SSA FYs21-23 APR Signed

Social Security Administration
Annual Performance Report

Fiscal Years 2021–2023
Annual Performance Plan for Fiscal Year 2023

Revised Performance Plan for Fiscal Year 2022
Annual Performance Report for Fiscal Year 2021
Social Security Administration | April 2022

Table of Contents
Message from the Acting Commissioner........................................................................................ 3
Vision .............................................................................................................................................. 4
Mission............................................................................................................................................ 4
Programs ......................................................................................................................................... 4
Organization .................................................................................................................................... 5
Agency Plans and Performance ...................................................................................................... 7
Cross-Agency Priority Goals ...................................................................................................... 7
Agency Priority Goals................................................................................................................. 7
Strategic Goal 1: Optimize the Experience of SSA Customers ................................................. 9
Strategic Objective 1.1: Identify and Address Barriers to Accessing Services ................... . 9
Strategic Objective 1.2: Expand Digital Services ................................................................ 14
Strategic Objective 1.3: Build a Customer-Focused Organization ...................................... 21
Strategic Goal 2: Build an Inclusive, Engaged, and Empowered Workforce .......................... 32
Strategic Objective 2.1: Promote Diversity, Equity, Inclusion, and Accessibility in Hiring
and Advancement.................................................................................................................. 32
Strategic Objective 2.2: Support Employees’ Chosen Career Paths .................................... 35
Strategic Goal 3: Ensure Stewardship of SSA Programs......................................................... 41
Strategic Objective 3.1: Improve the Accuracy and Administration of Our Programs ....... 41
Strategic Objective 3.2: Identify and Eliminate Potential Barriers to Access Contracts and
Grants .................................................................................................................................... 53
Strategic Objective 3.3: Improve Organizational Performance and Policy Implementation..56
Budgeted Workload Measure Results........................................................................................... 60
Major Management and Performance Challenges ........................................................................ 66
Additional Challenges Identified by Our Leadership ........................................................... 69
Appendix A: Program Assessments............................................................................................ 71
Appendix B: How We Ensure Our Data Integrity ....................................................................... 81
Appendix C: Changes to Performance Measures ........................................................................ 83
Appendix D: Summary of Key Management Officials’ Responsibilities ................................... 86
Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 3

Message from the Acting Commissioner
I am pleased to present the Social Security Administration’s Annual
Performance Plan for Fiscal Year 2023, Revised Performance Plan
for Fiscal Year 2022, and Annual Performance Report for Fiscal
Year 2021, which detail our priorities and goals for the next two
fiscal years and our accomplishments in the past fiscal year.
My vision is to provide income security for the diverse population
we serve. To deliver on that vision, we will ensure equity and
accessibility in delivering Social Security services by improving the
customer experience and addressing systemic barriers to
participation in our programs.
Last year, despite the difficulties with operating under pandemic
conditions, we made significant progress in addressing some key challenges. We reduced the
hearings backlog, which is now at its lowest level in over 20 years and plan to eliminate it in
FY 2023. We increased the number of registered my Social Security users, grew the number of
customers successfully using our online services, and established liaisons in our field offices to
work with community-based groups who support people who face barriers to our services.
As good stewards of our programs and as required by law, we must continue our quality reviews,
cost-effective program integrity work, and payment accuracy efforts to ensure eligible
individuals receive the benefits for which they are eligible. We will expand the use of data
analytics and predictive modeling, and increase the number and scope of strategic partnerships,
to effectively administer benefits and protect our programs from waste, fraud, and abuse.
Based on internal evaluations, I affirm that the performance data in this report is complete,
reliable, and accurate.
Respectfully,
Kilolo Kijakazi, Ph.D., M.S.W.
Baltimore, Maryland
April 1, 2022

Vision
Provide income security for the diverse population we serve.
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.

Organization
Nearly 60,000 Federal employees and 15,000 State employees serve the public from a network
of more than 1,500 offices across the country and around the world. We administer our
programs and services online, by phone, and in-person in our offices. Our customers can access
online services such as applying for retirement, disability, and Medicare benefits, checking the
status of an application or appeal, or requesting a replacement Social Security card.
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.

Administrative law judges (ALJ) in our hearing offices and administrative appeals judges in our
Appeals Council decide appealed cases. In response to the pandemic, we have been holding
voluntary telephone and online video hearings. We are beginning to resume limited in-person
hearings. We continue to make progress toward our goal of eliminating the disability hearings
backlog. The hearings backlog is now at its lowest level in 20 years.
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.

Agency Plans and Performance
This Annual Performance Report addresses the strategic goals, objectives, and strategies in our
Agency Strategic Plan for Fiscal Years 2022–2026 as required by the Government Performance
and Results (GPRA) Modernization Act of 2010. We assess our progress by the performance
measures and targets for each strategic objective.
Cross-Agency Priority Goals

The GPRA Modernization Act of 2010 requires agencies to address Cross-Agency Priority Goals
in our strategic plan and the annual performance plan. Refer to www.performance.gov for our
contributions to those goals and progress.
Agency Priority Goals

As required by the GPRA Modernization Act of 2010, we established three agency priority goals
(APG) for FYs 2020–2021:
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.

We established three APGs for FYs 2022–2023 that support multiple objectives across our
strategic plan. Annotated below are the strategic objectives most closely aligned with each APG.
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.

Strategic Goal 1: Optimize the Experience of SSA Customers
Through our OASI, DI, and SSI programs, we provide essential benefits to retirees, survivors,
elderly, or blind and disabled individuals, including those with limited income and resources
who rely on us to meet life’s basic needs. We also support our nation’s workforce who are
paying into Social Security, by providing Social Security numbers, recording wages and
earnings, and maintaining and improving services for workers and their families when they need
to access our programs.
Serving our customers is at the heart of all we do. We listen to our customers and adjust how we
do business to meet their needs. For example, partially in response to customer feedback, we
have offered more services online, expanded ways to obtain claims status, and changed how
employers share information with us. Now, we are strengthening our commitment to optimizing
customer experience through all steps of accessing our programs. Optimizing the experience of
our customers means we provide timely, accurate, and more efficient access to our services
through the delivery channel customers prefer. Doing so requires a better understanding of our
customers’ evolving needs, advancing inclusive policies, and ensuring equity throughout our
programs (e.g., targeted outreach to communities of color and underserved communities). It also
requires that we continue to examine our current policies and procedures to ensure they are as
efficient and equitable as possible.
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.
Strategic Objective 1.1: Identify and Address Barriers to Accessing

Services
Lead: Deputy Commissioner for Operations and Deputy Commissioner for Retirement and
Disability Policy
Strategies
Identify and address potential inequities in current policies and programs

We will routinely engage in conversations with external stakeholders to discuss service delivery
methods and how we can achieve efficiencies. We will extend our outreach campaigns to
national organizations to reach underserved communities across the country. We will continue
to develop and maintain a network of advocates and community-based organizations and meet
with them regularly to address the needs of people facing barriers.

In addition, we will look inward to examine the effects of our policies, procedures, and systems
on service delivery. For example, we will increase our collection of data by race and ethnicity
and employ it to discern whether there are differences in the rate of participation in our programs
or disparities in average benefit levels. If there are, we will assess the potential factors
contributing to these differences and work to address them.
Increase support services for unrepresented claimants

Our customers have a right to have a representative to help them conduct business with us.
However, nearly 20 percent of claimants at the hearing level do not have representation. We will
support unrepresented claimants at the hearing level during our administrative review process.
Through improved outreach, our goal is to prepare unrepresented individuals to participate in the
hearing process before an administrative law judge. We will also examine our processes and
procedures for potential actions that may result in disparate outcomes for unrepresented
individuals.
Conduct implicit bias training for employees

We established a workgroup on implicit bias and worked with training experts to assess and
develop new training and a proposed curriculum. We will devise and implement agency-wide
policies and trainings to increase equity and equality in our programs. We will use pre- and post-
training evaluations to better understand implicit bias within our organization and the impact of
our trainings to mitigate bias.
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
Equity and Outreach

We are the nation’s largest Federal program, serving as a safety net for millions of individuals.
Our vision is to provide income security for the diverse populations we serve, including
individuals with disabilities as well as retirees and their families. Our intent is to serve all who
are eligible for our programs and remove barriers for people who have few resources and may
need our programs the most. We are taking action to ensure equity and accessibility in
delivering Social Security services by improving customer experience and addressing systemic
barriers to participation in our programs, including potential internal barriers. For more
information, please view our Equity Action Plan (https://www.ssa.gov/policy/about/racial-
equity-resources.html).
• In FY 2021:
o We established the Agency Equity Team, including executives from across the
agency, in accordance with Executive Order 13985 Advancing Racial Equity and
Support for Underserved Communities through the Federal Government, to
coordinate agency-wide and interagency efforts and discuss opportunities to
ensure equity in our programs.
o We established several workgroups, including executives and 180 staff at all
levels, to advance equity in the following areas of focus:
▪ Improve our stakeholder engagement processes;
▪ Assess and create a comprehensive implicit bias curriculum training for all
employees;
▪ Improve pre-hearing development contacts and outreach to further reach
unrepresented claimants and better prepare them to participate in a hearing
before an ALJ;
▪ Implement a barrier analysis program to identify and address any potential
barriers that impede free and open competition in the workplace and in
leadership development programs;
▪ Improve data collection, use, and sharing of program data on race and
ethnicity;
▪ Conduct research to determine the impact of our programs and policies on
different racial and ethnic groups;
▪ Conduct 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 and awardees; and
▪ Review gender identity and sexual orientation guidelines prohibiting
discrimination and update policy, notices, and other guidance documents
to be more inclusive.
o We identified Social Security beneficiaries whose monthly benefits are less than
the maximum monthly Federal SSI benefit and initiated the SSI mailer project to
encourage those beneficiaries to apply for SSI as they may be eligible for
additional payments under the SSI program, with plans to send several hundred
thousand more over the next year.
▪ In total, we identified 1.4 million potentially eligible individuals.
▪ From mid-December 2020 through January 2022, we released 665,000
mailers. We are releasing the remaining 735,000 mailers from April 2022
to December 2022.
o We increased communications to field offices to encourage reporting and
increased public engagement to voluntarily report race and ethnicity (RE) through
our targeted recruitment efforts.

