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FY 1999 Annual Performance PlanMeans and Strategies: Resource Allocation
Financial management improvement is a key element of management
reform at HUD. Four key problems have been identified:
The Budget Office is now integrated into the Office of the Chief
Financial Officer. The budget was submitted on time. Our accounting
operations will be consolidated from ten field operations to one
location. By the middle of FY 1999, we will process all transactions
in Fort Worth.
In order to enhance the Department's internal controls and monitoring,
we have done two significant things. First, we catalogued all
of the material weaknesses and other management deficiencies and
have begun a series of bi-monthly meetings to obtain resolution
of the problems. Second, we have established a new Risk Management
Unit which is working with the managers of our newly-created Centers
to help conduct the proper front-end risk assessment so that future
problems can be avoided.
HUD needs to achieve better system integration. We have too
many systems, but more importantly, we have systems that are not
compliant with proper financial management standards. To address
this, the Department has created a Financial Systems Integration
project. The objectives of this project are:
Issues and Problems
In addressing the issue of resource allocation within the Department,
we needed to be able to answer the following question: "Are
we doing what we said we would do, and if not, what will it take
to do it?"
The Department does not have a single, integrated system that
supports the resource allocation process or links resource allocation
to performance. Although some program elements within HUD have
developed their own systems for allocating resources, they generally
have not been fully developed and do not link resource allocation
to performance, as required by GPRA. Currently, the Department
has no mechanism for tracking resources as they are applied to
performance measures.
Departmental work measurement and time reporting systems, developed
over the last 30 years, are no longer available and the Department
has no system or process for determining FTE expended against
performance measures
To address these related deficiencies, the Department intends
to work jointly with the National Academy of Public Administration
(NAPA). The aim of this joint effort is to:
The approach chosen will allow the Department to identify, justify, and match resource requirements for effective and efficient program administration and management. This will enable the Department to:
The methodology should also serve as the backbone for implementing
the Department's Resource Estimation and Allocation Process (REAP)
as required under the HUD 2020 Management Reform Plan.
Linkage of Performance Measures to Budget In the far right column of each table of performance measures, there is an identification of the Program and Financing (P&F) category. At the end of this Plan is a one-page table that crosswalks all the P&F to Strategic Objectives and links FY 1999 Budget Authority, Salaries & Expenses and FTEs to the seven Strategic Objectives as listed in the Departmental Strategic Plan and the Management Reform Plan.
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Content Archived: November 29, 2011 | |
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