Information Resources Management

(1)

s

trategIc

P

lan

FISCAL YEARS 2015 – 2018

socialsecurity.gov

(2)

(3)

ING C O M M IS S IO N E R ’S ME S SA G E ING C O M M IS S IO N E R ’S ME S SA G E

ACTING COMMISSIONER’S MESSAGE

“If we believe the government can make a difference in people’s lives, we have the obligation to prove that it works – by making government smarter, and leaner and more effective…”

President Barack Obama

I am pleased to present our Information Resources Management Strategic Plan (IRM Strategic Plan) for Fiscal Years 2015 – 2018. Our IRM Strategic Plan

outlines how we plan to align our information technology infrastructure with customer service expectations.

The plan underscores our Strategic goal to Ensure Reliable, Secure and Efficient Information Technology (IT) Services.

As the co-Goal Leader for the President’s Customer Service Cross-Agency Priority (CAP) Goal, I consistently emphasize the importance and the necessity of

technology in delivering excellent customer service. As Acting Commissioner of the Social Security Administration (SSA), I have made investing wisely in technology a priority as we work to increase citizen satisfaction and promote positive experiences with the federal government by delivering smarter, better, more efficient service. Innovations in IT are changing the way people interact with government and the public expectations. Social Security reaches almost every family, and at some point, touches the lives of nearly all Americans. Our challenge is to improve services in a time of fiscal austerity. To improve customer experience and make it easier for people to do business with us, we will continue to offer our award-winning online services.

Our goal includes improving access to our services so that people who choose to do business with us online have greater options. We continue to develop the

mySocial Security portal as a secure, online account where people can view and

manage their own personal information. This year, we made it possible for people to use their personal mySocial Security account to get an immediate online replacement of their SSA-1099 or SSA-1042 tax forms. To further expand our

services to the public, we will automate request for replacement social security cards and we are adding a click-to-talk feature on our website to provide different ways for the public to communicate with us.

(4)

ING C O M M IS S IO N E R ’S ME S SA G E

We are firmly committed to protecting the public’s data and identifying and preventing fraud within our programs. The daily efforts of our employees are vital in reducing fraud and abuse in our programs, while ensuring transparency, effectiveness, and accessibility to all. Our IRM Strategic Plan describes our commitment to continually develop and implement innovative IT solutions that support our mission to deliver services that meet the growing needs of the public.

Carolyn W. Colvin

Carolyn W. Colvin Acting Commissioner of Social Security

(5)

b LE O F C O N T E N T S b LE O F C O N T E N T S ING C O M M IS S IO N E R ’S ME S SA G E

LIST OF FIGURES & TAbLES

FIGURE 1: FY2014 HOWWESERVED AMERICA 7

FIGURE 2: FY2014 DISAbIlITYACTIVITIES 7

FIGURE 3: IT PlANNING PlAYSA KEY ROlEINTHE PERFORMANCE MANAGEMENT FRAMEWORK 13

FIGURE 4: OUR STRATEGIC PORTFOlIOS AlIGNWITHOUR ASP 16

FIGURE 5: IT ASA SHARE OF SSA’S TOTAl AGENCY EXPENSESIN FY2014 24

FIGURE 6: OUR IT bUDGET bY TYPEOF EXPENSE 24

FIGURE 7: OUR ASP/APR ObjECTIVES AlIGNWITH OUR IT DOMAINS 31

FIGURE 8: SERVERSATTHE NATIONAl SUPPORT CENTER 54

FIGURE 9: AERIAlRENDERINGOFTHE NATIONAl SUPPORT CENTER 54

FIGURE 10: GROUNDlEVElRENDERINGOF THE NATIONAl SUPPORT CENTER 60

FIGURE 11: ClOUD CONSUMER 78

FIGURE 12: OUR CPIC PROCESS 91

FIGURE 13: IT SKIllS INVENTORY ANAlYSIS 97 Note: Review codes AXXA – IXXC inserted per OMB Memorandum M-13-09 dated March 27, 2013.

(7)

b LE O F C O N T E N T S b LE O F C O N T E N T S b LE O F C O N T E N T S

CIO MESSAGE

(8)

IO M E S SA G E

CIO MESSAGE

“The American people expect to interact with government through digital channels such as websites, email, and mobile applications. By building better digital services that meet the needs of the people that use our services, we can make the delivery of our policy and programs more effective.”

...from the U.S. Digital Services Playbook

Last year, Social Security paid $893 billion to over 63 million people. This is a significant increase in the total number of beneficiaries and in the dollars disbursed. To cope with this explosive growth and maintain a high level of service, technology must play an increasing role in our service delivery.

To help us cope with this continuing growth, we have added an Executive Leadership role to our organization.

In January 2015, we welcomed Rob Klopp, our new Chief Technology Officer (CTO). He will work with us to establish an infrastructure roadmap for future SSA technology platforms. This focus on our future technology environment will help us develop plans to transform service delivery beyond existing capabilities. This focus will be refined over the next year and more fully described in next year’s Information Resources Management Strategic Plan (IRM Strategic Plan).

Our IRM Strategic Plan provides insight into how we spend over $1.5 billion each year in information technology (IT) and other significant IT management developments.

One major IT investment was our new National Support Center (NSC). In September 2014 construction of the NSC data center was completed. Over the next two years, we will transition our production systems to the NSC while continuing to meet or exceed our systems availability goal of 99.5%. Through achieving an actual 99.9% systems availability, we obtained an additional $54.8 million worth of productivity for the agency by eliminating support system downtime and increasing programmatic application availability.

Each year we see a greater acceptance and preference for transacting business online. To address this trend we will continue to offer our online services and web communication, while maintaining a high level of customer satisfaction. For example, our online services earned the top four spots in the E-Government E-Commerce category for the latest Federal American Customer Satisfaction Index Scorecard.

Security and performance concerns are top priorities in managing our IT resources, and preventing waste, fraud, and abuse. We continue to enhance in our IT infrastructure to maintain privacy and protection of our data, systems, and business processes. Increased use of Big Data and predictive analytics will support these priorities by enhancing audit

(9)

IO M E S SA G E IO M E S SA G E IO M E S SA G E

and fraud detection and automating the identification of security vulnerabilities and inappropriate use.

We will continue our focus on Smarter IT Delivery to eliminate barriers and procure, build, and provide world-class, cost-effective IT delivery to the people we serve. We will also expand our knowledge and information exchange with private industry, and employ flexible IT contracting vehicles to streamline acquisitions. This approach to collaboration agrees with the White House strategy that states; “Early, frequent, and constructive engagement with industry leads to better outcomes.”

