ALWAYS SERVING | FORWARD LOOKING: Our Commitment To The American People FISCAL YEARS 2014 - 2018Social Security AdministrationSSA_76f837f4-3001-11e1-997d-8f5c7a64ea2aOur Motto: Social Security Benefits America -- We manage one of the Nation's largest entitlement programs, the Old-Age, Survivors, and Disability Insurance (OASDI) program. We also administer the SSI program, which provides financial support to aged, blind, or disabled adults and children with limited income and resources. In FY 2013, we paid approximately $850 billion in OASDI and Federal SSI benefits to more than 65 million people on average each month.Carolyn W. ColvinActing Commissioner of Social SecurityProvide the highest standard of considerate and thoughtful service for generations to come_eae5deba-8d86-11e4-935a-9f9e27151545Deliver Social Security services that meet the changing needs of the public_eae5e31a-8d86-11e4-935a-9f9e27151545ServiceEmpathyCreativityIntegrityDeterminationOur Service Principles -- We serve with empathy, creativity, integrity, and an unbeatable determination to do the job at hand by following these service principles:Rule of LawAdherence to the lawClarityBest PracticesCommitment to best demonstrated practicesCultural SensitivityHonestyPrevention of waste, fraud, and abusePrivacyProtection of privacy and personal informationTrainingRecruitment and training of the best public servantsSafetySafety of the public and our employeesService DeliveryDeliver Innovative, Quality Services_eae5e4aa-8d86-11e4-935a-9f9e27151545AWe have a long history of exemplary customer service with high customer satisfaction. In surveys and anecdotally through social media and other forums, many of our customers have praised the service we provide in all available service options – in person, telephone, and online. We achieve these high marks even as we serve extremely high numbers of customers. Our goal is to achieve even greater success in customer service and satisfaction through innovative online self-service options. Each year, we see greater acceptance of technology across all demographic segments and a stronger preference for doing business online. In particular, Internet use by seniors continues to rise. To capitalize on this trend, we will increase the number of services we offer online and will communicate more with our customers online. Because of the complexities of the programs we administer, we will provide customer support for our online services for times when customers need advice or assistance. In keeping with the Administration’s one-government approach, we will partner with other agencies and community organizations to offer access to more government services online through increasing use of video services and the implementation of Social Security Express to provide self-service kiosks. We will continue to adjust our physical office structure to reflect our online service emphasis. However, we will remain mindful of the importance of continuing to provide in-person service for those customers whose business with us requires it. Technology will not replace employees. Instead, it will free them to handle the more complex workloads and the individuals who require in-person help. It will also give our employees tools to help them handle increasingly varied and complex work.Self-ServiceDevelop and Increase the Use of Self-Service Options_eae5e5ea-8d86-11e4-935a-9f9e27151545A.IAgency Priority Goal for FY 2014-2015. We know that the public is accustomed to self-service options, including those offered through automated phone services and the Internet. We also know that our customers increasingly use, and even prefer, our online services. In addition, based on the American Customer Satisfaction Index, our online applications have ranked in the top five in government for many years. Three of our websites – iClaims, Retirement Estimator, and Help with Medicare Prescription Drug Plan Costs – either matched or outperformed commercial sites, including perennial leader Amazon. In FY 2007, approximately 10 percent of our customers filing for retirement filed online. In FY 2013, more than 49 percent of retirement applicants and 45 percent of disability applicants filed online. In response to the rising demand and usage, we will increase the number and types of self-service choices we offer. The foundation for increasing our online services is the my Social Security portal we established in 2012 and enhanced in early 2013. Through this portal, people who register can view their Social Security Statement, get a benefit verification letter, start or change their direct deposit, and change their address – all online. We are enhancing my Social Security to allow customers to file a claim for retirement or disability benefits, request a replacement Social Security card, and access many other services. We will also expand the portal to include online notice delivery and offer the choice to opt out of paper notices. The enhanced capability will allow us to communicate with customers on the status of their claims or appeals and advise them of any documents we may need from them. To accommodate increases in mobile technology use, we will accelerate our development of applications using responsive design (i.e., applications will automatically adjust to work on any electronic device). We will be able to deliver service seamlessly and conveniently to smartphones, tablets, and laptops alike. As of September 2013, 6.2 million people had created accounts under my Social Security. Our goal is to significantly increase the number of registrants each year. We are developing an aggressive, multi-faceted marketing and promotional strategy to attract customers to our online service offerings. This effort will support yet another of our major initiatives – to significantly increase use of our online services.Personal ServicesExpand personal services available under my Social Security to include high-volume workloads, such as Social Security number replacement cards_eae5e72a-8d86-11e4-935a-9f9e27151545Strategy A.I.aCustomer RegistrationMove our online applications under a single customer account registration_eae5e856-8d86-11e4-935a-9f9e27151545Strategy A.I.bOnline ProductsAccelerate development of additional online products_eae5e982-8d86-11e4-935a-9f9e27151545Strategy A.I.cOnline ApplicationsExpand the availability of online applications using responsive design and the use of self-service computer stations available in our offices or community