Skip to main content

Elements of Systems Modernization for the Social Security Administration (1991) / Chapter Skim
Currently Skimming:

3. Serving the Public
Pages 27-34

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.


From page 27...
... The SSA does not today have well-defined targets for levels of service to the public, nor does it convey the view that its operating decisions are governed by such targets. For example, SSA's recent report for the Senate Appropriations Committee (Social Security Administration, 1990)
Read the entire page →
From page 28...
... Based on actual versus target service levels, the SSA should manage its staffing, procedures, automated data-processing (ADP) support, and telecommunications resources to achieve the target service objectives, with target objectives for each of these internal units set to enable the agency as a whole to meet service targets to its "clients." The SSA should acquire new management tools to help relate resource levels to service levels.
Read the entire page →
From page 29...
... The public does not usually expect instantaneous service and responses from a public agency with heavy workloads, but it does expect reasonable service. Measures of levels of service delivered should capture the pain and irritation occasioned by lengthy and unreasonable delays.
Read the entire page →
From page 30...
... Second, it is extremely important to set internal objectives for the various internal organizations that are essential to delivery of the SSA's service targets. Social Security operations are a production function, translating inputs in the form of staff, facilities, ADP' and telecommunications to outputs that represent service levels.
Read the entire page →
From page 31...
... For example, the number of staff hours per claim processed or staff hours per telephone response could be a basis for beginning to model service levels in claims processing and in telephone responses. Mathematical models will not replace good judgment in the management of the SSA, but such models represent an important first step in acquiring the tools and the experience needed to manage the agency's resources to achieve target levels of service.
Read the entire page →
From page 32...
... 5. Target service levels should represent a public consensus for- achievable and affordable goals for Social Security processing.
Read the entire page →
From page 33...
... There is public support, as recognized in the goals of Commissioner King, for at least some improvement in service by the SSA. Public acceptance of and confidence in Social Security hinge in part on expectations.
Read the entire page →
From page 34...
... Report prepared for the Senate Appropriations Committee. Washington, D.C.: Social Security Administration.
Read the entire page →

Key Terms

  • service objectives
  • target service
  • security administration
  • service targets
  • management tools

  • public announcement
  • measurable service
  • senate appropriations
  • security operations
  • budget debate

  • internal objectives
  • levels public
  • stated objectives
  • improve service
  • objectives managing

  • appropriations committee
  • management data
  • staff hours
  • achieve service
  • achieve common

  • reasonably attain
  • continuously improve
  • objectives fill
  • waiting times
  • reduce communication

  • communicated effectively
  • currently base
  • staff time
  • internal units
  • measure call


    • This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
    More information on Chapter Skim is available.