Professional Documents
Culture Documents
SSA FYs21-23 APR Signed
SSA FYs21-23 APR Signed
Respectfully,
Baltimore, Maryland
April 1, 2022
Mission
Ensure equity and accessibility in delivering Social Security services by improving the customer
experience and addressing systemic barriers to participation in our programs.
Programs
Few government agencies affect the lives of as many people as we do. We administer three
programs under the Social Security Act, as amended:
• Old-Age and Survivors Insurance (OASI): Established in 1935, the OASI program
provides retirement and survivors benefits to qualified workers and their family members.
In fiscal year (FY) 2021, we paid OASI benefits to an average of over 55 million
beneficiaries each month, and we paid nearly $983 billion to OASI beneficiaries through
the fiscal year.
• Disability Insurance (DI): Established in 1956, the DI program provides benefits for
workers who become disabled and their families. In FY 2021, we paid DI benefits to an
average of nearly 10 million beneficiaries each month and paid nearly $141 billion to DI
beneficiaries through the fiscal year.
• Supplemental Security Income (SSI): Established in 1972, the SSI program provides
financial support to aged, blind, and disabled adults and children who have limited
income and resources. In FY 2021, we paid SSI benefits to a monthly average of nearly
8 million recipients (approximately 2.6 million of whom concurrently receive OASI or
DI benefits), and we paid over $58 billion in SSI Federal benefits and State
supplementary payments through the fiscal year.
In addition, we support national programs administered by other Federal and State agencies, as
required by law, such as Medicare, Employee Retirement Income Security Act of 1974, Coal
Industry Retiree Health Benefit Act, Supplemental Nutrition Assistance Program (SNAP), Help
America Vote Act, State Children’s Health Insurance Program, E-Verify, Medicaid, and Federal
Benefits for Veterans.
We administer our programs in accordance with law and regulations. We have implemented
enterprise risk management (ERM) processes to improve the effectiveness of our organization
and program administration. Our goals are informed by strategic opportunities as well as our
assessment of program evaluations, our Learning Agenda, and identified risks.
A diverse, engaged, and well-trained workforce is critical to meeting our service delivery goals.
Most of our employees directly serve the public or provide support to employees who do. We
care about the well-being of our workforce and support them throughout their chosen career
paths through employee engagement, training, and development.
The Coronavirus Disease 2019 (COVID-19) pandemic has significantly affected our operations
and how we serve the public. We have remained open for business throughout the pandemic,
while taking steps to keep our workforce and the public safe.
Our highest priority during this unprecedented time is to provide mission-critical services while
ensuring the health and safety of the public and our employees, including maximizing remote
work during the height of the pandemic and implementing policy and process flexibilities. Our
goal is to provide services the public expects and needs in order to access the benefits for which
they are eligible. We are accelerating our planning and implementation of alternative digital and
remote services, as well as expanding the use of data exchanges to obtain evidence.
During the pandemic, most Social Security services have been available to the public online at
www.ssa.gov, by telephone, or via in-person appointments for limited, critical situations,
depending upon local office conditions. If a person cannot use our online services, they can call
our National 800 Number or their local office (www.ssa.gov/locator/) for assistance. Our
National 800 Number callers can conduct business through our 24-hour automated services or by
speaking directly with a customer service representative. Our automated services include
requesting benefit verification letters, ordering replacement Medicare cards, and obtaining claim
status updates. In early April 2022, we will expand appointments and open walk-in service at
our field offices for those who need to reach us in person.
In FYs 2020 and 2021, we received significantly fewer disability claims, particularly for SSI
benefits. We are working to understand why fewer people applied for SSI during the pandemic,
and prioritizing efforts to ensure our SSI program is accessible to underserved communities and
people facing barriers to our services.
State agency disability determination services (DDS) make disability determinations for initial
claims, reconsiderations, and continuing disability reviews (CDR). We are increasing processing
capacity to address the existing backlog of initial disability claims and an anticipated increase in
claims in FYs 2022 and 2023.
Our processing centers (PC) handle the most complex benefit payment decisions, in addition to
issuing benefit payments after appeals decisions, determining and collecting debt, correcting
records, and performing program integrity work.
Despite the challenges of the COVID-19 pandemic, we continued to meet many of our service
goals—improving National 800 Number wait times and reducing busy signals, enhancing our
digital services, handling the backlogs in our PCs, and accelerating our information technology
(IT) modernization plans to make our services more customer-centric.
The pandemic has highlighted opportunities and driven creative solutions to provide alternate
service options to the public, lessening the need for people to visit a local office. We made more
of our paper processes electronic, added online service options, and examined how we can
enhance service delivery for our customers. In particular, we are examining our internal policies
and procedures for opportunities to improve and provide additional avenues to give our
customers more efficient access to our services, including by helping our customers access other
Federal benefits, such as SNAP.
For more information about our organization and its functions, visit our organizational structure
webpage at www.ssa.gov/org.
1. Improve customer service in the hearings process by prioritizing those individuals who
have waited the longest for a hearing decision.
2. Improve the integrity of the Supplemental Security Income program by focusing our
efforts on reducing overpayments.
3. Improve the customer experience by reducing the Average Speed of Answer on the
National 800 Number.
1. Improve Equity in the Supplemental Security Income Program. Improve equity in our
Supplemental Security Income program through increased outreach and improved benefit
delivery, including to communities of color and underserved communities (see Strategic
Objective 1.1 – Identify and Address Barriers to Accessing Services)
a) By September 30, 2023, increase the number of all SSI applications by
15 percent, relative to the 2021 baseline, restoring rates closer to pre-pandemic
levels.
b) By September 30, 2023, increase the number of SSI applications from
underserved communities by 25 percent, relative to the 2021 baseline.
2. Improve the National 800 Number Service. Improve the customer experience by
reducing the Average Speed of Answer on the National 800 Number (see Strategic
Objective 1.3 – Build a Customer-Focused Organization)
a) By September 30, 2023, achieve an average speed of answer of less than
12 minutes, including implementation of estimated wait time and call back
options.
3. Improve Initial Disability Claims. Improve the customer experience by reducing the
average processing time for initial disability claims and by prioritizing those individuals
who have waited the longest for initial disability determinations (see Strategic Objective
1.3 – Build a Customer-Focused Organization)
a) By September 30, 2023, achieve an average processing time for initial disability
claims of 164 days.
b) By September 30, 2023, decide 85 percent of pending initial disability claims that
begin the fiscal year 180 days old or older.
APGs are 24-month goals that reflect our top performance improvement priorities and key
commitments for advancing the President’s Management Agenda. Visit www.performance.gov
for more information about how our APGs reflect our key priorities.
We are dedicating agency resources to focus on customer experience, including transforming the
way we obtain and use customer feedback and how our actions impact service delivery. We
expect our customer experience strategies to result in continually improving service delivery.
These strategies include adopting human-centered design and standardizing customer experience
and satisfaction data collection.
Strategies
Conduct and analyze customer satisfaction surveys to identify areas for improvement
We will analyze data to identify areas for improvement. We will consider the perspectives of
different data sources, such as our ongoing customer satisfaction, prospective client, and
retirement application surveys. We will also review and analyze civil rights complaints
submitted by the public.