• In FY 2022, we plan to:
o Review our outreach initiatives to determine the impact on equity and outreach
goals, ensuring that our efforts improve customer service and maximize access to
our programs.
o Use administrative and Census data to identify underserved communities, 1 0F
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.

Establish Enterprise Voice of Customer (VoC) Feedback Collection
We have been conducting annual customer re-contact studies, online satisfaction surveys, and
automated post-call surveys for many years. However, our understanding of the customer’s
experience has been limited because feedback is collected and managed by different parts of the
organization. An enterprise VoC will allow us to capture real-time customer feedback across
all service channels to help identify pain points along customers’ journeys.
As we increase access to our in-person services, we are considering new approaches to

scheduling appointments, completing customer intake, and avoiding crowded waiting rooms.
We will use the VoC to guide and validate the effectiveness of these processes from the customer
perspective, in addition to other workload, internal process, and benefit delivery measures.
• In FY 2021, we procured an industry-leading customer feedback management platform

and deployed a persistent “Feedback” option to multiple high-traffic ssa.gov pages. We
launched a voluntary survey to claimants and representatives who participated in online
video hearings to assess customer satisfaction with this new hearing option.
• In FY 2022, we plan to communicate and market a feedback survey to customers across
all major service channels (i.e., online, National 800 Number, and field offices), deploy
the “Feedback” option to all ssa.gov pages, standardize surveys across service channels,
and establish a baseline satisfaction measurement compliant with Federal requirements.
• In FY 2023, we plan to set agency Customer Experience performance targets and goals
for improvement using FY 2022 baseline data.
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)
Fiscal Year 2023
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.

Strategic Objective 1.2: Expand Digital Services
Lead: Deputy Commissioner for Operations and Deputy Commissioner for Systems
Strategies
Better understand our customers’ service preferences

To improve customer experience, we will deepen our understanding of our customers, including
what drives their evolving service preferences. We will learn more about our customers’ journey
through various service channels and touchpoints. We will use Voice of Customer feedback to
understand our customers’ needs and preferences and adjust to improve their experience.
Specifically, an enterprise-wide Voice of Customer feedback will allow us to capture real-time
customer feedback across all service channels, which we will use to identify customers’ pain
points and assess effectiveness of current and new processes.
Address our customers’ service needs

We will implement industry leading customer experience best practices to analyze our
customers’ journey from start to finish. Through this analysis we will identify opportunities for
improvement and develop and implement solutions that will improve our customers’
experiences. Solutions will include expanding options that provide a fully digital service
experience for many of our services on a variety of electronic devices and from any location with
internet service. We will also introduce new online options and continue to provide and improve
service through our phone and in-office service channels. For example, customers will be able to
express an intent to file for SSI benefits online and use a mobile-accessible, online process to
upload forms and other documentation.
Increase the use of secure digital services

While we provide the public with additional digital services such as online, remote, and self-
service options that represent the best of current technology, we must do so in a way that
maintains our strong commitment to protect our customers from current and emerging threats
including identity theft and scams to steal money or personal information. The combination of
additional service options and secure access allows our customers to confidently use our digital
services.
Key Initiatives
Enhance the Digital Experience

Noteworthy Progress
We are making noteworthy progress toward Enhancing the Digital Experience. We are
exploring ways to enhance customer experience by providing convenient, user-friendly, and

secure digital self-service options. We are adding services online and exploring more self-
service options to help reduce wait times. We are modernizing customer experience by enabling
the customer to submit and sign documents electronically. (see Figure 1.)
• 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.

Enhance my Social Security
my Social Security is our online portal that provides registered users with a convenient, secure
option to conduct business with us or view their Social Security records. my Social Security
offers a broad range of services, including changing an address or direct deposit information,
getting personal retirement benefit estimates, and requesting a replacement Social Security
number (SSN) card. my Social Security allows access from various devices.
• In FY 2021, we expanded user features for individual representative payees by adding a

standardized benefit verification letter and a Medicare Replacement card request option.
We also enhanced claim status tracking.
• In FY 2022, we plan to enhance user experience, streamline the online claims process for
our customers, and reduce the amount of contact with a claims representative needed to
complete an application. We also plan to improve the claims status tracker and the online
portal design.
• In FY 2023, we plan to enhance the online portal design and engage in discovery
activities to explore and prioritize expanding the ability for customers to apply for
benefits online.
Enhance Online Appeals

We are improving the iAppeals online application process for people who appeal an agency
decision for non-medical issues such as overpayments or Medicare premium rates. Our
enhancements will integrate the Medical and Non-Medical iAppeals via an authenticated
claimant and appointed representative portal.
• 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.
Enhance Online Service Options for Appointed Representatives

We are exploring ways to improve the experience for claimants, their representatives, and our
technicians by developing the Appeals and Appointed Representative Processing Services
(AARPS). AARPS will be an online portal with self-service options for customers and
appointed representatives to complete electronically the appointment of representative process,
fee agreements, appeals, registration, and other related workloads. AARPS will also reduce

paper workloads for our technicians and ensure accurate, consistent, and transparent
communications with our customers.
• In FY 2021, we worked with stakeholders on the development of the AARPS.

• In FYs 2022 and 2023, we plan to develop and implement AARPS, incorporating
stakeholder input.
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.

Figure 2. Forty-six States and the District of Columbia have the iSSNRC option available. Alaska, New
Hampshire, Oklahoma, and West Virginia do not have the iSSNRC option.

Performance Measure 1.2a: Redesign SSA’s website to enhance the user’s online
experience
Fiscal Year 2020 2021 2022
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.
Target Met Not Met Met TBD

We completed the content audit
We implemented a beta site for TBD
for the full informational site,
ssa.gov. We achieved a two-
completed the new information
Performance point increase in customer
architecture and design, and
satisfaction with the redesigned
completed the retirement path
home page of the beta site.
updates.
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.

Performance Measure 1.2b: Increase the number of successfully completed online
transactions
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
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).

Strategic Objective 1.3: Build a Customer-Focused Organization
Lead: Deputy Commissioner for Operations, Deputy Commissioner for Hearings Operations,
and Deputy Commissioner for Systems
Strategies
Continue modernizing our information technology

We will provide employees with effective, easy-to-use tools that help them serve our customers
more efficiently. We will continue to improve self-service support tools and video options,
allowing our customers to choose how and when to conduct transactions and receive immediate
access to available online records, support, and service. Improvements in our IT will, for
example, improve the accuracy and timeliness of our decisions and enable the public to provide
medical evidence and schedule appointments online.
Improve timeliness and eliminate and prevent backlogs

Disruptions created by the COVID-19 pandemic contributed to backlogs in several parts of our
organization. For example, the number of initial disability claims pending and the average
processing time for these claims has increased. We must work down the backlog of cases while
also handling a projected increase in disability applications, and we are prioritizing actions to
reduce the time it takes for individuals to receive initial disability decisions. We acknowledge
that it is challenging for individuals to wait five and a half months on average to receive a
disability decision. We have made it a priority to improve the average processing time for initial
claims generally and work down older cases, even as our initial claims receipts are projected to
increase. We are increasing capacity to process these initial claims and prioritizing those who
have waited the longest. Our new APG on initial disability claims reflects this commitment.
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.

Key Initiatives
Information Technology Modernization

Four years ago, we began a multi-year IT Modernization Plan (www.ssa.gov/open/materials/IT-
Modernization-Plan.pdf), supported by $415 million in dedicated appropriations from Congress.
We review our modernization plan to ensure it is flexible to keep up with rapid technology
changes and future customer needs. In 2020, we updated our plan, building on our progress in
addressing foundational modernization needs and incorporating input from public and private
technology experts, our frontline employees, and the public we serve.
Our IT Modernization Plan, 2020 Update (www.ssa.gov/open/materials/IT-Modernization-Plan-

2020-Update.pdf) emphasizes service modernization, which includes building additional digital
services; improving and expanding automated services available through our
National 800 Number; and providing additional self-service and expedited services in our field
offices.
• 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.
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.

Improve 800 Number Services
Millions of our customers count on our National 800 Number technicians to answer important
questions; therefore, we are focused on improving the timeliness of our National 800 Number
average speed of answer (ASA)3 and agent busy rate (ABR). 4 We will improve service and
2F 3F
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.
Modernize the Social Security Statement

To improve customer service and the public’s understanding of our programs, we are
modernizing the Social Security Statement. The modernized Statement provides users with their
earnings records, Social Security and Medicare taxes paid, and future benefit estimates, as well
as access and links to retirement planning tools, calculators, supplemental fact sheets, and other
applicable information.
• 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.

• In FY 2023, we plan to begin the contract negotiation for color printing the mailed
Statements.
Expand Video Service Delivery

Video service delivery (VSD) allows us to provide a video face-to-face service option, which
helps us balance our workloads and reduce wait times. We offer VSD in over 900 convenient
locations across the country such as our field offices, hospitals, libraries, community centers,
American Indian tribal centers, homeless shelters, and other government agencies. VSD offers
high-resolution magnification and black light capability, allowing for in-depth review of the
security features and authenticity of the evidence presented. However, the COVID-19 pandemic
reduced customers’ ability to access these VSD locations.
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.
• FY 2021, we deployed videoconferencing to our frontline employees. We tested

videoconferencing for several workloads, including contractors conducting representative
payee reviews. In December 2020, we implemented online video hearings with ALJs.
We also implemented several videoconferencing features, including desktop sharing,
channels, and conference call capabilities.
• In FY 2022, we plan to expand VSD services to 60 additional field offices and third-party
sites throughout the nation. We will also deploy videoconferencing to all remaining SSA
and DDS employees.
• In FY 2023, we plan to expand VSD services to 60 additional field offices and third-party
sites across the nation. We also plan to explore other video alternatives to support new
and ongoing agency initiatives and roll out the videoconferencing recording feature.
Expand Access to Electronic Medical Evidence

