9 months ago

Annual Performance Plan 508

Annual Performance Plan 508

11/30/2015 Finalize

11/30/2015 Finalize development of a succession-planning tool. Conduct training for program office leadership and managers on the succession plan and succession planning tool to identify high-impact positions and roles within HUD offices, projections of vacancy risks, and the development of potential successor pools. Track and report the percentage of high-impact positions with potential successor pools. MEASURING OUR PROGRESS To track our progress towards this objective, HUD will monitor the following indicators: Talent Management: HUD’s score on the Employee Viewpoint Survey Engagement Index In order to measure the impact of activities to improve employee engagement and capability, HUD will track progress on the EVS Engagement Index. FY12 Actual FY13 Actual FY14 Actual FY14 Target FY15 Target 62 57 57 59 59 132 61 FY16 Target Talent Management: Percentage of high impact positions and roles with an identified pool of potential successors HUD will identify the number of employees occupying high-impact positions (executive, manager, and supervisor positions, mission critical occupations, and other key positions) whose departure would cause a significant detrimental effect to an office’s mission or operations, based on the job incumbents’ knowledge, skills, and abilities. Track and report the percentage of high-impact positions that program offices have identified with potential successor pools. FY12 Actual FY13 Actual FY14 Actual FY14 Target No Data No Data NA 133 Establish Baseline FY15 Target FY16 Target 25% 25% 134 Human capital customer satisfaction scores In order to measure and improve our own performance in serving HUD’s program offices OCHCO will track internal customer satisfaction. FY12 Actual FY13 Actual FY14 Actual FY14 Target FY15 Target FY16 Target 5 percentage point increase from FY15 No Data No Data 46.7% Establish Baseline 51.47% 132 FY 2015 target has decreased to reflect a 2-point increase over the previous year’s actual. 133 This performance indicator will first report in FY15. Although this indicator was established in the FY 2013 APR and FY 2015 APP, the Succession Planning Tool was not yet completed in time to establish an FY 2014 baseline. 134 The target for FY16 and FY15 are the same because of the late establishment of this initiative in FY15.. 134 Achieving Operational Excellence Management Challenges and Objectives

Management Objective: Information Management Make high-quality data available to those who need it, when they need it, where they need it, to support decision-making in furtherance of HUD’s mission. OVERVIEW HUD is continuing to make strides toward improving the reliability, accessibility, and quality of its data. HUD has historically had a fragmented approach to technology adoption, which has led to multiple platforms and multiple services competing for resources. HUD also has faced challenges finding the right balance of contracting support and in-house expertise to manage the agency’s data and systems effectively and affordably. Over the next four years, HUD aims to leverage these opportunities by enhancing the quality, availability, and delivery of HUD information to citizens, employees, business partners, and the government, while striving for excellence in IT management practices and governance to consolidate and streamline HUD’s systems. In pairing enhanced technology and improved processes with a developing and strengthening workforce, the department expects to vastly broaden its ability to achieve current and future departmental goals. STRATEGIES • Manage and develop HUD’s IT workforce. HUD will develop an IT human capital plan to guide the recruitment, retention, and skill development of staff. We will identify the skills desired within our IT workforce and measure current gaps, then create development programs targeting those competencies. • Deploy new technologies, supported by a robust data governance structure. We will use new technologies to more quickly and reliably gather and disseminate data, and provide better IT services to our staff and clients, including full compliance with Section 508 of the Rehabilitation Act of 1973 and the additional provision of reasonable accommodations as necessary. We will develop a data governance structure and data protocols that will ensure our data are accurate and authoritative, and remove processes or data that are redundant or unnecessary. • Consolidate IT infrastructure. HUD will reduce the number of systems in order to reduce operating costs, achieve interoperability, increase collaboration among operating divisions, improve customer service, and provide a secure and trusted IT environment ensuring confidentiality, integrity, and availability of IT resources. Achieving Operational Excellence Management Challenges and Objectives 135

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