locations_eae5ebbc-8d86-11e4-935a-9f9e27151545Strategy A.I.dInformation & NoticesProvide direct access to information and notices for individuals and designated third parties_eae5ecf2-8d86-11e4-935a-9f9e27151545Strategy A.I.eElectronic DeliveryOffer electronic delivery of notices and an option to opt out of paper notices_eae5ee28-8d86-11e4-935a-9f9e27151545Strategy A.I.fPromotion & MarketingIncrease the public's use of self-service options by aggressively promoting and marketing our online applications and services._eae5ef68-8d86-11e4-935a-9f9e27151545Strategy A.I.gCustomer ExperienceEnhance the Customer Experience by Completing Customers' Business at the First Point of Contact_eae5f256-8d86-11e4-935a-9f9e27151545A.IIAgency Priority Goal for FY 2014-2015. No matter how customers contact us, we must strive to provide them with the correct information in the most professional manner at the first point of contact. We serve customers best and improve our own efficiency by avoiding the need to transfer customers to another contact. We will assist our staff in applying some of the more complex policies in our programs by further improving our decision support systems. In addition, by offering customers the option of speaking to a Social Security representative in real time during their online encounter with us (i.e., "click-to-talk"), we will enhance the customer experience for those who prefer to apply for benefits online. We also will implement screen sharing and instant messaging as additional customer support options. To further educate and engage the public, and support completion of their business at the first point of contact, we will streamline our online disability application. We also will increase our inventory of informational videos for our website and YouTube, and produce more webinars. These initiatives will help to increase customers' understanding of our programs, as well as inform them of our policies and requirements up front and enhance their experience with us.Online SupportImplement online support options, including click to-talk, screen sharing, and instant messaging_eae5f3aa-8d86-11e4-935a-9f9e27151545Strategy A.II.aOnline ApplicationsIntegrate our online applications, such as the streamlined online disability application_eae5f508-8d86-11e4-935a-9f9e27151545Strategy A.II.bVideoIncrease the use of video service_eae5f652-8d86-11e4-935a-9f9e27151545Strategy A.II.cPartnerships & One-GovernmentPartner with Other Agencies and Organizations to Improve Customers' Experience and Align with the Administration’s One-Government Approach_eae5f79c-8d86-11e4-935a-9f9e27151545A.IIIMany of our customers seek services from and interact with other government agencies and community organizations. We are committed to reducing the burden people face when dealing with multiple organizations to get the services they need. To improve our ability to serve the American public, we must continue our strong relationships with other government agencies and community organizations. We can learn from other agencies and organizations with similar programs, share data as permitted, and develop processes and procedures that are less cumbersome and more focused on the customer. Partnering with other agencies and organizations improves the customer experience and supports the Administration’s one-government approach. As part of a broader initiative to support one-stop online access to multiple government services, we will collaborate with other government agencies and community organizations to install Social Security Express kiosks (i.e., self-service computer stations offering access to our online services) at their respective facilities. This collaboration will benefit both the customer and our agency as we anticipate cost savings from expanding our online self-service options. We will work to increase our collaboration with the Departments of Defense and Veterans Affairs on the Wounded Warriors Initiative. In this effort, we focus on improving the transfer of medical information, expediting the disability claims process, and facilitating payments to wounded service members, veterans, and their families. Electronic sharing of medical information is a key feature of this initiative.Self-Service KiosksPending results of the pilot, implement Social Security Express to provide self-service kiosks in community locations_eae5f8f0-8d86-11e4-935a-9f9e27151545Strategy A.III.aCommunitiesSocial Security ServicesProvide Social Security services through other government agencies, community-based organizations, tribal governments, and private organizations that serve our customers_eae5fa44-8d86-11e4-935a-9f9e27151545Strategy A.III.b Government AgenciesCommunity-Based OrganizationsTribal GovernmentsPrivate OrganizationsCollaborationIncrease collaboration with the Departments of Defense and Veterans Affairs to improve processes for veterans and service members_eae5fbca-8d86-11e4-935a-9f9e27151545Strategy A.III.cDepartment of DefenseDepartment of Veterans AffairsVeteransService MembersInformation SharingImprove information sharing among other government agencies for records, data, and other information_eae5fd50-8d86-11e4-935a-9f9e27151545Strategy A.III.d Physical FootprintEvaluate Our Physical Footprint to Incorporate Improved Service Options_eae5fec2-8d86-11e4-935a-9f9e27151545A.IVAs more people are able to take advantage of our online options, fewer people will need to visit an office. As a result, we will not need to maintain the current number of Social Security offices. We will streamline our field office structure, as well as our administrative office structure, to reduce costs and make the best use of our employees’ time and skills. As we realign our offices, we will remain mindful of the need to ensure we can offer personal assistance when customers require face-to-face assistance. Strategic use of our physical space ensures that we will be able to continue to uphold our mission of providing a world-class customer service experience.Offices, Space & FacilitiesDesign space, maintain offices, and reassess the structure of internal facilities to optimize resources and maximize opportunities for improved service delivery_eae602e6-8d86-11e4-935a-9f9e27151545Strategy A.IV.aOperational EfficienciesExplore solutions that optimize the operational efficiencies of offices, including co-locations._eae604da-8d86-11e4-935a-9f9e27151545Strategy A.IV.bProgram IntegrityStrengthen the Integrity of Our Programs_eae60642-8d86-11e4-935a-9f9e27151545BWe