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HUD Management: Impact Measurement Needed for Technical Assistance

Description: A letter report issued by the General Accounting Office with an abstract that begins "Technical Assistance is an important means through which the Department of Housing and Urban Development (HUD) can influence how its program funds are spent; this assistance can range from training workshops to one-on-one assistance. GAO was asked to determine how many HUD technical assistance programs Congress has authorized and their cost; why HUD offers technical assistance programs and who provides and receives the services; and whether HUD program offices are overseeing and measuring the impact of their technical assistance programs as required."
Date: October 25, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

HUD Management: Progress Made on Management Reforms, but Challenges Remain

Description: A letter report issued by the General Accounting Office with an abstract that begins "In 1997, the Department of Housing and Urban Development (HUD) began a management reform effort, called the 2020 Management Reform Plan, to resolve its management and operational problems. GAO found that HUD has had some successes in implementing the management reforms, but challenges remain. Some initiatives, such as consolidating and streamlining operations, were achieved relatively quickly and are producing results. Other efforts, such as improving the efficiency of those operations and improving accountability, have been hampered by inefficient distribution of workload and other problems. HUD has made some progress toward improving accountability and control of its programs. Specifically, HUD developed a strategic planning process; enhanced monitoring tools; improved some aspects of its information and financial management systems; improved contracting procedures; and established centralized entities, such as an enforcement authority, to follow up on problem properties. HUD's efforts to refocus and retrain its staff have been somewhat successful. HUD faces several challenges in its efforts to consolidate and streamline its operations, improve accountability and control of its programs, and refocus and retrain its staff. Successfully addressing these challenges in the areas of human capital, information and financial management systems, and acquisition management will determine whether HUD can sustain the progress of its management reform efforts and become a high-performing organization."
Date: October 31, 2001
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

HUD Management: HUD's High-Risk Program Areas and Management Challenges

Description: Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the high-risk program areas and management challenges at the Department of Housing and Urban Development (HUD). For many years, management and oversight weaknesses have made its programs vulnerable to fraud, waste, abuse, and mismanagement. The current administration has placed improving HUD's management among its highest priorities and wants to remove the high-risk designation from all HUD programs by 2005. Human capital management is the most pressing management challenge facing HUD. HUD has begun the initial stages of workforce planning; it has completed its resource estimation and allocation process, which estimates the staff needed to handle the current workload in each office, and a detailed analysis of potential staff losses due to retirement. However, the Department does not have a comprehensive workforce plan. Effective acquisition management is of increasing importance because, as HUD downsized its staff, it relied more and more on outside contractors to accomplish its mission. HUD has made progress in the past few years improving its acquisition management practices, but it faces the challenge of ensuring that, where it relies on contractors to perform its mission, it will hold these contractors accountable for results. Responsive programmatic and financial management information systems are critical to HUD's ability to meet its mission, deliver key services, and establish sufficient management control over its programs and operations. GAO first reported some of HUD's current problems in 1984, and its recent work shows that these weaknesses continue to adversely impact the Department's ability to monitor and effectively ensure the integrity of its single-family mortgage insurance and rental assistance programs."
Date: July 24, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

HUD Management: Major Challenges and Program Risks

Description: Testimony issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO discussed its January 1999 report on the Department of Housing and Urban Development's (HUD) major management challenges and program risks, focusing on: (1) corrective actions that HUD has taken or initiated on its major management challenges; (2) major management challenges that remain and limit HUD's effectiveness in carrying out its mission; and (3) further actions that are needed to resolve these challenges."
Date: March 23, 1999
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

HUD Management: Impact Measurement Needed for Technical Assistance

Description: Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the results of GAO's review of the Department of Housing and Urban Development's (HUD) technical assistance and capacity-building programs. Technical assistance programs can be defined as training designed to improve the performance or management of program recipients, such as teaching one-on-one procurement regulations to housing authority staff. Capacity building can be generally defined as funding to strengthen the capacity or capability of program recipients or providers--typically housing or community development organizations--thereby building the institutional knowledge within those organizations. The overall goal of both technical assistance and capacity building is to enhance the delivery of HUD's housing and community development programs. HUD administers 21 technical assistance programs through five program offices. From fiscal year 1998 through fiscal year 2002, the annual funding for HUD technical assistance ranged between $128 million and $201 million, accounting for less than 1 percent of HUD's overall budget each year. Although the general purpose of HUD's technical assistance is to help program participants carry out HUD program goals, each program office designs technical assistance specifically related to its programs. Recipients could be states and units of local government, public or Indian housing agencies, private and nonprofit organizations, or individuals. Providers could be HUD officials or, more commonly, state or local governments, profit and nonprofit organizations, or public housing agencies. HUD awards funding for 17 of the 21 technical assistance programs competitively. The funding for the remaining programs is awarded noncompetitively. HUD uses three types of funding instruments and determines which type to use on the basis of its relationship with the awardee and the level of federal involvement anticipated. All five HUD program offices perform basic oversight of the technical assistance they administer, such as visually observing the technical assistance or ...
Date: September 17, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

HUD Management: Status of Actions to Resolve Serious Internal Control Weaknesses

Description: A letter report issued by the General Accounting Office with an abstract that begins "This report discusses the Department of Housing and Urban Development's (HUD) efforts to resolve serious internal control weaknesses. During the past several years, serious internal control weaknesses and other deficiencies have plagued HUD's activities. In 1997, HUD announced its 2020 Management Reform Plan to overcome the agency's problems. HUD has made reasonable progress toward resolving material internal control weaknesses, but more remains to be done. Major steps that remain include bringing core financial systems into compliance with federal financial systems requirements, ensuring that rental subsidies are based on correct tenant income, improving the Federal Housing Administration's (FHA) multifamily project monitoring, improving budgetary and financial accounting controls, and enhancing support in the FHA business processes."
Date: October 16, 2000
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

HUD Management: Actions Needed to Improve Acquisition Management

Description: A letter report issued by the General Accounting Office with an abstract that begins "In the 1990s the Department of Housing and Urban Development (HUD) dramatically downsized its staff, however, its mission did not decrease. As a consequence, HUD relies more heavily on private contractors, and needs to hold its contractors accountable for results. GAO was asked to determine if HUD has processes and practices in place to effectively oversee contractors, strategically manages its acquisition workforce, and has management information systems that support its acquisition workforce."
Date: November 15, 2002
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department