Hud Strategic Plan 2014 2018
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Author | : Rachelle Levitt |
Publisher | : |
Total Pages | : 0 |
Release | : 2015 |
Genre | : |
ISBN | : |
This document presents the U.S. Department of Housing and Urban Development's (HUD's) Strategic Plan for fiscal years (FY) 2014 through 2018. HUD was created as a cabinet-level agency in 1965. Its mission is to create strong, sustainable, inclusive communities and quality, affordable homes for all. To provide a framework for the delivery of HUD's mission and vision, the Strategic Plan outlines a set of strategic goals, objectives, and performance measures. Simply put, this plan serves as a guide for what the Department will achieve, how we will achieve it, and how we will measure our success. Over the past 4 years, HUD has aimed to engage new local and federal partners, adjust our policies and programs to better serve the American people, address common problems across a broader metropolitan geography, and transform the way we do business. HUD has been committed to doing its part in preventing foreclosures, enhancing access to affordable housing, and revitalizing distressed communities. To build on this progress, this Strategic Plan 2014-2018 lays out priorities and goals to accelerate the gains already made.
Author | : United States. Dept. of Housing and Urban Development |
Publisher | : |
Total Pages | : 76 |
Release | : 2003 |
Genre | : Administrative agencies |
ISBN | : |
Author | : United States. General Accounting Office. RCED. |
Publisher | : |
Total Pages | : 20 |
Release | : 1997 |
Genre | : Housing policy |
ISBN | : |
Author | : |
Publisher | : |
Total Pages | : 66 |
Release | : 2003 |
Genre | : Administrative agencies |
ISBN | : |
Author | : U.S. Department of Housing and Urban Development |
Publisher | : CreateSpace |
Total Pages | : 134 |
Release | : 2015-02-16 |
Genre | : |
ISBN | : 9781508496793 |
This Fiscal Year (FY) 2013 Annual Performance Report (APR) and FY 2015 Annual Performance Plan (APP) for the U.S. Department of Housing and Urban Development (HUD) provides detailed performance-related information to the President, the Congress, and the American people. The report allows readers to assess HUD's FY 2013 performance, revisions to FY 2014 goals, and plans for FY 2015 relative to its mission and stewardship of public resources. This report consists of several important sections: Agency and Mission This section contains HUD's mission statements, its vision, organizational structure, and scope of responsibilities, as well as an introductory message from the HUD Secretary, Shaun Donovan, in which he highlights key FY 2013 program accomplishments and policy priorities going forward. Strategic Goals and Strategic Objectives This section contains HUD's strategic framework, as established in the new HUD Strategic Plan FY 2014-2018. It is comprised of four overarching strategic goals and 12 strategic objectives which help frame HUD's discussion of its performance targets and associated priorities. The majority of this APP-APR is organized by strategic objective. Strategic objectives are intended to reflect the outcome or management impact an agency is trying to achieve. Each objective will be tracked annually through a specific set of performance indicators. In addition, HUD's strategic framework contains eight management objectives that are intended to improve departmental operations. Please note that Agency Priority Goals (or APGs) are denoted by a * throughout this document. Each agency is responsible for identifying a limited number of performance goals that are high priorities over a two-year period. These APGs support improvements in near-term outcomes, customer service, or efficiencies, and advance progress toward longer-term, outcome-focused strategic goals and objectives in an agency's Strategic Plan. Thus, while strategic objectives are evaluated annually and focus on longer-term performance goals, Agency Priority Goals are evaluated quarterly and focus on near-term results. For each strategic goal, we have included its associated strategic objectives, an overview of the problem(s) HUD is attempting to address through these objectives, strategies for achieving the objectives, goal leaders, major milestones, and performance indicators to track our progress. HUD's APGs were established in FY 2012 to cover a two-year performance period (FY 2012-2013). Thus, in this consolidated FY 2013 APR and FY 2015 APP, we present to readers a synopsis of both final outcomes on the FY 2012-2013 APGs, and plans and targets for the FY 2014-2105 APGs. For most metrics, HUD has committed targets for FY14 and FY15 which will enable us to track our performance in the next two years. For some metrics, we are still gathering data to establish baselines and preparing to set targets in future years. These metrics are indicated with the phrases "Establish Baseline" and "Target TBD" in the relevant tables. A third category of metrics, marked as "Tracking Only," provide information about program operations or external conditions but will not have targets. For these metrics, targets would be difficult to establish, would not provide meaningful indications of agency performance expectations, and/or could create unintended incentives for program staff and our partners.