pay more than $65 billion in Federal benefits each month across all of our programs. We recognize our obligation to administer our large and critically important programs with the utmost care, accuracy, and efficiency. As good stewards of our resources and taxpayer funds, we will remain focused on the integrity of our programs, including minimizing improper payments. Among the measures we take to improve the integrity of our programs are CDRs, which are periodic reevaluations to determine whether beneficiaries are still disabled. On average, we estimate about $9 to $10 in lifetime program savings per dollar we have spent on medical CDRs, including Medicare and Medicaid program savings. In the next five years, we will work to maintain the public’s trust by strengthening the integrity of our programs through three strategic objectives: FIRST, we will continue our emphasis on accurately recording workers’ earnings. Accurate records are critical because we calculate Social Security benefit amounts based on a worker’s lifetime earnings. Modernizing and improving our system for recording earnings, increasing employers’ use of automated wage reports, and encouraging workers to verify their earnings are critical to our success in this area. SECOND, we will intensify our focus on protecting customers’ information and ensuring maximum security for all of our online services. We take great pride in securing the sensitive data and personal information we maintain to administer our programs. We will implement stronger authentication measures and increase our collaboration with other Federal agencies to identify common solutions to protecting and securing customers’ information. THIRD, we will move aggressively to increase the accuracy of payments to our beneficiaries. We have always strived to pay the right person the right amount at the right time, and we take this responsibility seriously. We will approach this objective on several fronts with special attention to our disability and SSI programs. Our strategies include efforts to prevent and reduce improper payments, increase overpayment recovery, analyze information and data to identify and address error-prone actions, and streamline our representative payee program.Earnings DataTransform the Way We Record Earnings to Enhance Data Accuracy_eae607b4-8d86-11e4-935a-9f9e27151545B.IWe devote significant resources to making certain our earnings records are accurate and we credit the correct amount to the right person. In FY 2013, we posted more than 251 million earnings reports to workers’ records. Although in calendar year 2013, employers electronically filed about 87 percent of Forms W-2, we still receive approximately 30 million items on paper Forms W-2. To improve earning records accuracy, we will work with the employer community to significantly reduce paper wage reports, moving toward an all-electronic earnings record process. We also will increase efforts to encourage the public to verify their earnings information on their Social Security Statement. A multi-year earnings redesign initiative is underway to modernize our earnings reporting system to increase efficiency and accuracy. In addition, we are collaborating with the Internal Revenue Service (IRS) to enhance the earnings data exchanges and improve the wage reporting process.Earnings SystemModernize our earnings system_eae60930-8d86-11e4-935a-9f9e27151545Strategy B.I.aWage ReportingEncourage electronic wage reporting_eae60aa2-8d86-11e4-935a-9f9e27151545Strategy B.I.bEarnings AccuracyEncourage the public to review their Social Security Statement for earnings accuracy_eae60c14-8d86-11e4-935a-9f9e27151545Strategy B.I.cData Protection & Service SecurityProtect the Public's Data and Provide Secure Online Services_eae60dae-8d86-11e4-935a-9f9e27151545B.IISafeguarding the confidentiality and integrity of our customers’ personal information has always been and will continue to be a top priority for us. With the growing threat of identity theft in an increasingly electronic world, we are taking steps to enhance protection of our beneficiaries’ records. If we are to achieve our goal to move more customers to our online services, it is critical they have confidence their personal information is well-protected – we must ensure that our online services remain secure. To that end, we are boosting authentication requirements for our online services, including enhanced security measures in the my Social Security portal. These enhancements require users to authenticate their identity with specific information not readily available to others. We will continue to seek additional ways to make our online services more secure.Authentication & AccessEnsure strong authentication technologies and appropriate access to information and services_eae60f34-8d86-11e4-935a-9f9e27151545Strategy B.II.aOnline Service SecurityEnsure online services have appropriate security features_eae610ba-8d86-11e4-935a-9f9e27151545Strategy B.II.bID TheftPartner with other Federal agencies, such as the IRS, to aggressively combat identity theft to prevent unauthorized transactions_eae615ce-8d86-11e4-935a-9f9e27151545Strategy B.II.cFederal AgenciesIRSPayment AccuracyIncrease Payment Accuracy_eae61768-8d86-11e4-935a-9f9e27151545B.IIIAgency Priority Goal for FY 2014-2015. We must protect the programs we manage from waste, fraud, and abuse. Ensuring proper payment to eligible beneficiaries is critical to that objective. Ensuring proper payments means not only preventing overpayments, but also, just as importantly, preventing underpayments. We work hard to ensure that all beneficiaries receive the correct amount. Our payment accuracy rate for retirement and survivors benefits is greater than 99 percent. However, our DI and SSI programs are more error-prone due to the complexity of the laws for both programs and the variability of SSI payments from month to month based on a recipient's changes in income, resources, and living arrangements. We rely on recipients to self-report this information, and their failure to report timely is a significant reason for the difficulty in increasing our SSI payment accuracy rate. We have identified several strategies to increase payment accuracy in our DI and SSI programs and will work diligently to realize improvements in these areas: • We will collaborate with other Federal and State agencies that serve similar populations, so we can benefit from shared ideas and best practices in ensuring proper payment. Among