Key Initiatives
conduct targeted outreach to these communities, and increase access to the SSI
program.
o Conduct the following research activities on our Disability Insurance and SSI
programs:
▪ Use our Disability Research Surveys to learn about barriers applicants face
and implement changes to our DI and SSI programs, as appropriate;
▪ Partner with States, private foundations, and other non-Federal groups and
organizations and conduct research to test strategies for assisting claimants
in underserved communities; and
▪ Create journey maps of customer experiences in our DI and SSI programs
to determine how we can simplify these programs.
o Work with the National Organization of Social Security Claimants'
Representatives, to increase representation for DI and especially SSI claimants, as
they tend to have lower levels of representation.
o Reach out to unrepresented claimants to prepare them for the hearing process.
o Host a listening session with advocates, medical professionals, and stakeholders
to learn about improving policy, service, and access to our disability programs for
individuals in the LGBTQIA+ community.
• In FYs 2022 and 2023, we will:
o Simplify our service delivery by providing alternatives to in-person visits when
possible.
o Examine the impact of internal processes on outcomes for unrepresented
claimants in the disability application process, as well as examine the effects of
other internal policies, processes, and systems on service delivery as part of our
cross-goal activities.
1
As defined in EO 13985, the term “underserved communities” refers to populations sharing a particular characteristic, as well as
geographic communities, that have been systematically denied a full opportunity to participate in aspects of economic, social, and
civic life such as Black, Latino, and Indigenous and Native American persons, Asian Americans and Pacific Islanders and other
persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons
with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality.
Performance Measures
1.1a Improve equity in our Supplemental Security Income program through increased
outreach and improved benefit delivery, including to communities of color and
underserved communities (also a two-year APG)
By September 30, 2023, increase the number By September 30, 2023, increase the number
of all SSI applications by 15 percent, relative of SSI applications from underserved
Target
to the 2021 baseline, restoring rates closer to communities by 25 percent, relative to the
pre-pandemic levels 2021 baseline
Data Definition: The targets represent the total number of total SSI applications received and the subset
received from underserved communities.
Strategies
Key Initiatives
We are making noteworthy progress toward Enhancing the Digital Experience. We are
exploring ways to enhance customer experience by providing convenient, user-friendly, and
• In FY 2021, we implemented a beta site for ssa.gov that includes streamlined content and
a redesigned home page and web template.2 We continue to use customer feedback,
1F
solicited from online surveys and focus groups, to make appropriate adjustments to the
beta site.
• In FY 2022, we plan to transition the final redesigned ssa.gov website into production
based on beta site customer feedback. We also are developing a mobile-accessible,
online process for individuals applying for or receiving services to upload forms,
documentation, evidence, or correspondence without needing to travel to a field office.
• In FY 2023, we plan to introduce online capabilities and add enhancements to the online
experience based on customer feedback and on our internal analyses.
Figure 1. The cumulative number of my Social Security (mySSA) registrations, successfully completed
online transactions, and successfully completed online transactions target from FYs 2017 to 2023.
2
Our beta site is a part of ssa.gov and allows the public to use the beta site as an alternative to, and in parallel with, the
production website. The public can distinguish between the beta and production sites.
• In FY 2021, we began preparing a single Online Appeals application that will route
beneficiaries and appointed representatives to the appropriate medical or non-medical
appeal; and allow beneficiaries and appointed representatives to view previously
submitted information.
• In FYs 2022 and 2023, we will work with stakeholders to develop a single Online
Appeals application that will route beneficiaries and appointed representatives to the
appropriate medical or non-medical appeal and allow beneficiaries and appointed
representatives to view previously submitted information.
Online Options for New Social Security Numbers and Replacement Cards
We are expanding online service options for replacing SSN cards, so members of the public do
not need to visit an office. For example, adult U.S. citizens who meet certain criteria may apply
for a replacement card using our internet Social Security Number Replacement Card (iSSNRC)
online application, which can be accessed with a my Social Security account. We have an
agreement with the American Association of Motor Vehicle Administrators under which we
verify an iSSNRC applicant’s identity by matching State driver’s license data. (see Figure 2.)
• In FY 2021 we awarded a contract for verifying State marriage data, allowing customers
with a name change due to marriage, who meet certain criteria and reside in a
participating State, to request a replacement SSN card through the iSSNRC.
Additionally, we began building the iSSNRC prototype to include marriage data
questions and elements. We enhanced the security of iSSNRC and expanded the
availability of iSSNRC to Nevada.
• In FY 2022, we will expand iSSNRC to non-participating States. We will continue
incorporating the name change due to marriage initiative in iSSNRC, allowing eligible
customers to request a replacement SSN card.
• In FY 2023, we will expand the marriage data exchange; integrate the Electronic
Verification of Vital Events data exchange into iSSNRC to verify birth information; and
explore additional avenues to increase access and enhance security.
Performance Measure 1.2a: Redesign SSA’s website to enhance the user’s online
experience
Implement a redesigned ssa.gov Implement a beta site for Implement final redesigned
web template and home page ssa.gov with updated content website and establish baseline
and a redesigned template and customer experience scores
using our new customer
Target home page. Achieve a two- feedback platform.
point increase in customer
satisfaction with the redesigned
home page of the beta site.
FY 2021 We successfully implemented an ssa.gov beta site with updated content and a redesigned home page.
Performance We achieved a two-point increase in customer satisfaction with the redesigned home page of the beta
Results site.
Data Definition: The target represents implementation of a redesigned ssa.gov web template and home page
and establishing baseline satisfaction scores using our new customer feedback platform.
156 million Increase the Increase the Increase the Increase the Increase the Increase the
number of number of number of number of number of number of
successfully successfully successfully successfully successfully successfully
completed completed completed completed completed completed
online online online online online online
transactions transactions transactions transactions transactions transactions
Target
by by by by by by
35 million 10 million 10 million 10 million 10 million 10 million
over the over the over the over the over the over the
prior year prior year prior year prior year prior year prior year
(~190 (~173 (~194 (~231 (~300 (~310
million) million) million) million) million) million)
Target Met Met Not Met Met Met Met TBD TBD
Performance 156 million 163 million 184 million 221 million 290 million TBD TBD
FY 2021
Throughout the COVID-19 pandemic in FY 2021, more people visited ssa.gov and used our online
Performance
services, which resulted in nearly 290 million transactions.
Results
Data Definition: The target represents the total the number of online transactions successfully completed.
Note, this is the fiscal year total of transactions completed on ssa.gov (e.g., address changes, claims filed,
replacement SSN cards).
Strategies
We will identify opportunities in policies, workloads, and processes for improving and enabling
efficient and effective operations. We will improve claims systems, such as the disability claims
processing system, by increasing our access to electronic medical information to make timely
and policy-compliant disability determinations and improve our customers’ disability application
experience.
While we are striving to eliminate the hearings backlog in FY 2023, we are exploring technology
enhancements, including greater automation and policy and process efficiencies to eliminate and
prevent hearings delays and backlogs. We will explore automation options for other backlogs,
such as initial disability claims and our processing center workloads and improve National 800
Number service performance.