Our new enterprise-wide IT Human Capital Operating Plan represents a shift toward a more strategic role for our IT human resources; one that recognizes that by strategically managing and investing in out IT staff we will increase the success of the agency.

We continue to focus on employing the Digital Government Strategy and to accelerate development of digital solutions that improve key citizen-and-business-facing transactions. We will continue to use technology to make a difference in people’s lives. To support this endeavor, I am pleased to present the SSA Information Resources Management Strategic Plan (IRM Strategic Plan) for Fiscal Years 2015-2018.

Bill Zielinski Deputy Commissioner for Systems and Chief Information Officer Social Security Administration

(10)

C UT IV E S U M M A R Y

EXECUTIVE SUMMARY

Our fiscal year (FY) 2015-2018 Information Resources Management Strategic Plan (IRM Strategic Plan) shares our technology support approach by effectively prioritizing and managing our Information Technology (IT) and Information Management

(IM) investments to achieve our mission and business outcomes. Our IRM Strategic Plan is a roadmap based on direction provided by our Agency Strategic Plan (ASP) www.socialsecurity.gov/asp/plan-2014-2018.pdf. Our ASP guides us as we make bold changes in technology and enhance service delivery. Our programs touch the lives of almost every citizen. We invest in technology to ensure our IT systems are continuously available and efficiently serve the American public. Through our major service delivery approach in FY2015, we will:

DRIVE TECHNOLOGY ENABLED CHANGE – Use innovative technology to deliver the service that our institutional stakeholders and citizens expect.

ACCELERATE DIGITAL SOLUTIONS THAT IMPROVE KEY CITIZEN AND BUSINESS-FACING TRANSACTIONS – Make it faster and easier for individuals and businesses to complete transactions with us, both online and offline, to deliver world-class service. SIGNIFICANTLY IMPROVE INTERNET AND IN-PERSON SERVICES – Apply innovative solutions that deliver on the President’s FY2016 Budget investment to significantly improve our Internet and in-person services.

ENSURE RELIABLE SECURE AND EFFICIENT INFORMATION TECHNOLOGY SERVICE – Maintain agency system performance and continuity of IT services at or above 99.98%. Enhance and execute plans to modernize our systems as we incorporate innovative and secure advances in service delivery and ensure the integrity of our enterprise.

SSA DIGITAL SERVICE TEAMS – Integrate Digital Service Teams here and elsewhere across Government to drive the efficiency and effectiveness of the agency’s highest-impact digital services. Requirements for the establishment of the digital Service Teams as well as information on support being offered by the United States Digital Service Team will be coordinated with the Office of Management and Budget (OMB).

Our multiple secure delivery channels serve the American people and provide access to services that are responsive and efficient for all of our stakeholders. These include face-to-face, telephone, online, video, and mobile access for many of our services. We also provide government-to-government services and electronic data exchanges to many

partners including local, state, and federal levels of government. Our IT systems support the processing of an average daily volume of approximately 185 million individual transactions, making our technology environment one of the largest public sector technology operations in the world.

Our IT processes are accurate and available. Leveraging the capabilities of our IT investments, our systems availability consistently exceeds 99%.

(11)

C UT IV E S U M M A R Y C UT IV E S U M M A R Y C UT IV E S U M M A R Y

Our website www.socialsecurity.gov is one of the most visited government websites

(196 million times). Additionally, the mySocial Security portal allows the American public to complete online transactions 24 hours a day, 7 days a week.

Our specialized IT workforce of approximately 3,800 represents about 6 percent of our 65,000 employees. These employees are critical to maintaining and modernizing our IT systems. We strive to create a diverse work environment and employ a high-performing mission-focused workforce drawn from all segments of American society. To address the President’s November 2009 Executive Order, Employment of Veterans in the Federal Government, 40% of our agency new hires this past year were veterans. We are very proud of our success in creating opportunities for our veterans and returning military.

We completed construction of our modern data center; the National Support Center (NSC) in Urbana, Maryland. The NSC is a 300,000 square foot state-of-the-art Tier 3 data center that showcases energy efficient features and equipment; including high density computing, convergent monitoring, hot aisle-containment, Energy Star equipment, and solar power. With these new features and technologies, we expect the NSC to save hundreds of thousands of dollars per year in energy costs and reduce our equipment footprint. We are installing our network and storage infrastructure in preparation for the migration of our Mainframe and Open Systems scheduled to occur in FY2015. The NSC will become our primary computing facility when we complete the migration to the new data center by August 2016.

Every year we invest approximately $1.5 billion in IT. We must make technology investments, operational costs, and their relevant trendlines, transparent and visible to our internal customers. We will integrate our IT investment decisions with organizational planning, budget procurement, financial management, human resources management and program decisions to address challenges to our programs. These challenges include an increase in baby boomer retirements, loss of institutional knowledge, increased cyber security needs, and uncertain funding levels. To address these challenges we will continue to play a critical role in cross-government collaborations as we expand our digital services and develop self-service options to meet the growing needs of the American public.

(12)

E S U M M A R Y

INFORMATION

RESOURCES

MANAGEMENT

STRATEGIC PLAN

(13)

I NT R O D U C T IO N I NT R O D U C T IO N C UT IV E S U M M A R Y

1.0 INTRODUCTION

Social Security’s programs touch the lives of nearly every American, including many living abroad. We run one of the nation’s largest entitlement programs: the Old-Age, Survivors, and Disability Insurance (OASDI) program. We also are responsible for two of the nation’s largest federal disability programs – the Disability Insurance (DI) program and the

Supplemental Security Income (SSI) program. In FY2014, we paid benefits to approximately 64 million individuals on average each month during the year. Total Federal benefits paid during FY2014 were about $893 billion. We provide substantial support to Medicare and Medicaid programs and critical support to several other important Federal programs. Our annual IT investment of $1.5 billion sustains the largest social insurance system in the world. In FY2014, our mainframe and client-server data stores of 29 petabytes supported the processing of an average daily volume of approximately 185 million individual

transactions. Our workforce of more than 60,000 Federal and State employees support these programs through a nationwide network of 1,500 offices that includes our

headquarters in Baltimore, Maryland, regional offices, field offices, card centers,

TeleService centers, processing centers, State disability determination service (DDS) offices, hearing offices, satellite offices, National Hearing Centers, and the Appeals Council. We administer the Social Security programs outside the United States and implement

international agreements, assisted by the Department of State’s embassies and consulates throughout the world. The Department of Veterans Affairs Regional Office in Manila assists us in administering the Social Security programs in the Philippines.

