Department of Housing and Urban Development
HR-97-12: Published: Feb 1, 1997. Publicly Released: Feb 1, 1997.
GAO reviewed the corrective actions that the Department of Housing and Urban Development (HUD) has taken or initiated since GAO's 1995 high-risk report and further actions that are needed.
GAO found that: (1) while HUD has formulated approaches and initiated actions to address four Departmentwide management deficiencies, HUD's planned actions are far from complete; (2) in 1995, HUD fully implemented its new management planning and control program and reported that it had only 9 material internal control weaknesses; (3) HUD's Office of Inspector General, however, has questioned the effectiveness of HUD's management control program and the department's process for closing out three of eight material weaknesses during fiscal year 1995; (4) despite its importance as a management control tool, HUD's monitoring of program participants continues to be a problem area; (5) HUD continues to make progress in improving its information and financial management systems, but much work remains; (6) despite these efforts, some of the projects that involve major improvements to HUD's financial and information management systems will not be completed before the year 2000; (7) HUD still has 93 systems that do not comply with the Federal Managers' Financial Integrity Act and therefore cannot be relied upon to provide timely, accurate, and reliable information and reports to management; (8) HUD's efforts to improve its systems have been hampered by problems with systems development, funding constraints, and data conversion problems; (9) to improve organizational structure, HUD completed a field reorganization that eliminated its regional office structure and transferred direct authority for staff and resources to the Assistant Secretaries and plans additional reorganization efforts; (10) HUD has made some progress in addressing the problems with staff members' skills and with resource management; (11) although HUD has just begun to evaluate the effectiveness of its stepped-up training efforts, the directors GAO surveyed generally believed that the skills of their staff have improved over the past 2 year; (12) since GAO's 1995 report, HUD has also continued efforts to restructure and consolidate its current wide array of programs, an outcome GAO believes is important to reducing HUD's risks to an acceptable level; and (13) the problems of inadequate staff resources to monitor and administer HUD's current array of programs likely will be compounded as HUD implements its downsizing plans over the next 4 years, unless actions are taken to consolidate, reduce, and reengineer HUD's existing programs.
Below are the reports in this series:
High-Risk Series: An Overview HR-97-1, Feb 1, 1997
High-Risk Series: Quick Reference Guide HR-97-2, Feb 1, 1997
High-Risk Series: Defense Financial Management HR-97-3, Feb 1, 1997
High-Risk Series: Defense Contract Management HR-97-4, Feb 1, 1997
High-Risk Series: Defense Inventory Management HR-97-5, Feb 1, 1997
High-Risk Series: Defense Weapon Systems Acquisition HR-97-6, Feb 1, 1997
High-Risk Series: Defense Infrastructure HR-97-7, Feb 1, 1997
High-Risk Series: IRS Management HR-97-8, Feb 1, 1997
High-Risk Series: Information Management and Technology HR-97-9, Feb 1, 1997
High-Risk Series: Medicare HR-97-10, Feb 1, 1997
High-Risk Series: Student Financial Aid HR-97-11, Feb 1, 1997
High-Risk Series: Department of Housing and Urban Development HR-97-12, Feb 1, 1997
High-Risk Series: Department of Energy Contract Management HR-97-13, Feb 1, 1997
High-Risk Series: Superfund Program Management HR-97-14, Feb 1, 1997