• In FY 2021, we:
o Provided DDS employees with a tool that uses artificial intelligence and
predictive analytics to automatically analyze and process medical evidence.
o Enhanced our Claims Status process with the release of our Claim Status Tracker
(CST). CST provides real-time information and sets expectations throughout the
application process for all initial claims and appeals.
o We piloted our internet Employer Wage Reporting Journey (EWRJ), simplifying
the process for employers to submit annual wage data. The EWRJ encourages
electronic online filing, reduces paper wage processing, and reduce data errors.
EWRJ provides guided instructions and displays the wage file progress and
results in real time. We piloted wage file uploads with over 20 employers and
submitters that processed 19 million wage reports and improved customer
experience as reflected in a 96 percent usability score.
• In FYs 2022 and 2023, we will:
o Enable the public to schedule appointments online for select services;
o Introduce an online service for adult disability beneficiaries to complete the SSA-
454 (Continuing Disability Report) without needing to visit a field office;
o Expand mobile check-in services available to field office visitors;
o Expand the number of forms users can complete online;
o Implement electronic calendaring for all hearing participants, allowing our staff to
schedule hearings; and
o Increase the ability to obtain a replacement Social Security card without needing
to visit a field office.
reduce wait times through targeted hiring, improved training methods, and additional automated
services through our Next Generation Telephony Project (NGTP).
• In FY 2021, our agents handled more than 31 million calls. We hired and trained
additional agents to improve our ability to address 800 Number callers efficiently. We
also focused on new training and oversight methods to enhance the quality of our
responses and resolve callers’ questions during their first contact.
• In FY 2022, we plan to end the year with an ASA of 19 minutes and reach an ABR of
7 percent.
• In FY 2023, we plan to implement tools within NGTP that will better direct calls between
the 800 Number and field offices, including expanded self-help service for the
800 Number. By the end of FY 2023, we expect to reduce the ASA to less than
12 minutes and maintain an ABR of 1 percent.
• In FY 2021, we launched nine supplemental fact sheets, to accompany the Statement and
present information based on the user’s age and earnings history.
• In FY 2022, we provided the redesigned Statement and fact sheets to all users in the
my Social Security portal. We also began mailing the redesigned Statement and
supplemental fact sheets in black and white print. We plan to continue our Statement
modernization efforts and solicit, receive, and assess feedback from the public,
stakeholders, and advocates to incorporate in the documents. We are developing an
additional supplemental fact sheet.
3
The Average Speed of Answer is the average amount of time callers wait in queue to be answered by an agent. Wait time
begins when the call is placed in queue and ends when the agent answers.
4
The Agent Busy Rate is the percentage of calls routed for live agent service that encounter a busy call back message.
While VSD requires individuals to go into specific locations that offer VSD service, our
videoconferencing platform allows the public to obtain online face-to-face service from our
employees from any location, using their personal devices.
• In FY 2021, we reduced the hearings pending to about 350,000. The annual average
processing time was 326 days and the monthly average wait time for September 2021
was 362 days.
• In FY 2022, we plan to end the year with an annual average processing time of 375 days.
We are preparing for a downstream increase in hearings requests in anticipation of the
DDSs processing increased volumes of initial disability claims and reconsiderations, and
we will work down this projected workload increase in 2023. We will closely monitor
Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 26
the impact of additional disability applications on our appeals process to avoid creating
new backlogs.
• In FY 2023, we estimate the annual average processing time will be 335 days, and the
monthly average processing time will be 270 days by September 30, 2023. We will
monitor our incoming workloads and our capacity to complete work. This will help us
manage the resources needed to prevent the recurrence of the backlog.
Figure 3. The average number of days a person waits for a decision by an ALJ for cases closed in each
fiscal year from 2017 to 2023.
• In FY 2021, we:
o Reduced the incoming actions for the PCs by automating garnishment notices and
enhancing OASDI beneficiary manual notices;
o Reduced the amount of manual benefit resumption actions due to representative
payee changes by automating a single update to one record resulting in updates to
all other records when an individual receives multiple benefits;
o Gained processing efficiencies by automating technician alerts when there is a
change in the amount of Federal workers' compensation payments received;
Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 28
o Updated our processes to automate the handling of returned checks; and
o Maintained staffing for the PCs, instituted workflow enhancements and quality
initiatives to improve overall performance and focused on reducing aged and
pending PC workloads.
• In FY 2022, we will focus on reducing the time it takes for our PC technicians to process
incoming actions and improve payment timeliness. We will also look for opportunities to
address simple tasks more quickly and implement automation to eliminate duplicate
work.
• In FY 2023, we plan to identify and implement workload strategies that will reduce the
PC pending and improve processing quality.
Performance Measures
Performance Measure 1.3a: Improve the customer experience by reducing the Average
Speed of Answer on the National 800 Number (also a two-year APG)
Achieve an average speed of answer of less than Implement Estimated Wait Time and Call Back
Target 12 minutes options
Data Definition: The target represents the average amount of time it takes to answer a call once it routes to
an agent for service and implementing Estimated Wait Time and Call Back options.
Performance Measure 1.3b: Improve the customer experience by reducing the average
processing time for initial disability claims and by prioritizing those individuals who have
waited the longest for an initial disability determination (also a two-year APG)
Achieve an average processing time for initial Decide 85 percent of pending initial disability
Target disability claims of 164 days claims that begin the fiscal year 180 days old or
older
Data Definition: Average processing time represents the amount of time it takes for an initial disability claim
to be processed nation-wide. The aged case target represents the percentage of aged cases completed by the
end of the fiscal year that started the year 180 days old or older.
FY 2021 We added videoconferencing capabilities and additional features to all of our frontline staff and began
Performance the rollout to the remaining SSA and DDS staff.
Results
Data Definition: The target represents the implementation of a unified communication and collaboration
platform that includes workplace chat, video meetings, file storage, and application integration.
Target Met Met Met Met Not Met Not Met TBD TBD
We experienced business continuity challenges resulting in system availability percentages slightly under
FY 2021 our target goal of 99.90 percent. We responded to the challenges by adding new online services for our
Performance customers and employees. We remotely managed end-user devices, upgraded hardware and security,
Results added video services, and implemented innovative solutions to help address our personnel and public
service needs.
Data Definition: The target represents the average percentage of availability of our systems infrastructure.
We released Unified Systems for Evidence for Experts Release 1.0 to improve the user experience of the
medical and vocational experts who support the hearings and appeals levels in the disability
FY 2021
determination process. We also released the Systems for Evidence Acquisition MI portal to provide
Performance
users with an enhanced visualization into Health IT medical evidence of record analysis by using a new
Results
metric (i.e., medical evidence documents per case) to better assess evidence acquisition volume year-
over-year and between offices and regions. In addition, we onboarded 14 partners.
Data Definition: The target represents the implementation of the EEA program and includes establishing an
MI framework; implementing a Structured Data store; and establishing connections with Electronic Health
Records vendors and Health Information Exchanges.
Target 3.3 million 2.9 million 5.5 million 4.2 million 3.7 million 4.4 million
Performance 3.2 million 4.5 million 3.75 million 3.86 million TBD TBD
FY 2021
Focusing on high priority workloads, along with increased staffing, training, automated enhancements,
Performance
and other factors, we ended the year with 3.86 million actions pending and exceeded our target.
