We contracted with the independent public accounting firm of CliftonLarsonAllen LLP (CLA) to audit the financial statements of FHA as of and for the fiscal years ended September 30, 2021 and 2020, and to provide reports on FHA’s 1) internal control over financial reporting; and 2) compliance with laws, regulations, contracts, and grant agreements in its financial reporting.  Our contract with CLA required that the audit be performed in accordance with U.S.

We contracted with the independent public accounting firm of CliftonLarsonAllen LLP (CLA) to audit the financial statements of HUD as of and for the fiscal years ended September 30, 2021 and 2020,1 and to provide reports on HUD’s 1) internal control over financial reporting; and 2) compliance with laws, regulations, contracts, and grant agreements and other matters, including whether financial management systems complied substantially with the requirements of the Federal Financial Management Improvement Act of 1996 (FFMIA).

We reviewed the U.S. Department of Housing and Urban Development’s (HUD) ability to effectively complete information technology (IT) acquisitions.  HUD’s IT systems and its modernization plans depend heavily on contractors, yet HUD has historically faced significant challenges with implementing effective acquisition processes. Therefore, HUD’s acquisition capacity represents a key potential risk within HUD’s IT environment.

In February 2021, the Office of the Chief Information Officer (OCIO) identified funding risks with the development contract under which HUD contracted for Federal Housing Administration (FHA) Catalyst’s development.  In response, HUD officials took steps to slow FHA Catalyst spending on the contract while awaiting approval for additional contract funds.  Despite efforts to slow project spending, it was not enough to prevent funding shortfalls before the contract’s base year end.  Poor contract oversight enabled OCIO to exhaust funds before the end of the base year, which stopped

In accordance with the statutory requirements of the Digital Accountability and Transparency Act of 2014 (DATA Act) and standards established by the Office of Management and Budget (OMB) and the U.S. Department of the Treasury, we audited the U.S.

We conducted this engagement in coordination with the Pandemic Response Accountability Committee (PRAC) to gain an understanding of the U.S.

HUD OIG is conducting an audit of HUD’s compliance with the Payment Integrity Information Act of 2019 (PIIA).  HUD is required to review all programs and activities they administer that may be susceptible to significant improper payments and publish payment integrity information in its Annual Financial Report (AFR) in accordance with OMB guidance.  Our objectives are to assess (1) whether HUD has met all requirements of PIIA and OMB Circular A-123, Appendix C-Requirements for Payment Integrity Improvement and (2) HUD’s efforts to prevent and reduce improper payments. 

HUD OIG is evaluating the potential delays in the development of the U.S. Department of Housing and Urban Development (HUD) Federal Housing Administration (FHA) Catalyst. Our objective is to determine why HUD paused work on FHA Catalyst, what caused that pause, whether and to what extent HUD is back to working on FHA Catalyst, and what are the revised dates for completion. 

The brief provides an update to the original 2018 topic brief, and highlights key challenges faced by HUD in managing and improving its IT program.  The brief is not based on new work, but is a summary of 83 reports and 788 recommendations from past HUD OIG and GAO reports. It discusses the present IT environment at HUD, previously identified and new IT-related challenges, and HUD’s efforts and progress in addressing these challenges.

While some of HUD’s efforts to improve its hiring and human capital functions and reduce its average time-to-hire have been successful, HUD’s hiring process overall was not efficient.  HUD’s Office of the Chief Human Capital Officer (OCHCO), which is responsible for developing and implementing policies and procedures associated with human capital management, set a goal to reduce the average time-to-hire but did not meet this goal.  OCHCO must implement efforts to improve HUD’s hiring and human capital functions and increase hiring efficiency, as defined in its own human capital opera