NCSSMA
National Council of Social Security
Management Associations
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Summaries NCSSMA Letter on Training and IVT(Cover Memo); Paper. NCSSMA writes to the Commissioner reviewing and summarizing the management survey question responses in regard to Training and IVT NCSSMA
Letter on Perspectives on Quality (July
21, 2003) NCSSMA writes to Commissioner Jo Anne B. Barnhart offering suggestions as to ways to ensure the quality of the work SSA produces. This was based upon the results of the recent survey of management.
NCSSMA writes to DCO Linda McMahon to express support for the Commissioner's budget submission for FY04 but to raise concerns about the agency's plans for addressing the SDW workload. NCSSMA asks six questions to clarify the plans.
NCSSMA Letter on Space, Furniture,
and Workstations (April 25, 2003) NCSSMA writes to DCO Linda McMahon to bring to her attention concerns recently raised in a NCSSMA survey. NCSSMA raises issues about reception, front end Interviewing, and IVT room size, reception and IVT room furniture, and the adequacy of the workstation allocation in lIght of increasing interview demands.
Comments
on Time Allocation System: Vision and Scope (April 16, 2003) NCSSMA writes to Associate Commissioner for Automation Support Mark Blatchford with comments on the OAS draft paper entitled Time and Allocation System: Vision and Scope. We generally compliment the draft paper feeling it is an excellent summary of the current system and requirements for the new system. It also gives an excellent overview of the potential uses of the redesigned time allocation system. We feel it does not, however, consider solutions for replacing the current time measurement system. We encourage greater speed in replacing DOWS and the necessary resources being dedicated to it. We also encourage greater involvement of the original SUMS workgroup members. NCSSMA Letter
on EDCS (February 13, 2003) NCSSMA writes to Deputy Commissioner for Operations Linda McMahon to express support for a continued movement toward an electronic disability process but to outline challenges with the Electronic Disability Collection System (EDCS). We pose eleven issues and questions that need to be addressed. Joint Proposal
from NCSSMA and NADE (December 23, 2002) NCSSMA and NADE jointly write to Deputy Commissioner Martin Gerry with proposals to improve the front end of the disability case process. The proposals make the following points:
NCSSMA and NADE offer to meet with agency officials to discuss the proposals. Interactive
Video Training Survey (November 22, 2002) NCSSMA writes to Regional Commissioner Jim Martin in response to an interactive video training (IVT) survey. We report that there was not perfect unanimity on the issues raised on the survey, or the general subject of IVT as the primary method of providing entry level training. However three themes recurred in the responses received:
NCSSMA then gave general responses to the specific survey questions. Single
Manager Offices (October 29, 2002) NCSSMA writes to Operations to express concern about the plight of Single Manager Offices. An inventory puts the number at about 200. We believe no field office should have only one management person. The myriad functions required are just too much for one individual. We undertook a comprehensive survey of single manager offices and received 145 completed surveys. We summarized the major findings. We also received many comments and suggestions and distilled those into five recommendations. We hope to generate positive action to deal with the problems of single manager offices. Driver's License or State-Issued Identification Card as Signature
Proxy NCSSMA writes to Operations's Office of Automation Support to comment on a proposal to use driver's license or state-issued indentification cards as signature proxy on SSA benefit applications. We favor pursuing paperless processing options whenever possible but do have some reservations: we are not sure if the proposal meets the signature requirements; we do not know what impact on our fraud prevention efforts not having a signed statement made beneath a penalty clause will have; driver's licenses are not fully reliable forms of identification; maybe we should use our own numident verification process; we are concerned about the investment in additional technology to read the documents and; there is still a percentage of the population that has neither a driver's license or a state-issued ID card. The listed concerns are not insurmountable, however, but are real. Business
Case for Decreasing the Supervisory Ratio (September 27, 2002) NCSSMA writes to Linda McMahon with a comprehensive argument for more supervisory positions in field offices and teleservice centers. We provide a brief history of delayering and make the business case for decreasing the supervisory ratio based on the following arguments:
Management Awards (September 20, 2002) NCSSMA and FMA jointly write to Commissioner
Barnhart to ask for a review of the current approach to performance awards for
managers. We point out that the current award allocation process results
in non-bargaining unit employees receiving smaller awards, in relation to
salary, than bargaining unit employees. We ask that the allocations be
changed so that this inequity is eliminated. Comments
