# Presentation: 694408

## Rental Housing AssistanceBusiness Process Improvement / Reengineering ProjectPresentation to the TRACS Industry Meeting

**March 3, 2005**

**Please forward comments/questions to:  *****Kadix systems*****   **
**4245 N. Fairfax Drive,  Arlington, VA 22203    (703) 236-0901**

## Introduction
What’s Happened Since October
Next Steps
Your Opportunity for Involvement 
Questions and Answers

- What’s Happened Since October
- Next Steps
- Your Opportunity for Involvement
- Questions and Answers

**Agenda**

- TRACS Industry Meeting

- March 3, 2005

## Why are we having this session today?

**Introduction**

- TRACS Industry Meeting

- March 3, 2005

**Notes:**
Lanier:

I don’t know what else you want to add to this slide.

As far as “why are we having this session”, I think the answer is ...

In last October’s session, we told you about an exciting project that the department has embarked upon – the reengineering of HUD’s Rental Housing Assistance line of business.

Since October, we have accomplished a lot. And I’m happy to introduce Morton Glassberg. He’ll tell you specifically what the project team has accomplished.

**HUD’s BPI Methodology**

- Each project is a **well-managed** effort, **conforming** to:
-  structured reporting and progress requirements
-  standard methods and range of documentation
-  appropriate definition of scope and objectives
-  measurable execution/performance oversight

- 

- 

- 9/30/05

- 1/31/05

- 11/30/05

- 6/30/06

- TRACS Industry Meeting

- March 3, 2005

**Notes:**
The above diagram is a comprehensive summary of HUD’s BPI Initiative. It provides a visual explanation of the high-level activities that will occur during each Business Process Improvement project. The diagram highlights the activities that precede and follow the actual project, the Phases of BPI itself, and the elements that will be considered throughout the entire project.

Integrated Business (People / Processes / Technology / Strategy). The BPI at HUD strives to account for the integrated business of an organization. The people, processes, technology, and strategy of an organization must all be addressed when improving any aspect of their business. These areas, as they exist currently, will be thoroughly reviewed. They will also be addressed in any recommended solution, as all four are interrelated and integral to the success of any organization.

Change Management. Managing change is one of the most critical elements to each BPI effort, and it must take place throughout the entire BPI effort. There will always be resistance to change, regardless of whether it is positively or negatively perceived. Stakeholders, when confronted with change, will move through various levels of commitment. They begin indifferent, maintaining the status quo, then move to reject/denial, prior to turning towards acceptance and a higher level of performance.

Change Management, in the context of BPI, will focus on four key areas. Leadership will establish the vision, mission and agenda for change, and will then make executive commitment visible, constant and contagious. Ownership will create the environment for motivation and commitment throughout the change journey. Enablement will provide personnel with appropriate resources to accept new roles. Navigation will control the environment to manage, integrate, and coordinate multiple change efforts. Focusing on these areas throughout the process will help minimize any resistance to change.

IT Assessment. The available IT resources within the organization will be revisited throughout the BPI effort. The BPI Team will bring its expertise in technology to examine the IT resources that are currently utilized within the organization, as well as to recommend modifications in technology for the future improvement of processes. However, processes are not designed around technological improvement. The idea of technology for its own sake will not be considered during a BPI effort. Rather, the redesigned business processes will be supported by the most effective use of technology. Where appropriate, the most exciting and innovative technology will be recommended, however, eGovernment and automation are not a panacea for process problems. Instead, the role of Information Technology is assessed throughout the BPI project, leveraging technology to support processes in the most efficient and effective way possible.

Program Management, like Change Management and IT Assessment, is common to all project phases and is ongoing throughout BPI. It is the approach used to organize and administer individual efforts, and integrate those efforts into a closely monitored and cohesive program. The Program Management Framework incorporates a variety of goals, including planning and controlling the BPI Initiative, obtaining management commitment to BPI, developing and executing the team building process, developing and executing a reporting and communication strategy, ensuring integrity across individual projects, and preparing the organization for change through the development of leadership attributes. Not only is Program Management in effect throughout the BPI project itself, but monitoring and oversight will also take place throughout the implementation of recommended solutions. 

