Executive Office of Housing and Economic Development (EOHED) FY22 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 2022 performance

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

FY22 Metric FY22 Target FY22 Current Performance
Support communities in the ease of accessing community-related grant programs.

Actively engage at least 2/3 of municipalities through the Community One Stop for Growth Process through either the Expression of Interest or Full Application.  

209 municipalities (60%) were represented by an EOI and/or Full App submitted for projects within their boundaries (any entity type)
Support the state's employers through the training and connecting of workforce. Train 600 people  and place 550 interns . Trained: 743 (AMC: 695, MLSC: 48 HS trainees)  Interns Placed: 655 (MassTech: 136, MLSC: 519)

Massachusetts Office of Business Development (MOBD)

FY22 Metric FY22 Target FY22 Current Performance
Actively connect with businesses, business partners, and municipalities to assist in facilitation of state resources and to understand the needs of small businesses. Host/Co-host 300 webinars and trainings with partners; meet with 250 unique company visits, 600 meetings with municipalities. MOBD is on target to meet the 250 unique companies (currently at 75% of goal). MOBD exceeded target with municipal meetings. For FY22 webinars, we conduct fewer virtual events (89) as the pandemic tapers off but will continue as needed. Based on calendar year, we have met the all goals.

Massachusetts Office of International Trade and Investment (MOITI)

FY22 Metric FY22 Target FY22 Current Performance
Promote Foreign Direct Investment into MA.

MOITI will engage by itself and with other State/Quasi agencies as well as the U.S. Commerce Dept. to promote MA.  MOITI expects to have at least 20 FDI engagement meetings.

MOITI is on target to have 20 FDI engagements in 2022. Most recently CIPLA - INDIA set up operations in Fall River. 
Support MA Small Business via STEP Grant.

MOITI will support at least 75 companies with STEP 7, 8 & 9 through September 2021.  MOITI will submit an RFP for the FY 2022 STEP Grant.  If successful, MOITI expects to support 30 small business with STEP from October 2021 – September 2022.

MOITI supported over 75 STEP 7,8&9 clients through Sept. 2021. STEP 9 continues with 40 companies until Sept. 2022. MOITI submitted an FY 21 STEP proposal and will submit a FY 2022 upon release by the SBA.
Continue to foster relationships with MA-based Diplomatic Corps.  MOITI will plan at least 20 events of various assistance to the Diplomatic Corps, including virtual meetings. MOITI continues to support the MA-based diplomatic community (60 members). Due to COVID many planned events were postponed or cancelled. MOITI expects to achieve the target of 20 meetings.

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

FY22 Metric FY22 Target FY22 Current Performance
Continue to empower Massachusetts consumers through OCABR’s community outreach and education programs, including events and initiatives with government and non-profit partners.   We will also provide consumers in the Commonwealth with scam alerts, tips, and resources to keep them informed. Produce 175 virtual consumer outreach events and distribute content to consumers through OCABR newsletters (10-12), 45 blogs, and daily social media posts.  OCABR continues to produce and distribute monthly Consumer Newsletters, blogs, and daily social media posts on LinkedIn, Twitter, and Facebook in addition to outreach efforts through virtual and in-person consumer events totalling fiscal year to date; 531 social post across channels, 7 newsletters, 23 blogs, and 130 events leaving us on target.

OCABR – Division of Banks

FY22 Metric FY22 Target FY22 Current 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 virtually across the Commonwealth, develop webcasts for DOB connects platform around consumer issues. With the emergence and adoption of online outreach platforms, DOB aims to explore FY22 avenues for online events with a goal to participate in 10 outreach events in FY22.  In addition, DOB is planning 3 consumer-oriented DOB Connects webcasts and will partner with other agencies to publicize these outreach events. YTD in FY22, DOB produced 7 webcasts via the DOB connects platform on topics including financial literacy, community partnerships, housing equity, and cybersecurity (recordings are accessible on mass.gov). In addition, DOB hosted a public service webcast in conjunction with EOEA on reverse mortgages. DOB volunteers participated in 8 virtual Credit for Life Fairs and First Time Home Buyers seminars with plans for in-person events starting in the spring with the lifting of pandemic restrictions.

OCABR – Division of Insurance

FY22 Metric FY22 Target FY22 Current Performance
Continue with the timely no-cost  integration of the DOI's licensing and consumer complaint databases into the National Association of Insurance Commissioners SBS database.  This is one effort resulting from the Division's 18 month review of the functionality of its current systems and databases and their continued potential use going forward.  At no cost to the Division, SBS provides a single and secure source for integrating and providing report capability for multiple (previously separate) agency systems and databases.
  • Complete transfer of data from DOI CLARIS (licensing) database to SBS.
  • Participate in data and report quality testing following data transfer.
  • Ensure timely progress toward full integration and DOI regular use of SBS in FY 22.
In the last year, DOI, HED-IT and SBS staff have engaged in a regular schedule of busines rule discussions, and data transfers from CLARIS to SBS.  DOI staff teams have reported their data test findings and weekly review meetings continue. DOI remains on track to "go live" in SBS on March 15th.