on IVT Entry-Level Training Redesign (September 5, 2002) NCSSMA writes to the Director, Office of Training to comment on the proposed redesign of the entry-level training curriculum. We acknowledge that the proposal is an impressive package and feel that the team that developed it did an outstanding job. We do express concerns about the impact of the mentoring piece on field office resources and consequently on performance and public service. We also give specific suggestions and ask questions regarding the proposal. Progress on SUMS (August 8, 2002) NCSSMA writes to Linda McMahon to express continued support for the speedy replacement of the DOWR/DOWS system. We acknowledge that progress is being made on many aspects of replacement however we think a quickening of the pace is needed to move SUMS along. Of particular concern is the very slow progress being made on replacing the DOWS system. We would like to see a comprehensive plan for replacing the work sampling system. We support the dedication of specific resources to develop the replacement for DOWR/DOWS and the development of a tight time table for the full scope of the project. We suggest that some of the members of the original SUMS workgroup be involved in reviewing the status of the project and that an ongoing partnership between future users and developers be established. Disability Initiatives (August 6,
2002) NCSSMA writes to Operations to comment on various short term initiatives to improve quality and the overall processing time for the disability claims process. We are in favor on the proposal to have CRs do the complete SSA-3368, either by using the already trained former DCS or with additional training. We believe there are significant resource issues that must be considered if moving the responsibility for SSA-3368 completion to the Disability Examiner (DE). We are in favor of providing MER packages to all applicants who are willing to help with the collection of their own medical evidence. The starter package was another DPRT idea that seemed to have merit. We also comment on other ideas that have drawbacks. National
Exchange Network (July 23, 2002) NCSSMA writes to the Deputy Commissioner for Operations to express support for immediately reinstituting some form of the NEN pending the adoption of a permanent alternative, and to offer NCSSMA's assistance in maintaining the NEN. We share several recommendations regarding the NEN and offer to run the NEN until a replacement is developed or, if desired, on a permanent basis. Video Teleconferencing
(July 2, 2002) NCSSMA writes to the Associate Commissioner for Automation Support to provide comments on the video teleconferencing workgroup proposals. We believe that SSA should explore all technologies that may improve our service delivery. We acknowledge that while video conferencing should not be seen as the answer to all of our communication needs, it certainly has a number of potentially useful applications. We address our concerns about the areas of cost, training, meetings, interviews, and public information. We endorse the continued testing of the video teleconferencing concept. Performance
Management (May 21, 2002) NCSSMA writes to Commissioner Barnhart about the agency's performance management system. We review both how and why the current system came to be and other significant changes, generally independent of pass/fail, that occurred about the time pass/fail was implemented. We indicate our support for actions that will enhance employee assessment and feedback but emphasize that significant deliberation and planning must take place to ensure a new performance appraisal system is practical and effective. We point out problems we would have with a return to a multi-tiered appraisal system and issues that must be addressed. We request the opportunity to be involved in the process. Travel Manager v.8.1 Web (May 20, 2002 NCSSMA writes to the Associate Commissioner for Automation Support to share comments received on the new web-based version of Travel Manager. We believe it will enable several significant improvements but have some concerns regarding these elements that need to be clarified or eliminated:
Expansion of 800# Service Hours (April
22, 2002) NCSSMA writes to Linda McMahon to express grave concerns about the expanded Hours Implementation Plan being considered. The proposed plan would expand the hours of live agent 800# service to include Monday to Friday 7:00 PM to midnight Eastern Time and Saturday and Sunday 8:00 AM to 4:30 PM Eastern Time. NCSSMA is concerned about the staffing implications inherent in the expansion proposal and questions how the staffing estimates for expanded service were arrived at. We feel this plan does not address many of the issues that are vitally important to its success. We recommend a smaller, less aggressive pilot be conducted in Wilkes-Barre. Goals
(April 9, 2002) NCSSMA writes to the Commissioner to express our concern about the Agency's approach to the issue of goals. We agree, in principle, that goals are necessary and proper and that they serve to focus and enhance the performance of the organization. We are concerned, however, about the chasing of numerical goals. We believe this can result in unbalanced service and a deterioration of quality with a negative imnpact on agency performance and public service. We give several examples of goals gone awry. We point out that while trying to meet and exceed defined goals we are not addressing all of our workloads in a balanced manner. NCSSMA is supportive of the Commissioner's initiative to evaluate what appropriate service levels should be and to determine the attendant cost. We would be happy to help in any way possible. Pending the results of these ongoing efforts we would like to see a racheting down of the current goal frenzy. We encourage the Commissioner to send a message that the time has come and gone to mindlessly pursue numbers. Correspondence
