Executive Office of Housing and Economic Development (EOHED) FY20 data-driven performance

Learn how EOHED uses data to improve your experience with state government.

The Baker-Polito administration is working hard to improve your experience with state government. To that end, EOHED has been asked to identify our critical constituent-facing services and to track our ongoing efforts to improve their delivery. By selecting key metrics and measuring performance against annual targets, our goal is to provide you with the resources you need as simply, efficiently, and transparently as possible.

You can find out which metrics our agencies are tracking and how they’re performing on this page.

 

EOHED's Fiscal Year 20 performance

Executive Office of Housing and Economic Development (EOHED) – Executive Office

FY20 Metric FY20 Target FY20 Performance
Continue a formal business calling program, encompassing all state entities that call upon the business communities, including quasi-public agencies, to engage Massachusetts’ top businesses in a coordinated fashion.

50 calls/visits with significant companies

 

During the fiscal year EOHED partnered with MOBD to meet with 611 businesses in calendar year 2019.
Support the state's employers through the training and connecting of workforce 650 people trained and 550 interns placed EOHED 523 people trained and 867 interns placed
Increase the availability of developable sites across the Commonwealth Progress the readiness of 35 sites for development  EOHED progressed 23 sites towards development.
Grow the state's innovation economy through the engagement with the nation leading colleges and universities. Form partnerships with 15 universities to develop cutting edge technology or support entrepreneurship. EOHED partnered with 17 universities.  


Massachusetts Office of Business Development (MOBD)

FY20 Metric FY20 Target FY20 Performance
Increase outreach to businesses to better understand the needs of businesses aiming to stay competitive and focus on small businesses. MOBD staff will hold 325 company meetings, 400 meetings with municipalities, and host office hours at partner's organizations quarterly. As of Dec 2019, had 611 company meetings, 474 meetings with municipalities, and 1500+ touches with other partner organizations and REDO’s.

Massachusetts Office of International Trade and Investment (MOITI)

FY20 Metric FY20 Target FY20 Performance
Promote Foreign Direct Investment into MA. Engage with Federal (U.S. Commerce, SIDO) and State agencies (ETC) to promote MA; Organize/attend 20 events with industry, Consulates and Academia to promote MA FDI MOITI has supported 15  events to promote MA FDI 
Support MA Small Business via STEP Grant. Administer STEP Grant for 60 small business; organize STEP trade show. MOITI distributed grant fund to 45 small businesses and will host the MOITI Pavilion at the  OI 2020 Maritime Trade Show.
Continue to foster relationships with MA-based Diplomatic Corps.  Support Diplomatic Corps by hosting 30 foreign officials and delegations. MOITI hosted 26 foreign officials and delegations.

Office of Consumer Affairs and Business Regulation (OCABR)—Executive Office

FY20 Metric FY20 Target FY20 Performance
Continue consumer outreach through OCABR and agency consumer education programs and events. 170 consumer outreach events.  To date SCA has conducted 140 outreach events.  It is anticipated that we will meet or exceed our goal by FY20 end.
Increase number of social media followers. Increase number of social media followers by 15 percent. Our social media followers has increased by 12% at this point

OCABR – Division of Banks

FY20 Metric FY20 Target FY20 Performance
Enable better protections and education for consumers through participation in consumer initiative events including America Saves Week, First Time Home Buyer, and Credit for Life events across the Commonwealth. The Division of Banks will participate in 35-40 consumer event and aims to increase grant opportunities by at least 5 percent for entities providing consumer financial education. Currently, Division of Banks staff have participated in 22 consumer events (15 First Time Home Buyers workshops and 7 Credit for Life Fairs) with confirmation to participate in 12 additional events. DOB has provided $275,000 towards financial literacy grants (Credit for Life, Operation Money Wise) FY20 to date.

