Organizational Structure of the Social Security Administration
SSA ORGANIZATIONAL MANUAL
OFFICE OF THE CHIEF STRATEGIC OFFICER
The Office of the Chief Strategic Officer (OCSO) works across organizational boundaries to infuse strategic thinking into the culture, promote innovation, and achieve program performance improvement by fostering coordination, as appropriate, among functional areas such as information technology, human resources, acquisition, financial management, and service delivery. Advises and assists the Commissioner and Deputy Commissioner to ensure that the mission and goals of the agency are achieved through strategic and performance planning; reporting; measurement; analysis; regular assessment of progress; and use of performance information to improve the results achieved. Reports to the Office of Management and Budget (OMB) on the progress we are making in achieving our priority goals and maintains the priority goal data on Performance.gov. Conducts quarterly data-driven reviews and monitors and reports on the progress achieved toward agency performance measures and agency priority goals. Advises the Commissioner and Deputy Commissioner on opportunities to collaborate with other agencies on common goals. Oversees agency strategic and performance planning. Ensures that agency progress toward achievement of all goals is communicated to leaders, managers, and employees in the agency and Congress and made available to the public. Serves as the agency Performance Improvement Officer. Assists the Commissioner and Deputy Commissioner in collaboration with the Chief Human Capital Officer and other agency managers in aligning personnel performance objectives, feedback, appraisals, recognition and incentives structures effectively to advance agency goals and priorities. Assists the Commissioner and Deputy Commissioner in collaboration with the Chief Financial Officer, in evaluating the efficient use of resources across all agency activities, incorporating the use of performance information in budget preparation and execution. Assists the Commissioner and Deputy Commissioner in collaboration with the Chief Information Officer, in evaluating the efficient use of IT resources across all agency activities. Assists the Commissioner and Deputy Commissioner in making Social Security a more open Agency, using open government tools, techniques and the principles of transparency, participation and collaboration to advance the agency’s strategic objectives.
- The Chief Strategic Officer (TN)
- The Deputy Chief Strategic Officer (TN)
- Immediate Office of the Chief Strategic Officer (TNA)
- The Office of Performance Management and Business Analytics (TNB)
- The Office of Strategic Planning and Innovation (TNC)
- The Office of Open Government (TNE)
- The Chief Strategic Officer (TN) is directly responsible to the Commissioner and Deputy Commissioner for carrying out OCSO’s mission and providing general supervision to the major components of OCSO.
- The Deputy Chief Strategic Officer (TN) assists the Chief Strategic Officer in carrying out his/her responsibilities.
- The Immediate Office of the Chief Strategic Officer (TNA) provides the Chief Strategic Officer and the Deputy Chief Strategic Officer with staff assistance on the full range of responsibilities.
- The Office of Performance Management and Business Analytics (TNB) collaborates with agency components to gather, analyze, and monitor agency performance data and accomplishments and provide quarterly updates to OMB on agency priority goals. Coordinates the development and promulgation of agency wide level planning documents and ensures that the agency's planning process is consistent with the requirements of the GPRA Modernization Act of 2010 and OMB Directives. Produces strategic documents and management information reports that provide timely, objective, and pertinent information regarding the agency’s performance achievements and future program initiatives. Provides agency executives and external entities with strategic documents and management information reports to track agency’s progress in meeting its strategic goals and objectives. Analyzes agency-wide plans and proposals to identify potential conflicts, synergies, and interdependencies with other plans, projects, and proposals. Supports data-driven decisions, tracks, monitors, and maintains agency-level management information, and performs complex data analyses resulting in comprehensive management information reports that highlight agency progress toward performance objectives and identify areas in need of improvement.
- The Office of Strategic Planning and Innovation (TNC) conducts long and short-range strategic planning activities and works across organizational boundaries to strengthen the agency’s ability to think strategically and continually improve program performance by applying existing evidence that works, generating new knowledge, and using experimentation and innovation to test new approaches to program delivery. Ensures that the agency’s strategic direction is aligned with program, policy, legislative, technical and operational planning, and implementation. Provides information, evaluations, and recommendations on all phases of the agency’s strategic planning and implementation activities and processes for use in establishing priorities, allocating resources, and formulating management policies and agency initiatives.
- The Office of Open Government (TNE) is responsible for fostering the transparency of agency operations, citizen participation and collaboration. OOG leads agency activities to develop, implement and track progress on plans to make Social Security a more open agency. It identifies information of the greatest use to the public and assists agency components in making the information available in readily accessible formats. Serves as the agency lead for the government-wide Data.gov portal. Facilitates and encourages the use of emerging collaborative technology to foster broader citizen participation in government business.