Transforming a Federal Agency

Chapter 8Building the Platform for Success

There was no shortage of consultants knocking on my door, ringing my phone, and sending emails. Everybody had a solution and was ready to help. Consultants were constantly seeking opportunities to engage, and, like I mentioned earlier, contractors can play a vital role as business partners. Early on I took several meetings. It was interesting to learn that many of the consultants (large and small firms) had been performing selected services for HUD over the last several years. But I stopped taking meetings because it was frustrating listening to sales pitches from firms who were already providing financial infrastructure services…and the place was a mess! I couldn't see the value being provided by some of our consultants. My administrative assistant began screening my calls, and I only held meetings with contractors I specifically requested.

HUD is a large, complex organization, and the financial infrastructure needed a complete overhaul. I requested two large firms, familiar with the agency, to offer thoughts on finance transformation. Both provided thoughtful and helpful insights, but offered boil-the-ocean¹ fixes. I had three years and no immediate funds. Boiling the ocean would have worked in the private sector, where resources are plentiful and immediate, but it was doomed to fail in government. Our goal of a clean audit opinion within three years had to be done more strategically.

After the first hundred days, I had a good grasp ...