is
considered a high risk program. With little human interaction, it is conceivable
that fraud will significantly increase.

3. Our service channels (e.g., in-person, on-line, telephone) are integrated, enabling
seamless customer service and processing of most transactions from start to finish.
o This would be a good thing. Our IT systems are not integrated which makes it
difficult to provide one-stop service.
o Employee positions will also have to change for this to happen. We will have to
eliminate the Teleservice Representative (TSR), Service Representative (SR),
Claims Representative (CR) designations and have one frontline service position.
4. Our service delivery is integrated across SSA programs and with external partners to
improve access to a broad suite of high quality government services (including non-
programmatic or non-core activities).

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o While this would be nice for the public, it is very difficult to get the kind of
integration that we need. It takes years to get information exchange
agreements between agencies worked out. Ten years is likely not enough time.
o Currently, many outside entities we deal with complicate our mission, often
unnecessarily. With all of the information SSA has, SSA could wind up as a
primary resource and carry the heaviest of burdens.
5. We simplify programmatic, administrative, and operational policies in order to facilitate
customers applications for benefits and our processing of them.
o We regularly provide examples of policies that need to be simplified, yet most
changes have not been made.
o We need to identify roadblocks and have a plan for getting through them (e.g.,
legislation, legal issues, and advocate concerns). Without a plan to overcome
these roadblocks, change will be slow. Realistically, this vision should be a 2050
vision.
o The National Council of Social Security Management Associations (NCSSMA) has
been raising these issues for years, yet streamlining and simplification of policy
and procedures have changed very little over the years.
o SSI is a complicated program to administer and simplifying SSI policies would
free up valuable time and resources.
o Much of the above would describe a vision appropriate to SSA as an organization
administering the Retirement Survivors and Health Insurance (RSHI) programs.
However, the reality of Disability and SSI is one of growing numbers of people
who are ill-equipped to do virtual business with us due to language, education,
physical and mental barriers, as well as programs requiring ongoing stewardship
review. It would be an impressive triumph of technology and efficiency to
continue to provide service with the existing workforce numbers and
community-based infrastructure as this population increases. Significantly
reducing our community presence and/or workforce would adversely impact the
vision to deliver high quality services.

Indirect Support of Service Delivery. The second categoryIndirect Support of Service
Deliveryincludes those elements primarily related to improving the cost-effectiveness of
supporting work processes.
6. Our employees access integrated customer data, enabling efficient delivery of services
across our programs and with other related government programs.
o This would be beneficial.
7. Our work processes are fully automated, except for those decisions that require some
human judgment. We use expert systems to guide employees.

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o Almost all of our processes require some human judgment. For example,
retirement claims filed online are notorious for having the wrong month of
entitlement (MOE), or are missing critical spouse or dependent children
information. Disability claims filed online contain many errors and misleading
information that must be developed to ensure appropriate entitlement
determinations. Post-entitlement (PE) workloads all require human judgment
and decision-making because they are aimed at continued entitlement and
program integrity.
o This is an interesting concept and could further riddle SSA with fraud. The IRS is
seeing increases in fraudulently filed electronic income tax returns due to their
decreased human involvement. This is something SSA needs to approach with
great care.
o Our current work is too complex for this to be a reality. With significant program
simplification and upgraded systems, it may be feasible to automate most of the
PE workloads as well as many retirement claims, but the disability program is
more difficult.
o It appears that one of the ways to improve cost-effectiveness would be to have
a reduced workforce. Therefore, it is left to interpret that employees eventually
would, or could lose their jobs. This should be addressed in this document.

8. Our work is portable (e.g., electronic case files enable matching workload with
available workforce capacity, advancing telework).
o This would be beneficial.

9. All our support functions (e.g., Human Resources, Finance) are provided through a
shared services model (e.g., within SSA, across government, and by contract).
o This is an interesting concept and could be helpful to ensure consistent
processes within SSA. We are not sure how this would work across government,
as each agency has unique circumstances and characteristics.

10. We systematically employ data analytics to inform the development of more efficient
business processes and ensure program integrity.
o This would be beneficial.
The following three categoriesInformation Resources Planning and Management, Workforce,
and Organization Structure and Dynamicsinclude vision elements related to supporting the
envisioned service delivery model and work processes.

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Planning and Management of Information Resources. The Planning and Management of
Information Resources category includes elements related to the foundational enterprise
capabilities needed to support such things as information sharing, cybersecurity, and rapid
innovation of IT applications to meet business requirements. It encompasses not just the work
of Systems, but the coordinated efforts of agency leaders, business customers and IT staff to
plan and implement new systems to support mission performance.
11. We manage data at the enterprise level and our business systems are interoperable.
12. We maximize data sharing with external partners through improved exchange
standards.
13. We employ a robust regime for providing information security and protecting
customers personal information over the entire data life cycle, including authentication
protocols.
14. Our IT workforce is focused less on in-house application development and more on the
analysis, architecture, systems integration, testing, and project management needed to
effectively leverage private sector services to meet business needs.

