HUD Human Capital Management: Comprehensive Strategic Workforce Planning Needed Page: 6 of 29
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include a detailed analysis of HUD's potential staff losses due to
retirement and completion of HUD's resource estimation and allocation
process, which estimates the staff needed to handle the current workload
in each office. Elements that we have said are necessary for
comprehensive workforce planning, but are missing from HUD's
workforce planning, include an analysis of what work its staff should be
doing now and in the future; the knowledge, skills, and abilities needed by
staff to do this work; the appropriate staff deployment across the
organization; and strategies for identifying and filling gaps.3 As a result,
HUD is not as prepared as it could be to address its human capital
challenges and to recruit and hire the staff needed to pursue its mission.
HUD's workforce planning effort is currently focused on responding to
major human capital deficiencies that the Office of Management and
Budget (OMB) identified in its 2001 baseline evaluation of HUD's human
capital management as part of the President's agenda for improving the
government's performance. This effort is focused on specific initiatives
such as reducing the number of HUD managers and supervisors and does
not consider the broader elements of workforce planning that we have
endorsed. In addition to the OMB-directed effort, HUD is moving forward
with an internship program that officials said could be used to train new
hires for a variety of positions likely to be affected by upcoming
retirements. While the internship program may help HUD over the longer
term if interns are converted to permanent employees, without more
comprehensive planning it is not possible to determine how this will
enable HUD to recruit and hire the staff needed to do the work necessary
to pursue its mission.
Some of the PIH managers and staff we interviewed reported that the lack
of workforce planning makes it difficult to accomplish several mission-
related activities and provide service to its customers. The workforce
planning issue of greatest concern for PIH managers and staff is the
staffing shortage. Directors of several public housing and Native American
program field offices, who were staffed at less than 90 percent of the
recommended staffing level when we conducted our review, said that they
lack the staff to provide the level of oversight and technical assistance that
the housing authorities need. For example, a field office director said that
his staff never has enough time to do all of the technical assistance that
needs to be done, and that current workload and staffing levels do not
3 U.S. General Accounting Office, High Risk Series: An Update, GAO-01-263 (Washington,
D.C.: January 2001).
GAO-02-839 HUD Human Capital Management
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United States. General Accounting Office. HUD Human Capital Management: Comprehensive Strategic Workforce Planning Needed, report, July 24, 2002; Washington D.C.. (https://digital.library.unt.edu/ark:/67531/metadc292835/m1/6/: accessed April 19, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; crediting UNT Libraries Government Documents Department.