40.8 MILLION 37 MILLION 16 MILLION 6.13 MILLION 5 MILLION

HANDLED 800 NUMBER _CALLS

ISSUED NEW & REPLA CEMENT SSN CARDS

REGISTERED

mySocial Security

NEW USERS

PROCESSED RSI & MEDICARE_APPLICATIONS

ASSISTED FIELD OFFICE_VISITORS

HOW WE SERVED AMERICA IN FY2014

Figure 1: FY2014 How we served America

DISABILITY ACTIVITIES

2,800,000

Initial Disability Claims Completed

Disability Reconsiderations Completed

Medical CDRs Completed

Work CDRs Completed

Appeal Requests Completed

Hearings Requests Completed

680,280 162,280

247,215 525,875

757,198

Figure 2: FY2014 Disability activities.

Figures 1 and 2 above, illustrate some of our workloads supporting our beneficiaries and the public in general. The bar chart (Figure 1) describes various services we provided to the public in FY2014 and shows the volumes of interactions or activities related to each. The pie chart (Figure 2) is a description of our disability activities showing the number of individual actions performed within the disability program for FY2014.

(14)

I NT R O D U C T IO N

We focus on enhancing our ability to meet business requirements and effectively carry out our mission. The Office of Systems (OS) provides effective and efficient support to our core programs. This IRM Strategic Plan articulates our IT goals and strategies to meet the business goals of the agency.

While the IRM Strategic Plan describes how IRM activities help to accomplish our mission and strategic goals, it also ensures that IRM decisions are integrated with organizational planning, budget, procurement, financial management, human resources and program decisions. The IRM Strategic Plan describes key IT goals and strategies for the following agency-wide IT functions: IT Workforce, Enterprise Architecture (EA), Capital Planning and Investment Control (CPIC), E-Government (E-Gov), Cyber Security, Telecommunications and Operations, and Information Management (IM).

1.1 AbOUT OUR IRM STRATEGIC PLAN

This document describes our overall IT structure, recent accomplishment, and most importantly, current and planned activities and enhancements. The scope of these efforts includes all of our IT and IM investments and is planned and carried out in accordance with OMB published guidance (OMB Circular A-130) and applicable statutes. Our IRM Strategic Plan addresses the Government Performance and Results Act (GPRA) of 1993, the Paperwork Reduction Act of 1995, the Clinger-Cohen Act of 1996 (CCA), the E-Government Act of 2002, and the GPRA Modernization Act of 2010.

The IRM Strategic Plan documents these efforts by focusing on six major investment areas: • Performance Management Framework;

• Enterprise IT Overview; • Service Delivery;

• Modernization Efforts; • IT/IM Plans by Domain; and • Emerging Technologies.

Each of these focus areas is described in detail within this plan. We developed the IRM Strategic Plan with collaboration from our stakeholders and nationally recognized IT experts.

Effective information resources management requires a continuous scanning of the environment for opportunities that could drive the direction of an organization’s business. IT planners must have a strategic view of how information systems can increase the opportunities available to an organization and how such opportunities can extend traditional business boundaries to customers and suppliers. Our IRM Strategic Plan

represents our strategy for effectively prioritizing and managing our IT and IM investments to achieve our mission and business outcomes. We follow several plans and processes required by statute and OMB. The IRM Strategic Plan is a key component in our CPIC process.

(15)

I NT R O D U C T IO N I NT R O D U C T IO N I NT R O D U C T IO N

The Enterprise Roadmap, issued with this IRM Strategic Plan, provides the overarching guide for defining, modernizing, and managing our existing and planned IT architectures in response to agency changes. The Systems Security Plan is an integral part of our EA and incorporates security into all major information systems. It defines our security architecture, and integrates new security standards and technology into our business processes.

Information resources management is an approach to strategic information systems planning that emphasizes the importance of information as a corporate resource. It focuses on designing, implementing and maintaining a balanced, enterprise-wide system of information, processes, and technology. In this environment, technology is viewed as a means to assist the business to do things better, faster, and cheaper - not as an end in itself. The fundamental objective of IRM is to ensure that an organization’s information systems support its strategic direction and business plans and enhance the quality, applicability, accessibility, and value of the information resources of the enterprise. To do this requires information systems that incorporate a broad view of the enterprise and data that is both highly shareable and yet treated as a valuable resource that requires proper management.

OUR STRENGTHS

• Strong internal controls/processes/standards; certified project management • Predominantly paperless business processes

• Expert, knowledgeable employee workforce model focused on mission • High availability and very secure systems; diligent protection of sensitive data • Cost-effective IT operations realized through economies of scale, a centralized

procurement model, and effective contract negotiations

• Highly rated suite of direct service applications built with user-centered design/ accessibility

• Decades of experience at large-scale computing

• Risk-conscious culture that values research, benchmarking, innovation, and critical thinking

OUR CHALLENGES (CONSEQUENCES / HOW TO ADDRESS)

• Unpredictable funding levels (disrupts normal planning process) / do more with less • Growth of our core mission and auxiliary workloads (additional stress on existing

processes) / expand and innovate within budgetary constraints

• Cyber-stress caused by increased sophistication of hackers, advanced persistent threats and a constant push to mitigate risk / direct more resources to counteract evolving cyber threats, which may pull resources from existing projects; maintain cyber vigilance while following federal security framework

• Safely transitioning our data center operations to a new building / temporarily divert rsources to this project, to yield greater efficiencies and mitigate potential service disruptions

(16)

• Modernizing our legacy applications while focusing on direct services (modernizing systems may take away resources from our direct services applications) / we mitigate this by a robust planning process

• Realize appropriate authentication for direct service applications (protection of personally identifiable information (PII)) / enhance authentication architecture • Public wants secure online services / expand secure online applications through my

Social Security

• Increasing platform and operating system diversity (decreased resiliency and flexibility, locked into a single vendor, less control over costs) / continue to increase platform and operating system diversity

• Managing growth and data-safety with external verifications and exchanges, (Interagency data exchanges may increase security risks) / which we mitigate with a robust interagency agreement process that includes well defined data sharing protocols with our agency partners

• Releasing agency data assets identified as available for public release to support transparency and open data / mitigate privacy risks through the use of comprehensive review processess