Monitoring and Control (April 1, 2002) NCSSMA writes to Operations to advise that NCSSMA would not be in favor of establishing an automated national system for monitoring, tracking and controlling correspondence. We do not believe that there has been any demonstrated need for a system, such correspondence is generally well controlled at the field office level, and needed information can be obtained through other methods. GS-15 District Manager Position
(March 28, 2002) NCSSMA writes to Linda McMahon, Deputy Commissioner for Operations, in hopes of initiating a dialogue about establishing a GS-15 District Manager position. It is pointed out that NCSSMA is committed to pursuing this issue and cannot overstate the importance of this matter to field office management. We review the history of upgrades for all other field office positions and the many changes that have taken place in the field. We point out the numerous responsibilities that have been added to the DM position. With this background we address the issues of how the grades of field management are determined, where and how it might be possible to credit certain DM positions with sufficient additional points to raise the grade to GS-15, and why there is a business case for doing so. We close by pointing out that the ultimate decision to upgrade is not a classification issue but simply an issue of executive will and decision. We request that serious consideration be given to the possibilities raised in our letter. Attorney
Fee Increase (January 24, 2002) NCSSMA writes to Roger McDonnell to encourage the agency to delay implementing the proposal to increase the dollar maximum of fee agreement cases until the appropriate systems supports are in place. We are deeply concerned that pushing ahead with implementation will create significant additional workloads for field offices. We point out that attorney fee and offset cases are difficult, complex, and error-prone workloads. FY 2004 Productivity Budget Call
(January 7, 2002) NCSSMA writes to Roger McDonnell with information on issues and factors that may be used in documenting changes in field and PSC resource needs when the FY2004 budget is put together. A list of 14 items that should be considered is compiled along with information on each item:
QuickTime Automated Time and
Attendance System (November 28, 2001) NCSSMA has a number of concerns about the QuickTime Automated Time and Attendance System, based on the questions and comments from the delegates to the St. Louis Annual Meeting who saw a presentation on the new system. NCSSMA would like to be more involved in the development of the project and feel we have expertise in this area. It is vitally important that field managers have an opportunity to be involved early in the process. We are concerned that it may already be too late to avoid some of the problems we know will hamper the successful implementation of this system. One of our biggest concerns is the seeming lack of security from employee abuse. The system seems to have been designed with ease of use and report generation as primary considerations rather than making the system resistant to employee abuse. We present a list of questions and concerns raised based on the St Louis presentation and ask for more NCSSMA involvement. Draft eDIB Management Plan (October
31, 2001) NCSSMA is very interested in the Agency's plans for the disability program, including the plans for eDIB. We have been involved in the prior workgroups and want to participate in future ones. We offer the following comments on the eDIB Management Plan:
Proposal
to Eliminate Generic Pins (October 16, 2001) We understand the agency is again considering the elimination of generic FEI/reception Pins in field offices. We oppose the total elimination of generic Pins for several reasons, including the fact that not every workstations has been upgraded, log on times are not always fast, many visiting employees still need access to a generic Pin, and they are needed to get 800 number traffic. Until these issues are resolved we will continue to oppose their elimination. Suggestions for SSI Simplification
(September 6, 2001) SSI continues to be designated a "high risk" workload. NCSSMA considered the issues of SSI simplification and RZ redesign and offers ideas and suggestions for Central Office consideration in the following areas:
Improving the Attorney Fee Process (July
26, 2001) NCSSMA comments on workgroup recommendations to improve the attorney fee payment process. NCSSMA is not in favor of either routinely updating worker's compensation information at the time the hearing is filed or partial payment to attorneys. We do like the idea of a "Hearing Information Update Form". As to fee petitions, we support the establishment of the proposed website and suggest some additional functional enhancements. We prefer the MDW for control purposes. We would like to see the establishment of a time limit for filing fee petitions. Comments on the Draft Final Evaluation for the Disability Claims Manager (DCM) (July 13, 2001) (Click on the title to view or download the complete letter) NCSSMA has had great interest in the efforts undertaken to improve the disability process. We have received extremely positive feedback from the managers and employees who participated in the Disability Claims Manager (DCM) pilots. We were therefore dismayed to find that the DCM Draft Evaluation Report either ignores or downplays what appears to be a significant amount of data supporting the DCM process. We think the data presented in this report is strong enough to support a more positive conclusion, mainly that the DCM process clearly presented an improvement over the current claims process. We make many specific suggestions for changes in the draft Evaluation Report and specifically request that mention of the NCSSMA recommendation to establish a Technical Expert for Disability (TED) and its rationale be included in the final report. Increase
