Given the magnitude of the financial problems facing the Social Security system and the nature of the proposals for changing the system, we can expect the debate over the financing and structure of the Social Security system to continue and intensify in the coming years. To manage the disability caseload growth, increase efficiency, and improve service to its customers, SSA has started a massive effort to fundamentally change how disability decisions are made. Complicating SSA’s efforts is its aging workforce: 47 percent of SSA’s senior executives and 30 percent of its grade 13 to 15 personnel are eligible to retire over the next 5 years. Observations on Leadership Needed to Manage Challenges

As the 21st century approaches, SSA faces dramatic challenges: funding future retirement benefits, rethinking disability processes and programs, combating fraud and abuse, and restructuring how work is performed and services delivered. SSA’s success in meeting these challenges is critical. It also stated that it has made progress in redesigning its disability claims process and in returning disabled beneficiaries to work. Copies also will be available to others on request. SSA Disability: Program Redesign Necessary to Encourage Return to Work (GAO/HEHS-96-62, Apr. Social Security Administration: Leadership Challenges Accompany Transition to an Independent Agency (GAO/HEHS-95-59, Feb. 15, 1995).
Why GAO Did This Study

Pursuant to a congressional request, GAO provided information on the Social Security Administration's (SSA): (1) progress in meeting challenges; and (2) status as an independent agency.

What GAO Found

GAO found that: (1) while SSA is starting to manage for results and improve financial accountability, it has not taken steps to contribute to the public debate on the future financing of the Social Security system; (2) unless changes are made to the system, the Social Security trust funds will be depleted by 2029; (3) SSA disability caseloads are growing, and SSA is trying to fundamentally redesign the disability claims process; (4) SSA has not adequately promoted return-to-work programs in redesigning its disability processes; (5) SSA should do more to combat fraud and abuse in the Supplemental Security Income Program; (6) SSA is reducing its staff, and nearly half of its senior executives will be eligible to retire in the next 5 years; (7) these workload challenges will complicate the tasks SSA faces; (8) SSA is working to modernize its information systems, but this effort will be costly and complex; and (9) effective leadership is critical to SSA efforts to modernize and meet future challenges.