Results
Data Definition: The target represents the total number of pending actions in all of the PCs at the end of the
fiscal year.
Strategies
Conduct analyses to identify and address systemic barriers present in hiring and
advancement
To ensure a workforce that reflects the diversity of our customers at all levels of the
organization, we will conduct analyses to determine if systemic barriers exist and work to
remove any barriers we find. We will implement changes in hiring and career advancement,
particularly around training. We will rethink our workplace culture, as necessary, to further
these commitments.
Key Initiatives
We will conduct barrier analyses to achieve systematic improvement of our processes and
procedures. We will build our agency DEIA strategic plan to address potential barriers in
accessing job opportunities and foster a workplace environment that accommodates, embraces,
and assures the safety of our employees.
• In FY 2021, we conducted research for the best industry practices and benchmarking with
SWP programs across multiple Federal agencies.
• In FY 2022, we will develop a comprehensive SWP framework and business process.
• In FY 2023, we will assess the SWP framework for expanded implementation at the
component level and to support development of future human capital efforts.
• In FY 2021, we began assignments for our inaugural NLDP Track 1 (GS 15) and Track 2
(GS 12–14) selectees. We announced selections, completed competency baselines, and
began assignments for Track 3 (GS 8–11) selectees. Additionally, we finalized
configuration of our succession planning tool.
• In FY 2022, with the completion of the NLDP, we will reduce the identified leadership
competency gaps among at least 90 percent of NLDP participants. We will also launch
the prototype of the succession planning module and then test and validate the tool in
preparation for national roll out.
• In FY 2023, we will conduct an evaluation of the NLDP. We will also begin a phased
roll out of our succession planning tool.
Strategies
Key Initiatives
In FY 2019, we launched and updated our Leadership Essentials for New Supervisors (LENS)
curriculum to train new managers and supervisors on management laws and responsibilities, in
conjunction with the Office of Personnel Management’s policies and procedures. New
supervisors are enrolled in training within 90 days of their appointment. We expect them to
complete LENS training within one year of their supervisory appointment.
• In FY 2021, we developed online lessons that encompass the first full year of the
Leadership Fundamentals curriculum.
• In FY 2022, we will begin implementation of the first-year curriculum and develop the
training that will encompass years two and three of Leadership Fundamentals.
• In FY 2023, we plan to develop continuing education resources to maintain skills for
managers who are beyond their third year in a supervisory position.
Our RESOLVE program is highly interactive, includes case scenarios to identify solutions, and
covers the full scope of performance and conduct issues. We will evaluate the effectiveness of
the program via multiple assessment tools, including a pre-and post-test questionnaire. The
questionnaire assesses the knowledge gained from specific sessions and solicits feedback
regarding the effectiveness of the training. Additionally, we will utilize a six-month post-
RESOLVE session survey to assess how participants applied the training in their regular
supervisory duties.
We developed additional LENS training for supervisors and managers to reinforce our
performance management policies and procedures. We released a new video on implementing
objective employee-level performance measures in performance plans to support our FY 2022
plans. We are seeking contractual support to develop additional numeric performance measures
for selected positions in our FY 2023 plans. We also plan to implement a Performance
Oversight Team with a dual focus on compliance and narrative feedback. We will conduct
robust reviews of required performance documents agency wide, increasing our annual
performance management auditing to approximately 10 percent of performance plans.
We utilize the electronic 7B (e7B) application to complete and track employee performance
management documents and required acknowledgement statements (e.g., systems access, and
handling of personally identifiable information), which were previously maintained in paper
form. The application allows employees and management to electronically deliver and sign
these documents, enhancing management and employee accountability.
Performance Measure 2.2a: Ensure new supervisors receive timely training to improve
their leadership skills and competencies
At least 90% of At least 95% of At least 95% of At least 95% of At least 95% of
new supervisors new supervisors new supervisors new supervisors new supervisors
enroll in enroll in enroll in complete training complete training
supervisor supervisor supervisor within one year of within one year of
training within training within training within the effective date the effective date
90 days and 90 days and 90 days and of their of their
Target
complete training complete training complete training supervisory supervisory
within one year of within one year of within one year of appointment appointment
the effective date the effective date the effective date
of their of their of their
supervisory supervisory supervisory
appointment appointment appointment
We enrolled 100 percent of supervisors in training within 90 days of their appointment date. However,
FY 2021
54 percent of new supervisors completed training within one year of their appointment date. (Low
Performance
completion rate due to unavailability of training lessons while we made critical updates to certain related
Results
courses in LENS.)
Data Definition: The target represents the percentage of new supervisors that complete training within one
year of the effective date of their supervisory appointment.
FY 2021
We exceeded our target by maintaining 98 percent of required signed employee acknowledgements in
Performance
our e7B system.
Results
Data Definition: The target represents the percentage of required employee acknowledgements that are
completed and tracked electronically through our e7B system.
Strategies
Support our cost-effective program integrity work to safeguard benefit programs to better
serve our recipients
Dedicated program integrity funding helps ensure individuals receive the benefits to which they
are entitled, and it safeguards the integrity of benefit programs to better serve recipients by
confirming eligibility, improving payment accuracy for both overpayments and underpayments,
and preventing fraud. In addition, program integrity funding allows us to conduct SSI
redeterminations, conduct the anti-fraud cooperative disability investigations program, and
support special attorneys for fraud prosecutions. We will continue these efforts to ensure public
confidence in our programs and operations and to ensure we are providing beneficiaries the
correct benefits to which they are entitled.
Key Initiatives
• In FY 2021, we released an online remittance option for repaying OASDI and SSI
overpayments, implemented a lockbox service with the Department of the Treasury, 5 and 4F
released an automated process for writing-off delinquent and unproductive debts, which
advances the debts to the next stage of the collection process.
• In FY 2022, we plan to deploy new automated remittance processing capabilities.
• In FY 2023, we plan to deploy new automated debt processing and accounting
capabilities.
5Through the lockbox program, the Department of the Treasury agrees to let certain financial institutions process individual
payments for program overpayments.
We are highlighting Promote Timely Wage Reporting as a focus area for improvement.
Changes in a person’s work and wages are a leading cause of improper payments in the DI and
SSI programs. We use several sources to verify wage amounts, including pay stubs submitted by
beneficiaries and recipients, annual earnings data from the Internal Revenue Service, and payroll
information from The Work Number. 6 However, verifying wages is a manual process, which
5F
depends on beneficiaries and recipients timely self-reporting of wages to make correct DI and
SSI payments.
Over the years, we developed channels to make it easier for DI beneficiaries, SSI recipients, and
representative payees to report wages. We are prioritizing efforts to improve the process, as we
know a number of our recipients have depended on in-person field office visits to complete
reporting requirements. We developed the online wage reporting application, myWage Report
(myWR), for DI beneficiaries to report earnings electronically via my Social Security. We later
expanded myWR to allow SSI recipients, their representative payees, or their deemors (i.e., an
ineligible spouse or parent living with the recipient) to report earnings electronically. In addition
to the myWR online application, SSI recipients can use our telephone wage reporting system and
our mobile wage reporting application to report their wages.