• Managing complexity and long lead times associated with Federal IT contracting / we will use TechFAR handbook guidance, which encourages the use of innovative contracting practices to adopt smarter ways of acquiring high-quality digital services. Using TechFAR administration guidance, we will ensure we have the right tech tools and can be more agile and flexible to meet rapidly changing needs. We will take advantage of existing authorities to procure development services in new ways that more closely match the modern software development techniques used in the private sector. We are also required to comply with the Federal Acquisition Regulation and OMB (OFPP) policy

OUR KEY PLANNING ASSUMPTIONS

• Continued funding constraints across the agency

• Increasing growth in public transactions and subsequent storage requirements • Expanding online options

• Supporting existing public services while expanding mobile options • Continued steady progress with Health Information Technology (HIT)

• Supporting and institutionalizing the principles of open government, open data and the Digital Government Strategy

(17)

I NT R O D U C T IO N I NT R O D U C T IO N I NT R O D U C T IO N

1.2 GUIDING PRINCIPLES

(AXXb)

Our IRM Strategic Plan serves as a roadmap leading from our ASP to each of our IT and IM domains. It reflects the principles, goals, and objectives of the agency in well-grounded, practical strategies that we will implement over the next two years and beyond.

PRIORITIZE SECURITY AND SYSTEM PERFORMANCE – We maintain sensitive personal information for nearly everyone in America and cannot accomplish our business goals without secure, reliable IT. Accordingly, security and performance concerns are top priorities in how we manage our IT resources. As we continue to offer our online services, we will invest in our IT infrastructure to ensure that we maintain the high performance standards and the reliability that the public and our workforce expect. We will maintain the privacy and protection of our data, systems, and business processes, and implement effective cyber security technologies to strengthen our information security program.

USE SOUND, VIABLE TECHNOLOGIES – We have a long record of successful transitions to new technologies that improve performance and meet business needs. In 1937, we implemented our first automated processes using punch cards and electronic accounting machines and have modernized our processes continually ever since.

We must make technology investments, operational costs, and their relevant trendlines transparent and visible to our internal customers and stakeholders. We are attentive to emerging technology innovations and vet all new technologies before adoption, having learned that the costs of living with or abandoning poor technology choices are significant. These activities include monitoring technology trends and assessing:

• Alignment with our mission and our environment;

• Maturity and anticipated life expectancy of the technology in question; and • Long-term viability of the technology vendor

REALIZE VALUE TIMELY – We recognize large, complex IT projects come with significant risks. We implement our IT projects incrementally, and at the minimum viable level that provides business value. This approach helps to ensure that we realize value timely, and allows us to update our long-term plans to adapt to changing business and technology environments and resource levels.

MODERNIZE SSA SYSTEMS – Modernization of our systems is vital to our mission. We must take a full life-cycle view of costing out application development, from initial investment, to ongoing operations and maintenance, and final transition to retirement/ disposal. We evolve our IT enterprise to incorporate stable and modern technologies that align to our mission needs. IT modernization enhances our capabilities and helps make our workforce more productive. Prioritized IT investments provide opportunities to update or adopt new technologies and advance system design. We use innovative, adaptable, and reliable methods and technologies that enable us to achieve our mission objectives in a manner that best meets our customer’s needs. In addition to modernizing our technology infrastructure, we also advance our understanding of mission needs, market and industry capabilities, and the in-house and contract talent required to do the job.

(18)

INVEST IN OUR WORKFORCE – In addition to possessing excellent technical skills, our IT personnel are mission focused, have strong business and programmatic knowledge, and share key agency cultural attributes including a strong public service ethic. We are committed to maintaining this workforce model through continued training, staff development, and a positive work environment that values diversity and encourages employee innovation and input.

We face an acceleration of retirements as the baby boomer generation matures. To offset this, we will combine effective knowledge management initiatives and comprehensive technology training programs with recruitment and retention strategies to mitigate any potential loss of institutional knowledge and maintain our highly competent IT workforce.

(19)

E R F O R M A N C E M A NA G E M E N T F R A M E W O R K E R F O R M A N C E M A NA G E M E N T F R A M E W O R K I NT R O D U C T IO N

2.0 PERFORMANCE MANAGEMENT FRAMEWORK

To ensure our IT investments align with our strategic business needs, we follow the performance management framework set forth in our ASP. This provides appropriate oversight, monitoring, and assessment of our efforts to achieve short and long-term outcomes that support our strategic goals.

2.1 OUR AGENCY STRATEGIC PLAN

(AXXA, AXXb)

An organization’s strategic plan describes how it will advance into the future. Our ASP for FY2014–2018 defines our mission, long-term goals, strategies, and approaches we will use to monitor our progress in addressing specific national needs, challenges, and

opportunities related to our mission.

Figure 3: IT Planning Plays a Key Role in the Performance Management Framework

The ASP, explains the importance of the goals, appraises our capabilities, assesses our operating environment, and provides for evaluations.

Our ASP defines five high-level Strategic Goals that drive our planning and decision-making throughout the agency:

STRATEGIC GOAL 1: DELIVER INNOVATIVE QUALITY SERVICES

STRATEGIC GOAL 2: STRENGTHEN THE INTEGRITY OF OUR PROGRAMS STRATEGIC GOAL 3: SERVE THE PUBLIC THROUGH A STRONGER, MORE

(20)

E R F O R M A N C E M A NA G E M E N T F R A M E W O R K

STRATEGIC GOAL 4: BUILD A MODEL WORKFORCE TO DELIVER HIGH QUALITY SERVICE

STRATEGIC GOAL 5: ENSURE RELIABLE, SECURE AND EFFICIENT INFORMATION TECHNOLOGY SERVICES

Our IT management processes require all IT investments to be evaluated against E-Gov, Enterprise Architecture, CPIC, Cyber Security, Telecommunication, Enterprise Operations, and IM guidelines to ensure compliance and alignment to our target architecture. In addition, we provide stakeholders with the strategic vision, tools, processes, and feedback mechanisms they need to be effective stewards of information resources. With defined management processes and procedures, we measure performance and demonstrate results in managing IT investments, thus establishing a solid foundation for enterprise transformation.

An important focus of the ASP is leveraging technology to enable us to meet our goals and achieve the desired business outcomes. The ASP drives all lower level planning (see Figure 3 on prior page), including the objectives, priorities, and constraints managers adopt in constructing more detailed supporting plans. It is a five-year roadmap for organizational management and operational performance based upon an analysis of customer and stakeholder needs and requirements. The ASP contains specific goals for core mission and support functions, including how we use information and systems technology to interact with people seeking or receiving social security benefits.

