SBA, Agency Financial Report FY 2011 (AFR FY2011 Supplementary Information)
Summary
This is the Supplementary Information section of the SBA Agency Financial Report for FY 2011. Its table of contents lists SI 1 - SBA Programs and Offices, SI 2 - Strategic Plan FY 2011-2016 and SI 3 - Detail of OIG Audit Follow-up Activity. SI 1 describes SBA offices including the Office of Capital Access, the Office of Disaster Assistance, which makes physical disaster loans and economic injury disaster loans, the Office of Entrepreneurial Development, and the Office of Investments and Innovation. The audit follow-up detail includes Report # ROM 10-04 on job creation and retention statistics reported under the ARRA of 2009, with final action expected by 11/15/2011, and Report # ROM 10-14, with final actions expected by 01/31/2012.
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Supplementary Information
Table of Contents
SI 1 – SBA Programs and Offices
SI 2 – Strategic Plan FY 2011-2016
SI 3 – Detail of OIG Audit Follow-up Activity
Agency Financial Report ▪ FY 2011
SI 1 – SBA Programs and Offices
Center for Faith-based and Neighborhood Partnerships
Faith-based and community organizations can play an important role in helping the SBA reach, train, and
finance the entrepreneurs whose businesses bring jobs and hope to economically distressed
communities all across the nation. The Center for Faith-based and Neighborhood Partnerships promotes
SBA partnerships with faith-based and community organizations to help build awareness of SBA’s
programs that can transform neighborhoods and change lives. Additionally, the office informs faith-based
and neighborhood organizations of SBA’s loan programs that require non-profit intermediary participation
and actively encourages qualified organizations to apply for certification as microloan intermediaries.
Office of Capital Access
The Office of Capital Access assists small businesses in obtaining the loans necessary for growth by
being a gap lender, providing assistance to small businesses that otherwise would not qualify for un-
guarantied financing, obtaining equity, or taking advantage of contracting opportunities. Programs
include the following:
The 7(a) loan program requires SBA lending partners to certify that the applicant was unable to
qualify for loans elsewhere on reasonable terms.
The 504 program, which has a statutorily mandated job creation component, fills another lending
gap by providing long-term, fixed rate financing for major assets such as real estate and heavy
equipment.
Surety Bond Guarantee is a program that serves as a gap surety bond credit provider, expanding
the bond credit and capacity of small contractors that would not otherwise be able to compete for
public and private work.
The Office of Credit Risk Management provides risk management based on monitoring,
reviewing, and oversight of the 7(a) and 504 lenders and microloan intermediaries; and
monitoring and analysis of the 7(a), 504, microloan and disaster portfolios.
Office of the Chief Information Officer
The Office of the Chief Information Officer provides information technology leadership, products, services
and operational support for the SBA. The chief information officer is the principal advisor to the
Administrator on information technology matters and has overall responsibility for developing, managing
and monitoring SBA-wide IT systems, projects, personnel and expenditures. The office provides
information technology governance support to the Agency, ensuring that the SBA manages its current
and prospective IT investment portfolio in accordance with the laws, regulations and policies applicable
across government.
The OCIO manages SBA’s functional IT units encompassing systems development, operations, voice
and data communications, and user support. Directly or through contractors, the OCIO has responsibility
for over 80 current, mission oriented IT systems that support SBA program delivery and enable the
Agency to equip and outfit its employees with current hardware, software and computing tools such as
email, wireless capabilities, and remote access for telecommuters. This office manages and maintains
SBA’s web presence on www.sba.gov.
The OCIO is also the Agency’s lead office for information security, data privacy, electronic identity
protection and incident reporting, including information technology aspects of COOP, continuity of
operations planning.
Office of Communications and Public Liaison
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Agency Financial Report ▪ FY 2011
The Office of Communications and Public Liaison has the principal responsibility for developing and
implementing effective communications strategies to ensure that SBA’s mission, programs, services and
initiatives are articulated clearly and consistently to the American public in general and the small business
community in specific. It supports field and program offices with planning and implementation of effective
communications strategies. OCPL plays the chief role in articulating, explaining and promoting Agency
policy and goals to the national news media.
Through Community Relations and the Office of Strategic Alliances within OCPL, the SBA forms alliances
with for-profit corporations, small businesses, non-profit organizations, trade and professional
associations, academic institutions, and public-sector agencies. The alliances offer opportunities to
network on areas of common interest.
This office manages the web content on www.sba.gov and is the federal managing partner for Business
Gateway, www.business.gov, a program integrating web resources to provide small businesses and
aspiring entrepreneurs with information services that save time and money, engage citizens to participate,
and enable collaboration across all levels of government.
Office of Congressional and Legislative Affairs
The Office of Congressional and Legislative Affairs assists in the development of SBA legislative
programs and serves as the communications focal point on legislation and congressional activity. CLA
monitors legislation and policies introduced by Congress and government agencies to determine their
effects on the SBA and small business. It furthers the goals of the SBA and enables Members of
Congress to best serve their small business constituencies by promptly providing accurate, current, and
continuous information to Congress, congressional committees, and others interested in SBA programs.
It also devises and implements legislative strategy and has primary responsibility for all matters relating to
the congressional and legislative functions of the SBA. It provides liaison with legislative personnel at the
White House, the Office of Management and Budget, and various federal departments and agencies. It
coordinates with program offices and field offices to ensure continuity and consistency in SBA’s
communications with Congress.
Office of Disaster Assistance
The Office of Disaster Assistance plays a vital role in the aftermath of disasters. Through ODA, the SBA
is responsible for providing affordable, timely, and accessible financial assistance to homeowners,
renters, and businesses of all sizes affected by disaster. Financial assistance is available in the form of
low-interest, long-term loans. SBA disaster loans are the primary form of federal assistance for the repair
and rebuilding of non-farm, private sector disaster losses. For this reason, the disaster loan program is
the only form of SBA assistance not limited to small businesses. ODA makes the following types of
disaster loans:
Physical disaster loans are for permanent rebuilding and replacement of uninsured or
underinsured disaster-damaged privately-owned real and/or personal property. SBA’s physical
disaster loans are available to homeowners, renters, businesses of all sizes and nonprofit
organizations.
Economic injury disaster loans provide necessary working capital until normal operations resume
after a disaster. Economic injury disaster loans are restricted to small businesses and non-profit
organizations.