• In FY 2021, we created a training video that we shared with the public via digital and
social media outlets (e.g., YouTube) to promote the use of telephone wage reporting,
mobile wage reporting, and myWR.
• In FY 2022, we are expanding the reach of the training video by adding it to our
Instagram, Twitter, and Facebook social media accounts. We also plan to enhance
automation of wages received from the Payroll Information Exchange by refining the
usability of third-party data, reducing manual workloads, and revising the business
process to account for improvements.
• In FYs 2022–2023, we plan to enhance the mobile wage reporting application, including
allowing DI beneficiaries to use the application and adding features to improve customer
experience.
6
The Work Number is an online wage verification company we approved to provide primary evidence of wages when pay slips
are unavailable. Wage and employment information are provided in real time.
Between FYs 2018 and 2020, we completed fraud risk assessments in key areas including
disability, electronic services, and the representative payee program. These assessments were
consistent with our Enterprise Fraud Risk Management (EFRM) strategy, 7 established in 6F
FY 2019. We also developed strategies to mitigate specific risks identified in those assessments.
strategy. We will continue our 5-year project to enhance our fraud allegation referral
process, providing additional user functionality and enhancing management information.
• In FY 2022, we plan to initiate fraud risk assessments for debt management process.
• In FY 2023, we plan to reassess fraud risk in the disability workload.
7
EFRM is a systematic process to identify possible fraud risks, determine what controls are in place to reduce the likelihood or
impact of those risks, and then determine the significance of the residual (remaining risks).
8
The Title II program is also referred to as the Federal OASDI benefits program. While the Title II program includes benefits
administered for disability insurance, the Title II fraud risk assessment does not cover disability. We completed the DI risk
assessment separately in December 2017.
Strengthen Our Information Security Program and Privacy Programs and Modernize Our
Cybersecurity and Privacy-enhanced Risk Management Infrastructure
Maintaining the public’s trust in our ability to protect sensitive data requires continuous
monitoring of threats and continual improvement and strengthening of our cybersecurity
program. We protect against cybersecurity incidents and risks through constant assessment of
the threat landscape and use of advanced cybersecurity controls.
Ensure Timely and Accurate Payments to Claimants and their Appointed Representatives
There are times when a claimant files for benefits and requests an appointed representative. A
fee agreement may be in place between claimants and their representatives and both parties
expect timely and accurate payments following a favorable decision.
• In FY 2021, our PCs processed 99 percent of ALJ reversals within 60 days. We also
updated our fee agreement (form SSA-1696) and improved our internal business process
to approve fee agreement forms faster.
• In FY 2022, our PCs will pay monthly benefits for at least 95 percent of ALJ reversals
within 60 days. We will continue to develop the Appeals and Appointed Representative
Processing Service Portal (AARPS). AARPS will help provide accurate, consistent, and
effective communication with our new and existing customers.
• In FY 2023, we will further prioritize representative fee actions and retroactive claimant
benefits in our PCs. We will establish a new performance indicator that measures if we
release retroactive benefits and representative fees within 120 days of an ALJ reversal.
Performance Measure 3.1a: Improve the integrity of the Supplemental Security Income
program by focusing our efforts on reducing overpayments (APG) 9 (see Figure 6.) 8F
Target Met Not Met Not Met Not Met Not Met TBD TBD TBD
FY 2021
Performance FY 2021 data will be available in summer 2022.
Results
Data Definition: The target represents our annual overpayment accuracy rate findings from our stewardship
review of non-medical aspects of the SSI program. (The overpayment [O/P] accuracy rate is the percentage
of all dollars paid that are free of O/P errors.) 109F
Figure 6. The SSI overpayment and underpayment accuracy rates and targets from FYs 2017 to 2023.
9
FY 2021 is the last year that “Improve the Integrity of the Supplemental Security Income Program by focusing our efforts on
Reducing Overpayments” is an APG. However, we will continue to track and report this measure in the Annual Performance
Report and on paymentaccuracy.gov.
10
“Ensure Stewardship of Our Programs” is a Strategic Goal in our Agency Strategic Plan (www.socialsecurity.gov/agency/asp).
Each year, we report improper payment findings, both overpayments and underpayments, from our stewardship reviews of the
non-medical aspects of the OASDI and SSI programs.
Target Met Not Met Not Met Met Met TBD TBD TBD
FY 2021
Performance FY 2021 data will be available in summer 2022.
Results
Data Definition: The target represents the annual overpayment (O/P) accuracy rate findings from our
stewardship reviews of the non-medical aspects of the OASDI program. 11 10F
Figure 7. The OASDI overpayment and underpayment accuracy rates and targets from FYs 2017 to
2023.
11
“Ensure Stewardship” is a Strategic Goal in our Agency Strategic Plan (www.socialsecurity.gov/agency/asp). Each year, we
report improper payment findings, both overpayments and underpayments, from our stewardship reviews of the non-medical
aspects of the OASDI and SSI programs.
We released our new billing notices with the Pay.gov URL, a new remittance identifier, and online bill
FY 2021
pay via financial institutions, providing customers with service enhancements. We collected 323,585
Performance
transactions via Pay.gov totaling $79.4 million. Additionally, we deployed a second online payment
Results
process, Online Bill Pay via financial institutions.
Data Definition: The target represents our strategies to post, track, collect, and report our overpayment
activity.
disability decisions
Target Met Met Met Met Not Met Met TBD TBD
FY 2021
The public expects us to make timely and accurate decisions. We met our goal in FY 2021, by achieving
Performance
a 97 percent DDS decisional accuracy for initial disability decisions
Results
Data Definition: The target represents the percentage of correctly decided cases compared to all sampled
cases.
12
Decisional Accuracy reflects all DDS medical determinations in which the determination was policy compliant at the time of
the quality review and the initial determination did not change after a quality review obtained additional documentation. Net
Accuracy reflects the percentage of correct initial State disability determinations and is based on the net error rate (i.e., the
number of corrected deficient cases with changed disability decisions), plus the number of deficient cases not corrected within
90 days from the end of the period covered by the report, divided by the number of cases reviewed.
FY 2021
We finalized the draft SSI fraud risk assessment and the occupational (employee) FRA, pending risk
Performance
response mitigation planning. We finalized the Representative Payee Fraud Risk Mitigation Strategy.
Results
Data Definition: The target represents our EFRM strategy to systematically assess fraud risks and determine
whether any specific risks require actions to reduce the likelihood or impact of that risk.
Not Add three Add three Add two to Add two to Add CDI
Applicable CDI units CDI units four CDI units four CDI coverage to the
Target units three
remaining
States
Added one Added three Added three Added four Added CDI TBD
Performance CDI unit CDI units CDI units CDI units coverage for
three States
We provided CDI coverage to Connecticut, Maine, and Vermont. This year we used a hub concept to
FY 2021 expand CDI units, which leverages existing CDI units to organize investigations and provide CDI
Performance coverage to neighboring States. The existing Providence CDI unit began organizing CDI investigations
Results for Connecticut, and the existing Manchester CDI unit began organizing CDI investigations for Maine
and Vermont.
