Terry Garton:
The Social Security Administration has been under scrutiny, especially with allegations of waste, fraud, and calls for a significant workforce overhaul. What are your thoughts on the current staffing situation?
Kathleen Romigg:
The issue really started during the Trump administration, which left the agency short-staffed. They lost around 10,000 employees during that time, which exacerbated existing problems and ultimately jeopardized the services for retirees, survivors, and disabled individuals who depend on the Social Security Administration (SSA).
Terry Garton:
Can you elaborate on how the current staffing compares to historical levels of Social Security?
Kathleen Romigg:
Since Trump took office, the SSA has cut around 7,000 positions, reducing its workforce from about 57,000 to 50,000. This marks the largest staff reduction in the agency’s history, occurring in just six months.
Terry Garton:
You mentioned that this is personally affecting you. Could you clarify some specific impacts you’ve seen?
Kathleen Romigg:
Absolutely. The number of frontline staff is much lower than before, even after some attempts to reallocate personnel. This translates to fewer people available to answer calls or assist at local offices and to process claims. Moreover, there’s significantly less support for staff, as both headquarters and local teams were nearly halved during the restructuring under Trump. This has left many under-equipped to handle their workloads effectively.
Terry Garton:
The new Social Security Manager instituted some changes, including shifting some employees from back-office roles to customer service positions. What are your thoughts on that? Did it yield the desired results?
Kathleen Romigg:
It was a rapid overhaul. They quickly retrained about 2,000 staff from headquarters to manage phone calls and address claims, which is a complicated process that typically requires extensive training. In fact, executives often say it takes around two years to master those skills. Yet, here, we have employees being trained for just six or seven weeks and then expected to handle complex tasks. Unsurprisingly, their productivity and accuracy haven’t matched that of seasoned staff who left through various incentive programs.
Terry Garton:
This implies that those reassigned to customer service roles haven’t had their previous responsibilities covered, right?
Kathleen Romigg:
Correct. Support has dwindled significantly. Previously, there were individuals in local offices to help with tech issues and other inquiries, but that structure has effectively vanished. Now, over 80% of our support staff is no longer with SSA, leading to a significant gap in assistance.
Terry Garton:
Social Security used to be transparent about customer service metrics. What have you observed in the last five months regarding this?
Kathleen Romigg:
Transparency has declined. Previously, SSA provided real-time data on wait times for their 800 number. Now, that information has disappeared, making it hard to gauge how long applicants will need to wait. Metrics that tracked appointment wait times and other performance indicators have also been removed, leaving us without a clear view of whether service has improved or deteriorated.
Terry Garton:
Speaking with Kathleen Romigg, the director of Social Security and Disability Policy on Budget and Policy Priorities, could you elaborate on how these changes affect those relying on Social Security services?
Kathleen Romigg:
Certainly. Individuals are experiencing longer wait times than ever. Recent figures indicated that less than half of those seeking an SSA appointment were able to do so within a month. Many had to wait even longer, particularly for matters that require in-person interactions. This is crucial for those needing urgent access to benefits after a death in the family. They often must go through a lengthy process to secure assistance, whether by phone or in person, which is especially tough for them.
Terry Garton:
Many have noted that one of the Trump administration’s goals was to modernize through technology. How would you assess the services provided by the SSA?
Kathleen Romigg:
Technology certainly has a role to play, and there have been advancements, like online applications for retirement and disability benefits. However, there are still many services that aren’t available online, particularly for survivor claims or low-income programs. Moreover, a significant portion of SSA’s clientele consists of seniors and disabled individuals who struggle with technology. Thus, while tech can help, it can’t replace the need for human assistance. Many clients will continue to require support from real staff members, given the complexity of the programs.
Terry Garton:
Considering the restructuring and reassignment of personnel, who is currently responsible for implementing new technologies?
Kathleen Romigg:
That’s a pertinent question. A lot of knowledgeable staff who understand SSA’s clientele have left, nearly half of senior executives in fact, in just six months. Those experienced individuals were instrumental in the agency’s efforts to modernize, and their departure raises concerns. The new leaders, including Frank Vignano, may struggle to navigate the complexities of both technology and policy given their limited familiarity with SSA’s operations and the populations they serve.
Terry Garton:
Given your background at Budget and Policy Priorities, what recommendations do you have for enhancing the delivery of Social Security services?
Kathleen Romigg:
It’s essential to start with the customer perspective. The primary clients are older adults and disabled individuals, many of whom face cognitive and accessibility challenges. We need to consider their needs and how to simplify processes for them. Before Trump’s administration, there was a transformation office focused on directly engaging with clients to streamline services. The elimination of that office hampered efforts to modernize SSA in a customer-centered way.