Aligned to our ASP is the Annual Performance Report (APR), which describes how we will achieve our goals, identify priorities among the goals and monitor our progress. We describe strategies we will follow, explain why we chose these strategies, and identify performance targets and key milestones we will accomplish in the current and next fiscal years. Many of the expected business improvements or outcomes rely upon the enterprise availability of our IT services. Once we publish our APR, we ensure our priorities and

planning documents are consistent with achieving our goals and objectives, requiring direct alignment of capital and EA planning.

(21)

E R F O R M A N C E M A NA G E M E N T F R A M E W O R K E R F O R M A N C E M A NA G E M E N T F R A M E W O R K E R F O R M A N C E M A NA G E M E N T F R A M E W O R K

2.2 STRATEGIC PORTFOLIOS

(AXXb)

Our Strategic Portfolios (SPs) are established and monitored through the Strategic IT Assessment and Review (SITAR) and CPIC processes to ensure alignment with our strategic planning, performance plan goals, strategic IRM planning and the Enterprise Roadmap. Our CPIC process facilitates IT project oversight and the integration of OS processes for making budget, financial, acquisition, program management, and assessment decisions. The result is an Agency IT Systems Plan, which guides our OS and IT staff.

Our SPs are:

ADMINISTRATIVE AND MISSIONS SUPPORT PORTFOLIO – The Administrative and Missions Support portfolio aims to develop IT capabilities that support and enable core business functions across the agency. The investments in the Administrative and Missions Support portfolio will improve our responsiveness to the American public through

enhancing our services and programs, modernizing our information technology, and building a model workforce. The main initiatives in this portfolio span work in the areas of Human Resources, Business Data Analytics, Notice Improvement, Earnings, and Enumeration and Death reporting improvements.

COMMISSIONER’S STRATEGIC INNOVATION PORTFOLIO – The Commissioner’s Strategic Innovation Portfolio is used to incubate strategic innovative and experimental projects that include large and small technology initiatives. The portfolio spans various agency options ranging from high profile, innovative and complex major initiatives to small yet promising experiments and proofs of concept. This portfolio prepares the agency for possible future conditions, with the understanding that some initiatives will not become a reality.

CORE SERVICES PORTFOLIO – The Core Services Portfolio provides innovative quality service to the public, and strengthens the Integrity of our major programs (Title II, Title XVI, and Title XVIII). This is accomplished by ensuring reliable, secure and efficient services, increasing the use of self-services options, and partnering with other agencies and organizations to improve customer experience and align with the Administration’s One-Government approach. We will transform service delivery to the public and enhance the customer experience by striving to complete the customer’s business at the first

point of contact. Core Services Portfolio initiatives also include plans to modernize our legacy systems and streamline workloads for our frontline employees, maintain system performance, and continuously strengthen our Cyber Security Program and IT services. DISABILITY AND APPEALS PORTFOLIO – The Disability and Appeals portfolio promotes efficient and effective IT systems that increase the quality, timeliness, and consistency of disability decisions and services. These systems will facilitate the accurate collection, processing, and flow, of data and information that will allow our employees to provide quality service to disabled applicants and beneficiaries. The portfolio will help ensure we make the correct disability decision at the correct time, and apply disability policy and procedures consistently across all adjudicative levels.

INFRASTRUCTURE PORTFOLIO – The Infrastructure Portfolio provides us with the information technology stability and flexibility that we need in order to meet and sustain

(22)

current operational requirements, adapt to changes in business operations, and plan for future growth and demand in our workloads. Our reliance on information technology and electronic data continues to increase with each new workload and each new service delivery channel. The portfolio seeks to address the rising demands on our infrastructure by not only continuing to deliver high levels of end-to-end availability, stability, security, and performance but also by instituting new and/or enhanced technologies to remain current with industry standards. Through anticipation of the technology demands of our strategic objectives and investments, the portfolio strives to ensure a ready environment with each application delivery as well as improvements and enhancements to application portfolios. PROGRAM INTEGRITY PORTFOLIO – The Program Integrity Portfolio supports SSA’s goals to strengthen the integrity of the Social Security programs, deliver innovative quality services, and ensure reliable, secure and efficient IT services. We seek to improve our comprehensive quality review and financial management programs in accordance with all laws and regulations. This includes accurately and timely paying benefits to our recipients and beneficiaries, detecting and preventing fraud wherever it may occur, and minimizing improper payments.

OUR STRATEGIC PORTFOLIOS ALIGN WITH OUR AGENCY STRATEGIC PLAN (ASP)

OUR ASP GOALS

Our Strategic Portfolios Goal 1 Deliver Innovative Quality Services Goal 2 Strengthen the Integrity of Our Programs Goal 3

Serve the Public through a Stronger, More Responsive Disability Program Goal 4 Build a Model Workforce to Deliver Quality Service Goal 5 Ensure Reliable, Secure, and Efficient Information Technology Services Administrative and Missions Support √ √ √ Commissioner’s Strategic Innovation √ √ √ √ √ Core Services _√ _√ _√ Disability and Appeals √ √ √ Infrastructure _√ _√ _√ _√ _√ Program Integrity _√ _√ _√

Figure 4: Our Strategic Portfolios Align with our ASP

2.3 HOW WE ASSESS OUR PERFORMANCE

We rely on our IT infrastructure to support virtually all of our programmatic, administrative and management information (MI) processes. As such, we need to ensure a high level of performance across all of our domains. We accomplish this with a strong governance model, robust internal controls, and a systematic approach to quality assurance. We regularly review and assess our performance at both the enterprise-level and the project level.

(23)

E R F O R M A N C E M A NA G E M E N T F R A M E W O R K E R F O R M A N C E M A NA G E M E N T F R A M E W O R K E R F O R M A N C E M A NA G E M E N T F R A M E W O R K

2.3.1 ENTERPRISE-LEVEL PERFORMANCE

(bXXA, bXXb, bXXC, IXXb)

(BXXB) At the very basic level, because IT underlies all Social Security activities, we assess enterprise-level IT performance based on overall agency performance. Our system availability goals are established in the agency’s Enterprise Roadmap. We have a stated goal of 99.5% systems availability (the ability of our IT services to be there when people need it). We continually strive to meet or exceed the published goals and have a

well-established record of doing so. Our system availability was 99.9% in fiscal year 2014. Other factors we consider in assessing enterprise-level performance include:

• Trends in infrastructure usage and utilization

• Cost, schedule, and functionality progress with our projects • Trends in help desk calls and trouble tickets

• Results from extensive management controls, annual reviews, and audits • Continual feedback from our business partners

• Impacts from external interfaces/systems

• Public satisfaction scores with our direct service applications

• Comparisons of benchmarks, particularly with costs such as software licensing • Our resource commitment to IT relative to the overall agency budget and peer

entities

• Our technology posture relative to peer organizations in government and industry • Security incidents

• Workforce health indicators including resignation rates • Results from our disaster recovery exercises

(BXXA) We have established the User Experience Group (UXG) as an agency resource and center of excellence for user-centered design. The UXG provides user-centered design and evaluation services to Internet and Intranet project teams throughout the agency.