Data Definition: The target represents the number of additional CDI units needed to cover the 50 States, the
District of Columbia, Puerto Rico, Guam, American Samoa, the Northern Mariana Islands, and the U.S.
Virgin Islands
FY 2021 Department of Homeland Security (DHS) assesses each agency’s risk across several NIST aligned
Performance security domains and capabilities. After reviewing our cybersecurity program, DHS rated us as
Results “managing risk” across all five NIST functions of Identify, Protect, Detect, Respond, and Recover.
Data Definition: The target represents our annual overall risk score from the Federal Cybersecurity Risk
Assessment.
Strategies
Identify and work to address potential barriers and bolster open competition in the
acquisition and grants process
We will conduct market research in accordance with regulations to bolster full and open
competition in the acquisition and grants process to the maximum extent practicable. We will
devise best practices to encourage participation by institutions serving students of color,
including direct communications with professional associations. We will also develop best
13
Presidential Executive Order 13800, Strengthening the Cybersecurity of Federal Networks and Critical Infrastructure, and
OMB Memorandum M-17-25 require Federal agencies to implement risk management measures and require OMB to assess how
Federal agencies are managing their cybersecurity risk. Risk ratings are based on capabilities defined in the NIST Cybersecurity
Framework. Potential risk ratings range from (1) High Risk, (2) At Risk, or (3) Managing Risk.
Disseminate acquisition and grant proposal requests widely to ensure responses from a broad
range of organizations
We will meet with HBCUs and MSIs to learn more about their experience with our grantmaking
process, potential barriers the process presented, and suggestions for eliminating barriers. We
will meet with bidders and recipients of our contracts for HUBZone, Woman-Owned, Veteran-
Owned, and Small Disadvantaged Businesses to learn about their experiences with our
procurement process, barriers they encountered, and recommended solutions to eliminate these
barriers.
Key Initiative
• In FY 2021 we:
o Conducted market research on equity and support for underserved communities
through Federal government-based guidelines for research grants and contracts to
broaden the range of bidders;
o Prioritized HUBZone small businesses when we search for supply items on our
Amazon Business account;
o Enhanced the content of our acquisition forecast to provide more planning
information to the small business community;
o Updated a request for applications for the Analyzing Relationships between
Disability, Rehabilitation, and Work Small Grant Program to include language
specifically mentioning that we would like to see research that engages
researchers of color and employs community engaged research methods; and
o Encouraged all potential partners to collaborate with institutions serving people of
color, scholars of color, and underserved communities.
• In FYs 2022 and 2023, we will:
o Develop equity-based guidelines to increase access to and encourage participation
in grant opportunities by HBCUs and MSIs;
Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 55
o Implement leading practices to increase access to and encourage participation in
procurement by small and disadvantaged businesses;
o Establish a framework and process to ensure grant recipients of Federal funds are
complying with anti-discrimination civil rights provisions and all procurement
solicitations and awards include the appropriate terms and conditions required to
implement applicable laws or executive orders (e.g., Equal Opportunity
clause[s]);
o Track the percentage of research grants and procurement opportunities that are
awarded to HBCUs, MSIs, and small and disadvantaged businesses to evaluate
and improve our outreach and engagement efforts and increase equitable access to
our research grants and procurement opportunities; and
o Track the number of published research studies that apply new approaches (e.g.,
community-based methodologies) to improve our understanding of the diverse
communities and their needs and revise our programs and policies in an equitable
manner.
Performance Measures
FY 2021
Performance FY 2021 data will be available in May 2022.
Results
Data Definition: This target represents our overall grade from the Small Business Association (SBA) for
awarding contracts to small businesses. Each Federal agency may receive an overall grade of an A+ for those
that meet or exceed 120 percent of their goals, an A for those between 100 percent and 119 percent, a B for 90
to 99 percent, a C for 80 to 89 percent, a D for 70 to 79 percent, and an F for less than 70 percent.
Strategies
Key Initiatives
Target Met Not Met Not Met Not Met Met TBD TBD
FY 2021
We met our target by preparing a proposed rule for the cardiovascular disorders body system and a final
Performance
rule for the digestive disorders and skin disorders body systems.
Results
Data Definition: The target represents the number of proposed and final rules we will submit to OMB for
review and approval to publish in the Federal Register.
Achieve a 25,000 Achieve a 19,500 Achieve a 87,000 Achieve a 39,000 Achieve a 10,000
Target USF reduction USF reduction USF reduction USF reduction USF reduction
FY 2021 We achieved this reduction through relocation and additional projects in St. Louis, MO, Dallas, TX,
Performance Crystal City, VA, and San Francisco, CA, which enabled us to return space to the General Services
Results Administration.
Data Definition: The target represents the actual space occupied. Usable square feet (USF) does not include
common areas of a building such as lobbies, restrooms, stairwells, storage rooms, and shared hallways.
14
Includes Medicare claims.
15
The estimates for disability claims receipts and claims pending are highly variable due to COVID-19 and our evolving
operational status.
Target 113 days 111 days 113 days 125 days 171 days 185 days 164 days
Performance 111 days 111 days 120 days 131 days 165 days TBD TBD
16
Average processing times for our initial disability claims and appeals workloads will depend on the ability to obtain timely
medical evidence and effectively schedule consultative exams.
Target 105 days 105 days 102 days 105 days 152 days 187 days 168 days
Performance 101 days 103 days 109 days 122 days 147 days TBD TBD
Hearings receipts
Hearings completed
Target 605 days 605 days 515 days 380 days 310 days 375 days 335 days
Performance 605 days 595 days 506 days 386 days 326 days TBD TBD
17
We assume the hearings backlog will be eliminated when we achieve a monthly average processing time of 270 days or less,
which we expect to occur in September of FY 2023.
18
Average processing time for hearings is an annual figure. Projections for end of year (September) processing time for hearings
are 570 days and 270 days for FYs 2022 and 2023, respectively.
19
National 800 Number Calls Handled data for FY 2021 does not include automated calls handled. Due to technical issues
resulting from transitioning to a new telephone system, the total number of automated calls handled is not yet available for
FY 2021. There were approximately 2.7 million automated calls handled through May 21, 2021 (not reflected in this table); data
on automated calls handled from May 22nd to date is still pending.
20
The Agency Priority Goal target to improve the National 800 Number service achieves an Average Speed of Answer of less
than 12 minutes, including implementation of estimated wait time and call back options, by September 30, 2023.
21
The Social Security Statements Issued measure includes paper statements only. It does not include electronic statements
issued. In FY 2021, my Social Security users accessed their Social Security Statements 64 million times.
Challenge: SSA continues to provide its customers with limited service in its field offices as
most employees telework, a major challenge for an agency that, before the pandemic, served
over 40 million customers a year in its field offices.
Challenge: SSA continues to face challenges with pending disability hearings and related
processing times, and the COVID-19 pandemic renewed challenges with pending disability
claims and continuing disability reviews. Continued focus is necessary to simplify work
incentive regulations and create new opportunities for returning disabled beneficiaries to work.
Challenge: SSA must be a responsible steward of the funds entrusted to its care by minimizing
the risk of making improper payments and recovering overpayments when they occur.