in Fees for Records and Related Services (July 6, 2001) NCSSMA writes to point out that the recent policy change regarding fees is having a significant and possibly unintended impact on field offices. We also suggest two alternatives for mitigating the impact: an increase in the minimum processing cost requiring collection of a fee; and a requirement that any fees that are collected by field offices be in the form of a check or money order. Comments on Implementation of the SSA-3368 Internet
Site (July 6, 2001) The National Council appreciates the opportunity to review the online guide for the SSA-3368 completion. We feel the Guide is well done and very comprehensive, with links to other pertinent information. It could prove helpful to interviewers who are new to the job, as well as to members of the public. We made several comments for possible improvements to the site. Visitor
Intake Process (VIP) (May 17, 2001) NCSSMA comments on recommendations produced by a workgroup investigating alternatives for a Visitor Information Systems Analysis. While we agree with some of the recommendations, we have serious reservations about some of the key findings. We believe the basic recommendations need to be reconsidered. We are opposed to the idea of a Greeter in field offices. We are opposed to mandating an expanded version of AITS. We are opposed to a "one size fits all" system. We urge the workgroup to continue their search for a better solution than the one proposed. DCHR
Student Loan Repayment Options (April 2, 2001) NCSSMA comments on three suggested options for constructing an SSA Student Loan Repayment Program and endorses Option #1 as the best approach. We recommend that the eligibility instructions make it clear that this incentive could apply to "hard to fill" positions in the field. We also think this program is important enough to be separately funded at the agency level. Recommendations
for Legislative Changes (March 20, 2001) NCSSMA writes to Senator George V. Voinovich in response to his invitation to provide recommendations for legislative changes that will help mitigate the human capital challenges facing the federal government in the immediate future. Recommendations for change are made in several areas: Rule of Three; Government Pension Offset; Pay Disparity; Overtime Pay for Supervisors; Dealing with Poor Performers; and Seniority as a Promotional Criterion. Disability
Process Proposal (February 22, 2001) Disability claims processing is acknowledged to be one of the major challenges facing SSA in the future. It is crucial that we plan now for how best to process this growing workload. The role of NCSSMA in past disability program initiatives is discussed. The positive aspects of the Disability Claims Manager (DCM) position are highlighted. NCSSMA proposes a new position, the Technical Expert for Disability (TED), that will allow the Agency to meet public service needs while addressing the concerns of all stakeholders involved in the disability process. Kiosk Project (February 8, 2001) NCSSMA comments on the agency's kiosk project and states that most members who have seen the agency's plans are very enthusiastic. Fourteen specific recommendations are provided to the Office of Automation Support. NCSSMA urges that pilots be carefully planned and executed and that strong consideration be given to the concerns expressed. Comments on C2 Report on Entry-Level Training
(December 19, 2000) NCSSMA has reviewed the report prepared by C2 Multimedia Inc. based on their evaluation of entry-level training delivered via IVT to 988 students who participated in 13 week TII CR, TXVI CR, and SR classes that ended in early 1999. We endorse IVT and specifically using IVT for entry-level training. The C2 report raises some obvious concerns that need to be addressed. We should avoid single student sites. We should recognize the burden placed on field offices and effectuate an appropriate and fair method of compensation. The role of the mentor should be refined. The format of the materials needs to be uniform and standardized. Follow-up studies should be conducted. Regional Field Office Telecommunications Conference (December 13, 2000) (Click on the title to view or download the complete letter.) NCSSMA appreciates the opportunity to comment on the recommendations flowing from last summer's Telecommunications Conference. Two points are of prime importance. We need to move quickly to provide customers the full range of service options articulated in the 2010 Vision, including access to our local offices via the 800 number. Local office service observation is terribly flawed in its current form and needs significant revisions, including the ability to monitor outgoing calls, before it is implemented. We are happy with the attention paid to improving FO telephone service. We fully agree with the need to significantly improve the measuring of phone access to local field offices. We endorse the suggestion that ideas for MI needs be solicited from a group of field managers and will take the lead on this. Organizational Culture Workgroup Recommendations (December 10, 2000) (Click on the title to view or download the complete letter.) NCSSMA appreciates the opportunity to participate in the Organizational Culture Workgroup and to comment on its recommendations. The workgroup did an outstanding job in analyzing data and formulating relevant recommendations. Implementation would significantly reduce the gap between perceived and desired Agency culture. Implementation will require a major commitment by SSA to removing significant institutional impediments, including an increase in the number of supervisors. Several cultural gaps can be traced