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Further Actions Needed To Improve Management of HUD Programs
GAO has made numerous recommendations in its reports on federal housing and community development programs to reduce costs and increase effectiveness. The actions of the Department of Housing and Urban Development (HUD) to implement these recommendations were reviewed. HUD has achieved cost savings and improved program operations by implementing many of the recommendations; however, no action has been taken on some of them. GAO recommended improvements in the Section 8 Housing Assistance Program which would aid in eliminating the high costs, program weaknesses, and possible fraud in that program. Although HUD indicated that corrective actions would be taken, it has taken too long to initiate those actions. HUD has initiated action on GAO recommendations to strengthen financial controls in the Section 312 Rehabilitation Loan and Block Grant Programs. However, HUD disagreed with a recommendation that block grant funds for rehabilitation be prohibited unless they are combined with other resources to increase the number of housing units that could be rehabilitated. HUD has initiated corrective action on most of the problems GAO identified in the College Housing Loan Program. However, because of the decline in college enrollments, biennial assessments of the need for the Program should be performed. HUD agreed with GAO recommendations to assign priority consideration to higher income eligible families under the Housing and Community Development Act; however, it has not taken action to fully implement them. Also, corrective actions initiated by HUD to better manage multifamily assigned mortgages will not be operational for several months.
The Dept. of Housing and Urban Develop. (HUD) assists millions of Amer. through programs that encourage home ownership, house the poor, and promote econ. develop. To accomplish its mission, HUD relies on the integrity of thousands of third parties -- such as private lenders, contractors, nonprofit org., and local governments. As HUD dramatically downsized its staff in the 1990s, it came to rely more and more on private contractors, which deliver programs and perform many functions that used to be done by HUD's staff, incl. those in its mortgage insur. and rental assistance programs -- areas at high risk for fraud, waste, abuse, and mismanagement. This report on HUD's acquisition mgmt. discusses the challenges HUD faces in overseeing its contractors. Charts and tables.
At an annual cost of $5.4 billion, the Dept. of Housing & Urban Development (HUD) subsidizes the operation, maintenance, & modernization of the nation's public housing, a $90 billion investment that provides homes to 3 million people. This subsidy is provided to more than 3,000 independent, state-chartered public housing authorities. This report reviews HUD's use of its Public Housing Management. Assessment Program (PHMAP), & discusses: HUD's use & implementation of the program at its field offices; public housing authorities PHMAP scores over the first 4 years of the program, & (3) limits on additional uses for the program. Charts & tables.
Why GAO Did This Study Through its $48 billion fiscal year 2016 budget, HUD administers a wide variety of programs that help millions of households obtain safe, decent, and affordable housing and that seek to build and strengthen communities. However, GAO and HUD's Office of Inspector General have identified management deficiencies that limit the effectiveness and efficiency of HUD's operations. For example, the Inspector General cited human capital management, financial management systems, and information security among the major management challenges facing HUD in fiscal year 2016 and beyond. GAO was asked to review HUD's management practices. This report examines HUD's efforts to (1) meet requirements and implement key practices for management functions, including financial, human capital, acquisition, and IT management; and (2) oversee and evaluate programs. GAO reviewed HUD policies and compared them with federal requirements, key practices, and internal control standards. GAO also interviewed HUD officials and industry stakeholders
Presents the results of an evaluation of the U.S. Department of Housing and Urban Development's (HUD) information resources management program. It assesses the effectiveness of HUD's information resources management program and its actions to address information systems weaknesses.
HUD relies on IT to deliver services and manage programs in support of its mission of strengthening communities and ensuring access to affordable housing. However, the department has experienced shortcomings in its IT management capability and limitations in the systems supporting its mission. A Senate report accompanying HUD's fiscal year 2012 appropriation mandated GAO to evaluate, among other things, the department's institutionalization of IT governance. In response, GAO reported on HUD's IT project management in June 2013. GAO's objectives for this second review were to determine (1) the extent to which HUD implemented key IT governance practices, including effective cost estimation, and (2) what, if any, cost savings or operational efficiencies HUD has reported achieving as a result of its IT governance practices. To accomplish this, GAO compared HUD's approach to IT governance with best practices and the department's policies and procedures. GAO also analyzed reported cost savings and operational efficiencies, along with any available supporting documentation.