We depend on healthcare providers to send us the medical records we need to determine whether
a claimant is disabled. We offer multiple electronic delivery formats to make it easier for
medical providers to submit evidence, allow disability adjudicators to efficiently identify
pertinent information, and improve the disability determination process through use of data
analytics.
• In FY 2021, we onboarded 14 partners to exchange medical records electronically. We

received over 53 percent of our medical evidence electronically.
• In FYs 2022 and 2023, we plan to continue our work to onboard new and larger partners
to increase the volume of evidence we receive electronically. We expect to increase the
percentage of medical evidence we receive electronically to 55 percent in FY 2022 and to
57 percent in FY 2023.
Modernize Disability Case Processing
We are bringing decision support tools using artificial intelligence technologies, machine
learning, and predictive analytics to many aspects of the disability determination process to
improve decisional accuracy and policy compliance. We are improving disability case
processing through our enterprise-wide efforts to develop and implement modern, national
claims processing systems that will seamlessly interact with each other from initial claim filing
through a final appeal decision. We are replacing aging systems to provide more efficient and
consistent case processing, improve our customer’s experience, and reduce administrative costs.
We are integrating the Disability Case Processing System (DCPS2), Hearings and Appeals Case
Processing System (HACPS), and the Quality Review Case Processing System (QRCPS) across
our offices and DDSs.
• In FY 2021, we increased DCPS2 functionality and deployed DCPS2 to 4 additional

DDSs, bringing the total to 49 of the 52 DDSs supported in production. Also, 37 DDSs
completed the transition from legacy systems and are fully utilizing DCPS2 to process
disability claims. We completed the nationwide rollout of HACPS to all 189 sites and
about 8,000 employees. We also completed a QRCPS release that allowed for the
processing of additional case types.
• In FY 2022, we plan to complete our DCPS2 deployment and transition from legacy
systems for all DDSs.
• In FY 2023, we plan to support DCPS2 in Operations and Maintenance through the DDS
Community of Practice. We also plan to continue adding functionality to QRCPS.
Reduce the Hearings Backlog

Eliminating the hearings backlog and reducing the time it takes to receive a hearing decision are
among our most critical priorities. Our Compassionate And REsponsive Service (CARES) plan
is a multi-pronged approach to eliminate the hearings backlog through increased decisional
capacity, business process efficiencies, and IT innovations. With our CARES plan, the special
hearings backlog funding we received, and our dedicated employees, we are significantly
reducing the average wait for a hearing decision. The average wait time in FY 2021 was at the
lowest level since FY 2001. We expect to eliminate the hearings backlog in FY 2023. (see
Figures 3 and 4.)
• 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
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.

Figure 4. The number of hearings pending in the Office of Hearings Operations at the end of each fiscal
year from 2017 to 2023.
Reduce the Processing Center Backlog

Our PCs handle complex Social Security retirement, survivors, and disability benefit payment
decisions. The PC are focused on reducing the backlog of pending actions. In FY 2021, we
reduced the average age of pending actions in the PCs by around 78 days.
In FY 2021, we completed a multi-phase programmatic debt write-off project to analyze and

identify debt determined to be delinquent and uncollectible. By terminating collection activity
on uncollectible debts, we will better reflect current receivables on our financial statements and
permanently removed over 430,000 actions from the pending backlog. While we are terminating
active collection efforts, the debt will remain on the individual’s agency record for future
collection, where appropriate and applicable. If eligible, we will refer these delinquent debts to
the Treasury Offset Program for external collection action.
• 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;
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 Measure 1.3a: Improve the customer experience by reducing the Average
Speed of Answer on the National 800 Number (also a two-year APG)
Fiscal Year 2023
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)
Fiscal Year 2023
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.

Performance Measure 1.3c: Expand video service delivery
Fiscal Year 2021 2022 2023

Implement MS Teams to 100% Implement videoconferencing to Implement additional
Target of frontline employees 100% of SSA and DDS videoconferencing features
employees
Target Met Met TBD TBD
MS Teams was successfully
TBD TBD
Performance deployed to 100 percent of SSA
frontline employees.
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.
Performance Measure 1.3d: Provide uninterrupted access to our systems during

scheduled times of operations
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 99.90% 99.90% 99.90% 99.90% 99.90% 99.90% 99.90%

availability availability availability availability availability availability availability
Target Met Met Met Met Not Met Not Met TBD TBD
Performance 99.96% 99.95% 99.95% 99.84% 99.89%

TBD TBD
availability availability availability availability availability
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.

Performance Measure 1.3e: Implement a New Framework for the Acquisition of
Electronic Medical Evidence
Fiscal Year 2021 2022 2023

Implement Phase I of the Implement an exchange with a Implement Phase II of the
Electronic Evidence Acquisition large Medical Evidence network Electronic Evidence Acquisition
Target
(EEA) Framework Framework. Onboard a large
Medical Evidence network.
Target Met Met TBD TBD
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.

Performance Measure 1.3f: Improve customer service by reducing the number of actions
pending at the processing centers
Fiscal Year 2018 2019 2020 2021 2022 2023
Target 3.3 million 2.9 million 5.5 million 4.2 million 3.7 million 4.4 million
Target Met Met Not Met Met Met TBD TBD
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.

Strategic Goal 2: Build an Inclusive, Engaged, and Empowered
Workforce
Through their compassion and dedication, our talented employees are the heart of the agency. A
trained, inclusive, engaged, and empowered workforce, with the proper tools to do their jobs, is
critical to our success. However, we are currently challenged by an increasing number of
retirements and staff attrition that is causing a loss of institutional knowledge and complicating
knowledge transfer. Based on staff feedback from employee surveys and exit interviews, we
have learned about potential causes of attrition, which we are working to address. These efforts
include hiring and retaining exceptional people, supporting their chosen career paths, continually
offering them tools to do their jobs, and investing in our employee development and training
programs.
To improve organizational performance and effectiveness, we are aligning our human capital
policies to support in-person and remote customer service delivery. We will use these policies,
as well as existing and emerging technologies, to attract, train, develop, and retain our
workforce.
We celebrate diversity and are committed to creating an inclusive environment for all employees.
We are promoting equity by developing and implementing diversity, inclusion, and cultural
awareness training for all employees. We will ensure our hiring and promotion practices
promote equity as we continue to build a workforce that reflects and delivers customer-focused
service to diverse populations.
Strategic Objective 2.1: Promote Diversity, Equity, Inclusion, and

Accessibility in Hiring and Advancement
Lead: Deputy Commissioner for Human Resources and Office of Civil Rights and Equal
Opportunity
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.

Broaden reach for hiring and promote retention
Increased workplace flexibility and the increasing use of online services allows us to broaden our
geographic reach for hiring and retention in a way that complements our efforts to promote
diversity and equity in hiring and advancement, where flexibilities are compatible with how we
deliver our mission. We are exploring workplace flexibilities, such as remote work when it fits
within mission requirements; creating greater interest in Federal employment with us; providing
the opportunity for stability, attractive pay, and benefits packages; and offering opportunities for
the best qualified job candidates regardless of their physical location.
Key Initiatives
Promoting Diversity, Equity, Inclusion, and Accessibility

We are committed to advancing diversity, equity, inclusion, and accessibility (DEIA) across the
employee experience, including hiring, promotion, accommodation, and long-term retention.
Our goal is to improve policies and practices to build a representative workforce that includes:
appropriately identifying talent; using multiple means to announce vacancies; supporting a
pipeline of new members of the workforce; mitigating bias in the promotion process; and
addressing any potential barriers in accessing job opportunities.
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 a national training to increase the awareness of potential areas

of systemic and institutional bias against underserved communities. The training
centered on promoting respectful and inclusive workplaces, agency accessibility
practices, and the understanding of implicit and unconscious bias.
• In FY 2022, we will review policies and procedures (e.g., assessment tests, vacancy
announcements, eligibility criteria, suitability requirements, accommodations requests
etc.) to identify and create an agency DEIA strategy to address potential barriers to full
participation in the workplace.
• In FY 2023, we will start implementing internal and external DEIA strategies policies,
practices, and processes. We will assess results and focus on achieving systematic
improvement of processes and outcomes.
Enhancing Strategic Workforce Planning

To serve the American public efficiently and effectively, we must align our workforce
requirements with the strategic direction for our organization. We will employ strategic
workforce planning (SWP) to ensure the effective acquisition, development, and retention of a

talented and diverse workforce. SWP analyzes the current and future needs of our workforce,
identifies gaps in skills and competencies, and implements strategies to address them. We will
update our Human Capital Operating Plan (HCOP), which serves as the roadmap to our future
workforce, using SWP data analysis and assessment of key competencies for our mission-critical
occupations.
• 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.
Execute Talent Management and Succession Planning

Our goal is to continue to increase the strength and diversity of our leadership cadre and pipeline
to enhance our readiness to fill potential gaps in leadership and critical positions. We are
developing an enterprise-wide approach to succession planning, using a module within our talent
management system to automate our business process and improve efficiency. In FY 2020, we
announced selectees for the National Leadership Development Program (NLDP) and identified
selectees’ competency baselines with a goal of reducing leadership competency gaps among at
least 90 percent of program participants.
• 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.

Performance Measure 2.1a: Enhance the leadership pipeline through a modernized

national leadership development program
Fiscal Year 2018 2019 2020 2021 2022 2023

Review Launch a Identify Begin Reduce Conduct an
readiness of at redesigned competency assignments leadership evaluation of
least 95% of national baselines in for NLDP competency the NLDP
career leadership national Tracks 1, 2 gaps of at
Target
executives development leadership and 3 least 90% of
program development NLDP
program participants
participants
Target Met Met Met Met Met TBD TBD
99% Launch Competencies Assignments TBD TBD

Performance
Complete Identified Initiated
FY 2021
We started the assignments for NLDP Track 1, 2 and 3, with expected completion in early FY 2022.
Performance
Results
Data Definition: The target represents the release of an NLDP, which includes developing program
graduates by increasing their baseline competency and reducing competency gaps. The FY 2022 target
compares NLDP participant outcomes on pre and post program 360-degree assessments. The FY 2023 target
includes an evaluation of the program based on participant and supervisor feedback, program outcomes such
as participant placement rates, and return on expectations.
Strategic Objective 2.2: Support Employees’ Chosen Career Paths

Lead: Deputy Commissioner for Human Resources
Strategies
Invest in our employees

We will provide agency managers with the tools and resources to enhance their skills and
competencies, optimize organizational performance, address current and future workforce needs,
and attract the talent we need to achieve our business goals. We will modernize our talent
management systems to support interactive and job-specific activities across the employee
lifecycle, further supporting management accountability for improved employee performance
and engagement. We will create opportunities for our employees to design, develop, and
implement strategies to improve service to our customers and performance across the agency.
These measures should boost employee engagement and employee empowerment, which will
improve the employee experience, and lead to improvements in our customer experience.

