Testimony issued by the Government Accountability Office with an abstract that begins "The National Flood Insurance Program (NFIP) has been on GAO's high-risk list since 2006, when the program had to borrow from the U.S. Treasury to cover losses from the 2005 hurricanes. The outstanding debt is $17.8 billion as of June 2011. This sizeable debt, plus operational and management challenges that GAO has identified at the Federal Emergency Management Agency (FEMA), which administers NFIP, have combined to keep the program on the high-risk list. NFIP's need to borrow to cover claims in years of catastrophic flooding has raised concerns about the program's long-term financial solvency. This testimony (1) discusses ways to place NFIP on a sounder financial footing in light of public policy goals for federal involvement in natural catastrophe insurance and (2) highlights operational and management challenges at FEMA that affect the program. In preparing this statement, GAO relied on its past work on NFIP, including a June 2011 report on FEMA's management of NFIP, which focused on its planning, policies, processes, and systems. The management review included areas such as strategic and human capital planning, acquisition management, and intra-agency collaboration."
Testimony issued by the Government Accountability Office with an abstract that begins "The Department of Housing and Urban Development (HUD) has subsidized the development of about 1.7 million rental units in over 23,000 privately owned properties by offering owners favorable long-term mortgage financing, rental assistance payments, or both in exchange for owners' commitment to house low-income tenants. When owners pay off mortgages--the mortgages "mature"--the subsidized financing ends, raising the possibility of rent increases. Based on a report issued in January 2004, this testimony discusses (1) the number and selected characteristics of HUD-subsidized rental properties with mortgages scheduled to mature in the next 10 years, (2) the potential impact on tenants upon mortgage maturity, and (3) the tools and incentives that HUD, the states, and localities offer owners to keep HUD properties affordable upon mortgage maturity."
"HUD-PDR-1343"--P. [4] of cover. ; "February 1992"--P. [4] of cover. ; "November 1991." ; "Principal author was E. Lee Fisher ."--P. iii. ; Shipping list no: 92-196-P. ; Includes bibliographical references. ; Mode of access: Internet.
Testimony issued by the Government Accountability Office with an abstract that begins "The rural America of 2005 is far different from the rural America of the 1930s, when the federal government first began to provide housing assistance to rural residents. Advances in transportation, computer technology, and telecommunications, along with the spread of suburbia, have linked many rural areas to urban areas. These changes, along with new fiscal and budget realities, raise questions about how Rural Housing Service (RHS) programs could most effectively and efficiently serve rural America."
A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO reviewed the use of private contractors in the public housing industry, focusing on: (1) the basis for the Office of Management and Budget's (OMB) 1998 assertion that privatizing public housing management could save $200 million annually; (2) the basis for housing practitioners' and experts' belief that adopting private management for public housing could lead to the more cost-effective use of public housing resources; (3) the extent to which housing authorities have adopted private management strategies, the experiences they have had in implementing these strategies, and the primary obstacles they have encountered in adopting private management; and (4) whether opportunities exist for the Department of Housing and Urban Development (HUD) to encourage housing authorities to make more cost-effective use of their resources by considering private management as an alternative to in-house management."
A letter report issued by the General Accounting Office with an abstract that begins "The Department of Housing and Urban Development (HUD) spends $7 billion annually to provide decent, safe, and sanitary housing for low-income households in about 14,000 rental properties nationwide. Yet, many public housing properties have been unsafe and unsanitary for several decades. To identify and correct these problems, HUD began a Public Housing Assessment System (PHAS) to evaluate the performance of public housing authorities. Although HUD is still testing and revising PHAS, it has begun to designate certain housing authorities as troubled and to assign them to recovery centers, where they receive technical and other assistance. HUD also created the Public and Indian Housing Information Center (PIC) database to collect information on funding, compliance, and other problems that fall outside the scope of PHAS. PHAS includes four performance indicators: (1) the physical condition of the properties, (2) the financial condition of the housing authority, (3) the authority's management operations, and (4) residents' satisfaction with their living conditions. HUD develops a score for each indicator and, starting in this fiscal year, plans to use the scores for all four indicators to determine whether housing authorities are troubled. So far, HUD has used only the management operations score to designate housing authorities as troubled. The PIC risk assessment uses the total PHAS score and information about funding and compliance issues to classify troubled and nontroubled housing authorities as high, moderate, or low risk. According to HUD, the field offices focus their monitoring resources on the nontroubled high-risk authorities in an effort to correct their problems before the authorities are designated as troubled. GAO found inconsistencies between the PHAS and PIC assessment. The five public housing authorities GAO visited, which had not been designated as troubled under PHAS but had been classified as moderate to high risk under PIC, had various problems. However, even under the same authority, some developments were well or adequately maintained, while others had cosmetic, structural, or health and safety problems. HUD may provide technical assistance at a housing authority through either a field office team or a troubled agency recovery center. HUD may also impose sanctions on a housing authority or intervene in its operations to compel the authority to correct problems. For more serious, long-standing problems, HUD may put a housing authority into receivership. In some instances, HUD may enter into special agreements with housing authorities, giving them the flexibility to address unique problems. Although these options have the potential for solving problems at public housing authorities, it is still to early to evaluate their effectiveness. Moreover, in the past, the options have not always fully addressed the problems or the housing authorities have not sustained the improvements. Refer to the accompanying video, Public Housing Today (GAO-02-1040SP)."
"Printed for the use of the Committee on Oversight and Government Reform." ; "December 1,2012". ; At head of title: Committee print. ; Mode of access: Internet.