15. We use a disciplined and responsive IT investment planning and applications portfolio
management process to enable planning and implementation of new IT solutions in
smaller, usable, and affordable increments to meet business requirements rapidly.
o All of these bullets 11-15, would most likely be very beneficial. SSA needs to
transition away from old technologies to become more agile and responsive to
changing needs.
Workforce
16. Our integrated and diverse service delivery workforce is able to identify customer needs
and manage transactions to completion efficiently and effectively.
o For years suggestions have been made to empower TSRs with the ability to
manage and finish transactions to completion just like their counterparts in field
offices. After all, they are equally graded employees. We believe this was
suggested as far back as the creation of the TSCs over 25 years ago, but it has
never been changed. What will change in the next ten years to effect this
change?
o This appears to be a move away from current quality initiatives. If quality were
to be preserved in this process, there would have to be a culture of processing
it correctly rather than just processing it to completion. It could work if the
goal was to have a successive line of more technically capable employees

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available to handle each issue. This model does not appear to have capacity or
tolerance for backlogged work.
o This seems to be counter to previous elements such as #1 and #6. Those two
elements indicate we would eliminate most of our employees, so what diverse
and integrated workforce would identify customer needs and manage their
transactions?
o To echo what was said on page one, being integrated and diverse does not
necessarily make an efficient workforce. Without proper training and personal
discipline this flatter business model will not succeed.
o Simplify policy in many areas so an employee can help with all aspects of SSA
(SSI, RIB, DIB, and SSNs) and complete transactions at first point of contact if
unable to complete via electronic sources.
17. Technology advances allow us to have a significantly smaller and more virtual
workforce.
o This appears to be a move away from community-based customer service. Quite
possible if we can simplify our policies and procedures and upgrade our IT
infrastructure. But, this does not mean that we need to do away with field
offices en masse.
18. We make greater use of generalists with an emphasis on problem-solving,
communication, and data analytics skills.
o This would be a good thing. To echo a previous statement, we would have to
eliminate the TSR, SR, and CR designations and have one frontline service
position.
19. We use data analytics systematically to drive workforce decisions (e.g., training needs).
o This would be a good thing.
20. Our blended workforce delivers services with greater use of project-based employee
and contractor teams.
o Large groups of employees who are project-based on a particular subject can be
highly productive and effective. Larger worksites bring with them an ability to
cover absences, greater flexibility in moving work around, piloting new ideas,
and can be a real hub of creativity.
o Not sure what is meant by the term blended, but there are concerns with
project-based employee and contract teams. What would a project team do?
This could be useful for some workloads; however, most of the work we do is not
project-based. Do we really want to contract out our work?

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o This does not reflect our public contact work, which requires in-depth technical
knowledge in a one-on-one environment.
We employ a more flexible grade and compensation structure to facilitate career paths
that encourage employee retention by embracing employee development and providing
opportunities across the organization or with partner organizations.
o Grade structure and compensation is not entirely driven by the agency. This
would require change across federal government.
o This seems to contradict question 20 regarding contractor teams.
21. Our labor-management relations have a strategic focus on improving agency outcomes
o This should be something we already do.
Organizational Structure and Dynamics
22. We embrace change and reward managed risk (e.g., training and performance
management opportunities).
o This sounds a bit like corporate America. We are not a corporation; we are not
making a profit for any shareholders. How much managed risk should there be
when it comes to managing a program that pays benefits out to someone who
has worked minimum wage and paid taxes for 30 to 40 years of their working
lives?
o Change should not be embraced simply for change. Change is not always good.
We should be wary of anyone or any group that advocates change for changes
sake. If change makes sense and improves customer service and employee
satisfaction, then change would be good.
23. Our adaptive and open culture promotes new collaborative arrangements including
those with external partners (e.g., other agencies and advocacy groups).
o It would be good to work closer with external partners if it improves our
customer service. If it does not improve customer service then it should be
reconsidered.
24. We institutionalize long-term, strategic thinking throughout the organization (e.g.,
planning, position descriptions, business processes).
o This would be a good thing.
25. Our communication and business processes enable a dispersed workforce that is no
longer working in centralized, traditional offices.

