Suchergebnisse

This report provides appropriations of VA, HUV, and Independent Agencies for FY2003.

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Housing and Urban Development (HUD) created the Real Estate Assessment Center (REAC) to conduct physical inspections of HUD's public and multifamily housing properties to determine whether the properties are safe, decent, and in good repair. Although REAC uses sampling to select units and buildings for inspection, it did not, at the time of GAO's review, routinely calculate the sampling error associated with the physical condition score assigned to each property. Under REAC's sampling procedure, buildings and units do not always have the same chance of being included in the inspection sample. REAC officials told GAO that they were introducing new sampling procedures that would nearly equalize the chance that each property's dwelling units would be selected. The actions that HUD is proposing should address that. GAO's concerns about HUD's sampling procedures."

A letter report issued by the General Accounting Office with an abstract that begins "Looming retirements during the next 5 years at the Department of Housing and Urban Development (HUD) have brought the need for workforce planning to the forefront. HUD has done some workforce planning and has determined how many staff it needs to meet its current workload, but it does not have a comprehensive strategic workforce plan to guide its recruiting, hiring, and other key human capital efforts. Workforce planning steps taken include a detailed analysis of HUD's potential staff losses and completion of HUD's resource estimation and allocation process, which estimates the staff needed to handle the current workload in each office. Some of the Public and Indian Housing (PIH) managers and staff reported that the lack of workforce planning makes it difficult to accomplish mission-related activities and provide customer service. The issue of greatest concern for PIH managers and staff is the staffing shortage. Because HUD lacks a comprehensive strategic workforce plan, some PIH managers and staff were uncertain about what work should be done and the best mix of staff knowledge, skills, and abilities to do it."

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO reviewed the Department of Housing and Urban Development's (HUD) funding of Stewart B. McKinney Homeless Assistance Act projects, focusing on: (1) what process HUD uses to select projects for funding, whether this process is consistent with relevant statutes, and how HUD treats new projects and projects that have been funded in the past (renewal projects); (2) the extent to which HUD funds projects that communities rank as high-priority under their Continuums of Care, and why some high-priority projects are not funded while some low-priority projects are funded; and (3) whether communities face any common problems when applying for funds from HUD, and what actions are needed to correct these problems."

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."

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."

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO provided information on the single family loans sold by the Department of Housing and Urban Development (HUD), focusing on the: (1) status of single-family loans sold; (2) ways in which HUD has ensured that the purchasers of these loans abide by the forbearance requirements contained in the loan sales agreements; and (3) changes HUD has made in the staffing resources used to service the loans it holds."

A chapter report issued by the General Accounting Office with an abstract that begins "The Department of Housing and Urban Development (HUD) routinely acquires new information systems and enhancements to manage and support its various programs and operations. GAO has designated HUD's major program areas as high risk, in part because the department's information and financial management systems are poorly integrated, ineffective, and generally unreliable. HUD has been trying to improve its systems to better support its missions and management reforms. HUD did not fully satisfy the requirements for any of the "repeatable" key process areas GAO reviewed. Although HUD's software acquisition process has several strengths, GAO found weaknesses in all key software process areas evaluated: requirements development and management, project management, contract tracking and oversight, and software evaluation. As a result, HUD's processes for acquiring software are immature and ad hoc, sometimes chaotic, and not repeatable across projects. HUD acknowledges these weaknesses, is committed to improving its software and system acquisition processes, and will soon begin a process improvement effort."