Challenge: SSA faces growing workloads and the expected retirement of experienced employees
as it pursues its mission to deliver quality service to the public.
Challenge: SSA must ensure its information systems are secure and sensitive data are protected.
Challenge: SSA must continue modernizing its information technology to accomplish its
mission despite budget and resource constraints.
Everyone who is eligible for benefits under the programs we administer should receive them.
We must identify and resolve any root causes of inequity in accessing our programs.
Fraud, waste, and abuse erode the public’s trust in our ability to efficiently provide vital services.
Fraud prevention is critical to conserving valuable resources and meeting our mission to meet the
changing needs of the public.
Keep Pace in the Disability Program with Medicine, Technology, and the World
of Work
Components: DCHO, DCO, DCRDP, and DCS
Medicine, technology, and the nature of work are constantly evolving. We must create an agile
and responsive organization committed to keeping pace with those changes and maximizing
efficiencies throughout the disability program.
• Wait no more than 5 minutes to speak with an employee when they call the agency
(80 percent percent);
• Receive a return call by the next day or sooner (96 percent);
• Obtain in-office appointments within 3 days (67 percent);
• Wait no more than 30 minutes to speak with an employee in the office (100 percent with
appointments and 60 percent without); and
• Receive a response to an electronic inquiry no later than the next day (93 percent).
We completed contracts analyzing possible changes to how we implement the Ticket to Work
program. The “WIPA Service Model Analysis Report,” completed in 2020, developed 16
evidence-based recommendations for potential changes that we might consider for the Work
Incentive Planning and Assistance (WIPA) program service model. The “Employment Network
(EN) Payment Structure Evaluation Report,” completed in 2021, analyzes how EN payments
could be structured if we replaced the current SSDI work incentive structure with one that would
reduce SSDI benefits in a series of four steps based on earnings of 50, 100, 150, and 200 percent
of the substantial gainful activity level.
We are planning a formal evaluation of the Ticket to Work program to begin in FY 2023. The
evaluation will consist of surveys, focus groups, semi-structured interviews, an analysis of
program data, or other data collection and analyses as appropriate. Expected topics will include,
for example: program effectiveness and opportunities for improvement; consumer
characteristics; service provision; and service equity. We expect the final evaluation report to be
completed in FY 2027.
The HCES is a mechanism to monitor and assess outcomes related to human capital management
strategies, policies, programs, and activities. We leverage business intelligence, analytics, and
data-based decision-making structures to support our evaluation strategy by tracking agency
progress on all milestones and performance measures through our Human Capital Operating Plan
(HCOP), HRStat reviews, and Independent Audit Program, as well as an annual Human Capital
Review with the Office of Personnel Management.
Our HCOP describes plans for executing the human capital elements stated within our Agency
Strategic Plan and Annual Performance Report and supports OMB’s Comprehensive Plan for
Reforming the Federal Government and Reducing the Federal Civilian Workforce, as described
in Memorandum M-17-22. To ensure our sustained success at both the agency and component
levels, we developed mature structures and processes to support executive oversight and
accountability and detailed plans for implementation of our key focus areas and corresponding
initiatives. We also established an ongoing evaluation process to identify challenges and make
course corrections to achieve our target outcomes.
HRStat is a metric-based, analytical monitoring process that tracks human capital priorities and
supports leadership data-driven decision making, as related to agency goals and performance
outcome improvement strategies.
Independent Audit Program – We conduct a comprehensive Human Capital Framework (HCF)
audit of all Servicing Personnel Offices (SPO) (i.e., currently 10 regions [including
consolidated/closed SPOs], Office of Central Operations, and headquarters) on a cyclical basis so
that each site is reviewed at least every 5 years. We conduct audits virtually or onsite, if
necessary. Every audit includes a review of more than 50 agency- and OPM-defined outcomes
across the following human resources functions: training, performance management, labor-
management/employee relations, civil rights and equal opportunity, staffing (including delegated
examining unit hiring and merit promotion), workers’ compensation, security and suitability,
work-life, and classification. We conducted two audits in FY 2021. We found no significant
issues while conducting one audit. In the other audit, the overall number of required corrective
actions was in alignment with other regions’ HCF audits. We consider the types of required
corrective action, such as merit system violations, illegal appointments, and pay-setting errors, to
be of greater concern than the number of errors, documentation errors, or processing timeliness.
In 2021, the Office of Civil Rights and Equal Opportunity (OCREO) improved or continued
efforts toward achieving the status as a Model Equal Employment Opportunity agency, as
established in criteria by the Equal Employment Opportunity Commission (EEOC). These
initiatives include:
2) Providing the agency head with a State of the Agency Briefing that describes our efforts to
attain model EEO agency status and component briefings to senior executives with a
comprehensive analysis of their components’ workforce demographics via “State of the
Component Briefings” issued in the second quarter of FY 2021. The analysis included
workforce trends and identified areas in need of improvement based on low representational
rates, as compared to the civilian labor force.
Annual Report of the Board of Trustees of the Federal Old-Age and Survivors
Insurance and Federal Disability Insurance Trust Funds (Annually)
The Board of Trustees reports annually to Congress on the financial and actuarial status of the
two Social Security trust funds. The 2021 report was signed on August 31, 2021. At the end of
2020, the OASDI program was providing benefit payments to about 65 million people:
49 million retired workers and dependents of retired workers, 6 million survivors of deceased
workers, and 10 million disabled workers and dependents of disabled workers. During the year,
an estimated 175 million people had earnings covered by Social Security and paid payroll taxes
on those earnings. The total cost of the program in 2020 was $1,107 billion, while total income
was $1,118 billion. The combined OASI and DI Trust Fund reserves are projected to become
depleted in 2034, at which time continuing income to the trust funds would be sufficient to pay
78 percent of scheduled benefits. For the 75‑year projection period, the OASDI actuarial deficit
is 3.54 percent of taxable payroll.
The OASDI national dollar accuracy rates for FY 2020 were 99.4 percent for OPs and
98.5 percent for UPs.
• Audit trails;
• Integrity reviews;
• Separation of duties;
• Restricted access to sensitive data;
• Reviews at all levels of management; and
• Validation and verification in our System Development Life Cycles.
These same controls support the Commissioner’s Federal Managers’ Financial Integrity Act
Assurance Statement.
• Accuracy – Measures how well data adheres to specification (e.g., definitions, rules, and
policies);
• Consistency – Measures consistency in internal and external reporting of data;
• Completeness – Measures missing occurrences or attributions of the data; and
• Timeliness – Measures the currency of the data (i.e., data are up-to-date and reporting
occurs on time).
We conduct quality evaluations based on established internal methodologies. As we introduce
new performance measures, we perform a comprehensive data assessment using the four quality
dimensions. From the assessment results, we establish a baseline. After establishing the
baseline, we automate continuous monitoring to sustain high-quality data. Continuous
monitoring allows us to follow data trends and proactively remediate potential issues.
In our data quality program, we derive several accuracy and public satisfaction measures from
surveys and work samples. These measures provide confidence levels of 95 percent or higher.