Office of Disaster Planning
The Office of Disaster Planning reports directly to the SBA Administrator and is responsible for integrating
disaster planning, preparedness activities and disaster response programs for all SBA offices.
The office provides Agency coordination in utilizing SBA resources to assist citizens, communities and
businesses in responding to disaster occurrences and long-term recovery needs. It also represents the
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Agency Financial Report ▪ FY 2011
SBA on various inter-governmental bodies related to disaster response and recovery and works to ensure
that the Agency and its resource partners coordinate effectively to help serve disaster victims.
Office of Entrepreneurial Development
The Office of Entrepreneurial Development serves the small business community through outreach and
public/private sector collaborative ventures and other creative mechanisms. In this way, it provides
management and technical assistance through counseling and training to America’s small businesses
that otherwise would not be able to locate or afford trained and professional assistance. OED provides
entrepreneurs with free and low-cost education and training, topical information, and management
assistance critical for sound decision making in the start-up and growth phases of the business cycle.
The tools used to accomplish this are OED’s SCORE, Small Business Development Center, and
Women’s Business Center programs; SBA’s online small business training; Emerging Leaders; and
delivery systems such as SBA district offices.
Office of Equal Employment Opportunity and Civil Rights Compliance
To advance Agency-wide diversity at all levels and equal access to programs and activities receiving SBA
financial assistance, this office works to prohibit discrimination against all SBA employees and applicants
based on race, color, sex, age, religion, disability, national origin, and retaliation for opposition to
discriminatory practices or participation in the EEO process. The office of EEO and CRC also works to
achieve equal employment opportunity for all qualified employees consistent with the nation’s workforce
diversity. The office works to ensure that no person in the U.S. is denied the benefits of, excluded from
participation in, or subjected to discrimination under any program or activity receiving SBA financial
assistance based on race, color, sex, age, disability, national origin, and marital status (extension of
credit). In addition, the office ensures that individuals with disabilities have equal access to SBA-
conducted or co-sponsored programs and activities.
Office of the Executive Secretariat
The Office of the Executive Secretariat works with senior management officials to formulate the
Administrator’s and Deputy Administrator’s written correspondence. Under the leadership of the
associate deputy administrator for management and administration, ExecSec reviews, edits, and
manages correspondence. ExecSec ensures that correspondence and written products are delivered in
the most timely and efficient manner while providing useful reliable information and advice to Congress,
other federal agencies, and small business owners nationwide.
Office of Field Operations
The Office of Field Operations represents SBA field offices at headquarters. This office provides policy
guidance and oversight to regional administrators and district directors in implementing Agency goals and
objectives, and in solving problems in specific operational areas. It establishes and monitors
performance goals for district offices; provides associate administrators, program heads, and the general
counsel with a vehicle for overseeing field office program and policy implementation; provides feedback to
headquarters management regarding the performance of their programs; ensures that field offices have
adequate input to all policy formation and participate in policy deliberations at headquarters; organizes
reviews of field offices; informs the SBA Administrator of field activity; and, when necessary, the Office of
field Operations provides coordination with the Office of Disaster Assistance.
Office of General Counsel
The Office of General Counsel provides legal advice in support of all SBA programs and initiatives. The
office helps minimize the Agency’s legal risks and costs; reduce litigation exposure; and monitors
compliance with the applicable statutes, regulations, Executive Orders and other legal requirements.
OGC provides the legal support necessary to defend SBA’s interest in judicial and administrative actions,
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Agency Financial Report ▪ FY 2011
and proactively represents the Agency in all legal matters that arise in the context of its financial
assistance, procurement and contracting programs, as well as labor and employment disputes.
Office of Government Contracting and Business Development
The Office of Government Contracting and Business Development promotes increased small business
participation in the federal contracting market for goods and services. The office fulfills SBA’s statutory
mission to ensure that a fair share of federal contracting goes to small businesses.
Working with federal agencies, the SBA negotiates procurement goals, monitors performance,
encourages the use of small business sources, provides procurement training and technical assistance to
small firms, and provides policy direction and guidance to federal agencies. Several of the government-
wide goals are statutory, including small businesses, small disadvantaged businesses, women-owned
small businesses, HUBZone small businesses, and service-disabled veteran-owned small businesses.
Office of Grants Management
The Office of Grants Management awards and administers all grants under SBA’s authorization and
appropriations, with the exception of the small business development center and women’s business
center grants which are awarded and administered by the respective program offices. In the case of
congressional earmark grants, the OGM serves as the technical representatives for the grants as well.
The director of OGM serves as SBA’s senior grant officer and represents the Agency on all interagency
grant-related policy making groups.
Office of Hearings and Appeals
The Office of Hearings and Appeals was established in 1983 to provide an independent, quasi-judicial
appeal of certain SBA program decisions. OHA formally adjudicates disputes rising in numerous
jurisdictional areas. These include appeals regarding SBA formal size determinations; appeals from
contracting officer designations of North American Industry Classification System codes for procurements
government-wide; appeals regarding certain SBA determinations relating to development companies; and
appeals from Agency and private certifier small disadvantaged business determinations, all of which, by
regulation, may be decided either by an Administrative Judge or an Administrative Law Judge. OHA’s
jurisdiction also includes 8(a) BD program eligibility, suspension, and termination appeals, and salary
offset appeals, all of which, by statute, must be decided by an administrative law judge.
Office of Human Capital Management
The Office of Human Capital Management develops and provides innovative human capital strategies.
The OHCM advises SBA management with respect to selecting, developing and managing a high-quality,
productive workforce. This office sets SBA’s workforce development strategy; assesses current
workforce characteristics and future needs based on SBA’s Strategic Plan; aligns human resources
policies with organization mission, strategic goals, and performance outcomes; develops and advocates a
culture of continuous learning to attract and retain employees with superior abilities; identifies best
practices and benchmarks studies; and creates systems for measuring intellectual capital and identifying
links of that capital to organizational performance and growth. This office also implements laws, rules
and regulations governing the civil service.