Division of Professional Licensure

FY22 Metric FY22 Target FY22 Current Performance

Implement paperless initial license application process for Boards at DPL for all boards  (28 out of 28 Boards).  This will allow the licensees of the targeted boards to apply for their initial professional license online, improving efficiency of process time and providing convenience to our licensees.

Welcome Center rollout of a ticketing system to document interactions with customers and create a standard reporting system for the Welcome Center and the Cosmetology and Barbering Board of Registration.

100% of initial application process for all 28 Professional Boards will be paperless.

Capturing 100% of customer interactions with Welcome Center and the Board of Registration of Cosmetology and Barbering

INITIAL APPLICATIONS: We are at 90% and we continue to work with our licensing platform partner to create  these online submission workflows that will allow for online transactions.  WELCOME CENTER: Our customer interactions have been captured since June of 2021 via an Excel Spreadsheet. We are continuing to work with a new vendor on a soft phone system for the Welcome Center and the full agency that will then be able to offer a reporting system.

OCABR – Department of Telecommunications & Cable

FY22 Metric FY22 Target FY22 Current Performance
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 outreach events and distribution of consumer materials. The Department's goal will be to participate in 10 outreach events and to continue the direct distribution of 800 consumer protection materials including: Elder Protection/Directory Assistance Exemption forms, Lifeline applications, and other consumer guides. The Department has participated in 3 outreach events and to has distributed 1,908 consumer protection materials including: Elder Protection/Directory Assistance Exemption forms, Lifeline applications, and other consumer guides.

OCABR – Division of Standards

FY22 Metric FY22 Target FY22 Current Performance
Develop and implement paperless processing for all inspections(device and non device inspections) performed by compliance officers. By the conclusion of FY22, 100% of required licenses and permit applications will be submitted via an on-line format.  All inspectors will have been assigned new technology equipment, to include the necessary training to have 100% of inspections paperless before the end of FY22.   All DOS licenses and permit applications may now be submitted on the DOS website.  All inspectors now use new tablets and, other scanner waiver/item pricing reports, all inspection reports are paperless.  

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

FY22 Metric FY22 Target FY22 Current Performance
Provide timely emergency assistance to renters at risk of becoming homeless Reduce the average processing time of rental assistance applications from 8 weeks down to 3 weeks from submission to approval At lowest point in all of calendar year 2021, the average processing time went down to 5.0 weeks, which was considered successful reduction for the Courts and advocates. Revised goal is now 6.0 weeks on average, which was achieved in the months of April through November 2021.

DHCD —Division of Community Services

FY22 Metric FY22 Target FY22 Current 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% compared to the previous year. New/first time applicants to LIHEAP increased by 14% compared to the previous LIHEAP season.  This in part was due to increased outreach, launch of the LIHEAP portal which allowed households to apply online for the first time and the financial impact of COVID-19 on households in the Commonwealth that caused them to seek assistance.

DHCD —Division of Housing Development

FY22 Metric FY22 Target FY22 Current Performance
Increase the number of supportive housing units for homeless families and individuals Produce and/or preserve 215 supportive housing units. Produced and/or preserved 346 units of permanent affordable housing for homeless families and individuals.  The additional funding for converting hotels/motels into SROs for the homeless was instrumental in this achievement.

DHCD —Division of Housing Stabilization

FY22 Metric FY22 Target FY22 Current Performance
Reduce the average length of stay for families in EA shelter system by maximizing the use of HomeBASE and by engaging shelter providers in  active contract management which will promote the Housing First principles of making shelter stays rare, brief and non-reoccurring. Divert 28% of Emergency Assistance eligible families from shelter placement through use of HomeBASE household assistance.  FY22 HomeBASE diversion rate to date is 5%. The reduction in shelter diversion is a direct corellation of households being successfully served with ERAP benefits further upstream thereby preventing evictions. In addition, private market rents have increased drastically during FY22. Finally, due to the pandemic, more EA  households were placed presumptive and therefore not able to be diverted from shelter. 

DHCD —Division of Housing and Rental Assistance

FY22 Metric FY22 Target FY22 Current Performance
Utilize Section 8 reserve resources to implement a "voucher surge" in order to maximize availability and access to affordable housing opportunities for households throughout the Commonwealth. Surpass 102% utilization (leasing) in DHCD's tenant-based Section 8 portfolio. As of December 2021, DHCD achieved 103.21% utilization of its tenant-based Section 8 portfolio.

 

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