Author | : U.S. Department of Housing and Urban Development |
Publisher | : CreateSpace |
Total Pages | : 134 |
Release | : 2015-02-16 |
Genre | : |
ISBN | : 9781508496809 |
This Fiscal Year (FY) 2013 Annual Performance Report (APR) and FY 2015 Annual Performance Plan (APP) for the U.S. Department of Housing and Urban Development (HUD) provides detailed performance-related information to the President, the Congress, and the American people. The report allows readers to assess HUD's FY 2013 performance, revisions to FY 2014 goals, and plans for FY 2015 relative to its mission and stewardship of public resources. This report consists of several important sections: Agency and Mission This section contains HUD's mission statements, its vision, organizational structure, and scope of responsibilities, as well as an introductory message from the HUD Secretary, Shaun Donovan, in which he highlights key FY 2013 program accomplishments and policy priorities going forward. Strategic Goals and Strategic Objectives This section contains HUD's strategic framework, as established in the new HUD Strategic Plan FY 2014-2018. It is comprised of four overarching strategic goals and 12 strategic objectives which help frame HUD's discussion of its performance targets and associated priorities. The majority of this APP-APR is organized by strategic objective. Strategic objectives are intended to reflect the outcome or management impact an agency is trying to achieve. Each objective will be tracked annually through a specific set of performance indicators. In addition, HUD's strategic framework contains eight management objectives that are intended to improve departmental operations. Please note that Agency Priority Goals (or APGs) are denoted by a * throughout this document. Each agency is responsible for identifying a limited number of performance goals that are high priorities over a two-year period. These APGs support improvements in near-term outcomes, customer service, or efficiencies, and advance progress toward longer-term, outcome-focused strategic goals and objectives in an agency's Strategic Plan. Thus, while strategic objectives are evaluated annually and focus on longer-term performance goals, Agency Priority Goals are evaluated quarterly and focus on near-term results. For each strategic goal, we have included its associated strategic objectives, an overview of the problem(s) HUD is attempting to address through these objectives, strategies for achieving the objectives, goal leaders, major milestones, and performance indicators to track our progress. HUD's APGs were established in FY 2012 to cover a two-year performance period (FY 2012-2013). Thus, in this consolidated FY 2013 APR and FY 2015 APP, we present to readers a synopsis of both final outcomes on the FY 2012-2013 APGs, and plans and targets for the FY 2014-2105 APGs. For most metrics, HUD has committed targets for FY14 and FY15 which will enable us to track our performance in the next two years. For some metrics, we are still gathering data to establish baselines and preparing to set targets in future years. These metrics are indicated with the phrases "Establish Baseline" and "Target TBD" in the relevant tables. A third category of metrics, marked as "Tracking Only," provide information about program operations or external conditions but will not have targets. For these metrics, targets would be difficult to establish, would not provide meaningful indications of agency performance expectations, and/or could create unintended incentives for program staff and our partners.
Author | : United States. Department of Housing and Urban Development |
Publisher | : |
Total Pages | : 76 |
Release | : 2010 |
Genre | : Strategic planning |
ISBN | : |
Author | : United States. Congress. House. Committee on Appropriations. Subcommittee on Transportation, Housing and Urban Development, and Related Agencies |
Publisher | : |
Total Pages | : 1256 |
Release | : 2013 |
Genre | : Administrative agencies |
ISBN | : |
Author | : Henry G. Cisneros |
Publisher | : DIANE Publishing |
Total Pages | : 94 |
Release | : 1996-07 |
Genre | : |
ISBN | : 0788131036 |
Describes the final plans for the complete transformation of HUD. Chapters on HUD's values, priorities and working principles; HUD's reinvention achievements over the last 3 years; as well as what still lies ahead, especially the 3 performance funds: community development, affordable housing, and homeless. Also: the organization of community action; beyond FHA reinvention: a national commitment to homeownership; ensuring fair housing in all that HUD does; and beyond public housing: transforming all Federal affordable housing.
Author | : OECD |
Publisher | : OECD Publishing |
Total Pages | : 204 |
Release | : 2015-04-30 |
Genre | : |
ISBN | : 9264231161 |
This book examines trends in ageing societies and urban development before assessing the impact of ageing populations on urban areas and strategies for policy and governance. It includes 9 case studies.