Office of the Inspector General
The Office of Inspector General is an independent office created by law within the SBA to conduct and
supervise audits, investigations, and other reviews relating to SBA programs and supporting operations;
detect and prevent waste, fraud, and abuse; and promote economy, efficiency, and effectiveness in the
administration and management of SBA programs. The inspector general keeps the SBA Administrator
and the Congress fully informed of any problems, recommends corrective actions, and monitors progress
in the implementation of such actions. The two operating components of the OIG are the Auditing
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Agency Financial Report ▪ FY 2011
Division and the Investigations Division. The Auditing and Investigations Divisions each administer their
respective activities through staff located in various locations around the country. The Management and
Policy and Counsel Divisions support both the inspector general and the operating divisions by providing
policy, planning, administrative, and legal services, respectively.
Office of International Trade
The Office of International Trade enhances the ability of small businesses to compete in the global
marketplace by facilitating access to capital and technical assistance to support international trade,
ensuring the interests of small business are considered and reflected in trade negotiations, and
supporting and contributing to the U.S. government’s international commercial and economic agenda.
Office of Investments and Innovation
The Office of Investments and Innovation assists small businesses through the administration of the
Small Business Investment Company (SBIC) and the Small Business Innovation Research (SBIR)
programs. SBICs are privately owned and managed investment funds that are licensed and regulated by
the SBA. They use their own private capital plus funds borrowed with an SBA guaranty to make
investments in qualifying small businesses, especially those with potential for substantial job growth and
economic impact. The SBIR program has helped small businesses develop innovations to meet the
research and development needs of the federal government and then commercialize those innovations in
the marketplace. In addition to helping meet federal research and development needs, the SBIR can
advance American innovation and competitiveness in the broader economy.
Office of Management and Administration
The Office of Management and Administration is responsible for all aspects of personnel, employee
relations, grants management, space management, mailroom operations, and controlled correspondence.
The office oversees the Office of Human Capital Management, the Office of Grants Management, the
Office of Administrative Services, and the Office of the Executive Secretariat.
Office of the National Ombudsman
The Office of the National Ombudsman fosters a more small business-friendly federal regulatory
enforcement environment by assisting small businesses when they experience excessive federal
regulatory enforcement actions such as repetitive audits or investigations, excessive fines, penalties,
threats, retaliation, or other unfair enforcement action by a federal agency. It does this by evaluating how
federal agencies treat small businesses during enforcement or compliance actions.
Office of Native American Affairs
The SBA, through its Office of Native American Affairs, coordinates Native American initiatives and
develops policies and procedures to ensure that SBA assistance is made available to American Indians,
Native Alaskans, and Native Hawaiians. The initiative consists of three major components — marketing,
outreach, and training — to enhance business opportunities.
Office of Performance Management and the Chief Financial Officer
The Office the Chief Financial Officer conducts and promotes effective financial management activities for
the SBA including budget, credit subsidy, financial operations, financial systems, internal controls, and
acquisitions. It develops and maintains integrated accounting and financial management systems;
directs, manages, and provides policy guidance and oversight of all Agency financial management
personnel, activities, and operations; approves and manages financial management systems design and
enhancement projects; establishes and implements Agency-wide policies for management integrity and
audit follow-up, including internal controls; develops budgets for financial management operations and
improvements; implements Agency asset management systems; monitors the financial execution of the
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Agency Financial Report ▪ FY 2011
Agency budget in relation to actual expenditures; and develops policies and procedures for the
acquisition of supplies, equipment, and non-personnel services.
The Office of Performance Management provides tools and guidance to assist the Agency in driving
performance improvement efforts across the organization. It also helps the Agency develop better
performance measures in order to facilitate SBA’s continued movement from measuring activity outputs to
measuring programmatic and Agency outcomes. It builds Agency capacity for results-based
management through data-driven reviews and analysis, training and outreach to program offices. The
office supports the Agency’s strategic planning and prepares annual accountability and/or performance
reports.
Office of Veterans Business Development
The Office of Veterans Business Development conducts comprehensive outreach on behalf of the
Agency and is responsible for the formulation, execution, and promotion of policies and programs of the
Administration. To accomplish these tasks, OVBD operates a national outreach initiative and provides
direct service delivery through funding agreements with resource partners, coordination of outreach and
service delivery with other federal agency partners, and development of Agency program initiatives.
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Agency Financial Report ▪ FY 2011
U.S. Small Business Administration
Strategic Plan
Fiscal Years 2011 - 2016
For more information on SBA programs visit: http://www.sba.gov/
(En Español: http://www.sba.gov/espanol/) or contact the SBA Answer
Desk (Centro de Información de la Agencia Federal para el Desarrollo
de Los Pequeños Negocios):
1-800-U-ASK-SBA (1-800-827-5722)
Send emails to: answerdesk@sba.gov
Answer Desk TTY: 1-704-344-6640
U.S. Small Business Administration
2011 - 2016 Strategic Plan
Table of Contents
Message from the Administrator ............................................................................................ 5
Overview................................................................................................................................... 6
Mission .................................................................................................................................................. 6
Core Values .......................................................................................................................................... 6
SBA Strategic Goals ................................................................................................................ 7
Strategic Goal 1: Growing businesses and creating jobs ............................................................... 7
Strategic Objective 1.1: Expand access to capital through SBA’s extensive lending network. ....... 7
Strategic Objective 1.2: Ensure federal contracting goals are met or exceeded by collaborating
across the federal government to expand opportunities for small businesses and strengthen
the integrity of the federal contracting certification process and data. .......................................... 8
Strategic Objective 1.3: Strengthen SBA’s entrepreneurial education, counseling and training
resources to help create new businesses and support the needs of existing businesses by
successfully focusing on core program resources and ensuring these resources are aligned
with the needs of both Main Street and High Growth Small Businesses. ..................................... 8
Strategic Objective 1.4: Ensure that SBA’s disaster assistance resources for businesses, non-
profit organizations, homeowners, and renters can be deployed quickly, effectively and
efficiently in order to preserve jobs and help return small businesses to operation. ..................... 9
Strategic Objective 1.5: Strengthen SBA’s relevance to high-growth entrepreneurs and small
businesses to more effectively drive innovation and job creation through both the agency’s
existing programs as well as new initiatives................................................................................ 11
Strategic Objective 1.6: Strengthen outreach to underserved communities and underserved
populations. ................................................................................................................................. 12
Strategic Goal 2: Building an SBA that meets needs of today’s and tomorrow’s small
businesses ......................................................................................................................................... 14
Strategic Objective 2.1: Strengthen SBA’s core programs and operations to ensure that they
are high performing, effective, and relevant to the needs of the small business community. ..... 14
Strategic Objective 2.2: Invest in SBA’s employees so they can more effectively serve small
businesses. ................................................................................................................................. 15
Strategic Objective 2.3: Mitigate risk to taxpayers and improve oversight across SBA
programs. .................................................................................................................................... 15
Strategic Goal 3: Serving as the voice for small business ........................................................... 17
Strategic Objective 3.1: Collaborate with other agencies to strengthen the delivery of
programs, resources and services. ............................................................................................. 17
Strategic Objective 3.2: Foster a small business-friendly environment by encouraging Federal
Agency awareness about the impact of unfair regulatory enforcement and compliance efforts,
reducing burdens on small business. .......................................................................................... 17
Strategic Objective 3.3: Promote the availability, analysis, and dissemination of the most
current, accurate, and detailed statistics possible on small business. ........................................ 18
SBA Strategic Plan – Fiscal Years 2011 - 2016 3
Appendices ............................................................................................................................ 19
Performance Planning ...................................................................................................................... 19
High Priority Performance Goals ..................................................................................................... 19
Performance Measures ................................................................................................................... 20
Communication and Accountability ................................................................................................ 20
External Factors ................................................................................................................................ 21
Program Evaluation(s) ...................................................................................................................... 23
Consultation and Outreach .............................................................................................................. 23
Organization Chart ............................................................................................................................ 24
Organization Map ..............................................................................................................................25
SBA Strategic Plan – Fiscal Years 2011 - 2016 4
Message from the Administrator:
Since 1953, the U.S. Small Business Administration (SBA) has helped America’s small
businesses grow and create jobs. By expanding access to capital, counseling, federal
contracts, disaster assistance, and entrepreneurial education, the SBA gives small business
owners the tools they need to strengthen our economy, drive American innovation, and
increase our global competitiveness.
