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Social Security marked a historic milestone in May 2026 under Commissioner Frank J. Bisignano’s leadership, with the agency delivering its best year of service improvements since his appointment one year earlier. The transformation combines aggressive modernization goals with measurable operational gains: phone wait times now average just 9 minutes, 65% more calls were answered in fiscal 2025 compared to the prior year, and a 33% reduction in disability claims backlog demonstrates how technology-driven strategies are reshaping citizen access to critical benefits.
🔥 Quick Facts
- Commissioner Bisignano completed his first full year leading the Social Security Administration on May 7, 2026.
- Phone wait times dropped to single-digit averages (9 minutes), down from previous multi-minute waits.
- 71 million beneficiaries received a 2.8% COLA increase starting January 2026, adding approximately $56 per month on average.
- 90% of incoming calls now resolved through self-service automation or convenient callback options.
- 65% more calls answered in fiscal 2025 versus fiscal 2024, reflecting expanded staffing and technology investments.
The Foundation: From Crisis to Leadership
Bisignano arrived at the Social Security Administration in May 2025 with extensive private-sector experience in operational management and financial technology. His previous role as CEO of payment processing company Fiserv equipped him with expertise in scaling customer-facing systems under high volume. The SSA he inherited faced persistent challenges: aging infrastructure, outdated technology systems, and beneficiaries experiencing long phone waits and processing delays. The agency processed benefit claims for 71 million retirees and 7.5 million supplemental income recipients—among the most vulnerable American populations—yet lacked the digital tools to serve them efficiently.
The Commissioner’s mandate was to restore public confidence while meeting the agency’s core mission. This required balancing cost control with investment in modernization, a challenge that would define his first year.
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Operational Achievements: Data-Backed Improvements
Bisignano’s “Digital First” strategy prioritized removing friction from the customer experience through technology. Early wins included upgrading the phone system to enable automated callbacks rather than forcing beneficiaries to hold indefinitely. This single change reduced strain on call centers while simultaneously improving accuracy—callers no longer disconnected mid-conversation, reducing repeat inquiries.
The numbers reflect this operational discipline. In fiscal 2025, the SSA answered 65% more calls than the prior year while maintaining service quality standards. Most remarkably, average phone wait times dropped into single digits—9 minutes became the new standard where wait times had previously stretched into hours. The agency also created a dedicated Supplemental Security Income (SSI) Improvement Team in September 2025 to address claims processing bottlenecks specifically for vulnerable disability and low-income populations.
The 2.8% COLA increase that arrived in May 2026 meant nearly 71 million beneficiaries saw an average benefit jump of $56 monthly, from $2,015 to $2,071 for retired workers. This cost-of-living adjustment—the first major automatic increase in benefit levels—demonstrated the agency’s capacity to manage complex payment operations at scale.
Digital Transformation Metrics and Staffing
| Metric | 2024 Baseline | 2025-2026 Result |
| Average Phone Wait Time | 30-60 minutes | 9 minutes |
| Total Calls Answered (Annual) | Baseline | +65% increase |
| Self-Service Call Resolution Rate | Lower | 90% of calls |
| Disability Claims Backlog Reduction | Baseline | 33% reduction |
| Beneficiaries Receiving COLA Increase | N/A | 71 million (2.8%) |
| New SSI Improvement Team | Not established | Operational Sept 2025 |
The transformation required human capital investment alongside technology. Bisignano prioritized hiring field office staff, modernizing legacy information technology systems, and aligning executive leadership with agency priorities. In September 2025, he restructured the executive team to emphasize customer service and digital capability—a signal that operational excellence, not bureaucratic hierarchy, would drive decision-making.
“A digital-first approach has allowed SSA to achieve significant improvements in service delivery. Long-tenured employees now have better tools to serve beneficiaries, and younger citizens can access our services online at their convenience.”
— Commissioner Frank J. Bisignano, Social Security Administration Director, December 2025
What This Means for Future Modernization
The one-year progress report signals that large-scale government IT transformation is achievable when leadership combines private-sector discipline with political commitment. The SSA’s 2026 budget request of approximately $15.4 billion reflects the agency’s investment strategy, with substantial portions allocated to system modernization and staffing continuity.
However, the ongoing policy debates around benefits eligibility suggest that operational improvement remains distinct from policy reform. Bisignano’s accomplishments in service delivery have created a foundation for addressing longer-term sustainability questions—but only if stakeholders treat modernization as separate from contentious benefit restructuring.
The agency’s ability to answer 65% more calls while reducing wait times demonstrates that performance bottlenecks often stem from outdated systems rather than insufficient resources. This insight may reshape how policymakers approach government agency modernization across other sectors.
Can the Improvements Sustain and Expand?
As Bisignano enters his second year as Commissioner, the critical question is sustainability. Automation reduces cost-per-call, but the underlying population of Social Security beneficiaries will continue aging, potentially expanding demand. The SSA must balance scaling current improvements with preparing for demographic shifts that could overwhelm even modernized systems.
The creation of the SSI Improvement Team suggests strategic focus on the agency’s most vulnerable populations—those receiving Supplemental Security Income are disproportionately disabled, elderly, or low-income. Reducing their claims backlog by 33% demonstrates commitment, but sustaining improvements requires continuous investment and staffing. Early retirements among experienced SSA employees could threaten institutional knowledge critical to complex policy implementation.
Skeptics note that while wait times have improved, total claims processing time—from application to decision—remains lengthy for disability cases. Procedural reforms may be necessary to complement technology improvements. The Commissioner’s modernization agenda shows how operational excellence can restore public confidence, but it cannot resolve structural policy questions about benefit adequacy versus program sustainability.
Sources
- Social Security Administration – Official press releases and performance metrics (May 2026)
- The Hill – Coverage of customer service improvements and wait time data
- Investopedia – Analysis of SSA staffing and technology modernization efforts
- NJ.com – Reporting on digital-first platform transition and performance gains
- Federal News Network – Government IT modernization reporting and implementation timelines