Ensure inclusive leadership development
One of our greatest challenges is transferring operational knowledge when experienced
employees leave the agency. For example, as of October 1, 2021, approximately 25 percent of
our employees were eligible to retire. To ensure continuity in our public service, we will invest
in our future leaders by developing job-enrichment opportunities to facilitate the transfer of job
knowledge from employees eligible for retirement to retained employees. Employees will have
opportunities to participate in development programs that will broaden their skills and prepare
them for leadership positions.
Key Initiatives
Improving Employee Engagement

We are focusing on strategies that highlight best practices in employee engagement, diversity,
equity, inclusion, and retention. We are also employing tools that support executive and
management accountability, such as: workforce statistics that convey the impact of engagement
on attrition and retention, employee feedback through surveys or focus groups to obtain insight
on employee needs and experiences, targeted and required action planning to document and track
our strategies, training on soft skills and engagement-related topics, and other resources to
enhance employees’ levels of engagement and inclusion.
• In FY 2021, we developed an agency-wide Improving Workplace Morale (IWM)

Plan. This plan includes initiatives (e.g., effective leadership, employee and management
development, and effective communication) developed to improve employee
engagement. Components also developed specific IWM plans.
• In FY 2022, we plan to implement agency and component-level IWM plans and offer
training, resources, and support for managers.
• In FY 2023, we will enhance our agency and component plans based on benchmarking
and research of current trends and best practices in employee engagement.
Invest in Training and Support for Managers

Effectively trained managers and supervisors with the foundational tools to execute their
responsibilities are better positioned to train and manage the performance of their own staff,
enhance employee engagement, increase productivity, and improve retention.
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 2020, we began developing Leadership Fundamentals, a new multi-year online and self-
paced curriculum that provides sequential training for managers within the first three years of
their supervisory roles. The first year of Leadership Fundamentals includes lessons in personnel
management, labor and employee relations, managing a diverse workplace, managing
performance, and health and safety.
• 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.
Strengthen the Performance Management Process

In 2020, we established the Reaching Every Supervisor or Leader Very Early (RESOLVE)
program to provide supervisors with the tools to address employee underperformance. The
RESOLVE program consists of manager and employee relations specialists working together to
equip managers to address potential and current performance and conduct matters.
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.

• In FY 2021, we maintained 98 percent of all required, signed employee
acknowledgement statements in our e7B system.
• In FY 2022, we plan to have 95 percent of Initial Discussions, Mid-year Performance
Discussions, and Appraisal performance documents tracked electronically through our
e7B application.
• In FY 2023, we plan to have 96 percent of Initial Discussions, Mid-year Performance
Discussions, and Appraisal performance documents tracked electronically through our
e7B application.
• In FYs 2022 and 2023, we plan to assess participant feedback and continue utilizing the
RESOLVE program to provide supervisors with tools to address employee performance.
Ensure Equity in Leadership Development

We promote a workplace that recognizes and celebrates our diverse employees’ abilities and
encourages the full contributions of all. We continually strive to expand and diversify applicant
pools through targeted recruitment of underrepresented groups. We engage our Advisory
Council Chairs within the Diversity and Inclusion Council, as the Advisory Councils have
connections with the communities they serve and can play a key role in our efforts to broaden
interest among underrepresented groups in national leadership development programs. We
participate in diversity recruitment events through our established relationships with Historically
Black Colleges and Universities (HBCUs) and minority serving institutions (MSIs) and
universities and organizations that serve veterans, military spouses, and individuals with
disabilities.
• In FY 2021, we conducted an internal equity assessment through meetings with a

volunteer group of our employees from across the agency and identified potential
challenges in the application process for our national leadership development programs.
• In FY 2022, based on the identified potential challenges, we will analyze of our national
leadership development program’s application process. Following the analysis, we will
identify promising practices and areas for improvement to promote equity.
• In FY 2023, we plan to use our analysis, promising practices, and identified areas for
improvement to enhance our national leadership development programs and policies to
promote equity in all agency development programs.

Performance Measure 2.2a: Ensure new supervisors receive timely training to improve
their leadership skills and competencies
Fiscal Year 2019 2020 2021 2022 2023
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
Target Met Not Met Met Not Met TBD TBD
84% of 100% of 100% of TBD TBD

supervisors supervisors supervisors
enrolled within 90 enrolled within 90 enrolled within 90
Performance days. days and 98% days and 54%
completed completed
training within training within
one year. one year.
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.

Performance Measure 2.2b: Strengthen manager accountability for effective performance
management
Fiscal Year 2019 2020 2021 2022 2023
93% of 95% of required 97% of required 95% of Initial 96% of Initial

performance- signed employee signed employee Discussions, Discussions,
related acknowledgements acknowledgements Performance Performance
documents maintained in our maintained in our Discussions, and Discussions, and
completed and e7B system e7B system Appraisal Appraisal
Target tracked performance performance
electronically documents documents
through our tracked tracked
e7B system electronically electronically
through our e7B through our e7B
application application
Target Met Met Met Met TBD TBD
Performance 94% 96.5% 98% TBD TBD
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.

Strategic Goal 3: Ensure Stewardship of SSA Programs
One out of five Americans receives Social Security benefits at any given time and counts on us
to provide accurate information and payments. As good stewards, we continue to look for ways
to do business better, by addressing the root causes of improper payments, improving payment
accuracy (including overpayments and underpayments), bolstering full and open competition in
the acquisition and grants process, and applying sound management principles to everyday work.
We are committed to continually improve the administration of our programs and work to
identify and address potential inequities.
Strategic Objective 3.1: Improve the Accuracy and Administration of

Our Programs
Lead: Deputy Commissioner for Analytics, Review, and Oversight and Deputy Commissioner
for Systems
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.
Enhance our payment accuracy efforts, including overpayments and underpayments

We are committed to mitigating and preventing improper payments by leveraging audit
recommendations, implementing automation and business process improvements, and enhancing
data analytics. We continue to pursue workflow adjustments, policy and notice changes, training
and reminders for technicians, and automation solutions to improve post-entitlement accuracy.
We will increase our outreach to underserved populations, simplify our policies and procedures
to ensure eligible individuals receive the benefits for which they are entitled, automate tools to
alert beneficiaries of overpayments and underpayments, and continue to allow electronic
payments.

Expand the use of data analytics and predictive modeling
We will continue to strengthen and expand the use of large-scale data analytics, complex data
modeling, and related technologies to detect, deter, and prevent fraud, as well as identify
potential cross-benefit eligibility. We plan to enhance our enterprise fraud risk management
program by introducing more risk assessment activities.
Strengthen our cybersecurity program

We strive to maintain a highly effective cybersecurity program, to protect against security threats
and comply with Federal policies and regulations. The continued strength and resilience of our
cybersecurity program is critical to protecting the personally identifiable information we store,
and enabling uninterrupted availability of our network, systems, and IT resources.
Key Initiatives
Modernize our Debt Management System

Currently, we use numerous systems to record, track, and manage our OASDI and SSI
overpayments. We started a multi-year initiative to develop a streamlined, modernized
enterprise Debt Management System (DMS) to enable us to more effectively and efficiently post,
track, collect, and report on overpayments. Our new process allows individuals to repay their
debt electronically via their bank's online bill pay service.
• 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.

Promote Timely Wage Reporting
Focus Area for Improvement
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.

Enhanced Fraud Prevention and Detection Activities
We are taking a holistic, analytical approach to our fraud risk management and prioritizing our
anti-fraud efforts consistent with the Payment Integrity Information Act of 2019 and the
Government Accountability Office Framework for Managing Fraud Risks in Federal Programs.
We are improving our use of data analytics and predictive modeling to better identify suspicious
and evolving patterns of concerning activities in our workloads, allowing us to proactively detect
and prevent fraud before issuing payments.
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.
• In FY 2021, we initiated additional risk assessment activities in areas such as

occupational (employee) fraud and the Title II program, 8 consistent with our EFRM
7F
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.
Expand Our Cooperative Disability Investigations Program

We partner with the Office of the Inspector General (OIG), State DDSs and State and local law
enforcement divisions to operate cooperative disability investigations (CDI) units. Generally,
these units investigate suspected fraud before we award benefits and during the CDR process.
We currently have 49 CDI units covering 47 States, the District of Columbia, the
Commonwealth of Puerto Rico, and the U.S. territories of Guam, American Samoa, the Northern
Mariana Islands, and the Virgin Islands. (see Figure 5.)
• In FY 2021, we added CDI coverage to 3 States (Connecticut, Maine, and Vermont),

bringing CDI coverage to 47 total States.
• In FY 2022, we plan to provide CDI coverage to the 3 remaining States (Alaska,
Delaware, and Pennsylvania) achieving our statutory goal of covering all 50 States and
U.S. territories by October 2022.
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.

Figure 5. The CDI unit coverage through October 2021.
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.
• In FY 2021, we continued to:

o Align our practices with the National Institute of Standards and Technology
(NIST) Cybersecurity Framework and other Federal initiatives including the
Executive Order 14028 on Improving the Nation’s Cybersecurity;
o Develop and begin implementing plans to provide a Zero Trust security
architecture;
o Increase our cybersecurity threat identification and remediation collaboration with
our Federal partners and coordinate with our Office of Acquisition and Grants to
implement the required supply chain safeguards;

o Enhance our Cybersecurity Risk Management Strategy and agency Risk Register,
to make data driven decisions when addressing risks and allocating resources;
o Enhance our Supply Chain Risk Program to ensure that IT products or services
are monitored and assessed for security risks and vulnerabilities during all stages
of their procurement and IT lifecycle;
o Align our cybersecurity and privacy programs and practices with Federal
guidelines, establishing the flexibility to adjust to various forms of cybersecurity
threats and privacy risks in alignment with our ERM strategy; and
o Collaborate with Department of Homeland Security (DHS) to expand and mature
our defensive cybersecurity capabilities under the Continuous Diagnostic and
Mitigation program.
• In FY 2022, we will mature cyber risk management, governance, and integration with our
ERM program. We will implement cloud-based security services to augment our strong
network security with flexible and cost-effective solutions in alignment with Zero Trust
principles. We will assess our network resiliency and collaborate with our Federal
partners on effective contingency planning options.
• In FY 2023, we plan to expand role-based employee training for privacy protection best
practices and compliance policies. We will also leverage privacy risk assessments to
increase our privacy program’s footprint, which includes planning, reviewing, and
approving privacy protections for new and existing agency programs, systems, and
applications.
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
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
94.00% 94.00% 94.00% 94.00% 94.00% 94.00% 94.00%

Target (O/P) (O/P) (O/P) (O/P)
(O/P) (O/P) (O/P)
Target Met Not Met Not Met Not Met Not Met TBD TBD TBD
92.71% 91.77% 91.87% 91.25%

Performance TBD TBD TBD
(O/P) (O/P) (O/P) (O/P)
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.

