HUD Human Capital Management: Comprehensive Strategic Workforce Planning Needed Page: 7 of 29
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allow time for the number of reviews of housing authority operations that
should be conducted. Although the field office directors we interviewed
said that they were meeting the goal of using risk assessment techniques
to focus oversight efforts, they lacked a standard method of assigning
levels of oversight based on risk. According to field office directors,
staffing shortages are exacerbated by skill gaps and uncertainties about
what work should be done and the best mix of staff knowledge, skills, and
abilities to do it. Field office directors said that current skill gaps exist in
the areas of facilities management, real estate development, and financing.
They also said that they expect the skill gaps to worsen over the next
several years because of retirements of knowledgeable staff. Because HUD
lacks a comprehensive strategic workforce plan, some PIH managers and
staff we interviewed were uncertain about what work should be done and
the best mix of staff knowledge, skills, and abilities to do it.
We are recommending that the Secretary of HUD develop a more
comprehensive workforce plan.
In commenting on a draft of this report, the HUD Assistant Secretary for
Administration said that HUD recognizes the need for additional
workforce planning, as we recommended, and did not disagree with our
report. She also provided information on several HUD efforts to improve
its strategic workforce planning, enhance training, and deploy staff in
offices where their skills best meet program needs. HUD's comments are
reprinted in appendix II.
For many years, HUD has been the subject of sustained criticism for
management and oversight weaknesses that have made it vulnerable to
fraud, waste, abuse, and mismanagement. In 1994, we designated all of
HUD's programs as high risk because of four long-standing management
deficiencies: weak internal controls; inadequate information and financial
management systems; an ineffective organizational structure, including a
fundamental lack of management accountability and responsibility; and an
insufficient mix of staff with the proper skills. HUD undertook
reorganization and downsizing efforts in 1993 and 1994; and its 2020
Management Reform Plan that was announced in 1997, was the effort
intended to finally resolve its managerial and operational deficiencies,
among other things. HUD also said one of the purposes of its plan was to
ensure HUD's relevance and effectiveness into the twenty-first century.
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/m1/7/: accessed April 20, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; crediting UNT Libraries Government Documents Department.