The UXG works with our software development teams to ensure efficient and effective user interfaces. Effective user-centered design, when aligned with defined business goals and conducted with real end users, increases the accuracy of customer information provided to us by the public as well as information processed by our employees. It ensures timeliness of information to the public and generates cost savings during both application development (less rework) and production (faster processing, less training, and fewer errors).

(IXXB, BXXB) We incorporate accessibility best practices for planning, design, development, coding, and Section 508 compliance testing for all customer facing electronic services. We continually update our best practices through our active participation in the Federal CIO Council’s Accessibility Committee. Best practices are enforced for all application development through processes required and documented within our formalized Software Development Lifecycle. Additionally, we have developed a reusable design pattern known

(24)

as the User Experience Framework (UEF). Use of UEF by applications helps ensure 508 compliance and usability for people with disabilities. For more information on accessibility, see Section 6.13.

Oversight of these digital services is handled by the eServices Governance Steering Committee comprised of executive stakeholders from across the agency and co-chaired by representatives from the Office of Operations, Office of Communications, and Office of Systems. This group governs standards, processes, and procedures for our digital services. In addition, they formulate and document our eService strategy and oversee its implementation within SSA. All of these entities have clear roles and responsibilities and are guided by the principles clearly stated in our ASP. We have had this strong centralized digital IT governance for well over ten years. We continue to evolve our governance as we gain new insights.

2.3.2 PROJECT-LEVEL PERFORMANCE

(bXXA)

We assess our performance at the project level. These assessments include project management metrics for adherence to budget, schedule, and process, as well as higher-level investment reviews. Through our EA governance processes, we assess technical aspects of individual projects. We regularly review all our projects on a monthly basis. For our major IT investments, we report cost and schedule performance via the Federal IT Dashboard.

The results of our efforts are evident in the performance of our systems, the performance of our staff, our strong security, our portfolio health, and our IT budget expenditures, as well as in our customer feedback, peer reviews, and audits.

One important tool for measuring and improving our online services is the American Customer Satisfaction Index (ACSI). We currently use a targeted approach, focusing on specific online applications so we are better able to assess both users’ overall online experience and their transaction-specific experience. The ACSI questions are designed in a way that provides insights into key areas, such as, navigation, clarity of information, look and feel, functionality, overall satisfaction, likelihood of recommending or returning, etc. Each survey allows a project team (or component) to ask “custom questions” that are designed to gain insights that help us improve. The questions asked enable us to effectively benchmark our online services throughout the federal government, spot problem areas and identify opportunities for improvement. We find the surveys most helpful when we enhance an online transaction (e.g., the survey gives us the ability to compare the user experience before and after the implementation of an enhancement). We also have access to several usability audit reviews each year. These reviews give us an additional assessment tool and enables us to do usability testing in specific online areas (e.g., to test for clarity of information, evaluate navigation and search capabilities, better understand authentication and reentry issues, etc.). Finally, the ACSI surveys provide the survey taker with the

(25)

E NT E R P R IS E IT O VE R V IE W E NT E R P R IS E IT O VE R V IE W E R F O R M A N C E M A NA G E M E N T F R A M E W O R K

3.0 ENTERPRISE IT OVERVIEW

3.1 IT ENVIRONMENT

The Office of Systems (OS) is our IT organization. This office designs, engineers, operates, maintains, and secures the technology resources that support our entire organization. It is designed to support the business needs of the agency. The OS includes the Office of the Deputy Commissioner/Chief Information Officer (ODC/CIO) and eight Associate Commissioner (AC)-led offices. (Please see Appendix A for the CIO Authorities

Implementation Plan.) Staffs in the ODC provide high-level oversight; leading our IT strategic planning, investment management, and CPIC activities. Four of our AC-led offices support our infrastructure and are responsible for enterprise-wide areas including information security, EA, and IT business processes. The remaining four AC-led offices align with our programs and business processes.

3.2 IT WORKFORCE

(FXXA)

The Office of Systems IT human capital planning approach supports our critical mission to deliver high quality, citizen-centered services. It supports the ASP and aligns with the agency Human Capital Operating Plan (HCOP). We are building a future-ready workforce equipped with the modern tools and technologies needed to serve the American people effectively and efficiently. To accomplish this we implement and communicate strategies to recruit, develop, retain, and manage a fully trained and qualified IT workforce to meet current and future mission requirements.

Our IT workforce includes approximately 3,800 IT specialists. The vast majority of these positions are in the Office of Systems. IT personnel at SSA have strong business and programmatic knowledge of the agency and share key organizational attributes, including a strong public service ethic. We are committed to maintaining our highly skilled workforce through continued training, staff development, and a positive work environment that

values diversity and encourages employee innovation and input. We face an acceleration of retirements as the baby boomer generation retires. We use effective knowledge

management initiatives, comprehensive technology training programs, as well as

recruitment and retention strategies to mitigate any potential loss of institutional knowledge and to maintain our highly competent IT workforce.

Over the past few years, including FY2014, 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 they do on behalf of the American people. To remain an employer of choice for current and future generations, we will use modernized recruitment strategies, such as social networking tools and virtual job fairs, and the full complement of human resources programs and flexibilities to compete for a diverse pool of top talent.

(26)

E NT E R P R IS E IT O VE R V IE W

HUMAN CAPITAL – We must have a “future ready”, competent, agile, and adaptable IT workforce equipped with modern tools and technologies to serve our constituents effectively and respond quickly to changing business needs. Traditionally, we have addressed these challenges primarily through training and hiring. While this approach has served us well in the past, the fast pace of changing technology, increased workloads, and public demand for additional digital services requires broader strategic solutions. Working in partnership with the Chief Human Capital Officer, we will execute the initiatives and activities to develop and carry out an integrated IT talent management model that includes strategies for enterprise-wide management of our IT human resources. Through this initiative, we will bring together a unified program that maximizes our investment in IT human capital. Ultimately, its success depends on solid leadership, sound planning, adequate resources, and a continuing commitment to improving our business processes. It represents a shift toward a strategic role for our IT human capital function, one that recognizes that we cannot succeed as an agency unless we strategically manage and invest in our IT staff.