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o There are doubts that legislators will ever be able to provide the agency with the
dollars necessary to make this shift or agree on how to go about doing it. We
can see fewer brick and mortar facilities, but there would need to be a massive
investment in technology and IT infrastructure in order to do away with many
centralized traditional offices. Where will this money come from?
o It is interesting that some of the companies that pioneered telework are pulling
back from it because it actually hinders collaboration. Telework has advantages,
but it should not be the only work model available.
o The question that has not been asked throughout this document is what kind of
service does the American public want? SSA has a long, rich history of
community-based service. This document seems to envision us transforming
into an IRS- type model. However, there is a fundamental difference in the
missions of SSA and the IRS. Furthermore, SSA is the face of government. We
deliver services to the entire population at some point. SSA has historically
enjoyed significant public support for our mission. If we retrench to a position
where we are no longer visible or available in local communities and focus the
employees who remain on preventing and recovering overpayments at the
expense of excellent personal service, we are likely to lose much of the goodwill
that we have enjoyed. Removing federal employees from their local
communities will only increase the publics distrust and isolation from their
government.
26. Our physical infrastructure is significantly reduced and re-aligned based on service
delivery changes, IT and automation investments, and workforce shifts.
o It may be a future reality that we can no longer afford to have offices in every
town or multiple offices in the same city. It can be very difficult to support a
very small office of less than five or six people, especially without a supervisor.
We should be less concerned about how far away our customers are from an
office and focus on how to serve customers regardless of where they are
located.
o Congress does not support most of the reductions in our physical infrastructure
now and it is unlikely this will change by 2025.
o From a philosophical perspective, it seems that this vision plan allows technology
to dictate public service instead of envisioning what public service we want and
the public wants and using technology to provide that service. Technology is a
tool for humanity to use as we see fit and for our purposes. We control
technology; technology should not control us.
o The agencys proposed plan is to become completely automated. We believe
there would be a greater risk of individuals filing fraudulent claims as SSA
employees would not be interviewing claimants face-to-face. The plan should
consider including information about how anti-fraud efforts would be
strengthened.

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27. Our consolidated and re-aligned organization integrates activities, eliminates duplicative
work, and strengthens program integrity.
o The Regions and Areas may need some realignment.
28. Our flatter organization, along with clear policies and guidelines, allows for fewer
decision points and empowers employees, resulting in improved organizational
performance.
o This sounds like a plan to get rid of certain management oversight. We do not
think any organization runs smoothly without some kind of management
oversight or people who are in positions charged with making certain decisions.
This would require an unprecedented culture shift within the agency as a whole.
This culture shift will probably not take place within the next 10 years. There
have to be checks and balances. The agency is entrusted with a great deal of
private information and proper management oversight is imperative. Of course
if the agency gets smaller (which it is currently doing) fewer employees
understandably means fewer managers, but management is still necessary.
Does flattening also mean doing away with high-level executive positions often
found in Headquarters? Or does it just mean doing away with lower level
managers in order to help empower employees at lower grade levels and
therefore a slightly lower cost?
o We want to avoid too much negativity, but in all honesty there are employees
who we have concerns about processing the work they have now with all of the
oversight that we have available. How can we expect to improve organizational
performance with this proposed business model? Also, there are many
employees who are afraid of making a decision on something for various reasons
even though that is what we get paid to do.

Note: Program integrity and agility are important objectives of this vision. However, they are
not the focus of one category. We instead call out elements within the five categories that
make particularly important contributions to program integrity and agility.
Individual Comments:
The overall vision of this document is one of declining public service.
Although there were some good ideas in the plan, the overwhelming majority of
regional management associations were not optimistic regarding the feasibility of the
overall vision of the NAPA document.
The SSA that I know and love, and have proudly served in for over 40 years will be gone.
It will no longer be a caring, community-based agency, but one run by an IT workforce.
With physical infrastructure significantly reduced, direct service options in only limited
circumstances, and greater use of external partners and contractor teams, there seems

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to be no need for the field office structure as we know it. This vision is not a flatter
organization it is flat line organization.
Looks like less FO management and elimination of FO positions, and/or they will
completely reassign us different duties or re-name the titles we already have.
We have large non-English speaking populations and we have people trying to game the
SSI living arrangement rules. I see people who cannot hang on to their bankcard for
more than a few months consecutively. I think before futurists can envision a future for
an agency, they need first to understand the complex realities on the ground level of the
current times. The best method to gain such detailed real life knowledge is to spend
more time with front line employees who are directly involved in day to day operations
and the public we serve.
One characteristic of a flat organization, generally, is higher ratios of staff to
management (that is, fewer administrative layers). While there can be many benefits to
a having a flatter organizational structure, I think it is essential to make appropriate
adjustments to certain procedures in order for things to work well. Specifically, it will be
necessary to eliminate or streamline certain administrative tasks/practices. One that
immediately comes to mind is how performance is measured, evaluated, and addressed.
The current Performance Assessment and Communication System (PACS) and related
labor management relations (LMR) practices can be cumbersome under current
circumstances, and would probably be difficult to sustain with larger staff to
management ratios and fewer administrative layers. This is just one example, but in
general, the need to root out inefficiencies is amplified when trying to create flatter
organizational structures.
Although 11 years seems like a long time for planning something this far-reaching, none
of the flattening will work or have any hope of enabling SSA employees to provide
accurate service to the public unless the systems and program rules have been changed
well in advance.
While we embrace a new vision, change and the technology of the future, it is critical
the agency take a balanced approach to ensuring the vision does not create undue
stress and hardship for those committed individuals currently working every day.
Even if this vision were possible, do we really want a faceless government?