to weaknesses in the performance management system. Any new system will only be effective if supervisors are given sufficient time to devote to performance management and this requires more supervisors. We agree that performance should be the basis for promotions. Article 26 is a major impediment to achieving this objective. We must be willing to change our performance appraisal system, our merit promotion procedures, and the number of supervisors in field offices and TSCs. Site LAN Coordinators and Area Systems Coordinators Roles and Responsibilities (December 6, 2000) (Click on the title to view or download the complete letter.) NCSSMA comments on a document entitled "SLC and ASC Roles and Responsibilities". We offer specific comments about the summary, background, evolved role of ASCs in systems management, regional differences, the changing roles and current support tasks. We are encouraged by the recognition given to the growing problems of managing automation in today's environment. Feedback
on Article 26 Assessment Plan (June 23, 2000) NCSSMA has received significant feedback from managers and supervisors across the country on the Article 26 assessment panel pilot. Concerns are being raised about several issues and recommendations are being offered to address these issues, including background checks, number of candidates referred, problems identifying candidates from targeted groups, the application process, and the assessment process. We hope this information can be used by the special workgroup that will look at Article 26 assessment panel issues and ultimately prove useful to the Operations Partnership Council. Management Plan for eDIB (March 30, 2000) NCSSMA appreciates the opportunity to comment on the agency plan for the electronic disability system. The disability process and system that support it are of great interest to us. Automating the disability intake process will be very welcome to field offices. It is encouraging that the agency is planning the pilots and installation based on lessons learned from the RDS. The case for widespread user testing and the opportunity for user input can be made. An approach for implementing the use of speech recognition equipment needs to be based on the actual performance abilities of the equipment and needs of the users. We look forward to the evolution of eDIB and the opportunity to comment on and participate in the implementation strategy. Vision
2010 Session Summary (March 28, 2000)
NCSSMA appreciates the opportunity to discuss our view of SSA in the future. We are sending a synopsis of our discussion points plus including some new material on our vision of management in the future. There will be plenty of work for all current components. We must determine where the work can best be handled given the needs and desires of the stakeholders we serve. We include seven principles of service delivery that are supported by commonly held beliefs. Controlling National
Workloads on the Intranet (March 3, 2000) NCSSMA has watched with interest the growth of two national practices: the distribution and control of national workloads through regional and central office Intranet sites and the proliferation of sites containing specific information on our programs. We are encouraged to add each of these sites to our "Favorites." We see several problems with these trends which seem to be growing without an agency plan. We recommend the establishment of a national workgroup to determine how best to manage the process before it grows out of control. NCSSMA Input to
Agency Strategic Plan (December 10, 1999) NCSSMA appreciates"the opportunity to participate in the Strategic Planning Dialogue Part II but is concerned that SSA's strategic planning lacks the overall unifying principle that would be provided by a comprehensive agency service delivery vision. We need to price out the Programs for Objective Achievement in terms of what they will cost in resources and where those resources will come from. We offer additional observations on the entire process. Comments
on the Latest Workforce Transition Plan (October
8, 1999) NCSSMA supports the Agency's efforts to put into place a workforce transition plan to deal with the coming retirement wave of our current employees. We need to ensure that the appropriate numbers of employees are in place to deal with growing workloads and the changing demographics of our customer base. New employees need to be trained and in place before our current employees retire to take advantage of their program expertise, training skills, and mentoring abilities. Failure to do so will result in service downturns as remaining employees have to deal with both expanding workloads and training and mentoring issues for new staff. The Agency needs to move away from adherence to FTE ceilings among components if we are to be successful in carrying forward "one agency" concepts. We recommend ongoing training for management positions and establishment of a training matrix for management. We recommend that the Agency balance the needs of our employees in applying family friendly policies with the service needs of the public. Finally, we recommend a review of Agency policy on management ratios if we hope to provide more feedback to employees while still carrying out all other management responsibilities. SSA’s
Mandate Against Red Tape (August 24, 1999) SSA’s Mandate Against Red Tape (SMART) is a program that allows employees to make recommendations to improve process and reduce red tape. Strict guidelines are established that promise quick decisions on these recommendations. NCSSMA questions the need for SMART when we already have an Employee Suggestion program in place. We need to apply some of the stringent timeframes to the existing program rather than designing a new program. If both programs will co-exist, we need to bring the suggestion program up to the standards of the SMART program. We need to ensure that employees understand the purposes of each program and the differences between the two. NCSSMA recommends that SMART be kicked-off with an IVT program to cover some of these issues. Comments on the