As part of our fiduciary responsibility to the public, we use an audit trail system (ATS) to protect
our records and taxpayer funds from improper use. The ATS collects and maintains detailed
information about our internal and public transactions. We store the data from programmatic
and select Internet applications, so we can review transactions for fraud and abuse.
The auditor found we fairly presented the basic financial statements, in all material respects, in
conformity with accounting principles generally accepted in the United States of America for
Federal entities. Grant Thornton’s FY 2021 audit report marked the 28th consecutive year that
we received an unmodified audit opinion on our financial statements. The auditor also found
that our agency maintained, in all material respects, effective internal control over our financial
reporting.
The audit includes examining, on a test basis, evidence supporting the amounts and disclosures
in the financial statements. The audit did not find instances of noncompliance with laws,
regulations, or other materials tested.
Improve customer service in the hearings process by prioritizing those individuals who
have waited the longest for a hearing decision (FYs 2020 – 2021 APG)
Decide 97% of Complete 97% of Complete 95% of Decide 98% of Decide 98% of
the cases that cases that begin cases that begin cases that begin cases that begin
begin the fiscal the fiscal year the fiscal year the fiscal year the fiscal year
Target
year 430 days 430 days old or 350 days old or 270 days old or 190 days old or
old or older older older older older
(~374,000 cases) (~355,000 cases) (~235,000 cases) (~235,000 cases)
Target Met Not Met Met Met Not Met Not Met
FY 2021 While impacts related to the COVID-19 pandemic prevented us from meeting our aged case goal, we
Performance made significant progress in reducing our hearings backlog. We reduced our hearings pending to
Results 350,137 and we reduced our annual average processing to 326 days.
Data Definition: The target represents the percentage of aged cases completed. Note that prior year targets
vary, and we report our hearings performance through other channels in greater detail.
FY 2021
We expanded the number of permitted entities and completed all remaining service development
Performance
activities.
Results
Data Definition: The target represents the enrollment of a permitted entity (i.e., financial institution or
service provider, subsidiary, affiliate, agent, subcontractor, or assignee) as defined by section 509 of the
Gramm Leach Bliley Act, governing the treatment of nonpublic personal information about consumers by
financial institutions, which applied in the July 2019 initial enrollment period.
Implement event-based emails to SSA customers Develop Claim Status enterprise service and
Target
update myAPS online service with new features
FY 2021 We released the myAPS - Claims Status Tracker, providing my Social Security users with detailed
Performance information about the status of their pending RSDI, SSI, and Medicare Initial Claims and Appeals. We
Results also connected myAPS-CST to Plan and Prepare workspace.
Data Definition: The target represents our goal to implement new functionality that allows our customers to
receive proactive, consistent, and informative claims status updates.
Increase the percentage of beneficiaries whose successful work outcomes within three
years of assignment resulted in a payment to an Employment Network (EN) or State
Vocational Rehabilitation (VR) agency
FY 2021 We ended the year with 9.4 percent of all beneficiaries who assigned their Ticket to an EN or State VR
Performance agency in the last three years. We also generated a payment to an EN or State VR agency, which
Results exceeded our target.
Data Definition: The target represents the percentage of beneficiaries assigned a Ticket to Work to an EN or
State VR agency within the last three years and who also generated a payment by the end of the current fiscal
year.
Satisfaction rating Satisfaction rating Satisfaction rating Satisfaction rating Satisfaction rating
Target of 85.0 for online of 85.0 for online of 85.0 for online of 85.0 for online of 85.0 for online
services services services services services
Target Met Met Not Met Not Met Not Met Not Met
Satisfaction rating Satisfaction rating Satisfaction rating Satisfaction rating Satisfaction rating
Performance of 85.5 for online of 83.5 for online of 83.1 for online of 84.5 for online of 83.0 for online
services services services services services
FY 2021 While our overall satisfaction rating for FY 2021 (83) did not meet our target, we continue to exceed the
Performance ForeSee Threshold of Excellence (80). We are implementing an enterprise strategy to standardize
Results customer feedback collection across all service channels.
Data Definition: The target represents the combined fiscal year average customer satisfaction rating for the
following eight online services: Business Services Online, iClaim Disability, Medicare Extra Help, iClaim
RIB, iAppeals, my Social Security, Retirement Estimator, and SSA Main Page.
General Counsel (GC) advises the COSS, DCOSS, and all subordinate organizational
components (except the Inspector General) on legal matters. GC also oversees the
implementation of privacy protections and ensures that all privacy requirements are met, serving
as the Senior Agency Official for Privacy.
Inspector General (IG) is a Senate-confirmed position that promotes economy, efficiency, and
effectiveness in administering our programs and operations, and prevents and detects fraud,
waste, abuse, and mismanagement.
Director for Civil Rights and Equal Opportunity (OCREO) ensures compliance with the
laws and regulations that govern Federal-sector Equal Employment Opportunity, promotes an
equitable and inclusive work environment, and serves as the agency lead for Diversity, Equity,
Inclusion, and Accessibility.
Deputy Commissioner for Analytics, Review, and Oversight (DCARO) oversees the review
of program quality and effectiveness and makes recommendations for program improvement
utilizing feedback from the adjudication of cases, predictive modeling, and other advanced data
analysis techniques. DCARO also serves as the Chief Data Officer; coordinates the agency’s
anti-fraud initiatives; responds to the recommendations of external monitoring authorities; and
serves as the accountable official for improper payments.
Deputy Commissioner for Budget, Finance, and Management (DCBFM) directs our
comprehensive management programs including budget, financial policy, acquisition, grants,
facilities and logistics management, and security and emergency preparedness. DCBFM also
serves as the Chief Financial Officer, Performance Improvement Officer, the Program
Management Improvement Officer, and the responsible official for Enterprise Risk Management
and the Digital Accountability and Transparency Act.
Deputy Commissioner for Human Resources (DCHR) administers our human resources
programs, including training, human capital initiatives, personnel and employee relations, and
labor management. DCHR also serves as the Chief Human Capital Officer and the senior
accountable official on employee engagement initiatives.
Deputy Commissioner for Legislation and Congressional Affairs (DCLCA) develops and
conducts our legislative program, serves as our liaison to Congress, and analyzes legislative and
regulatory initiatives.
Deputy Commissioner for Operations (DCO) directs our network of field offices,
National 800 Number teleservice centers, and processing centers. DCO also oversees the Chief
Business Office and the State disability determination services.
Deputy Commissioner for Retirement and Disability Policy (DCRDP) advises the COSS on
major policy issues and is responsible for all activities in the areas of program policy planning,
policy research and evaluation, statistical programs, and overall policy development, analysis,
and implementation. DCRDP serves as liaison with the Centers for Medicare and Medicaid
Services and leads our efforts to improve the clarity, tone, and readability of our notices.
DCRDP also leads our efforts in implementing the Evidence-Based Policymaking Act of 2018.
Deputy Commissioner for Systems (DCS) directs the strategic management of our systems and
databases, which includes the development, validation, and implementation of new systems.
DCS directs operational integration, strategic planning processes, and implementation of a
systems configuration program. DCS is responsible for implementing the agency’s IT
Modernization Plan. DCS also serves as the Chief Information Officer.