the potential solutions is better use of data exchanges to produce a more efficient and accurate process for receiving payment-affecting information. For example, we exchange data with the Department of Defense to verify entitlement to Special Veterans’ Benefits. In addition, the IRS shares Form 1099 information to help us verify SSI eligibility and payment amounts. • We also will increase our partnerships with financial institutions to build on the success of our Access to Financial Institutions (AFI) initiative to identify financial resources that can affect SSI eligibility and often go unreported. AFI allows us to check SSI recipient bank records to ensure that recipients remain eligible for benefits. Over the next decade, this initiative will save American taxpayers hundreds of millions of dollars. • Even after we approve a person for benefits, we periodically review many of their cases to ensure that they continue to meet the eligibility requirements under each program. For example, we complete SSI redeterminations, which are periodic reviews of non-medical factors of SSI eligibility, such as income and resources. On average, SSI non-medical redeterminations produce about $5 of net program savings per dollar spent, with savings from overpayments partly offset from the cost for underpayments. • For many years, we have used predictive models (i.e., computer-based screening tools) and data analytics tools to improve the integrity of our programs. With data from other agencies and other sources in the private sector, we will explore additional uses of predictive models, data analytics, and automation tools to provide cost-effective means to increase payment accuracy. • Our representative payee program historically has been vulnerable to fraud. Based on recommendations from oversight organizations, we have strengthened our policy, selection criteria, and review process. We are developing a long-term strategic approach to improving the program. Current efforts include using a predictive model that identifies cases with a higher probability of potential misuse and piloting a process for conducting criminal background checks on representative payee applicants during our selection process. We are also working with other agencies with similar programs to determine the potential for collaboration on representative payee activities.Improper PaymentsCollaborate with other Federal agencies, such as the Department of Veterans Affairs and Centers for Medicare and Medicaid Services within the Department of Health and Human Services, to find innovative ways to prevent and reduce improper payments_eae618ee-8d86-11e4-935a-9f9e27151545Strategy B.III.a Federal AgenciesDepartment of Veterans AffairsCenters for Medicare and Medicaid ServicesDepartment of Health and Human ServicesOverpaymentsIncrease efforts to recover overpayments_eae61a88-8d86-11e4-935a-9f9e27151545Strategy B.III.bBenefit EligibilityEnhance predictive models and automation tools to help identify error-prone aspects of benefit eligibility_eae61c2c-8d86-11e4-935a-9f9e27151545Strategy B.III.cFraud & Payment ErrorsExpand use of data analytics to reduce fraud and payment errors_eae61dda-8d86-11e4-935a-9f9e27151545Strategy B.III.dRepresentative Payee ProgramStreamline the Representative Payee Program to better identify potential misuse of benefits_eae61fa6-8d86-11e4-935a-9f9e27151545Strategy B.III.eDisability ProgramServe the Public through a Stronger, More Responsive Disability Program_eae6214a-8d86-11e4-935a-9f9e27151545COur disability programs, both DI and SSI, are a crucial part of our Nation’s safety net, providing vital financial support to millions of Americans. During FY 2013, we paid Federal benefits to almost 14 million adults and children with disabilities on average each month. Another 1.9 million children of disabled workers received monthly benefits on average each month. From FY 2007 to FY 2013, the number of disability claims we received each year increased from 2.5 million to nearly 3 million. This increase equates to a growth of about 20 percent in initial disability claims. Appeals for hearings before administrative law judges (ALJ) have also increased by 40 percent over the same period. Going forward, we will work to deliver a stronger, more responsive program to our disability claimants and beneficiaries. Specifically, we will focus on improving the consistency and quality of our claims process. We will expand our use of management information (MI) to help target services needing improvement, strengthen policy development, and expedite decisions. Based on our improved understanding of this MI, we will be able to give better feedback to our adjudicators and enable them to improve the accuracy of their decision-making. We will maximize efficiencies throughout the disability program by leveraging technology. Our efforts will include expanding our use of health IT. We plan to increase the volume of medical evidence received through health IT by increasing our partnerships with medical networks and providers. Our heath IT initiatives will reduce the wait time for receiving medical evidence and reduce the time to adjudicate claims. One of our key initiatives is to increase the use of video hearings to help expedite disability decisions. This service provides convenience to the applicant as well as savings to the American taxpayer. We also are pursuing a national initiative to bring greater consistency to the many disparate systems that support our State disability determination services (DDS). Our Disability Case Processing System (DCPS) will allow us to systematically support policy changes faster and make it easier to modify our case processing system nationally. DCPS also will allow us to share work across disability components more easily. Because part of our goal is to encourage individuals receiving disability benefits to return to work if they are able to do so, we are developing strategies to increase opportunities for beneficiaries to work and be self-sufficient. We are taking steps to create clear and consistent employment incentives, and review our disability data to identify new strategies to increase the number of disability beneficiaries who return to work.Disability DecisionsImprove the Quality, Consistency, and Timeliness of Our Disability Decisions_eae6246a-8d86-11e4-935a-9f9e27151545C.IAgency Priority Goal for FY 2014-2015. Our employees and State partners in the DDSs are committed to balancing the need to make