This Strategic Plan provides a framework that will maximize the Agency’s strengths and
resources in order to help small businesses.
With this plan, the SBA will continue to serve both kinds of small businesses: “Main Street” and
“high-growth.” This dual focus is critical to sustaining the small business communities that
Americans need every day, while also growing the next generation of great U.S. companies
that will create thousands of well-paying jobs here at home.
This Plan is the result of extensive dialogue throughout the Agency, across the
Administration, and with leaders in the small business community. The process has resulted in
three overarching goals for the next five years:
1. Grow businesses and create jobs
2. Build an Agency that meets the needs of today’s and tomorrow’s small
businesses
3. Serve as the voice for small business
Each goal contains objectives which are directly tied to performance both at the individual level
and Agency-wide.
I am pleased to submit the SBA’s new Strategic Plan. These are challenging times, and the
SBA’s role in helping small businesses grow and create jobs has never been more important.
Sincerely,
SBA Strategic Plan – Fiscal Years 2011 - 2016 5
Overview
The U.S. Small Business Administration (SBA) helps Americans grow businesses and
create jobs by providing resources and tools, including access to capital; opportunities
in Federal contracting; access to entrepreneurial education; and disaster assistance for
businesses, non-profit organizations, homeowners, and renters.
SBA’s efforts to assist entrepreneurs and small business owners are especially critical
during these difficult times for the U.S. economy. Throughout America’s history, small
businesses have played a leading role as the driver of economic growth and job
creation. In fact, according to the Census Bureau’s Statistics of U.S. Businesses, more
than half of working Americans either own or are employed by a small business. Also,
over about the last decade, small businesses created nearly 65 percent of net new
private sector jobs.
Mission
The mission of the Small Business Administration (SBA) is to maintain and
strengthen the Nation’s economy by enabling the establishment and vitality of
small businesses and by assisting in the economic recovery of communities after
disasters.
Core Values
Outcomes Driven. We will clearly define the outcomes we are targeting and ensure
that our programs, processes and policies are aligned in achieving them.
Customer Focused. We serve people and will be responsive to their needs, both in the
services we provide and in how we deliver them.
Employee Enabled. Our people extend the hand of service to Americans every day,
and we must ensure employees have the tools, the training, and the support to be
effective.
Accountable, Efficient and Transparent. We have a bedrock obligation to the
taxpayer to manage efficiently, invest capital prudently, and be open and honest about
our results.
SBA Strategic Plan – Fiscal Years 2011 - 2016 6
SBA Strategic Goals
Strategic Goal 1: Growing businesses and creating jobs
Strategic Objective 1.1: Expand access to capital through SBA’s extensive lending
network.
Strategies
An improved experience for small businesses and lending partners is essential to
growth in the quantity of small businesses assisted and the quantity of active
lending partners. SBA’s increased use of technology will improve quality, and will
reduce the complexity of the lending process while making the process more
efficient. We will make SBA programs simpler and easier to use for small
businesses and lending partners. This will result in an SBA that is nimble and
facile enough to develop and introduce programs as market needs are presented.
We will leverage the Small Business Development Center (SBDC), SCORE, and
Women’s Business Center (WBC) networks and their relationships with the
financial community to help small business owners acquire capital.
1. Improve the Customer Experience Across Programs and Organizational
Units. Identify and act upon opportunities to improve incoming applications
and purchase requests in order to decrease cycle times, and to increase
efficiency and customer satisfaction. Monitor loan processing cycle times and
identify trends and opportunities for improvement.
2. Improve Outreach and Education for the Partner and Technical
Assistance Provider Community. Facilitate improved relationships with
resource partners and other local technical assistance providers and state
and regional economic development organizations. Develop online courses
to assist lending partners.
3. Improve Lender Outreach and Education. Continue making improvements
in today’s lender self-certification program while instituting a Lender
Certification Program. Creation and implementation of this Program will be
done in concert with industry partners. Certification will improve the quality of
compliance with SBA requirements. Continue to participate in trade
communication channels to help reach new lending markets and partners.
Continue to build relationships with lending trade groups as well as state
lending organizations.
Performance Indicators
• Small Businesses Assisted. Number of new businesses assisted through
7(a), 504 and Microloan programs.
• Active Lending Partners. Grow and/or maintain active lenders in all SBA
loan programs.
• Loan Dollars Approved. The long-term goal from Fiscal Year 2011 to Fiscal
Year 2014 is to assist small businesses through $74 billion in approved loans.
• Jobs Supported
SBA Strategic Plan – Fiscal Years 2011 - 2016 7
Strategic Objective 1.2: Ensure federal contracting goals are met or exceeded by
collaborating across the federal government to expand opportunities for small
businesses and strengthen the integrity of the federal contracting certification process
and data.
