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Executive Summary
Pages 1-12

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From page 1...
... To carry out its mission the SSA has built a massive information system consisting of a central data processing center, more than 30,000 user terminals, and a data network connecting its major facilities. The SSA operates one of the largest recordkeeping systems in the world.
From page 2...
... The claims modernization project allows field office staff to enter claims information directly into the system and to request any related data in agency records needed to process the claim. The system then provides a paper copy of the completed application for the claimant to sign.
From page 3...
... In Chapter 4 the committee discusses organizational matters as they relate to the technical management of the agency. Chapter 5 addresses human factors and issues arising from changing demographics and increasing automation as they affect the agency's technical and nontechnical workers.
From page 4...
... Such trends include mainframe computer costs decreasing 20 percent per year, workstation processing power Increasing Mu percent per year, storage capacity for born magnetic and optical media greatly increasing, communications capacity expanding, and software development tools increasing productivity tenfold. Given such trends, the characteristics of a systems architecture for SSA might be as follows: A distributed system, with mainframe computers serving as the hub of the system (particularly with respect to the storage of shared data files)
From page 5...
... More complete automation can be optimally achieved only by carrying out a careful systems analysis based on metrics and abstract data requirements of the overall SSA task, which, together with configuration planning, will suggest alternative transitional mLxes of parts of the old and new systems that can become intermediate stages in the migration to a new architecture. Several major systems are evolving toward a so-called client-server architecture, and this architecture could be quite effective for agency-wide application.
From page 6...
... The SSA's budget request should reflect the funds needed to achieve service targets, usefully focusing the budget debate on what service levels are desired and how they are best attained. Managing to achieve specified service levels does not necessarily require greater effort and expenditure of resources.
From page 7...
... The committee recommends that the commissioner, and/or the chief financial officer, review the management aspects of the budgeting process to effectively tie together the approval systems of both the labor and Information Technology Systems budgets. Technical design review and software quality assurance must be the responsibility of individuals having the requisite technical expertise.
From page 8...
... Automation has allowed fewer people to do the work that is currently done and has made it possible to accomplish routine work in fewer employee hours. Automation will certainly eliminate the need for some manual tasks, and the geographical distribution of the work force and the tasks it performs are likely to change significantly.
From page 9...
... The committee has no doubt that the SSA will need to supplement its technical work force with outside contractors, but it must also have very competent technical workers and managers on its permanent staff. With colleges and universities graduating computer science students, more computer professionals are now entering the work force with formal education and training.
From page 10...
... For this reason, the SSA must be cautious about relocating surplus NCC mainframes to its program service centers (PSCs) to perform tasks that are better suited to small computers and networks.
From page 11...
... 1990. Systems Modemization and the Strategic Plans of the Social Security Administration.


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