high-quality, accurate, and consistent decisions with the objective of decreasing the time claimants must wait for decisions at all levels. We are using a new analytical tool that provides many of our ALJs and support staff with MI on their work relative to the rest of their office, their region, and the Nation. The information we gain from this analysis will help us to improve the way we review and decide disability cases, making our process simpler and more efficient. We will continue our partnerships with other agencies to further modernize key aspects of our disability process. These include our partnership with the National Academy of Science’s Institute of Medicine to revise our disability guidelines to reflect the most up-to-date medical knowledge; our collaboration with the Department of Labor to update our occupational information; and our partnership with the research community, for example the Disability Research Consortium, to refine our policy development. We will also expand the use of technology to improve quality and consistency. A few years ago, we implemented the electronic Claims Analysis Tool (eCAT) which assists disability examiners in documenting initial decisions to ensure compliance with agency policy. We plan to expand eCAT to process CDRs. Based on the success of eCAT, we used a similar approach to build a tool we can use at the appeals level. We will eventually extend eCAT to our field offices, resulting in our agency having one tool to assist in ensuring proper documentation and compliance with agency policy throughout the entire disability process. Expanding the use of video hearings – one of our key initiatives – will help increase efficiency and improve customer service. Specifically, it will enable us to balance workloads across the country, reduce the need for (and the costs for) our ALJs and other hearing office staff to travel between offices and to remote sites to hold hearings, and reduce the need for claimants to travel long distances to hearing offices. We also are working to expand video hearing participation more broadly to allow more attorneys and non-attorney representatives to install and use their own video equipment to attend hearings from their own offices.Training & ImprovementExpand use of MI to identify training needs and areas for improvement_eae62640-8d86-11e4-935a-9f9e27151545Strategy C.I.aCase AnalysisBroaden use of case analysis tools_eae62816-8d86-11e4-935a-9f9e27151545Strategy C.I.bPredictive ModelingExpand use of predictive modeling_eae629ce-8d86-11e4-935a-9f9e27151545Strategy C.I.cPoliciesSimplify policies_eae62bae-8d86-11e4-935a-9f9e27151545Strategy C.I.dOccupational InformationCollaborate with the Bureau of Labor Statistics to collect updated occupational information_eae62d70-8d86-11e4-935a-9f9e27151545Strategy C.I.eBureau of Labor StatisticsPre-Decisional ReviewFormalize our pre-decisional quality review processes to increase national uniformity_eae62f32-8d86-11e4-935a-9f9e27151545Strategy C.I.f EfficienciesMaximize Efficiencies throughout the Disability Program_eae63126-8d86-11e4-935a-9f9e27151545C.IIWe remain committed to providing the best service to the public by exploring new technologies and using modern tools to improve efficiencies throughout our disability program. We are improving the claims process, making it easier for the public to file disability applications and enabling us to process applications more efficiently. When fully implemented, our State DDS and Federal disability case processing sites will use a common system (i.e., DCPS). DCPS will replace all the disparate applications currently in use at the State DDSs and Federal sites, many of which are rigid, outdated, and resource-intensive. The new system will incorporate additional functionality, such as decision support tools, improved quality checks, improved MI, and compatibility with industry standards for electronic medical records. Expanded use of health IT offers yet another opportunity to realize efficiencies in the disability process. Among other positive effects, health IT will enable us to quickly recognize if a treating healthcare provider is also one of our health IT partners. If a provider is a health IT partner, our systems communicate directly with the provider’s systems to request medical records, confirm the claimant or beneficiary has provided an authorization for release of information form, and return the provider’s records to us. Health IT has the potential to increase our efficiency and lower the claimant’s wait time for a decision by giving us medical evidence within minutes rather than days or weeks.Workload SharingEnhance our ability to share workloads among our offices to maximize resources_eae632f2-8d86-11e4-935a-9f9e27151545Strategy C.II.aAutomationIncrease process automation_d747719a-8ded-11e4-81cb-74ac27151545Strategy C.II.bHealth ITExpand the use of health IT_d7477758-8ded-11e4-81cb-74ac27151545Strategy C.II.cEmployment SupportEnhance Employment Support Programs and Create New Opportunities for Returning Beneficiaries to Work_eae634c8-8d86-11e4-935a-9f9e27151545C.IIIWe are exploring ways to improve our employment support programs to help people with disabilities remain in the workforce or return to work as quickly as possible. Currently, the complexity of our rules and beneficiaries’ fears of incurring an overpayment because of earnings can discourage their attempts to work. Working with Congress, we will seek to simplify work incentive policies and look for ways to minimize improper payments because of earnings. We will strengthen our employment support programs, including the Ticket to Work program, by applying the results of prior research and using information we capture in our systems to more effectively focus our efforts. We also will provide help for beneficiaries who want to work through the Work Incentive Planning and Assistance program. We are committed to the idea that we must focus our employment support efforts on ensuring that people who use those supports work at their maximum capacity, reaching a level of self-sufficient earnings whenever possible. We will encourage young people who receive SSI to reduce their dependency on disability benefits as they turn 18. Recent research we funded, the Youth Transition Demonstration, has found that policy changes and improved employment services to young adults who receive SSI can sharply improve their employment outcomes. We will build on the early results of our Youth Transition