Strategies
1. Expand Outreach/Training to Small Businesses. Work in conjunction with
agencies and resource partners to conduct training, match-making, and
marketing events to small businesses through our network of offices. We will
also maintain and expand SBA’s online training courses.
2. Provide Outreach to and Training for Agencies. Provide contracting
officer training to agencies, and work with the Defense Acquisition University
and the Federal Acquisition Institute to update and develop small business
contracting courses. Work with interagency groups (e.g., Chief Acquisition
Officers Council, Small Business Procurement Advisory Council) to ensure
their awareness of the benefits of contracting with small businesses and to
improve the dissemination of “best practices”.
3. Increase Agency Accountability and Transparency. Work with agencies
on a biennial basis to set agency-level small business contracting goals.
Transparently measure agencies and track their achievements in support of
small businesses. Continue to refine the holistic scorecard methodology and
format to ensure agency accountability.
4. Increase Data Integrity. Increase the accuracy of small business contracting
data by working with the Office of Federal Procurement Policy to improve
systems and training to eliminate errors and fraudulent information.
5. Reduce Fraud, Waste, and Abuse. See details in Section 2.3.
Performance Indicators
Small Business Contracting Share
• Meet the statutory goal for 23 percent of federal prime contracting dollars
going to small businesses.
• Meet the federal prime contracting goals for small disadvantaged
businesses – 8(a) program participants (5 percent), women-owned small
businesses (5 percent), service-disabled veteran owned small businesses
(3 percent), and HUBZone firms (3 percent).
Strategic Objective 1.3: Strengthen SBA’s entrepreneurial education, counseling and
training resources to help create new businesses and support the needs of existing
businesses by successfully focusing on core program resources and ensuring these
resources are aligned with the needs of both Main Street and High Growth Small
Businesses.
SBA Strategic Plan – Fiscal Years 2011 - 2016 8
Strategies
1. Provide Programs, in conjunction with SBA resource partners, that are
Relevant to Small Businesses. Educate, train, counsel and mentor Main
Street as well as high-growth innovative companies with significant potential
to grow and expand (“gazelles”). Assist entrepreneurs in turning ideas and
concepts into new business ventures. Develop or expand counseling and
training programs focused on key areas, including underserved markets,
procurement, exports, and emerging and expanding technological sectors.
Assist new businesses through training courses, webinar series, and train-
the-trainer programs at industry events.
2. Improve the Execution of SBA Programs. Focus on educating and training
lenders and entrepreneurs through collaboration, and provide improved online
tools across SBA divisions and resource partners. Continue our customer-
focused approach to improving the effectiveness of management and
technical assistance programs at all stages of the small business cycle.
Develop and expand SBA offerings of new content, leverage Resource
Partners’ expertise, and become more agile in meeting emerging small
business training needs.
3. Improve the Technical Assistance Provided in Support of SBA
Programs. Improve the grant award process and oversight of awardee
performance to achieve program objectives. Encourage the development and
expansion of SBDCs into specially accredited Small Business Technology
Centers to support the unique needs of innovation-based small businesses
that have multi-market and exponential growth potential.
Performance Indicators
• Small Businesses Created. Number of new businesses created through
SBDCs, Women’s Business Centers and SCORE. The long-term goal from
Fiscal Year 2011 through Fiscal Year 2014 is to help create 37,000 small
businesses.
• Small Businesses Assisted. Number of businesses assisted through
Women’s Business Centers and SCORE.
• Long-Term Counseling Clients. Number of long-term counseling clients of
SBDCs.
• Capital Infusion. Dollar value of capital infusion that SBDCs helped to
secure for their clients.
Strategic Objective 1.4: Ensure that SBA’s disaster assistance resources for
businesses, non-profit organizations, homeowners, and renters can be deployed
quickly, effectively and efficiently in order to preserve jobs and help return small
businesses to operation.
Strategies
1. Enhance Emergency Preparedness and Recovery Assistance. Have a
field presence within three days of a disaster declaration. Make initial
disbursement within five days of the receipt of loan closing documents.
Employ a strategic communications plan focused on preparedness that
SBA Strategic Plan – Fiscal Years 2011 - 2016 9
utilizes SBA resource partners and outside partners to assist SBA with
preparedness messages and disaster recovery upon the occurrence of a
disaster.
2. Ensure Effective and Efficient Resource Deployment. Use the FEMA
HAZUS information in the SBA disaster staffing and scalability model to
ensure that SBA’s disaster assistance resources for businesses, non-profit
organizations, homeowners, and renters can be deployed quickly, effectively
and efficiently.
3. Improve Customer Satisfaction. Maintain and improve high levels of
customer satisfaction, both with respect to the loan application process and
post-approval, and measure results using an annual American Customer
Satisfaction Index survey. Our communication with customers indicates that
other than declined loan applications; the biggest concern is the availability of
financing when it is needed.
4. Expedite Referrals to Grant Providers. Use tools to enable us to refer
applicants to grant providers much more quickly, with less work for the
applicant and a significantly reduced processing burden for the SBA.
5. Improve the Insight into, and Evaluation of, SBA Operations. Use
enhanced loan portfolio models and performance metrics to give
management the ability to establish clear timelines for initiatives, clarify
performance goals, recognize individual accountability, and provide greater
insight into any operational challenges that SBA must address.
6. Leverage SBA’s Nationwide Infrastructure. Use non-disaster field staff, if
needed, for short-term support and long-term recovery. This includes
processing support, media outreach and coordination of local resources.
SBA District Offices will coordinate support of long-term recovery for disaster
events.
Performance Indicators
• Recovery Assistance (targets established annually)
o Percent of small businesses sustaining economic injury that remain in
operation 6 months after final disbursement
o Percent of small businesses sustaining physical damage that are in
operation 6 months after final disbursement
o Percent of homeowners that completed eligible disaster repairs within 6
months of final disbursement
o Percent of renters that completed eligible personal property replacement
within 6 months of final disbursement
• Customer Satisfaction. Customer satisfaction rates for approvals and
declines. Customer satisfaction targets are established annually.