OCABR – Division of Insurance

FY20 Metric FY20 Target FY20 Performance
Reduce the turnaround time for pending company licenses, amendments and certificates of authority. The state's Commissioners, through the national Association of Insurance Commissioners (NAIC) have established an accreditation program to promote sound insurance company and financial solvency regulation.  As part of this accreditation program, the NAIC has adopted an accreditation manual that provides instructions and requirements for accreditation.  The manual sets timelines for the review and approval/disapproval of domestic company applications, but does not ascribe specific timelines for non-domestic companies.  The DOI intends to align the timelines for non-domestic companies to what is set for domestic companies, thereby creating a process that is predictable for all market participants.  The DOI goal is to process applications for company licenses, amendments, and certificates of authority within 90 days of receipt of completed application. The Financial Surveillance and Company Licensing Unit (FSU) continues to make significant inroads into meeting the 90-day turn-around timeline for all insurance companies (foreign and domestic) seeking licensure and expansion of a current license in the Commonwealth.   Through FSU’s recent efforts, the inventory of applications for admission was reduced by approximately 64% (starting inventory - 58 applications & current inventory -21 applications); while the amendment applications were reduced by approximately 86% (starting inventory - 36 applications & current inventory -5 applications).  The Division is currently establishing a separate Unit with devoted staff within it whose primary responsibility will be licensing.  In establishing this new Unit, the Division anticipates that the turn-around for reviews of initial license applications and expansion applications being moved to initial approval status will exceed its goal of completion within 90-days. 

Division of Professional Licensure

FY20 Metric FY20 Target FY20 Performance
Implement paperless license renewal process for 75 percent (21 out of 28) Boards at DPL.  This will allow the licensees of the targeted boards to renew their professional license online, improving efficiency of process time and providing convenience to our licensees Implement paperless license renewal process for an additional 15 Boards at DPL.   Five Boards have been switched over to paperless renewals during FY20 so far.  All renewals will be on line by the end of FY20

OCABR – Department of Telecommunications & Cable

FY20 Metric FY20 Target FY20 Performance
Increase educational interactions between the Department and consumers. Establish partnerships with local municipalities and non-profit agencies to raise consumer awareness and increase the number of consumer outreach events. The Department's goal is to conduct 38 outreach events in FY20 The Department's goal for FY20 has increaseed from 37 to 38.  The Department current has held 18 outreach events.  The Department is on track to reach the goals to increase the number of outreach events to ensure multi-community penetration and to increase consumer interactions by 5% at each event.  

OCABR – Division of Standards

FY20 Metric FY20 Target FY20 Performance
Reduce the response time in investigating complaints assigned to state and local inspectors.  All Complaints will be required to be investigated and reported back to the DOS with a result of their findings within 7 days.    The complaint process has been reduced to 3-4 business days.

Department of Housing and Community Development (DHCD) – Executive Office

  FY20 Target FY20 Performance
In support of DHCD’s Economic Prosperity Agenda, create housing policy and practice that catalyzes economic mobility for DHCD’s families living in subsidized housing. 800 families living in subsidized housing will achieve at least one measurable outcome that shows gains in employment, financial capability or education, as defined in DHCD’s Economic Prosperity Agenda. 1,275 families have been supported to make progress on economic prosperity goals across DHCD initiatives, this does not include the 950 families who are enrolled in DHCD's Family Self Sufficiency program.

DHCD —Division of Community Services

FY20 Metric FY20 Target FY20 Performance
Further reduce the home heating energy burden of those households with the lowest incomes and the highest energy burden. Increase new/first time applicant households to LIHEAP by 2 percent compared to the previous year. As of 12/31/19. the number of new first time applicants is down 14% compared to the same time last year. It is important to note that the LIHEAP season is from 11/1 to 4/30.

DHCD —Division of Housing Development

FY20 Metric FY20 Target FY20 Performance
Increase the number of supportive housing units for homeless families and individuals Produce and/or preserve 125 supportive housing units. 145 supportive housing units produced/preserved (awarded in the May 2019 Supportive Housing round announcement).

DHCD —Division of Housing Stabilization

FY20 Metric FY20 Target FY20 Performance
Improve outcomes for families by maximizing the use of HomeBASE as a diversion strategy to work towards maintaining the elimination of the use of hotels/motels as overflow shelter. Divert 28% of Emergency Assistance eligible families from shelter placement through use of HomeBASE household assistance.  DHCD has diverted 20% of families from shelter placement.

DHCD —Division of Housing and Rental Assistance

FY20 Metric FY20 Target FY20 Performance
Increase the performance of rental assistance program administrators in order to ensure the highest quality service to the Commonwealth’s low-income families. Obtain 98 percent utilization (leasing) of DHCD’s Section 8 portfolio.   As of January 2020, DHCD has achieved 98.49% utilization of its tenant-based Section 8 portfolio.  

 

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