Demonstration as we work with the Departments of Education, Labor, and Health and Human Services to coordinate additional efforts to promote self-sufficiency among child SSI recipients and their families.Minors on SSIPartner with the Departments of Education, Labor, and Health and Human Services to implement Promoting Readiness of Minors on SSI_eae63752-8d86-11e4-935a-9f9e27151545Strategy C.III.aMinors on SSIDepartment of EducationDepartment of LaborDepartment of Health and Human ServicesWork IncentivesSimplify work incentive policies and improve programs such as Ticket to Work and the Vocational Rehabilitation Cost Reimbursement program_d74779c4-8ded-11e4-81cb-74ac27151545Strategy C.III.bReturn-to-Work DemonstrationsDevelop return-to-work demonstration proposals_d7477bb8-8ded-11e4-81cb-74ac27151545Strategy C.III.cWorkforceBuild a Model Workforce to Deliver Quality Service_eae63a5e-8d86-11e4-935a-9f9e27151545DOur employees are our most valuable asset. Committed employees and our State partners in the DDSs allow us to provide dedicated and compassionate service to the public. However, the landscape of the Federal workplace and its workforce continues to change, as do the needs of the public we serve. We must be prepared to meet changing business demands by attracting, acquiring, and retaining a diverse, highly skilled, and agile workforce capable of delivering quality service using a variety of methods. One of our greatest challenges now and in the future is the loss of our most experienced employees. The size of our workforce has declined by about 11,000 employees since the beginning of FY 2011 and we expect this trend to continue. Based on our FY 2013 Retirement Wave Report, we estimate that more than 21,000 of our employees will retire by FY 2022. A shrinking workforce affects our ability to meet the needs and expectations of our customers and stakeholders. Changing population demographics, coupled with future staffing shortages, threaten our ability to maintain a future workforce that mirrors the public we serve. As our Nation becomes more diverse, limits on hiring will challenge our ability to acquire talent including under-represented minorities and bilingual candidates, which may affect our service delivery to non-English speaking customers. We will pursue strategies to meet these challenges, to ensure we align our workforce with the needs and expectations of the American public. Additionally, as we explore ways to automate, streamline, and change our business processes in fundamental ways, we will need to ensure we have expertise in the programmatic, data, and IT areas. To ensure we maintain this expertise, we will implement employee-centered programs that foster development and facilitate knowledge transfer, succession, and retention. We also will conduct skill-gap analyses; leverage employee skills and competencies to meet our workload demands; and ensure an environment that supports inclusion, engagement, collaboration, performance, and accountability. Telework and other workplace flexibilities will be part of this modernized environment.Talent & DiversityAttract and Acquire a Talented and Diverse Workforce that Reflects the Public We Serve_eae63c52-8d86-11e4-935a-9f9e27151545D.IOver the past few years, we have consistently ranked among the top 10 Best Places to Work among large agencies in the Federal Government. Our employees believe strongly in our mission and in the work that we do for the American people. However, for continued success, we must be able to continue to attract top talent. We must also ensure that we continue to employ a diverse workforce that will be able to engage effectively with people of all ages, education levels, cultural backgrounds, and language preferences. To remain an employer of choice for current and future generations, we will use modernized recruitment strategies, such as social networking tools, virtual job fairs, and human resources programs and flexibilities. In this way, we can compete for a diverse pool of top talent.RecruitmentCompete for top talent through modernized recruitment strategies given changing generational expectations_eae63fe0-8d86-11e4-935a-9f9e27151545Strategy D.I.a Applicant PoolBuild a strong, diverse applicant pool through the use of various hiring flexibilities and programs, including Office of Personnel Management"s Pathways programs and volunteer internships_d7477e42-8ded-11e4-81cb-74ac27151545Strategy D.I.bOffice of Personnel ManagementVeterans & Individuals with DisabilitiesMarket and expand use of hiring authorities for veterans and individuals with disabilities_d7478176-8ded-11e4-81cb-74ac27151545Strategy D.I.cVeteransIndividuals with DisabilitiesTalent & CompetenciesEnsure recruitment and selection processes focus on talent needs and core competencies for mission critical positions_d747837e-8ded-11e4-81cb-74ac27151545Strategy D.I.dCompetency, Agility & PerformanceStrengthen the Competency, Agility, and Performance of Our Workforce to Align with the Needs of the Public_eae641de-8d86-11e4-935a-9f9e27151545D.IIChanging business processes require our employees to increasingly demonstrate flexibility and resilience. We must assist our employees by providing timely training and development opportunities, as well as appropriate tools and resources. We must find ways for employees to develop more flexible career paths. To enhance performance, we must ensure that we hold employees accountable for their actions and provide them timely and effective supervisory feedback. We must also ensure we have programs in place to strengthen our management and leadership ranks. Supporting our managers through training, as well as with tools and resources (e.g., guidelines, procedures, best practices, desk guides, automated systems) is important in ensuring effective leadership in the face of ever-increasing change and complexity. Training and employee development will be critical to improving the competency and agility of our workforce and are key initiatives for the agency. We cannot afford during difficult budget times to sacrifice training and development – if we cut back in these areas, our service delivery will decline in the future. Increasing online services will also draw less complex work away from the field offices, so we must commit to offering highly trained staff to address the more difficult questions that will come into our field offices.Performance ManagementEnsure effective use of the agency's performance management systems