• Loan Processing
o Percent of home loans processed within standard (goal of 85%)
o Percent of business loans processed within standard (goal of 85%)
SBA Strategic Plan – Fiscal Years 2011 - 2016 10
Strategic Objective 1.5: Strengthen SBA’s relevance to high-growth entrepreneurs and
small businesses to more effectively drive innovation and job creation through both the
agency’s existing programs as well as new initiatives.
Strategies
1. Improve Small Business Innovation Research (SBIR) Operations and
Commercialization.
Use improved metrics and reporting to enable more systematic monitoring of
fraud, waste and abuse. Continue to expand outreach and launch targeted
initiatives to make SBIR more entrepreneur-friendly. Improve
commercialization from existing awards by sharing best practices across
agencies.
2. Grow the Deployment of Long-Term Capital. (e.g., SBIC).
Grow SBA’s debenture program by drastically reducing licensing times, and
by leveraging the SBIC platform to act as a catalyst for private sector
investment in underserved markets. Define a road map for growth in areas
where there are market gaps, and launch new programs to meet those gaps.
Develop closer partnerships with investors and lending partners. Expand the
program to fill currently underserved areas in other parts of the market.
3. Provide Entrepreneurial Assistance to High-Growth Companies. Scale
today’s successful pilots into programs that support the needs of tomorrow’s
small high-growth firms. Capitalize on Small Business Technology
Development Center programs and the cadre of technology business
advisors to increase support and link high-growth potential companies to the
investment community and global markets.
4. Strengthen SBA’s export promotion and assistance programs.
Encourage small business exporting through the National Export Initiative and
provide assistance through financing, export readiness training, and
counseling. Increase emphasis on export promotion throughout the Field
Office network. Develop and implement a communications and marketing
plan to increase awareness of exporting and the export programs. Increase
export technical capabilities of SBA’s resource partners. Launch new
efforts, working with public and private sector partners, to support new-to-
exporting small businesses as well as current exporters expanding into new
markets. Increase the utilization of SBA’s export loan programs by
participant lenders. Collaborate with other federal agencies and export
assistance resources to tailor programs to better meet the needs of
companies with high-growth potential.
5. Support Regional Cluster Development. Use all traditional SBA programs,
including loans, entrepreneurial training, and technical assistance to support
the increased competiveness of geographic clusters of small businesses in
particular industries. Support these clusters through dedicated programs
such as the Regional Innovation Clusters program.
Performance Indicators
• SBIR Operational and Commercialization Improvements. Significantly
strengthen the SBIR program as the government’s premier innovation
program, deploying improved data collection, reporting systems, and
SBA Strategic Plan – Fiscal Years 2011 - 2016 11
performance metrics. Specific performance metrics will be added after we
complete building a performance management system that establishes the
current baseline of commercialization levels. The targets will focus on a
meaningful increase in the rate of commercialization above that baseline.
• Long-Term Capital Deployed. Double the amount of long-term capital
deployed in the SBIC program, and any other new programs, from the
average of $750 mil per year to $1.5 billion per year by Fiscal Year 2016.
• Number of Small Businesses Assisted through Export Assistance.
• Number of Small Businesses Assisted through SBIC.
Strategic Objective 1.6: Strengthen outreach to underserved communities and
underserved populations.
Strategies
1. Improve Access to Capital. Continue to assess capital access programs
and begin implementing permanent programs that help close identified gaps.
Build relationships with community development partners as well as faith
based and neighborhood partners to identify needs and develop strategies.
Continue to improve the relevance of SBA programs via these partnerships
as well as with credit unions, and minority business associations and lending
groups. Our products will be refined based on feedback received and our
ongoing and increasing understanding of the needs of our small business
customers and lenders.
2. Expand the Availability of Counseling and Training. Pursue strategies to
make our counseling and training programs more effective and more focused
on meeting the specific needs of the customer (including women, veterans,
and ethnic minorities).
3. Expand Contracting and Business Development for Underserved
Communities. Ensure that all programs supporting SBA’s socio-economic
and service-disabled veteran-owned small business contracting goals are
efficiently and effectively run. Conduct training and outreach to expand
contracting and business development opportunities for underserved
communities.
4. Support Regional Cluster Development. Use all traditional SBA programs,
including loans, entrepreneurial training, and technical assistance to support
the increased competiveness of geographic clusters of small businesses in
underserved communities. Support these clusters through dedicated
programs such as the Regional Innovation Clusters program.
Performance Indicators
• Capital Access. Number of Small Businesses Assisted for 7(a), 504, SBIC,
and Microloans; loan approval dollars in Underserved Markets for 7(a), 504,
and Microloans.
• Counseling and Training.
o Percentage of clients from underserved demographics or geographically-
based constituencies that are served by all resource providers
o Veterans: Number of Veterans assisted and customer satisfaction (%)
SBA Strategic Plan – Fiscal Years 2011 - 2016 12
• Contracting and Business Development.
o Maximize contracting dollars and increase share going to the socio-
economic and service-disabled veteran subgroups with small business
contracting goals (SDB (including 8(a)), WOSB, SDVOSB, HUBZone)
o Number of small businesses assisted through the 7(j) program and
outcome-based approach to management and technical assistance.
SBA Strategic Plan – Fiscal Years 2011 - 2016 13
Strategic Goal 2: Building an SBA that meets needs of today’s and tomorrow’s small
businesses
Strategic Objective 2.1: Strengthen SBA’s core programs and operations to ensure
that they are high performing, effective, and relevant to the needs of the small business
community.
Strategies
1. Improve the Customer Experience through Online Tools and Resources,
and Ongoing Simplification of SBA’s Processes
Continue to improve sba.gov to ensure a more user-centric, streamlined
experience for SBA’s customers. Provide a small business gateway that
enables small businesses to connect with needed resources and answers in a
way that continues to save them time. Implement the Administration’s Open
Government principles of transparency, collaboration and participation across
the agency. Release high-value data sets that are relevant to small
businesses. Invest in online and mobile resources to support our mobile and
remote workforce. Continue to identify ways to simplify SBA’s processes and
procedures and re-engineer them as appropriate.
2. Implement Customer Relationship Management Technologies to Yield
Usable Customer Information. Deploy tools to create and utilize a single
source of customer data to provide consistent service delivery across the
country.
3. Provide Robust Performance and Financial Management Information.
Provide financial and performance information that is useful, relevant, timely
and accurate and which assists the SBA in maximizing program performance
and accountability. Align budget with performance and link it to the agency’s
goals, regularly produce financial and performance reports, conduct program
reviews, and maintain a rigorous internal control process to support improved
performance of the agency’s operations and programs.
