FY 1999 Annual Performance Plan

Management Reform

Introduction

The Department's management reforms are designed to ensure that tax dollars are used properly and effectively, that programs accomplish what they promise, and that HUD will truly do more with less and do it better than ever. These reforms are keyed to work in tandem with HUD's strategic plan and legislative initiatives. Further, they will improve HUD's delivery of programs and services to its customers so that performance measures can demonstrate how well these programs meet their stated objectives.

While the proposed reforms reflect sweeping changes throughout the Department, each Program Office (HUD's business lines) will also undergo specific legislative, programmatic, organizational and management changes geared to their programs and operations.

HUD is adopting a business-like structure to achieve a public purpose. It defines a clear mission divided into identifiable functions for each separate business line. It centralizes some operations for economies of scale while decentralizing other operations to improve service delivery and innovation. It uses technology to improve efficiency - both in front-line service delivery and in the creation of back-office processing centers. It puts a new stress on enforcement and economic development, while making information on HUD's resources more widely available through computers. And it implements a broad set of performance measures to best target resources to communities in need.

Annual Performance Goals

PERFORMANCE GOAL
FY 98
EST
FY 99
EST
MANAGEMENT PERFORMANCE MEASURES
(Departmental Management Reform through HUD 2020)
GOAL: A workforce that is empowered, capable and accountable for results
Indicator: Annual targets for change in organizational culture, measured by periodic employee panel surveys.
Baseline
Baseline plus 10%
Indicator: Percentage of employees who believe they are being held accountable for external results rather than adherence to process.
Baseline
Baseline plus 10%
Indicator: Percentage of employees who understand the Department's mission and their role in achieving it.
Baseline
Baseline plus 10%
Indicator: Percentage of employees who can identify their internal and external customers and who believe they have the authority, skills, tools and internal relationships to deliver for customers.
Baseline
Baseline plus 10%
GOAL: Streamlined, efficient operations
Indicator: All Management Reform organizational and program changes are implemented as scheduled or when authorized.
100%
100%
Indicator: Higher percentage of FTEs devoted to operational functions by 2001.
Baseline
Baseline + 10%
Indicator: Percentage of reduction in S&E FTEs below 1996 usage.
Baseline less x%
Baseline less x%
GOAL: Organizational competence
Indicator: HUD removed from GAO high-risk list.
NA
3/99
Indicator: Clean financial statements on HUD operations consistently obtained.

Comment: Clean financial statement for FY 1998 will be obtained in March 1999.

NA
3/99
Indicator: Program-specific measures included in program annual Management Plans to address outcomes for major Management Reforms.
Baseline
Baseline plus 5
GOAL: Performance that produces results for customers
Indicator: Achievement of increasing percentage of performance goals in Annual Performance Plan.
Baseline
Baseline plus 5%
Indicator: Percentage improvement in customer satisfaction measured through surveys of customer groups.
Baseline
Baseline plus 10%
PROPOSED MEASURES FOR CENTERS TO BE CREATED UNDER HUD 2020
Proposed Measures for Assessment Centers
GOAL: Capture, standardize, improve and evaluate financial and physical data of the portfolio of properties for which HUD has a financial interest and/or statutory obligation. This includes: establishing and maintaining standards; collecting data, either electronically or in standard format; using both staff and contractors to collect and evaluate data; and, providing useful physical and financial assessment in a user-friendly format.
Indicator: Establish fully operational Assessment Centers
9/30/98
NA
Indicator: Determine desired structure to create and capture data electronically
9/30/98
NA
Indicator: Establish capability
NA
9/30/99
Indicator: Establish financial and physical baseline measures
9/30/98
NA
Indicator: Establish mechanism for reporting results to HUD stakeholders
NA
9/30/99
Indicator: Increase percentage of entities physically inspected and scored. (Goal for FY 2000: 80%)
Baseline
Baseline plus 10%
Indicator: Increase percentage of entities, required to report, who submit required information electronically and are scored. (Goal for FY 2000: 60%)
Baseline
Baseline plus 10%
Indicator: Increase percentage of entities that have integrated scores. (Goal for FY 2000: 50%)
Baseline
Baseline plus 10%
Proposed Measures for Enforcement Centers
GOAL: Consolidate existing organizations and employees to create a business-like entity to deal with the enforcement activities of the Department
Indicator: Improve timeliness for implementation and completion of enforcement actions for the Department.
Baseline

(days)
Baseline less 2 days
Indicator: Achieve a reduction in the number of troubled properties over the next five years.
Baseline
Baseline less 10%
Indicator: Increase savings to the Federal Government through recoveries obtained, savings in program funds, and avoidance of insurance claims.
Baseline
Baseline plus 10%
Proposed Measures for Section 8 Financial Management Centers
GOAL: Establish a unified center for Section 8 payments processing, including budget, payments, contracting, financial statements, rent calculations and income verification.
Indicator: All approvable budgets and payment schedules and revisions received by the due date will be reviewed, entered and approved for system payment in time for payment to be made on the first date of the budget period or the effective date of the revision.
9/30/98
9/30/99
Indicator: Housing agencies (HA) and contract administrators (CA) who have not submitted a budget and payment schedule within 45 days of the start of the HA or project FY will be notified in writing that payments may not begin on time if the documents are not received within 15 days of the notification.
9/30/98
9/30/99
Indicator: All HAs and CAs who have not submitted a year-end settlement within 45 days of the end of the FY will be notified of the impacts on the program or project.
9/30/98
9/30/99
Indicator: At least 90 percent of year-end settlements will be reviewed, reconciled and approved in the system within 30 days of receipt, and underpayments will be scheduled for immediate payment, overpayments will be offset against the next available payment(s).
Baseline
90%
Indicator: Any rejected payment identified on the Rejected Payments Report will be corrected within three business days if it is within the control of HUD.
9/30/98
9/30/99
Indicator: All reserved funds will be contracted within 60 days unless contract action is delayed by specific HUD decision.
60
60
Indicator: LOCCS will be continuously reviewed and rejected payment vouchers will be adjusted and paid within 3 business days if it is within the control of HUD.
3
3
Indicator: A 90 percent reporting level will be attained and maintained for tenant data in MTCS and TRACS.
90%
90%
Indicator: All renewal reservations will be priced, created and approved prior to the expiration date of the increment/project being renewed, if funds are assigned by Headquarters at least 10 business days prior to the expiration date.
100%
100%

 

 
Content Archived: November 29, 2011