to manage employee performance_eae643c8-8d86-11e4-935a-9f9e27151545Strategy D.II.aSupervisory Competencies & Leadership TalentImprove supervisory competencies and develop talent for future leadership opportunities_d7478694-8ded-11e4-81cb-74ac27151545Strategy D.II.bKnowledge ManagementCreate knowledge management tools and processes to ensure the capture of institutional knowledge (e.g., effective use of reemployed retirees)_d74788ce-8ded-11e4-81cb-74ac27151545Strategy D.II.cSkill GapsReduce skill gaps in targeted mission critical occupations to support talent development of employees_d7478aae-8ded-11e4-81cb-74ac27151545Strategy D.II.dContinual LearningOffer ongoing access to training and development resources to support continual learning_d7478d1a-8ded-11e4-81cb-74ac27151545Strategy D.II.eWell-Being, Innovation & EngagementFoster an Inclusive Culture that Promotes Employee Well-Being, Innovation, and Engagement_eae64602-8d86-11e4-935a-9f9e27151545D.IIIWe will provide an environment where our employees feel empowered, safe, included, and engaged in the shared direction of the agency. We are flattening the organization (i.e., decreasing the middle layers of management) to allow front-line employees more opportunities to provide input into leadership decisions. We will also improve agency-wide communications and foster better collaboration between management and labor representatives. As we make changes over the next few years, we must ensure that we continue to promote and support employees’ well-being and motivation. We will find ways to keep morale high by offering workplace flexibilities such as expanded use of telework. We will also encourage changes that support employee creativity, work-life balance, and family-friendly policies to foster employee engagement at all levels of the organization.Work-Life Balance & Employee Well-BeingPromote work-life balance and employee well-being through workplace flexibilities_eae64a76-8d86-11e4-935a-9f9e27151545Strategy D.III.aEmployee ServicesEnsure access to employee services (e.g., financial literacy, career development, work-life resources) regardless of geographic location_d7478f5e-8ded-11e4-81cb-74ac27151545Strategy D.III.bPersonnel MattersProvide employees and managers with support to navigate complex personnel matters (e.g., employee conduct, performance, reasonable accommodations)_d747926a-8ded-11e4-81cb-74ac27151545Strategy D.III.cSSA EmployeesSSA ManagersEmployee SafetyPromote safety of employees through ongoing safety training and emergency preparedness activities_d74794f4-8ded-11e4-81cb-74ac27151545Strategy D.III.dSSA EmployeesCollaboration & TransparencyEngage labor organizations to promote collaboration and transparency_d7479738-8ded-11e4-81cb-74ac27151545Strategy D.III.eLabor OrganizationsEmployee Engagement & DiversityDevelop practices that facilitate open communication and understanding in order to enhance employee engagement and appreciation of our diversity_d74799fe-8ded-11e4-81cb-74ac27151545Strategy D.III.fSSA EmployeesHR Planning & AlignmentEnhance Planning and Alignment of Human Resources to Address Current and Future Public Service Needs_eae64c88-8d86-11e4-935a-9f9e27151545D.IVObjective Background and Description To support ongoing workforce planning and data-driven decisions on workforce management, we must develop the internal capability to analyze trends and identify workforce-related actions and programs that correlate with and improve agency performance. We will use available MI to conduct comprehensive workforce analyses and forecast future workforce composition. We will assess current and future skill gaps. We will use this information to explore ways to re-shape our workforce to meet the service delivery needs of the American public now and into the future.Workforce Restructuring & ReshapingUse workforce restructuring and reshaping programs (e.g., Voluntary Early Retirement Authority) to adjust and align the workforce with agency needs_eae65796-8d86-11e4-935a-9f9e27151545Strategy D.IV.aWorkforce Planning & ForecastingUse human resources MI and data analytics to conduct effective workforce planning and forecasting that assists leaders in making data-driven decisions_d7479c7e-8ded-11e4-81cb-74ac27151545Strategy D.IV.bPerformance ReviewsConduct data-driven performance reviews to assess, monitor, and track alignment of human capital programs with service delivery needs_d7479ec2-8ded-11e4-81cb-74ac27151545Strategy D.IV.cOrganizational Structures & Workforce CompositionUtilize effective management principles to optimize organizational structures and workforce composition as we automate processes and expand self-service._d747a0ca-8ded-11e4-81cb-74ac27151545Strategy D.IV.dIT ServicesEnsure Reliable, Secure, and Efficient Information Technology Services_eae65958-8d86-11e4-935a-9f9e27151545EWe have a long history of designing, deploying, and maintaining robust and cost-effective technology that supports our critical service delivery needs. We rely upon a large and complex technology infrastructure, as well as a highly motivated and skilled workforce, to support our service delivery. Today’s fast-paced, technology-driven environment requires sophisticated, modern service options to serve the public and our employees. We must employ modern technology platforms and systems design to support more flexible, efficient processes. Our strategies focus on evolving our infrastructure to incorporate stable, modern technologies that align with our business needs. As our workloads increase, our systems must keep pace with the demand. Expanding online and mobile-friendly access improves service for those who want the convenience of interacting with us remotely while preserving field office services for situations that need in-person support. The security of our informatSystem Performance & ContinuityMaintain System Performance and the Continuity of IT Services_eae65959-8d86-11e4-935a-9f9e27151545E.ITechnology is essential to managing Social Security programs. If our systems are not functioning optimally, the productivity of our workforce immediately declines, resulting in diminished service. We must maintain strong IT performance despite rising IT demands, increasing cybersecurity risks, and constant changes in technology. To meet our service delivery challenges, we rely upon a large and complex technology infrastructure that includes two data centers, extensive national databases, hundreds of software applications, large supporting computing