Hearings Process Improvement Plan (August 15, 1999) NCSSMA looks forward to the planned organizational changes in the Office of Hearings and Appeals (OHA). We hope that service oriented achievements can follow this reorganization effort. The implementation of benchmarks that can be applied nation-wide is a good step. We have concerns about performance evaluation processes; it is not necessary for Administrative Law"Judges (ALJs) to become involved when there are Hearings Office Directors in place. ALJs remain involved in very routine matters regarding scheduling of hearings and still have a role in deciding whether a hearing is even ready to be scheduled. These are matters that should be left to the discretion of highly graded support staff. OHA needs to take more proactive steps to ensure that claimants are going to appear at their scheduled hearing. Feedback on the Agency Strategic Plan
(August 3, 1999) NCSSMA participated in a meeting to discuss the Agency Strategic Plan. Comments from the meeting notes were provided in five areas. First, responsive programs. SSA must share information with the public on all of their retirement needs and train staff to answer general questions on overall retirement planning. Restore balance in processing work and create an environment of quality, rather than just producing numbers. Second, world class service. The Agency needs a long-range service delivery plan. New employees must be placed in positions according to our long-range plan for service delivery. The public should have options available on how they want to transact their business with us. As a high impact agency, SSA needs resources and budgets to ensure top level public service. Third, program management. SSI program simplification must be given more attention. Quality and timeliness of completed work is just as important as the quantity of work produced. Fourth, investing in our employees. We need to ask our employees what makes them feel valued. New employees must be placed in positions where they will be needed. All employees need sufficient training on programmatic, legislative, and technological changes. Middle management must play an important role in partnership and planning for future Agency initiatives. Finally, increasing public understanding of Social Security programs. We must look for ways to get our message to the public in the mainstream media during prime viewing hours. Employees need training on the history and philosophy of the program. The public needs to understand the role of Social Security in total retirement planning. Comments on the Lewin Report on the Disability Claims Manager (August 2, 1999) (Click on the title to view or download the complete letter.) Claimants have readily accepted the DCM concept. Employees have expressed increased satisfaction with their jobs. Productivity, timeliness, and accuracy have improved. Because of a history of generalist claims representatives in field offices, there are strong indications that the federal DCMs are able to pick up on the medical aspect of the claims process. There have been few, if any, instances of claimants harassing DCMs. There have been no reports of employee fraud in the process. Having the DCM in the community serves as a deterrent to claimant fraud. NCSSMA is concerned about productivity measures in the pilot. Training was also a concern for many DCMs, especially those who were involved with early use of the IVT. There needs to be more consistency in the use of support staff in the DCM pilot sites. If the Agency can not make a commitment to the DCM position, NCSSMA recommends looking at using a specialist disability claims representative position that could handle more routine allowances and denials. We also recommend increased training for all claims representatives to enhance the front-end quality of the disability claim. Similar pilots were carried out in Wisconsin field offices. Feedback and
Recommendations on Interactive Video Training (July 30, 1999) SSA is doing more Interactive Video Training (IVT). As we hire new employees to replace those lost to the retirement wave in the Agency, the use of IVT will become more crucial. For long-term training of new employees, NCSSMA made several recommendations. Classes should begin and end with a traditional one or two week classroom component. At the front-end, this allows the student to build rapport in their receiving office. At the back-end, more complex issues and unique local issues could be addressed. Additional workyears used to mentor trainees should be returned to Operations for additional staffing; funds would come from money saved in training travel. More receiving office training should be provided by IVT. For general training, trainers need to aware of good TV presentation skills. Sessions should be limited to one hour in recognition of public service needs. Technical training needs to be geared to the abilities of the intended audience. IVT must be expanded to all offices. Workforce