Performance Measure 3.1b: Maintain a high payment accuracy rate by reducing
overpayments, in the Old-Age, Survivors, and Disability Insurance program (see
Figure 7.)
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
99.80% 99.80% 99.80% 99.80% 99.80% 99.80% 99.80%

Target (O/P) (O/P) (O/P) (O/P)
(O/P) (O/P) (O/P)
Target Met Not Met Not Met Met Met TBD TBD TBD
99.36% 99.77% 99.80% 99.83%

Performance TBD TBD TBD
(O/P) (O/P) (O/P) (O/P)
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.

Performance Measure 3.1c: Modernize our Debt Management System
Fiscal Year 2019 2020 2021 2022 2023
Implement online Develop Deploy a new Deploy automated Deploy automated

debt collection for functionality to online payment remittance debt processing
benefit send an email process. processing and accounting
Target overpayments confirmation as capabilities capabilities
part of SSA’s
online remittance
application
Target Met Not Met Not Met Met TBD TBD
Developed the We delayed the New online TBD TBD

initial release of implementation of payment process
an online the online successfully
remittance remittance deployed
application, which (iPaySSA)
provides application while
individuals with we reassessed
Performance
the ability to potential risks
access a payment
portal and make
payments via the
Department of the
Treasury’s
Pay.gov website
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.

Performance Measure 3.1d: Ensure the quality of our decisions by achieving the State
disability determination services net and decisional accuracy 12 rate for initial 1F
disability decisions
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
97% net 97% net 97% 97% 97% 97% 97%

Target accuracy accuracy decisional decisional decisional decisional decisional
accuracy accuracy accuracy accuracy accuracy
Target Met Met Met Met Not Met Met TBD TBD
97% 96% 97%

97% net 98% net
Performance decisional decisional decisional TBD TBD
accuracy accuracy
accuracy accuracy accuracy
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.

Performance Measure 3.1e: Mature the Enterprise Fraud Risk Management Program
Fiscal Year 2018 2019 2020 2021 2022 2023
Operationalize Complete Complete the Complete the Complete Complete the

AFES and eServices risk eServices representative the SSI fraud Title II fraud
implement assessment, fraud risk payee fraud risk risk profile, risk profile,
profile, the
eServices develop administrative profile, the SSI the the
analytics disability issues fraud fraud risk occupational enumeration
Target fraud risk risk profile, assessment, and (employee) fraud risk
profile, and the the fraud risk assessment,
implement representative occupational profile, and and the debt
payee fraud
anti-fraud risk (employee) the Title II management
disability assessments fraud risk fraud risk fraud risk
analytics assessment assessment assessment
Target Met Not Met Met Met Met TBD TBD
We have not We completed We completed We completed TBD TBD

fully the eServices the eServices the
implemented risk fraud risk representative
the Anti-Fraud assessment, profile, the payee fraud risk
Enterprise developed the administrative mitigation
Solution disability issues fraud strategy, and
(AFES) but fraud risk risk profile, the draft SSI
we deployed profile, and and the and
Performance our first implemented representative occupational
disability disability payee fraud (employee)
fraud analytic analytics risk drafts for SSI
model and assessment fraud risk
improved our assessment
eServices
analytics and
fraud
detection
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.

Performance Measure 3.1f: Expand our CDI coverage
Fiscal Year 2017 2018 2019 2020 2021 2022
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
Target Met Not

Met Met Met Met TBD
Applicable
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

Performance Measure 3.1g: Maintain effective cybersecurity and privacy programs
Fiscal Year 2018 2019 2020 2021 2022 2023
Achieve an Achieve an Achieve an Achieve an Achieve an Achieve an

overall score overall score overall score overall score overall score overall score
of “managing of “managing of “managing of “managing of “managing of “managing
risk” on the risk” on the risk” on the risk” on the risk” on the risk” on the
Target Federal Federal Federal Federal Federal Federal
Cybersecurity Cybersecurity Cybersecurity Cybersecurity Cybersecurity Cybersecurity
risk Risk Risk Risk Risk Risk
Management Management Management Management Management Management
Assessment 1312F
Assessment Assessment Assessment Assessment Assessment
Target Met Met Met Met Met TBD TBD
Managing Managing Managing Managing

Performance Risk score Risk score Risk score Risk score TBD TBD
achieved achieved achieved achieved
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.
Strategic Objective 3.2: Identify and Eliminate Potential Barriers to

Access Contracts and Grants
Lead: Deputy Commissioner for Budget, Finance, and Management
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.

practices to secure contracts with qualified HUBZone, Woman-Owned, Veteran-Owned, and
Small Disadvantaged Businesses.
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
Advancing Equity in Procurement

We are striving to increase access to our research contract and grant opportunities for research
institutions serving people of color and underrepresented groups. We are monitoring increases in
the number of acquisitions and grants to research institutions serving people of color (e.g.,
HBCUs and MSIs) and underrepresented groups (e.g., Historically Underutilized Business
[HUB] Zone, Woman-Owned, Veteran-Owned, and Small-Disadvantaged Businesses). In
addition, we attend monthly interagency workgroup meetings to share best practices and
information about Federal opportunities for HBCUs relating to grants and contracts.
• 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.
o Develop equity-based guidelines to increase access to and encourage participation
in grant opportunities by HBCUs and MSIs;
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 Measure 3.2a: Small Business Administration annual scorecard success in

contracting with HUBZone, Woman-Owned, Veteran-Owned, and Small Disadvantaged
Businesses
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Achieve Achieve Achieve Achieve Achieve Achieve Achieve

an overall an overall an overall an overall an overall an overall an overall
grade of grade of grade of grade of grade of grade of score of
Target
“A” on the “A” on the “A” on the “A” on the “A” on the “A” on the “A” on the
SBA SBA SBA SBA SBA SBA SBA
scorecard scorecard scorecard scorecard scorecard scorecard scorecard
Target Met Met Met Met Met TBD TBD TBD
Performance Graded A Graded A Graded A Graded A TBD TBD TBD
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.

Strategic Objective 3.3: Improve Organizational Performance and
Policy Implementation
Lead: Deputy Commissioner for Retirement and Disability Policy and Deputy Commissioner for
Budget, Finance, and Management
Strategies
Simplify our policies and modernize our processes

We will clarify our program rules for both customers and employees. Simplifying our program
rules and policies will help us process benefits for our customers more quickly and make it easier
for customers to complete business with us. We will remove or update outdated provisions and
regularly engage internal and external stakeholders to assess and update policies. For example,
we will continue to make significant progress in updating medical listings to reflect
advancements in the medical industry and emerging research and consider stakeholder input.
Strengthen program and resource management

We will use proven program and project management techniques to protect taxpayer dollars and
better serve our customers. We will leverage data, analyses, and program expertise to drive
quicker and more accurate business decisions. We will utilize ERM best practices to manage our
organizational challenges and ensure an enterprise approach in managing risks to deliver our
mission.
Expand strategic partnerships with external partners

We will continue partnering with other Federal agencies to promote our services and
my Social Security through their websites and customer interactions. By taking advantage of
more data exchanges with other Federal and State agencies, we will increase the accuracy of our
records, improve the customer experience, and increase organizational effectiveness.
Key Initiatives
Develop an Occupational Information System

We often need information about occupational requirements to make a disability determination,
but job requirements and the types of jobs in the workforce change over time. Since 2015, we
have been working with the Department of Labor’s Bureau of Labor Statistics (BLS) to develop
the Occupational Requirements Survey (ORS) to collect occupational information. We will use
the ORS data, along with information from other occupational sources, to create a new
Occupational Information System (OIS). After an initial three years of data collection (Wave 1),
BLS began collecting occupational data on a five- year cycle. Wave 2 collection began in 2018,
and Wave 3 collection will begin in late FY 2023.
• In FY 2021, BLS published ORS estimates from the second year of Wave 2 and
completed collecting data for the third year.
• In FY 2022, BLS will collect data for the fourth year of Wave 2 and publish estimates
from the third year.
• In FY 2023, BLS will collect data for the fifth, and final year of Wave 2 and publish
estimates from the fourth year.
Update the Listing of Impairments

The Listing of Impairments describes disabling impairments for each of the major body systems.
We review these listings on a three-to-five-year cycle and update as necessary to reflect advances
in medical knowledge, emerging research, and stakeholder input.
• In FY 2021, we published and implemented the musculoskeletal disorders final rule.

• In FY 2022, we plan to publish a proposed rule for the cardiovascular disorders body
system and publish a final rule for digestive disorders and skin disorders body systems.
• In FY 2023, we plan to prepare a final rule for the cardiovascular disorders body system.
Expand Strategic Partnerships with External Partners

We provide SSN verifications and exchange birth, death, prisoner, and benefit payment
information, as permitted under law, with Federal, State, and private partners. Our data
exchanges improve organizational effectiveness and reduce costs by providing reliable data to
determine benefits and improve administrative processes, which in turn saves costs and reduces
improper payments.
• In FY 2021, we identified technical solutions for transferring data to support a computer-
matching agreement to process U.S. citizen and non-citizen foreign travel data. We
analyzed the technical solutions for implementing systems functionality to exchange
computer-matching data.
• In FYs 2022 and 2023, we will pursue new data exchange partners from government and
private sectors. We plan to expand our outreach efforts with the Data Exchange
Community of Practice and the States Data Exchange Community of Interest, to engage
more agencies and broaden the expansion of best practices toward streamlining the
exchange of data.