platforms, and thousands of networked computers, printers, telephones, and other devices (e.g., smart phones). Change to our IT infrastructure is constant. We strive to ensure responsive, reliable performance to our customers and employees in the presence of this constant change. Our two data centers, the National Computer Center (NCC) and the Second Support Center, maintain the demographic, wage, and benefit information that enables prompt and accurate benefit payments. The NCC has been in continuous operation as a data center since it opened in 1980. Congress approved our requested funding to build a new data center, the National Support Center (NSC), and extensive planning is underway for the move to this new facility. We will transition all operations from the existing NCC to the new NSC in FY 2015 and FY 2016. The NSC will provide increased capacity and improved operational reliability and efficiency.NSCSuccessfully transition to the NSC_eae65a5c-8d86-11e4-935a-9f9e27151545Strategy E.I.aSystem PerformanceMaintain responsive, reliable system performance_d31607ec-8e2b-11e4-84bc-fe5e27151545Strategy E.I.bSystems ModernizationEnhance and Execute Plans to Modernize Our Systems_eae65c96-8d86-11e4-935a-9f9e27151545E.IIOur IT is evolving to incorporate stable, modern technologies that align with our business needs. We support and employ technologies championed by the Federal Chief Information Officer (CIO) Council and other Federal directives. Examples of these technologies include the Administration’s Digital Government Strategy, shared services, modular development, and cloud computing architecture. As we carry out our investment management processes to determine how to use our limited IT resources, we strive for a balanced strategy of investing in new and improving existing business applications and infrastructure as funding permits. We incrementally modernize our applications based on business needs, technical advancement, and risk management. We will pursue the use of newer, more adaptable technologies, while maintaining the systems that support our mission. We will improve and expand our telephone services by offering to transfer customers calling field offices to our National 800 Number. This network’s sophisticated software allows us to optimize the routing of our National 800 Number calls to reduce our customer wait time. We made this enhancement possible by the FY 2013 conversion of our National 800 Number to the Citizen Access Routing Enterprise through 2020 (CARE 2020) solution. The Care 2020 software will provide us with information to better optimize service and identify our customers’ needs in order to provide a world-class customer experience.IT PlanningRefresh IT planning activities to effectively prioritize and manage IT investments_eae65e9e-8d86-11e4-935a-9f9e27151545Strategy E.II.aService, Risk & CostEmploy technology to extend service, mitigate risk, and reduce cost_d3160daa-8e2b-11e4-84bc-fe5e27151545Strategy E.II.bApplication PortfoliosAssess application portfolios, focusing on cost, business value, and technology sustainability._eae661e6-8d86-11e4-935a-9f9e27151545Strategy E.II.cInnovationIncorporate Innovative Advances in Service Delivery_eae663f8-8d86-11e4-935a-9f9e27151545E.IIITechnology transforms how we conduct business. As the Federal Digital Government Strategy notes, advances in computer technology, the increase of high-speed networks, and mobile innovation have introduced new products and reshaped existing service options. Growing customer expectations drive us to consider an expanding number of service delivery options. We will actively participate in the Federal CIO Council, leverage the expertise of industry IT experts and technical consultants, remain attentive to emerging technologies, and benchmark with other public and private organizations that innovate through technology. We will harness appropriate innovations to create effective and efficient service delivery options, maximizing the return on our IT investments. Our business and technical staffs will work together to develop new, more flexible and efficient ways to perform our work, focusing on areas where reengineering is most needed. We will develop and maintain effective IT solutions for our customers and our employees.Systems & Services DeliveryDeliver accurate, convenient, and flexible agency systems and services in a cost-conscious manner_eae6661e-8d86-11e4-935a-9f9e27151545Strategy E.III.a Emerging TechnologiesExplore the use of emerging technologies to improve service and increase efficiency_d3161052-8e2b-11e4-84bc-fe5e27151545Strategy E.III.bEngagement & BenchmarkingEngage and benchmark private and public IT communities to ensure the timely identification of important new technologies and best practices._d3161282-8e2b-11e4-84bc-fe5e27151545Strategy E.III.cPrivate IT CommunitiesPublic IT CommunitiesCybersecurityContinuously Strengthen Our Cybersecurity Program_eae66902-8d86-11e4-935a-9f9e27151545E.IVWe maintain a comprehensive, agency-wide information security program of controls that protect our information and communications assets. We review policies and processes regularly, taking appropriate corrective action to prevent misuse and unauthorized access to assets and sensitive data, including personally identifiable information. Given the highly sensitive nature of the personal information within our systems, data integrity and security, as well as the protection of individual privacy, must be our main IT service focus. New services and delivery options expose us to new threats. We must be vigilant and strengthen our cybersecurity intelligence and protections.Information Security PreparednessMaintain information security preparedness_eae66b50-8d86-11e4-935a-9f9e27151545Strategy E.IV.aSecurity Processes & ProceduresContinually adjust security processes and procedures to reflect changes in technology, the sensitivity of our data and systems, and awareness of actual and potential internal and external threats_d3161566-8e2b-11e4-84bc-fe5e27151545Strategy E.IV.bRisk-Based Systems ReviewsPerform risk-based systems reviews to enhance continuous-monitoring and data-loss-prevention strategies_d3161908-8e2b-11e4-84bc-fe5e27151545Strategy E.IV.cAuditing & Fraud ProtectionEnhance our audit trail, integrity review, and fraud-prevention processes_d3161b42-8e2b-11e4-84bc-fe5e27151545Strategy E.IV.d2013-10-012018-09-302014-12-27http://www.socialsecurity.gov/asp/plan-2014-2018.pdfOwenAmburOwen.Ambur@verizon.net