Strategic Plan

U.S. Department of Housing and Urban Development STRATEGIC PLAN 2018-2022

Strategic Business Unit

U.S. Department of Housing and Urban Development (HUD)

Plan Details

Plan period: from 28/02/2018  to 30/09/2022

HUD's FY 2018-2022 Strategic Plan lays out this administration's strategy to refocus HUD on its core mission and modernize its approach by leveraging private-sector partnerships, strengthening the housing market, and encouraging affordable housing investment, while redesigning internal processes. A primary goal of HUD's four-year vision is to reimagine how the Department works, how it delivers services and how it might do so more efficiently and effectively. Reimagining how HUD works also means that, as stewards of the public trust, all of HUD's leadership and staff must take ownership of what the Department does and be accountable as public servants. The FY 2018-2022 Strategic Plan presents the core vision of what we hope to accomplish, the strategies to accomplish those objectives, and the indicators of success.

Plan submitted by:

Owen Ambur

REFOCUSING ON HUD'S CORE MISSION AND MODERNIZING HUD'S APPROACH -- To achieve its core mission while being a good steward of taxpayer dollars, HUD must rethink how it does business. HUD can encourage and better leverage private capital investment by right-sizing its role in the housing market. By partnering with state, local and private entities and providing more flexibilities, HUD can empower increased local decision-making. Most importantly, HUD must look within to identify ways to use its resources more effectively.




To create strong, sustainable, inclusive communities and quality affordable homes for all.


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To support American communities, HUD recognizes that the solutions of the past are inadequate to meet today's challenges. Across HUD's portfolio, there are numerous opportunities to better support local innovation, give communities the flexibility needed to more quickly implement proven solutions, and invite new philanthropy, businesses, and faith-based partners to be part of those solutions. The policy objectives laid out in this plan aim to right-size HUD's role to better achieve our core mission to assist those in need and to support a path to self-sufficiency. Every American citizen should have an equal opportunity to achieve success and prosperity through hard work, determination, and initiative. HUD is committed to giving credit-worthy borrowers -- many of them prospective first-time homebuyers, including minorities and young families -- an opportunity to acquire and build equity in a way that reduces risk to the American taxpayer and treats private capital like a business partner instead of an adversary. For families needing rental assistance, HUD is focused on enhancing our programs to reduce administrative burdens and improve the way we deliver assistance. This includes updating our Public Housing model so it is sustainable in the long-term. These updates will be in accordance with fair housing laws so that families and individuals can acquire housing free from discrimination. HUD will also continue helping the more than 500,000 persons experiencing homelessness rapidly move into housing. Our approach aims to use cost-effective means to make homelessness rare, brief, and a one-time experience for these individuals and families. We are also committed to working with our local partners to identify and tear down regulatory barriers that are stifling the development of affordable homes. HUD is also doing more to connect Americans in need with resources that will allow them to live safe and financially secure lives. A new approach is required to ensure families are connected to services in their communities that put them on a path to self-sufficiency. By centralizing access to supportive services, HUD can leverage state, local, and non-profit programs to connect rental assistance recipients with the work, education, and health resources they may need. The Department will also continue to ensure homes are safe by mitigating lead-based paint hazards and other housing-related health risks.


  • Education Services
  • Rental Calculation System
  • Lead & Homes Programs
  • Self-Sufficiency
  • Awareness & Participation
  • Partnerships
  • Rental Assistance
  • Homelessness
  • Inspections & Mitigation
  • Housing Options
  • Health & Safety
  • Continuum of Care Strategies
  • Relationships
  • Collaboration
  • Housing Finance Reform
  • Work & Job Training
  • Rural Communities
  • Homeownership & Financial Viability
  • Research
  • Guidelines, Standards & Protocols
  • Engagement
  • HUD-VA Supportive Housing
  • Unsheltered Homelessness
  • Economic Opportunity



HUD provides many crucial services to our nation and employs highly motivated people who want their work to have the greatest impact possible. Yet due to outdated technology, business processes, and structures, an employee’s work is sometimes harder to accomplish than it should be. Both customers and employees have expressed a desire for HUD to be more efficient, agile, and responsive. To meet this need, HUD will develop an enterprise-wide approach to employee empowerment and customer service that allows for fast and long-lasting change to its processes. A focus will be on enhancing fiscal controls to reduce waste without reducing service. Empowered employees, clear communication, and enhanced controls are all crucial to mission delivery. To better serve the American public, HUD must reimagine the way it does business.


  • Work Space
  • Delivery Structure
  • Competency Gaps
  • Accountability
  • Processes
  • Trust, Engagement & Transparency
  • Application Processes
  • Tools
  • IT
  • Grants
  • Service Delivery
  • Audits & Weaknesses
  • Leadership Development
  • Data
  • Hiring & Human Capital
  • Talent & Knowledge
  • Fiscal Responsibility & Controls

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