Performance Measure 3.3a: Update the Listing of Impairments
Fiscal Year 2018 2019 2020 2021 2022 2023
Publish a Publish a final Publish a final Prepare a Publish a Prepare a final

proposed rule to revise the rule for the proposed rule proposed rule rule for the
rule to revise Musculoskeletal Musculoskeletal for the for the cardiovascular
three body disorders body system cardiovascular cardiovascular disorders body
systems in system, and a and a proposed disorders disorders system
the Listing proposed rule rule for the body system body system.
Target
of for the Cardiovascular and prepare a Publish a final
Impairments Cardiovascular, disorders body final rule for rule for
Digestive, and system the digestive digestive
Skin body disorders and disorders and
systems skin disorders skin disorders
body systems body systems.
Target Met Not Met Not Met Not Met Met TBD TBD
The We published We published Prepared a

proposed the proposed the final rule for proposed rule
rule is in rule for the the for the
process, with Digestive and musculoskeletal cardiovascular
a publication Skin disorders body system in disorders
goal of early body systems in the Federal body system
Performance TBD TBD
to mid the Federal Register on and a final
FY 2019 Register on 12/03/2020 rule for the
7/25/2019 digestive
disorders and
skin disorders
body systems
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.

Performance Measure 3.3b: Reduce our Real Property Footprint
Fiscal Year 2019 2020 2021 2022 2023
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
Met Met Met TBD TBD

Target Met
Achieved a Achieved a Achieved a TBD TBD

Performance 39,205 USF 89,406 USF 159,000 USF
reduction reduction 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.

Budgeted Workload Measure Results
In addition to the performance measures and targets we develop to demonstrate our incremental
efforts to achieve our strategic goals, we have a number of budgeted workload performance
measures that represent how much of our core workloads we will complete each year and how
efficiently and effectively we complete this work. While budgeted workload measures support
our strategic goals and objectives, the targets and outcomes are directly affected by our funding
level each year. Thus, we present our budgeted workload measures separately in the following
tables.
Retirement and survivor claims completed 14 13F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
5,782,000 -5,801,000 6,009,000 6,222,000 6,243,000 6,615,000 6,534,000

Target
(4,196,566
received)
Performance 5,619,831 5,862,065 6,020,702 6,120,255 6,081,969 TBD TBD
Initial disability claims receipts 15 14F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 2,499,000 2,476,000 2,295,000 2,399,000 2,491,000 2,231,000 2,570,000
Initial disability claims completed
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 2,455,000 2,300,000 2,295,000 2,289,000 2,333,000 1,986,000 2,350,000
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.

Initial disability claims pending
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 612,000 699,000 565,000 704,000 921,000 939,000 1,159,000
Performance 522,869 565,013 593,944 763,747 739,745 TBD TBD
Average processing time for initial disability claims 16 15F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
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
Disability reconsiderations receipts
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target Not 540,000 635,000 664,000 685,000 576,000 682,000

Applicable
Disability reconsiderations completed
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 581,000 518,000 597,000 554,000 601,000 526,000 617,000
Disability reconsiderations pending
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 130,000 129,000 153,000 244,000 228,000 228,000 293,000
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.

Average processing time for disability reconsiderations
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Hearings receipts
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 632,000 582,000 511,000 464,000 417,000 376,000 472,000
Hearings completed
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 683,000 738,000 779,000 688,000 465,000 406,000 472,000
Hearings pending 17 16F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 1,071,000 900,000 591,000 352,000 370,000 320,000 320,000
Performance 1,056,026 858,383 575,421 418,313 350,137 TBD TBD
Annual average processing time for hearings decisions18 17F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
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.

National 800 Number calls handled 19 18F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 35,000,000 33,000,000 36,000,000 36,000,000 36,000,000 33,000,000 36,000,000
36,053,988 31,910,965 33,496,515 34,480,132 31,246,009 TBD TBD

Performance
National 800 Number average speed of answer 20 19F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 16 minutes 25 minutes 13 minutes 17 minutes 15 minutes 19 minutes 12 minutes
Performance 13 minutes 24 minutes 20 minutes 16 minutes 14 minutes TBD TBD
National 800 Number agent busy rate
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 12.0% 16% 9% 12% 2% 7% 1%
Performance 10.2% 14.7% 14.1% 7.4% 0.2% TBD TBD
Periodic continuing disability reviews completed
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 1,970,000 1,990,000 1,803,000 1,803,000 1,595,000 1,721,000 1,800,000
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.

Full medical continuing disability reviews
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 850,000 890,000 703,000 703,000 495,000 621,000 700,000
Supplemental Security Income non-medical redeterminations completed
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 2,562,000 2,900,000 2,822,000 2,150,000 2,360,000 1,928,000 2,166,000
Social Security numbers completed
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 16,000,000 17,000,000 17,000,000 18,000,000 13,000,000 15,000,000 18,000,000
17,400,585 17,082,844 17,646,561 12,906,716 11,576,821 TBD TBD

Performance
Annual earnings items completed
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 273,000,000 281,000,000 285,000,000 288,000,000 284,000,000 284,000,000 288,000,000
279,381,782 284,306,239 288,089,658 288,748,604 277,359,601 TBD TBD

Performance
Social Security Statements issued 21 20F
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 10,000,000 14,000,000 15,000,000 14,000,000 15,000,000 15,000,000 15,000,000
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.

Disability determination services production per workyear
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 301 302 302 304 264 247 275
Performance 306 310 303 255 238.6 TBD TBD
Office of Hearings Operations production per workyear
Fiscal Year 2017 2018 2019 2020 2021 2022 2023
Target 94 103 105 106 80 74 86
Performance 96 98 111 93 78 TBD TBD

Major Management and Performance Challenges
Each year, the Office of the Inspector General (OIG) identifies our top management and
performance challenges. In addition, our leadership also identifies challenges, which often
overlap with the OIG report. A listing of acronyms for the responsible officials is in
Appendix D, Summary of Key Management Officials' Responsibilities.
Challenges Identified by the Office of the Inspector General

In FY 2021, OIG identified six top management issues for our agency.
1) The Social Security Administration’s Response to the 2019 Novel Coronavirus

Pandemic
Components: DCARO, DCBFM, DCHO, DCO, DCRDP, DCS, DCHR, and OIG
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.
Actions we are undertaking to address this challenge include:
• Expand Equity and Outreach;

• Establish Enterprise Voice of Customer (VoC) Feedback Collection;
• Enhance the Digital Experience;
• Enhance my Social Security;
• Enhance Online Appeals;
• Enhance Online Service Options for Appointed Representatives;
• Increase Online Options for New Social Security Numbers (SSN) and Replacement Cards;
• Modernize Information Technology;
• Improve 800 Number Services;
• Modernize the Social Security Statement;
• Expand Video Service Delivery;
• Improve Employee Engagement;
• Enhance Fraud Prevention and Detection Activities; and
• Strengthen Our Information Security and Privacy Programs and Modernize Our
Cybersecurity and Privacy-Enhanced Risk Management Infrastructure.

2) Improve Administration of the Disability Programs
Components: DCBFM, DCHO, DCO, DCARO, DCRDP, DCHR, and DCS
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.

• Expand Access to Electronic Medical Evidence;
• Modernize Disability Case Processing:
• Reduce the Hearings Backlog;
• Develop an Occupational Information System; and
• Update the Listing of Impairments.
3) Improve the Prevention, Detection, and Recovery of Improper Payments

Components: DCARO, DCBFM, DCO, DCRDP and OIG
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.
• Reduce the Processing Center Backlog;

• Modernize our Debt Management System;
• Promote Timely Wage Reporting;
• Enhance Fraud Prevention and Detection Activities;
• Expand our Cooperative Disability Investigations Program; and
• Expand Strategic Partnerships with External Partners.
4) Improve Service Delivery

Components: DCARO, DCHO, DCHR, DCO, DCS, and OIG
Challenge: SSA faces growing workloads and the expected retirement of experienced employees
as it pursues its mission to deliver quality service to the public.

• Increase Online Options for New Social Security Numbers (SSN) and Replacement Cards;
• Modernize the Social Security Statement;
• Reduce the Hearings Backlog;
• Reduce the Processing Center Backlog;
• Enhancing Strategic Workforce Planning;
• Execute Talent Management and Succession Planning;
• Ensure Timely and Accurate Payments to Claimants and their Appointed Representatives;
• Enhance Fraud Prevention and Detection Activities; and
5) Protect the Confidentiality, Integrity, and Availability of SSA’s Information

Systems and Data
Component: DCARO, DCBFM, DCO, DCS, and OIG
Challenge: SSA must ensure its information systems are secure and sensitive data are protected.
• Modernize our Debt Management System;

• Promote Timely Wage Reporting;
• Expand our Cooperative Disability Investigations Program;
Cybersecurity and Privacy-Enhanced Risk Management Infrastructure; and
6) Modernize Information Technology

Component: DCARO, DCO, DCS, and OIG
Challenge: SSA must continue modernizing its information technology to accomplish its
mission despite budget and resource constraints.


• Increase Online Options for New Social Security Numbers and Replacement Cards;
• Modernize Disability Case Processing; and
Additional Challenges Identified by Our Leadership
Meet Service Delivery Needs

Components: DCHO, DCO, DCRDP, and DCS
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.

• Establish Enterprise Voice of Customer (VoC) Feedback Collection;
• Modernize Disability Case Processing; and
Strengthen and Empower Our Workforce

Component: DCHR

We must treat our employees fairly and equitably. That means supporting our employees in their
chosen career paths and recognizing that their success is critical to the success of our
organization.
• Promote Diversity, Equity, Inclusion, and Accessibility;

• Enhance Strategic Workforce Planning;
• Execute Talent Management and Succession Planning;
• Improve Employee Engagement;
• Invest in Training and Support for Managers;
• Strengthen the Performance Management Process; and
• Ensure Equity in Leadership Development.
Prevent Fraud, Waste, and Abuse

Components: DCARO, DCO, DCRDP, and OIG
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.

• Expand Our Cooperative Disability Investigations Programs; and
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.