## Completed Phase 1: Project Mobilization Phase
Have Project Charter
Focusing on:
Flow of funds from the time HUD receives them until they are distributed to PHAs and owners/agents
Flow of performance information back to HUD
Improving the relationship between HUD and its partners

- Have Project Charter
- Focusing on:
- Flow of funds from the time HUD receives them until they are distributed to PHAs and owners/agents
- Flow of performance information back to HUD
- Improving the relationship between HUD and its partners

**What’s Happened Since October**

- TRACS Industry Meeting

- March 3, 2005

**Notes:**
Since we last met, we’ve completed the Project Mobilization Phase.

We have developed a Project Charter, which has been approved by the Project’s Executive Steering Team. However, until it is approved and signed by the project’s sponsors (Stillman Knight of MFH and Bill Russell of PIH), we cannot release it to you.

The version approved by the Executive Steering Team states that the project’s focus areas are:

The flow of funds from the time HUD receives them until they are distributed to Public Housing Agencies and MFH’s owner/agents. This will enable HUD to demonstrate the financial integrity of RHA programs.
The flow of performance information back to the Department to be able to assess the effectiveness and efficiency of the programs funded.
Improving the relationship between HUD and its partners (Manage Partner Relationship). 

## Documentation of the current environment
People – Processes - Technology
Identification of constraints
Legislative – Financial – Business Partner – Etc.
Definition of Key Business Requirements
“As-Is” Process Maps and Model
“Low-hanging fruit”

- People – Processes - Technology
- Identification of constraints
- Legislative – Financial – Business Partner – Etc.
- Definition of Key Business Requirements
- “As-Is” Process Maps and Model
- “Low-hanging fruit”

**What’s Next – Business Diagnosis**

- TRACS Industry Meeting

- March 3, 2005

**Notes:**
The Business Diagnosis (“As-Is” Model) Phase creates a comprehensive picture of the existing process to be improved, documenting the process itself as well as the people and technology that support the process. The Phase will outline any legislative, financial, business partner, and resource constraints that affect the process, and any other relevant business requirements.

The “As-Is” phase can be very painstaking work. In assessing the current environment, it’s critical to take nothing for granted. Attention to detail is so important in diagnosis. A small but critical nuance of a project or a system’s impact on the environment can make a huge difference when you try to introduce change at a later time. For instance, if we assume we can pursue a specific course of action to make an improvement, and that action is highly regulated by legislative mandate, we need to change the law before we can change the process, or we may determine o work around that issue instead. 

The way we are structuring this analysis, we think that we will be able to identify some short-term improvements that can be made to how HUD does Rental Housing Assistance (i.e., we will help HUD pick the low-hanging fruit.)

## Members of Business Process Action Teams
Participants in Focus Groups
Stakeholder Subject Matter Experts

- Participants in Focus Groups
- Stakeholder Subject Matter Experts

**Your Opportunity for Involvement**

- TRACS Industry Meeting

- March 3, 2005

**Notes:**
How do we see some of you being involved?

As I just said, one way we may ask you to become involved in this effort is as a member of one of the Business Process Action Teams. Business Process Actions Teams consist of system owners, stakeholders, users, and customers who provide their points of view to assist the Core Reengineering Team  redefine and streamline HUD’s Rental Housing Assistance processes on an ongoing basis as a process is being analyzed.

Another possibility is that you may be asked to participate as a focus group participant. A focus group usually meets just once, and in it, the users of a product or service to try to plan how to improve it. 

Finally, you may be asked to participate as a Subject Matter Expert. A Subject Matter Expert is an individual who exhibits the highest level of expertise in performing a specialized job, task, or has a specialized skill within the organization. We use Subject Matter Experts to get our facts straight and to make sure that our interpretation of information matches an experts’.

If you are interested in being on a Business Process Action Team, being part of a focus group, or if you consider yourself a Subject Matter Expert, please give me a call. My contact information is on the last slide.

## Questions?

- TRACS Industry Meeting

- March 3, 2005

**Notes:**
What questions do you have about the Rental Housing Assistance Business Process Improvement / Reengineering project?

## Call Mort Glassberg – (703) 236-0939
Send an e-mail to mglassberg@kadix.com
Talk with your HUD associates

- Send an e-mail to _[mglassberg@kadix.com](mailto:mglassberg@kadix.com)_
- Talk with your HUD associates

**Need More Information or Want to Volunteer?**

- TRACS Industry Meeting

- March 3, 2005

**Notes:**
Thanks for begin so attentive. If you need more information about this project, or if you’d like to volunteer to be a Business Process Area Team member, a Focus Group Participant, or a Subject Matter Expert, please contact me via phone or e-mail. Or you can talk with one of your HUD associates.

Thanks, again, for your time and attention.