Transition Planning (July 28, 1999) Managers will play an important role in putting our future workforce together. Front-line management must be involved in the planning process for this transition. We need to keep in mind the projected workloads that the Agency is expected to process. Increases in labor-intensive disability claims will come before baby boomers begin to file for retirement benefits. We work with increasing numbers of non-English speaking populations, most of who need to deal with us in a face-to-face environment. We need to target our recruitment to meet individual community needs. We should not over rely on the use of technology by our customers. As our staffs use new technology to process work, sufficient time must be given to training. Managers must be able to make job offers to attractive recruits as soon as possible. We need to recognize people entering the workforce today will changes jobs and careers 8-10 times. Our current workforce has stayed with the Agency for 25-30 years. This will present unique challenges. We need to hire new employees now while trained employees are still on the job to provide training and mentoring. Service Level
Indicators and Teleservice Center Staffing (June 25, 1999) Questions have been raised on how SSA staffs its Teleservice Centers (TSCs). No standards have been established that would set a benchmark for a typical interview. Yet staffing decisions are being made when spans of 150 seconds exist in call handling time between the various TSCs. How will the use of call handling time affect the quality of service that is provided the public? How will service level indicators impact training in TSCs when too much emphasis is placed on handling more calls in shorter periods of time? What fall out can be expected in increased calls and visits to field offices? Facilities should be staffed based on service needs. We need to better manage the capacity to handle calls and take a more measured and analytical approach based on performance improvement. Work Incentive Service
Delivery and Return to Work (June 9, 1999) NCSSMA supports Agency initiatives to increase the support we give to disabled beneficiaries and to help these individuals make a successful return to the workforce. Field offices, because of their proximity to the beneficiary population, their history of working with other agencies and advocates for the disabled, and the contacts that have been established with the medical community and providers, need to be the centerpiece for return to work activity. The newly created Employment Support Representative position needs to be placed in the field office setting to take advantage of the factors listed above. Systems Access by Employees
(June 8, 1999) In June 1998, SSA issued a new policy on sanctions for unauthorized use of systems by employees. This policy has been misunderstood by many. Employees have been suspended for up to 14 days without pay for systems violations. NCSSMA was a leader in addressing concerns and policy problems. Steps have been taken to provide additional guidance to employees on how to transact Social Security business that requires access to systems information. NCSSMA recommended that employees be strongly encouraged to consult with their manager or supervisor before taking any action in a questionable situation. We asked that a distinction be made between release of information to authorized parties versus unauthorized parties in assessing a sanctions penalty. NCSSMA asked for a lessening in the suspelsion period in some cases from 14 days to 2 days. We asked that the Agency look at other mitigating circumstances before taking a suspension action. We recommended that offices maintain a log of instances in which systems access might later be called into question. We called for additional training on systems access. Weights and
Factors for Field Management Positions (June 8, 1999) Weights and factors to fill positions in management date from 1990. Since then, the face of management has changed significantly, as have their duties and responsibilities. There are new positions in the field organization that did not exist in 1990. These changes have not been recognized in the selection process for vacant positions. Use of outdated weights and factors leave many good candidates out of the running for promotional opportunities. NCSSMA recommends that a workgroup be convened to update weights and factors criteria. Nonagenarian
Workloads (May 25, 1999) These are workloads in which management and staff in field offices contact Social Security beneficiaries who are approaching the age of 100 years. This workload has increased in numbers; so have the costs to process this work. This is a significant initiative in carrying out our Agency stewardship responsibilities, and a positive vehicle for combating fraud and abuse. NCSSMA recommends that rather than making contacts with the total universe of nonagenarians, we should limit contacts to a sample of individuals. Some cases can be screened out because of recent contacts with SSA or HCFA because of Medicare billings. The agency should establish computer interfaces with other providers and state agencies that conduct business with nonagenarians. This workload is time consuming to process; therefore, the Agency should review the workload credit that is given to processing this work. Hiring Employees
with Disabilities (May 24, 1999) NCSSMA supports hiring more employees with disabilities and fostering positive attitudes among management and employees toward individuals with disabilities. We should share success stories about employees with disabilities. The agency should educate managers and staff on advancements in reasonable accommodations that allow disabled employees to perform their jobs better. We should work with disabled employees to identify ways to increase their mobility in order to enhance opportunities for advancement. These issues were discussed with the SSA National Steering Committee for Employees with Disabilities at their annual meeting.
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