We have identified gaps in our ability to meet future IT demands and have developed a roadmap to address those needs. We recognize that our traditional model of training and hiring will no longer suffice given the fast pace of changing technology, increased workloads, and public demand for additional digital services. We will broaden our strategic approach by expanding our use of contracted services and by building a partnership across government to share needed skill sets.

KNOWLEDGE SHARING AT SSA – We encourage and support employee led organizations that promote knowledge sharing, mentoring, and networking across the agency. One such group launched by our employees is the Project Management Community of Practice (PMCoP). The PMCoP connects project managers in an open forum, so that they can share best practices and knowledge across the agency. The PMCoP also serves as a venue for developing mentoring relationships between certified project managers and those interested in obtaining the Project Management Professional (PMP) and/or Federal Acquisition

Certification and Project Managers (FAC-P/PM) certification. This group meets monthly and maintains an active discussion board where ideas and knowledge are generated. OS SKILLS INVENTORY OVERVIEW – Our skills inventory reveals current competency levels, future needs (which considers potential losses due to retirement eligibility), and the resulting competency gaps. The analysis also lets us examine the connection between specific priority investments and any related competency needs and gaps.

OS, partners with SSA’s Office of Human Resources to, execute the agency’s Human Capital Operating Plan (HCOP). An IT addendum to the HCOP is currently under development. This skills inventory is conducted every two years.

(27)

E NT E R P R IS E IT O VE R V IE W E NT E R P R IS E IT O VE R V IE W E NT E R P R IS E IT O VE R V IE W

We use the following to verify the effectiveness of our IT human capital planning: • Skills trend analysis,

• Manager feedback from assessment evaluations, • Training and hiring results,

• Contractor acquisition,

• Timely completion of mission critical projects, and • Employee retention.

See Appendix C for results of FY2014 IT Skills Inventory analysis. OS supports the accomplishment of our mission by providing IT services and support. To be successful, our IT workforce must be properly equipped with the skills and competencies necessary to develop and maintain our IT investments. Effective skills inventory management gives us the ability to meet these changing needs quickly and effectively. More importantly, the true value of our skills inventory comes from its ability to facilitate knowledge management and succession planning.

Closing skill gaps is a priority. We quickly respond to closing skill gaps by ensuring that our recruitment and training initiatives address the identified gaps. The Office of Personnel Management identified a list of competencies that provided us with a logical framework to use for developing our skills inventory. We have made adjustments and added new skills to reflect changes in our priorities. The biennial survey, last conducted in FY2014, provided us with an opportunity to refresh the skills inventory. We are shifting to a more strategic, enterprise-wide approach to IT human capital management and this year the IT skills inventory survey was expanded to include all IT specialist positions across the agency. Two new skills – Agile Development and Data Analytics were added to the skills inventory.

SSA’S DIVERSITY & INCLUSION STRATEGIC PLAN

IXXA

As an agency, we strive to create a diverse environment where individuals of all abilities can work, interact, and develop into leaders. Our Workforce Diversity Goal is to recruit and hire from the diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of American society. To accomplish this we.

• Integrate diversity into our workforce planning and address barriers that limit employment opportunities for members of a particular identified group

• Ensure all recruiters are trained on reasonable accommodations and best practices • Provide outreach and recruitment consistent with the Employees with Disabilities plan • Use Schedule A hiring authority for individuals with disabilities

• Use Veteran Hiring authorities

Veteran hiring has been a priority for us. In 2014, more than 40% of new hires were Veterans. Of the Veterans hired in 2014, more than 19% are disabled Veterans.

(28)

Our Workforce Inclusion Goal is to cultivate a culture that encourages collaboration, flexibility, and fairness to enable individuals to contribute to their full potential and further retention. To accomplish this we:

• Review leadership development programs, determine whether they draw from all segments of the workforce, and develop strategies to eliminate potential barriers • Enhance mentoring opportunities for employees at all levels

• Conduct workforce planning and analysis to determine and address current and future leadership gaps

• Offer leadership shadowing opportunities and rotational assignments • Employ strategies to attract and retain a diverse and inclusive workforce

DISABLED VETERANS AFFIRMATIVE ACTION PROGRAM, FISCAL YEAR 2015 PLAN FOR SPECIAL RECRUITMENT – We engage in a collaborative approach that integrates our Disabled Veterans Affirmative Action Program (DVAAP) with our human resource policies and recruitment strategies. We recognize that diversity strengthens our public service commitment, providing insight into how to offer the best service to an increasingly diverse American public, and it is critical that we continue to strive toward promoting diversity throughout the agency.

Our FY2015 plan highlights ongoing and new strategies, partnerships, and initiatives we will use to recruit, support, and retain disabled veterans.

Ongoing activities and initiatives include:

• Initiate veteran employment marketing and outreach efforts that publicize SSA as an employer of choice.

• Attend veteran-focused career/job fairs, military Transitional Assistance Program (TAP) briefings, and Wounded Warrior Networking sessions as outreach to expand awareness of employment.

• Increase the number of Non-Paid Work Experience (NPWE) and Operation Warfighter (OWF) internship opportunities, marketing its value as an excellent transitional tool and secondary hiring strategy.

• Administer mandatory annual training to human resources personnel and managers on veterans’ preferences, special hiring authorities, veterans’ recruiting tools,

volunteer internship programs, veteran-focused employee services and benefits, workplace sensitivity to veterans’ issues, veteran-specific issues and resources, and reasonable accommodations.

• Collaborate with the Department of Veterans Affair (VA) on a streamlined process to expedite GI Bill Training and Education benefits for on-the-job training applications submitted by our veteran employees in front-line positions.

• Monitor and track hires of disabled veterans on a monthly basis; include information on method of recruitment.

(29)

New activities include:

• Develop employee orientation materials to inform new Veteran employees of available resources and services.

• Develop and launch a marketing campaign for our Military Community Gateway website. Continue to expand the website to enhance information and resources to managers on hiring, retention, and reintegration.

• Establish an online Honor Wall that recognizes the achievements of Veteran employees.

• Publicize and administer career development and mentoring workshops to all employees including veterans. Collaborate with the Military Affairs Advisory Council to provide career workshops for members.

• Monitor and track hires of disabled veterans on a monthly basis; include information on method of recruitment.