• Modernize Disability Case Processing;
• Develop an Occupational Information System; and

Appendix A:
Program Assessments
We routinely conduct studies and surveys to evaluate the effectiveness of our programs.
Continuous evaluation of program data, research, and analysis assist us in identifying strengths
and weaknesses in our programs. Program evaluation results assist us in developing strategies to
address the major challenges we face and improve how we administer our programs. We
complete many of our evaluations annually, while others may be quarterly, biennial, triennially,
or one-time efforts. We have included a summary of findings for the most current reports
available.
Annual Evaluation Plan (Annually)

As required by the Foundations for Evidence-Based Policymaking Act of 2018, we developed an
FY 2022 Evaluation Plan that describes our program evaluations to support our FYs 2022–2026
Agency Strategic Plan and to lay the foundation for our FYs 2022–2026 Learning Agenda. Our
plan describes the most significant program evaluations that we will complete during the year.
The plan is available on our website at www.ssa.gov/data.
Strategic Goal 1 – Optimize the Experience of SSA Customers
ForeSee Experience Index E-Government Report (Quarterly)

The ForeSee Experience Index E-Government report measures customer satisfaction with
government websites. The FY 2020 second half report noted that five of our websites, “Extra
Help with Medicare Prescription Drug Plan Costs,” “my Social Security” “iClaims -
Disability,” “Retirement Estimator,” and “Business Services Online” topped the E-Government
Satisfaction Index.
Prospective Client Survey (Biennially)

The Prospective Client Survey queries people between ages 50 and 64 to identify service
expectations and preferences of the upcoming wave of retirees. The most recent survey was in
FY 2021. Key 2021 showed respondents expect to:
• 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).

Retirement Application Survey (Biennially)
The Retirement Application Survey measures customer satisfaction with the retirement
application process and identifies service expectations and preferences for future service among
recent retirees. In FY 2020, we found an exceptionally high level of satisfaction with the
retirement application process, with respondents rating their overall experience at 95 percent
excellent, very good, and good. This rating reflects a slight increase from the FY 2018
satisfaction rating of 94 percent.
In FY 2020, almost half of the respondents—46 percent—noted they filed their applications for
retirement benefits online, almost identical to the 45 percent in FY 2018. In-person filing
dropped by one percentage point from 40 percent in FY 2018 to 39 percent in FY 2020.
Telephone filing held steady at 15 percent in both years. Most respondents indicated they use
the Internet, and 84 percent of those Internet users said they had already created
my Social Security accounts. Among the remaining Internet users who had not yet created an
account, half said they would be likely to create one. To identify perceived drawbacks of
creating a my Social Security account, the survey asked Internet users who had not yet created
accounts for the main reason why they might not be likely to do so. Almost half of the
responders indicated they simply preferred to speak to a person when conducting Social Security
business. We expect to complete the next survey in FY 2022.
National 800-Number Caller Survey

Because of increased use of the National 800-Number as a primary service delivery, we are
conducting this one-time survey from March 2021 through January 2022 to examine caller
satisfaction with service they receive. The survey measures three aspects of customer
satisfaction: overall service, access to service, and agent courtesy. Access refers to callers’
perceptions of their ability to obtain the service they requested via the 800-Number. Cumulative
survey results from the period of March 2021 through August 2021 show:
• 71 percent of callers were satisfied with overall service;

• 66 percent of callers were satisfied with access to service; and
• 89 percent of callers were satisfied with agent courtesy.
Evaluation of the Ticket to Work and Other Employment Support Programs

(Continuously)
The Ticket to Work and Other Employment Support Programs evaluation examines employment
patterns and outcomes of disabled beneficiaries, including those beneficiaries who use
employment services such as the Ticket to Work, Partnership Plus, and Work Incentives
Planning and Assistance programs. We completed an independent 10-year evaluation of the
Ticket to Work (TTW) program in 2013, which produced seven reports. All reports are publicly
available at www.ssa.gov/disabilityresearch/research.htm#Ticket.

Overall, the TTW evaluation found that beneficiaries who use the program generally like it, and
the program has increased the use of return-to-work services. In addition, those beneficiaries
who participate in TTW have better outcomes than those who return to work without the help of
SSA-financed employment services. However, we also found that the increase in service use and
better outcomes by participants has not translated into net increases in the rate of benefit
suspension or termination due to work wages or an increase in the average number of months
spent in suspension or termination due to work wages. This finding suggests that TTW has
primarily extended the types of services that were available under the previous program where
services were offered only through State vocational rehabilitation agencies. To summarize, more
beneficiaries are getting these services now, but the success rate has not measurably changed.
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.
Strategic Goal 2 – Build an Inclusive, Engaged, and Empowered Workforce
Federal Employee Viewpoint Survey (Annually)

We assess employee perspectives of organizational performance across several major human
capital areas: recruitment, development, performance culture, leadership, job satisfaction, and
personal work experiences. The 2020 Federal Employee Viewpoint Survey (FEVS) results
indicate both strengths and opportunities for improvement. The most positive employee
perceptions center on knowledge of how jobs support agency goals and priorities, understanding
of job expectations, respectfulness of supervisors, mission accomplishment, and work unit
competence. Opportunities for improvement include questions that reference managing poor
performers, workload reasonability, senior leaders, performance-based recognition, and
involvement in decisions that affect work. Due to an Office of Personnel Management delay, the
2021 FEVS was administered in late Fall of 2021.

Human Capital Evaluations (Annually)
We monitor and assess how well human capital policies and programs support our mission
accomplishments. These evaluations are critical for assessing organizational performance and
determining how to improve processes. Our Human Capital Evaluation System (HCES) also
helps leadership assess the impact of human capital strategies designed to achieve agency goals.
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.

Management Directive 715 Report (Annually)
We provide the status of our efforts to establish and maintain effective equal employment
affirmation actions programs under Section 717 of Title VII of the Civil Rights Act of 1964 and
effective affirmation action programs under Section 501 of the Rehabilitation Act of 1973.
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:
1) Identifying and eliminating barriers to equal employment opportunity (EEO) by completing

an analysis of detected triggers that indicate potential barriers. OCREO also worked with
stakeholders in the various components to assess potential barriers and provided updates to
the Barrier Analysis Action Plan devised to identify and mitigate barriers.
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.
3) Revising Alternative Dispute Resolution (ADR) policy to increase management participation

in ADR by requiring managers to get Deputy Commissioner-level concurrence to decline
ADR. The ADR process is a tool to promote voluntary settlements early and throughout the
EEO process, and to resolve workplace disputes in a positive and constructive manner at the
lowest level. The ADR policy has ensured accountability of managers in the ADR
process. As a result, we have yielded positive results with participation rates of managers
increasing from 87.9 percent in FY 2020 to 91.2 percent in FY 2021.
4) Collaborating with the Office of Labor-Management and Employee Relations (OLMER) on

implementing the Notification and Federal Employee Anti-Discrimination and Retaliation
Act policy, under which OLMER conducts an independent review of complaints in any
discrimination finding. The purpose of the independent reviews is to determine whether to
recommend disciplinary action against management officials named in an EEO
complaint. Under the No FEAR policy, OLMER may also review significant
settlements. OLMER conducts these reviews on an ad hoc basis when OCREO receives
either a finding from the EEOC or a settlement agreement that raises questions about the
need for corrective action. OCREO submits findings and settlement agreements to OLMER
for review, along with the Report of Investigation for the case. OLMER then analyzes
whether to recommend disciplinary action and returns its recommendation to the component
to consider taking action, if applicable.
5) Using eFile, which allows employees to initiate EEO complaints and to view the status of
their cases electronically. This automated tool also allows OCREO to monitor and track the
usage of EEO representative time for complainants and union representatives.
Strategic Goal 3 – Ensure Stewardship of SSA Programs
Federal Information Security Modernization Act Report (Annually)

The Federal Information Security Modernization Act Report tells Congress whether our overall
information technology security and privacy programs and practices comply with the Federal
Information Security Modernization Act of 2014. In FY 2021, we made substantial
improvements in our cybersecurity program by increasing emphasis on enterprise cyber
governance and oversight by creating greater awareness of overarching issues and the related
risk mitigation activities and establishing more accountability for completion of program
objectives and milestones. Additionally, we continued expanding our executive compliance
dashboard to reinforce and monitor our performance in meeting key security controls. We are
pleased that Grant Thornton assesses that we have an effective Incident Response program for
the second year in a row. In addition, we achieved higher maturity scores in the functions of
Protect and Recover as compared to the prior year as well as higher scores across several
individual metrics.
Department of Homeland Security (DHS) Risk Management Assessment

(Quarterly)
OMB and DHS generate the DHS Risk Management Assessment as required by Executive Order
13800 and outlined in OMB Memoranda M-17-25 to provide an assessment of risk for each
agency based on information submitted by agencies for the Federal Information Security
Management Act CIO metrics, which leverage the NIST Cybersecurity Framework. The report
is sorted into Security Domains, and organized by the NIST Framework functions of Identify,
Protect and Detect, Respond, and Recover with a risk rating of High Risk, At Risk, or Managing
Risk. The risk levels per Security Domain are then used to calculate the overall risk level for the
NIST function area. We have improved several areas from “At Risk” to “Managing Risk,” and
we maintain an assessment of “Managing Risk” overall on the report.
Pre-Effectuation Review of Disability Determinations (Annually)

The Pre-Effectuation Review of Disability Determinations assesses the accuracy of DDS initial
and reconsideration adult disability allowances as required in the Social Security Act. The
results of the FY 2020 report are pending publication.

Safeguard Security Report (Annually)
We provide examples of our policies and procedures to demonstrate how we safeguard
personally identifiable information and Federal tax information. We submit this report to the
Internal Revenue Service (IRS) on an annual basis.
Safeguard Review (Triennially)

The Safeguard Review assesses the use of Federal tax information and the measures we employ
to protect this information. This review is an onsite evaluation completed in collaboration with
the IRS.
The IRS completed its full Safeguard Review of our agency in the summer of 2016. The review
concluded with a closing conference in September 2016 and produced findings pertaining to both
physical and IT security. We received one critical finding from the review and addressed it in
June 2017. We report the findings from this review on a semi-annual basis through submission
of a corrective action plan to the IRS. The IRS postponed the June 2020 Safeguard Review
(Triennial), due to the COVID-19 pandemic. We are working with our IRS stakeholders to
develop an approach for reviewing and testing the agency systems.
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.

