Evaluating U.S. Social Security Administration Forecasts
The accuracy of U.S. Social Security Administration (SSA) demographic and financial forecasts is crucial for the solvency of its Trust Funds, government programs comprising greater than 50% of all federal government expenditures, industry decision making, and the evidence base of many scholarly articles. Forecasts are also essential for scoring policy proposals, put forward by both political parties. Because SSA makes public little replication information, and uses ad hoc, qualitative, and antiquated statistical forecasting methods, no one in or out of government has been able to produce fully independent alternative forecasts or policy scorings. Yet, no systematic evaluation of SSA forecasts has ever been published by SSA or anyone else. We show that SSA's forecasting errors were approximately unbiased until about 2000, but then began to grow quickly, with increasingly overconfident uncertainty intervals. Moreover, the errors all turn out to be in the same potentially dangerous direction, each making the Social Security Trust Funds look healthier than they actually are. We also discover the cause of these findings with evidence from a large number of interviews we conducted with participants at every level of the forecasting and policy processes. We show that SSA's forecasting procedures meet all the conditions the modern social-psychology and statistical literatures demonstrate make bias likely. When those conditions mixed with potent new political forces trying to change Social Security and influence the forecasts, SSA's actuaries hunkered down trying hard to insulate themselves from the intense political pressures. Unfortunately, this otherwise laudable resistance to undue influence, along with their ad hoc qualitative forecasting models, led them to also miss important changes in the input data such as retirees living longer lives, and drawing more benefits, than predicted by simple extrapolations. We explain that solving this problem involves using (a) removing human judgment where possible, by using formal statistical methods -- via the revolution in data science and big data; (b) instituting formal structural procedures when human judgment is required -- via the revolution in social psychological research; and (c) requiring transparency and data sharing to catch errors that slip through -- via the revolution in data sharing & replication.
An article at Barron's about our work.