Intended to help Federal agency leaders better manage their organizations' most important asset -- their people. Federal agencies that acquire, develop, and retain high performing employees with the appropriate skills and competencies are better able to respond to the needs of the public on a daily basis and in times of crisis. This model is designed to help agency leaders effectively use their people, or human capital, and determine how well they integrate human capital considerations into daily decision-making and planning. The model highlights the importance of a sustained commitment by agency leaders to maximize the value of their agencies' human capital and manage related risks.

The Dept. of Housing and Urban Develop. (HUD) assists millions of Amer. through programs that encourage home ownership, house the poor, and promote econ. develop. To accomplish its mission, HUD relies on the integrity of thousands of third parties -- such as private lenders, contractors, nonprofit org., and local governments. As HUD dramatically downsized its staff in the 1990s, it came to rely more and more on private contractors, which deliver programs and perform many functions that used to be done by HUD's staff, incl. those in its mortgage insur. and rental assistance programs -- areas at high risk for fraud, waste, abuse, and mismanagement. This report on HUD's acquisition mgmt. discusses the challenges HUD faces in overseeing its contractors. Charts and tables.