Annual Report to Congress on Medical Continuing Disability Reviews (Annually)
A legislatively mandated report provides summary information on medical CDRs conducted for
a completed fiscal year. The most recent report includes FY 2016 data.
Report on Supplemental Security Income (SSI) Non-medical Redeterminations

(Annually)
This report provides summary information on non-medical redeterminations of SSI recipients

conducted for a completed fiscal year. The report includes actuarial estimates of the net Federal
lifetime reductions in SSI and Medicaid benefits resulting from the reviews conducted during
that fiscal year. Our most recent report includes FY 2014 data.
Bipartisan Budget Act of 2015 Section 845(b) Report (Annually)

A legislatively mandated report provides summary information on work-related CDRs conducted
for a completed calendar year. The report includes actuarial estimates of the net lifetime
reduction in OASDI benefits resulting from the CDRs conducted in that calendar year (CY). The
CY 2020 report is pending publication.
Annual Report of the Supplemental Security Income Program (Annually)

We report annually to the President and Congress on the status of the SSI program and provide
25-year projections of program participation and costs. In January 2021, 7.88 million individuals
received monthly Federal SSI payments averaging $570, a decrease of 106,000 recipients from
the 7.99 million recipients with an average payment of $559 in January 2020. By 2045, the end
of the 25-year projection period, we estimate that the SSI recipient population will reach
8.55 million. The projected growth in the SSI program over the 25-year period is largely due to
the overall growth in the U.S. population, though the growth in the SSI recipient population is
projected to be somewhat slower than the growth in the U.S. population.
Enumeration Accuracy Report (Triennially)

We report the accuracy of original Social Security numbers (SSN) assigned during the fiscal
year. In FYs 2015 and 2018, the enumeration accuracy rates were 100 percent. The next review
is tentatively scheduled for late FY 2022.
Evaluation of the Continuing Disability Review Enforcement Operation Predictive

Model (Annually)
We assess the results of a predictive model used to score work issue CDR cases to ensure that we
prioritize cases most likely to result in determinations of medical improvement. Our tracking
and assessment each year indicate the need for improved coordination with the processing

centers in reviewing cases based on the scores’ priority order. While our Enforcement Operation
issues various types of alerts, we showed progress on the challenging task of separating
enforcement alert events that do not result in work reviews. Our prime objective for the future is
aligning the Continuing Disability Review Enforcement Operation predictive model with the
quarterly and monthly earning work review process.
Targeted Denial Review (Annually)

We assess the accuracy of initial and reconsideration disability denials made by the DDS. In
FY 2021, we analyzed 25,816 cases and cited 663 decisional errors and 1,863 documentation
errors. We returned 2,526 cases to the adjudicating components for correction—a return rate of
9.8 percent.
Retirement, Survivors, and Disability Insurance Stewardship Review (Annually)

Our Stewardship Review measures the accuracy of payments to persons receiving Social
Security retirement, survivors, or disability benefits. FY 2021 results are expected in summer of
2022. Information about the improper payments, root causes, and corrective actions in our
programs for FY 2021 (and previous years) can be found on www.paymentaccuracy.gov.
Supplemental Security Income Stewardship Review (Annually)

The SSI Stewardship Review measures the accuracy of payments to persons receiving SSI
benefits by reviewing all non-medical factors of eligibility and payment. FY 2021 results are
expected in summer of 2022. Information about the improper payments, root causes, and
corrective actions in our programs for FY 2021 (and previous years) can be found on
www.paymentaccuracy.gov.
Supplemental Security Income Transaction Accuracy Review (Annually)

The SSI Transaction Accuracy Review (STAR) examines non-medical aspects of eligibility,
such as income, resources, and living arrangement, to assess the adjudicative accuracy of SSI
initial claims, redeterminations, and limited issues to ensure they are policy compliant. In
FY 2020, the sample of 4,352 cases provided meaningful information about the quality of the
non-medical aspects of these SSI transactions. The national case accuracy rates for FY 2020,
defined as the percentage of cases free of either an O/P or a U/P, were 92.1 percent for O/P and
94.8 percent for U/P. In FY 2019, these rates were 90.4 percent and 94.0 percent, respectively.
The change in the FY 2020 O/P and U/P case accuracy rates from those of FY 2019 was not
statistically significant.
In addition to case accuracy, STAR measures the accuracy of payments authorized, or dollar
accuracy. The national dollar accuracy rates for FY 2020 were 98.8 percent for O/P and
99.5 percent for U/P. In FY 2019, these rates were 98.5 percent and 99.5 percent, respectively.

The change in the FY 2020 O/P dollar accuracy rate from the FY 2019 rate is not statistically
significant FY 2021 results are expected in summer of 2022.
Retirement, Survivors, and Disability Insurance Transaction Accuracy Review

(Triennially)
We review non-medical factors of eligibility to assess recently processed retirement, survivors,
and disability insurance claims to ensure compliance with operational policy. For FY 2020, the
overall OASDI O/P case accuracy was 99.3 percent, and the overall OASDI U/P case accuracy
was 98.3 percent. The case accuracy rates indicate that approximately 2-out-of-every 100 claims
were incorrectly paid—about 0.7 out of 100 cases had O/Ps, and about 1.7 out of 100 cases had
U/Ps.
The OASDI national dollar accuracy rates for FY 2020 were 99.4 percent for OPs and
98.5 percent for UPs.

Appendix B:
How We Ensure Our Data Integrity
We are committed to providing consistent, reliable, and valid data. We have internal controls to
ensure that our data are quantifiable, verifiable, and secure. Our internal controls include:
• 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.
Data Integrity Systems and Controls

We gather performance data using automated management information and other workload
measurement systems. We assess the data in terms of four quality dimensions:
• 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.

Audit of Our FY 2021 Financial Statements
The Chief Financial Officers Act of 1990 requires the OIG or an independent external auditor
that it selects to audit our financial statements. OIG selected Grant Thornton LLP (Grant
Thornton) to conduct the FY 2021 financial statement audit.
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.

Appendix C:
Changes to Performance Measures
Results for Discontinued Fiscal Year 2021 Performance Measures
Improve customer service in the hearings process by prioritizing those individuals who
have waited the longest for a hearing decision (FYs 2020 – 2021 APG)
Fiscal Year 2017 2018 2019 2020 2021
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
Performance 96% 98% 98% 92% 71%
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.
Implement the Electronic Consent-Based Social Security Number Verification Service
Fiscal Year 2020 2021

Implement eCBSV services for 10 permitted Implement a second release of eCBSV services
Target entities selected and enrolled during the initial for additional permitted entities that applied
enrollment period during the July 2019 initial enrollment period
Target Met Not Met Met
Implemented eCBSV services for 8 available We successfully implemented the expanded

permitted entities rollout of the eCBSV to 100 percent of the
Performance permitted entities ready to begin using the
eCBSV service.
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.

Expand Self-Service for Claims Status Inquiries
Implement event-based emails to SSA customers Develop Claim Status enterprise service and
Target
update myAPS online service with new features
Target Met Met Met
Performance Implemented event-based emails Completed
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
Target 7.1% 7.2%
Target Met Met Met
Performance 8.8% 9.4%
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.

Maintain customer satisfaction with our online services above Verint ForeSee’s
Threshold of Excellence (80)
Fiscal Year 2017 2018 2019 2020 2021
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.

Appendix D:
Summary of Key Management Officials’ Responsibilities
Commissioner of Social Security (COSS) manages all agency programs and staff and serves as
the Chief Operating Officer, responsible for improving agency management and performance
Deputy Commissioner of Social Security (DCOSS) an appointed position, authorized to act on
behalf of the COSS.
Chief Actuary (OCACT) plans and directs program actuarial estimates and analyses for our
programs and for any proposed changes in programs and trust funds. OCACT provides technical
and consultative services to the COSS, the Board of Trustees of the Social Security Trust Funds,
Congress, and their respective staffs.
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 Communications (DCCOMM) conducts our national public

information and outreach programs and fosters the transparency of our operations.

Deputy Commissioner for Hearings Operations (DCHO) administers our nationwide hearings
program in accordance with relevant Federal laws.
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.

Social Security Administration | April 2022
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Social Security Administration

Annual Performance Report

Annual Performance Plan for Fiscal Year 2023

Social Security Administration | April 2022

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 3

Kilolo Kijakazi, Ph.D., M.S.W.

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 4

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 5

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 6

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 7

Cross-Agency Priority Goals

Agency Priority Goals

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 8

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 9

Strategic Objective 1.1: Identify and Address Barriers to Accessing

Identify and address potential inequities in current policies and programs

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 10

Increase support services for unrepresented claimants

Conduct implicit bias training for employees

Equity and Outreach

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 12

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 13

As we increase access to our in-person services, we are considering new approaches to

• In FY 2021, we procured an industry-leading customer feedback management platform

Fiscal Year 2023

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 14

Better understand our customers’ service preferences

Address our customers’ service needs

Increase the use of secure digital services

Enhance the Digital Experience

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 15

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 16

• In FY 2021, we expanded user features for individual representative payees by adding a

Enhance Online Appeals

Enhance Online Service Options for Appointed Representatives

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 17

• In FY 2021, we worked with stakeholders on the development of the AARPS.

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 18

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 19

Fiscal Year 2020 2021 2022

Target Met Not Met Met TBD

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 20

Fiscal Year 2017 2018 2019 2020 2021 2022 2023

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 21

Continue modernizing our information technology

Improve timeliness and eliminate and prevent backlogs

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 22

Information Technology Modernization

Our IT Modernization Plan, 2020 Update (www.ssa.gov/open/materials/IT-Modernization-Plan-

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 23

Modernize the Social Security Statement

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 24

Expand Video Service Delivery

• FY 2021, we deployed videoconferencing to our frontline employees. We tested

Expand Access to Electronic Medical Evidence

• In FY 2021, we onboarded 14 partners to exchange medical records electronically. We

• In FY 2021, we increased DCPS2 functionality and deployed DCPS2 to 4 additional

Reduce the Hearings Backlog

Social Security Administration | Annual Performance Report FYs 2021–2023 Page | 27

Reduce the Processing Center Backlog

In FY 2021, we completed a multi-phase programmatic debt write-off project to analyze and

Fiscal Year 2023