2. SSA should use customer opinions in its strategic planning. SSA should obtain customer opinions on all the goals and objectives of the strategic plan, using that input to revise the goals and objectives as needed, set priorities, and establish interim objectives. Obviously, while courtesy and the helpful information services in Action 1 are critical in an overall customer service program, SSA cannot satisfy its customers without doing the job customers expect in the delivery of benefits and other services. Action 2 addresses benefits and other services delivery. It seeks feedback from SSA customers on the basic assumptions of the strategic plan, and most of the plan focuses on the delivery of specific benefits and other services. The goals and objectives of the plan should be broadly publicized. Comment cards on them should be placed in offices. Focus groups should be used to help sort out the right directions to take. Formal surveys could be done, as well. These tools should be used to address fundamental issues of customer satisfaction. Are these the right objectives for SSA, or have we missed what matters to you? What areas are most important? How do the proposed numerical performance standards measure up to your expectations? How does SSA performance compare to the level set out in the standard? Answers to these and other questions will provide an improved basis for planning and resource allocation. Both the actions above are consistent with the SSA overall, customer-oriented approach to the future. For example, in the key problem area of disability claims processing, SSA is working on a major reinvention effort. This project will field test several new models for disability claims processing in fiscal year 1995. The long-term goal is to reduce processing times dramatically, consistent with the strategic plan.
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