4. Assess and review small business size standards to ensure that SBA and
other Federal programs remain relevant to small businesses.
Performance Indicators
In addition to performance indicators outlined in Section I, SBA will also focus on:
• Customer Satisfaction Ratings of SBA’s Online Applications and
Resources.
• Robust Performance and Financial Management. Independent auditor’s
opinion on SBA’s financial statements. Transparent reporting on agency’s
high priority goals.
• Open Government. Meet proposed milestones in SBA’s Open Government
plan.
• Hours saved by users of sba.gov
SBA Strategic Plan – Fiscal Years 2011 - 2016 14
Strategic Objective 2.2: Invest in SBA’s employees so they can more effectively serve
small businesses.
Strategies
1. Recruit and Retain Exceptional Talent – Aggressively pursue and retain
individuals with the requisite skills and abilities to execute SBA’s mission.
Support an environment where employees are engaged. Provide
professional development to contribute to the overall success of SBA.
Integrate SBA’s payroll and budgeting information systems. Decrease SBA’s
average time-to-hire. Use hiring flexibilities to provide hiring officials with
available options for selecting highly qualified candidates.
2. Support and Invest in Employees
• Employee Training – Increase SBA’s capacity to perform and anticipate
organizational and constituent needs by providing employees with
business, technical and analytical training.
• Workforce/Performance Management – Conduct an analysis of mission-
critical jobs and gaps in SBA’s staffing of these positions. Develop and
implement a plan to close identified gaps. Prepare an SBA succession
plan to retain and transfer institutional expertise and knowledge. Link
employees’ annual performance plans to organizational goals and
ensure that they are results-oriented and adhere to OPM standards.
• Provide Enabling Technology – Deploy technologies to enable
employees to quickly and efficiently perform daily duties as well as when
mobilized for disaster service.
• Engaging Employees – From the employee viewpoint survey, identify
opportunities to improve employee engagement and utilization.
Performance Indicators
• Recruit and Retain Exceptional Talent. An SBA average “Time-to-Hire”
that is five days faster than the Federal Government-wide standard.
Retention rates for new hires. Survey hiring managers for quality of
candidates.
• Support and Invest in Employees. Annual employee/customer satisfaction
surveys.
Strategic Objective 2.3: Mitigate risk to taxpayers and improve oversight across SBA
programs.
Strategies
Leverage new technologies to proactively oversee and manage SBA’s credit
programs and credit risk management system. This more robust, real-time risk
management program will include additional, new processes for risk mitigation.
These program improvements will be implemented within the planning period.
1. Reduce Credit Risk. Improve lender risk/loan program risk management
system and practices by implementing a more robust rating system for lender
risk oversight, improving transparency into portfolio/program performance,
SBA Strategic Plan – Fiscal Years 2011 - 2016 15
implementing “best practices” for lender oversight, and enforcing rules and
holding lenders accountable.
2. Reduce Government Contracting Risk. Ensure that benefits of SBA’s
contracting and business development programs flow to the intended
recipients.
• Ensure efficient and effective certification and recertification processes.
• Maintain surveillance and monitoring of compliance.
• Enforce rules and hold non-compliant firms accountable.
3. Reduce Entrepreneurial Development Program Risk. Conduct financial
and programmatic assessments of SBDCs, WBCs and SCORE to ensure
programs are operating in compliance with the requirements and will use a
risk-based approach to manage the oversight activities and resolve findings
accordingly. We will augment oversight with an ongoing Baldrige-based
accreditation program to drive continuous improvement of SBDCs.
4. Reduce Investment Program Risk. Invest in technology to create tools to
collect financial data and monitor risk and performance, and increase the use
of private firms for valuation of select funds.
5. Reduce Disaster Program Risk. Improve the disaster loan program risk
management system and practices.
Performance Indicators
• Credit Risk.
o Onsite/Offsite monitoring and reviews of lenders.
o Conduct regular programmatic reviews of the 7(a), 504, and Microloan
programs.
• Contracting Risk.
o Timely and effective processing of HUBZone and 8(a) applications.
o Number of HUBZone site visits and percentage of 8(a) reviews completed.
• Entrepreneurial Development Risk. Conduct regular programmatic and
financial reviews of all resource partners and evaluate risk ratings for lead
SBDCs.
• Investment Program Risk. Wind down the Participating Securities program
while minimizing loss and maximizing the recovery of leverage for the
taxpayer.
• Disaster Program Risk. Conduct regular programmatic reviews.
SBA Strategic Plan – Fiscal Years 2011 - 2016 16
Strategic Goal 3: Serving as the voice for small business
Strategic Objective 3.1: Collaborate with other agencies to strengthen the delivery of
programs, resources and services.
Strategies
1. Focus on Select Collaborations. Build significant partnerships with other
agencies when there are strong opportunities to benefit small businesses,
support Administration priorities, or to further other SBA Strategic Objectives
and Goals.
2. Serve as Collaborative Partner on Initiatives that Support Small
Businesses. Lead the SBIR program, working with all eleven agencies to
identify and replicate best practices across agencies. Continue partnerships
with agencies when the initiatives can help streamline or facilitate small
business expansion and growth.
3. Continually Evaluate SBA’s Collaborations. Assess the benefits of
collaborations, weighing benefits to small businesses against additional
resources required to support efforts.
Performance Indicators
In addition to performance indicators provided under Strategic Goal #1, SBA will
use performance indicators contained in specific collaborative agreements.
Strategic Objective 3.2: Foster a small business-friendly environment by encouraging
Federal Agency awareness about the impact of unfair regulatory enforcement and
compliance efforts, reducing burdens on small business, and improving small business
research.
Strategies
1. Reduce Regulatory Burdens:
Assess and mitigate regulatory burdens on small business.
Provide Regulatory Flexibility Act compliance training to regulatory staff and
policymakers in federal regulatory agencies. Evaluate Federal agencies’
efforts to reduce regulatory burdens as required by the Regulatory Flexibility
Act. Advance the concept of regulatory flexibility at the state government
level.
2. Oversee Regulatory Enforcement:
Raise awareness of regulatory assistance available and allow small
businesses to register comments about unfair regulatory enforcement.