• Analyze 2014 Federal Employee Viewpoint Survey data as it relates to our female veterans to identify indicators that contribute to our ability to recruit, develop, and retain our female veterans’.

3.3 IT bUDGET

Our annual IT budget of approximately $1.5 billion dollars covers all agency spending associated with computing hardware and hardware maintenance; software development and software licensing; security; telecommunications infrastructure and usage; contractor support; and salary cost for federal staff. Federal personnel costs typically account for about one third of our IT budget.

Our IT spending has not grown substantially as a proportion of our administrative costs, and by common cost benchmarks, we are extremely thrifty. However, our overall IT spending has increased in recent years because of computing demand growth. This increased spending has focused investments on reducing risks, increasing overall agency productivity, and supporting strong service delivery. Prime examples of significant IT budget investments in recent years include:

• Migration of current data center IT services and operations from the National Computer Center (NCC) to the new NSC data center. Migration began in October 2014 and will conclude in August 2016.

• Significant expansion and quality improvement of our public Internet service channel, while at the same time providing an improved array of IT applications and services in our frontline offices. Our Internet services have enabled us to manage growing workloads while keeping overall administrative costs low.

• Extensive advances in disability IT systems. We have a fully electronic claims process, and now look to the IT budget as the funding vehicle to capture, move, track,

organize, store, and find hundreds of millions of records associated with disability workloads. In recent years, we have also significantly added software functionality, greatly expanded video hearings, and greatly improved notices for visually impaired people.

(30)

The 2014 SSA Administrative Expenses chart represents the agency’s FY2014 administrative expenses and includes a further breakout of the IT administrative expenses.

OTHER

ADMINISTRATIVE

EXPENSES

INFORMATION

TECHNOLOGY

O&M

DME

10%

6%

16%

84%

Figure 5: IT as a Share of SSA’s Total Agency Expenses in FY2014

DISTRIBUTION OF OUR IT BUDGET FY2010 – FY2015

1.09 BILLION

.52 BILLION

.51 BILLION

.50 BILLION

.49 BILLION

.50 BILLION

.53 BILLION

1.01 BILLION

.93 BILLION

.94 BILLION

1.38 BILLION

1.03 BILLION

2010

2011

2012

2013

2014

2015

TECHNOLOGY COST

GOVERNMENT FTE

Figure 6: Our IT Budget by Type of Expense

In addition to our federal employee salary costs, our IT budget is comprised of over 100 distinct spending categories. Budgeting efforts simultaneously cover three-year windows of continually evolving planning and execution. For example, as of the publication of this plan,

(31)

we are responsibly executing the FY2015 budget and managing the impact of reduced funding, adjusting allocations in our spending categories for FY2016 to reflect shifting spending scenarios, and building a comprehensive new budget request for FY2017. Our OS manages the agency IT budget process, in close coordination with our Office of Budget, Finance, Quality and Management and with participation from all our components.

3.4 IT GOVERNANCE

Our IT governance has two major components – Capital Planning and Investment Control (CPIC) and IT project execution. The CPIC process guide defines our IT governance and documents our overall process. Major components include: Investment Review Board (IRB) known as SITAR, Special Expense Items (SEIs) and EA. IT project execution is guided by our Systems Development Lifecycle (SDLC) (CXXF, HXXA).

These processes ensure consistent enterprise-wide compliance with applicable guidance, policy and law including the APR, our business environment, Executive Branch policy and direction, legislative and other legal requirements, and audit findings and recommendations.

Our CPIC process is described in detail in Appendix B (CXXB, CXXC, CXXD, CXXE, CXXF, HXXB).

IT must increase the value of services through technology. We manage technology resources to accomplish our goals.

We recognize a primary focus of IT management must be the increase in the value of products and services made possible by technology. We manage technology resources in accordance our the needs and priorities to accomplish our goals.

We have adopted best practices from the Capability Maturity Model Integration (CMMI) developed by Carnegie Mellon University’s Software Engineering Institute. The CMMI development model is used within Systems to provide guidance for developing and

improving processes that meet our business goals. These best practices and guidance are included in our Systems Development Lifecycle (SDLC). We created a repository of best practices and guidance, the Project Resource Guide (PRIDE), for software development projects to follow. These best practices are the foundation for the Organizational Process Profile (OPP).

The Office of Systems OPP is a reference model used to guide project activity and evaluate compliance with standard processes and procedures. We developed the profile to map our SDLC processes to several associated models, standards, and regulations including:

• CMMI • Our EA

Information Resources Management

s

trategIc

P

lan

FISCAL YEARS 2015 – 2018

socialsecurity.gov

ACTING COMMISSIONER’S MESSAGE

Carolyn W. Colvin

TAbLE OF CONTENTS

LIST OF FIGURES & TAbLES

CIO MESSAGE

CIO MESSAGE

EXECUTIVE SUMMARY

INFORMATION

RESOURCES

MANAGEMENT

STRATEGIC PLAN

1.0 INTRODUCTION

HOW WE SERVED AMERICA IN FY2014

DISABILITY ACTIVITIES

1.1 AbOUT OUR IRM STRATEGIC PLAN

1.2 GUIDING PRINCIPLES

(AXXb)

2.0 PERFORMANCE MANAGEMENT FRAMEWORK

2.1 OUR AGENCY STRATEGIC PLAN

(AXXA, AXXb)

2.2 STRATEGIC PORTFOLIOS

(AXXb)

2.3 HOW WE ASSESS OUR PERFORMANCE

2.3.1 ENTERPRISE-LEVEL PERFORMANCE

(bXXA, bXXb, bXXC, IXXb)

2.3.2 PROJECT-LEVEL PERFORMANCE

(bXXA)

3.0 ENTERPRISE IT OVERVIEW

3.1 IT ENVIRONMENT

3.2 IT WORKFORCE

(FXXA)

SSA’S DIVERSITY & INCLUSION STRATEGIC PLAN

IXXA

3.3 IT bUDGET

OTHER

ADMINISTRATIVE

EXPENSES

INFORMATION

TECHNOLOGY

O&M

DME

10%

6%

16%

84%

DISTRIBUTION OF OUR IT BUDGET FY2010 – FY2015

1.09 BILLION

.52 BILLION

.51 BILLION

.50 BILLION

.49 BILLION

.50 BILLION

.53 BILLION

1.01 BILLION

.93 BILLION

.94 BILLION

1.38 BILLION

1.03 BILLION

2010

2011

2012

2013

2014

2015

TECHNOLOGY COST

GOVERNMENT FTE

3.4 IT GOVERNANCE