Evaluate Federal agencies and report to Congress on the promptness and
adequacy of agency responses to inquiries from small businesses received
by the National Ombudsman about Federal regulatory burdens or other
substantiated concerns. Support Regional Regulatory Fairness Board
members.
3. Strengthen Awareness. Deploy sba.gov enhancements that strengthen the
awareness of SBA’s Office of Advocacy and Office of Ombudsman as critical
resources for small businesses.
SBA Strategic Plan – Fiscal Years 2011 - 2016 17
Performance Indicators
• Regulatory cost savings achieved. The long-term goal from Fiscal Year
2011 through Fiscal Year 2014 is to achieve $22 billion in regulatory cost
savings. (Office of Advocacy)
• Number of research products published annually. (Office of Advocacy)
• Small Business Comments/Federal Agency Responses. Processing times
to send comments to Agencies and to send responses to small businesses.
(Office of Ombudsman)
Strategic Objective 3.3: Promote the availability, analysis, and dissemination of the
most current, accurate, and detailed statistics possible on small business.
Strategies
1. Advocate for improved data collection on small business activity.
Pursue new avenues for improved and expanded data products on small
business by working with other government agencies and external sources.
2. Carry out and publish data research and analysis. Through both internal
analysis and contract research, publish regular, useful, high-quality data and
indicators on small businesses and the role that they play in the economy.
3. Raise awareness of data and findings. Publicize the availability of data
and findings to federal agencies, Congress, small business organizations,
research organizations, the media, and other stakeholders.
Performance Indicators
• Availability of small business data research and indicators on sba.gov and/or
data.gov
SBA Strategic Plan – Fiscal Years 2011 - 2016 18
Appendices
Performance Planning
Performance planning at the SBA begins with the strategic plan that states the Agency’s
mission and the strategic goals that the Agency works toward accomplishing. The plan
provides the framework around which the Agency requests funding from the Congress. The
strategic plan is implemented via annual performance budgets submitted to the Congress that
include goals defining specific levels of performance (targets). At the close of each fiscal year
an annual performance report is published that compares the actual levels of performance
achieved against the targets and provides explanations and action plans for all variances.
Annual performance budgets and reports may be viewed at
http://www.sba.gov/aboutsba/budgetsplans/index.html.
High Priority Performance Goals
The SBA has identified four performance goals that reflect high priorities of SBA
leadership and the Administration, and are critical to success in the strategic focus
areas. These goals are supported by the FY 2011 budget request and reflect the
breadth and depth of SBA’s commitment both to taxpayers and to the small business
community. By actively pursuing these goals, the SBA will strengthen its national
contributions to entrepreneurship, innovation, and competitiveness.
Map to Strategic
Goal
Plan
Expand access to capital by increasing the number of Strategic Objective
active SBA lending partners for the 7(a) loan program to 1.1
3,000 by September 30, 2011, a 15 percent increase over
the FY 2008 and FY 2009 average.
Increase small business participation in federal Strategic Objective
government contracting to meet the statutory goals and 1.2
reduce participation by ineligible firms.
Process 85 percent of home disaster loan applications Strategic Objective
within 14 days and 85 percent of business disaster loan 1.4
applications within 18 days.
Improve the Small Business Innovation Research (SBIR) Strategic Objective
program. 1.5
SBA Strategic Plan – Fiscal Years 2011 - 2016 19
Performance Measures
This Strategic Plan associates performance measures with each Strategic Objective
and identifies a few long-term quantified performance goals. Those Performance
Measures and the Strategic Objective with which they are associated are noted below.
Strategic
Long-Term Quantified Performance Measure
Objective
Loan Dollars Approved. The long-term goal from Fiscal Year 2011 to 1.1
Fiscal Year 2014 is to assist small businesses through $74 billion in
approved loans.
Small Business Contracting Share 1.2
• Meet the statutory goal for 23 percent of federal prime
contracting dollars going to small businesses.
• Meet the federal prime contracting goals for small
disadvantaged businesses – 8(a) program participants (5
percent), women-owned small businesses (5 percent), service-
disabled veteran owned small businesses (3 percent), and
HUBZone firms (3 percent).
Small Businesses Created. The long-term goal from Fiscal Year 1.3
2011 through Fiscal Year 2014 is to help create 37,000 small
businesses.
Loan Processing 1.4
• 85% of home loans processed within standard
• 85% of business loans processed within standard
Long-Term Capital Deployed. Double the amount of long-term 1.5
capital deployed annually through the SBIC platform and new
programs.
Regulatory cost savings achieved. The long-term goal from Fiscal 3.2
Year 2011 through Fiscal Year 2014 is to achieve $22 billion in
regulatory cost savings.
Communication and Accountability
The Agency’s strategic and annual performance goals are communicated internally and
externally via the Internet, public statements, and internal management meetings. Personal
Business Commitments hold each senior executive accountable for achieving the results
outlined in the Agency’s plans. Progress is monitored on a weekly, monthly, quarterly and
annual basis throughout the year.
SBA Strategic Plan – Fiscal Years 2011 - 2016 20
External Factors
A variety of factors beyond the SBA’s control can affect the attainment of the objectives
identified in this Strategic Plan. The following matrix identifies those external factors.
Objectives
Factor
Impacted
The flow of men and women who wish to start or grow a small business. 1.1., 1.3.,
1.5.
The SBA relies on other Federal agencies to meet targets and to maintain 1.2., 1.6.
appropriate data quality standards for reporting contract awards to small businesses.
The level of risk that the SBA can afford within its budget limits the development of 1.5., 2.3.
new guaranty products and/or delivery methods.
Economic factors including inflation, sector changes, growth rates, unemployment 1.1., 1.2.,
trends and the availability of capital can impact portfolio performance as well as 1.6.
demand for the SBA’s programs.
Availability of local matching funds for resource partners (e.g., state and local 1.3.
governments, colleges and universities, private sector)
Local disasters 1.1., 1.2.,
1.4
Changes resulting from Congressional mandates and Presidential directives 1.1., 1.2.,
1.4., 1.6.,
2.3
Availability of lender networks, lending partners, and private equity in underserved 1.6.
markets
Reaching out to underserved markets where access to credit is constrained may 1.6.
result in the Agency increasing its credit risk.
Legislative changes that limit the SBA’s ability to impose accountability requirements 2.3.
on lender and finance partners.
Since the SBA has a fixed annual budget, significant variances in the number and 1.4.
scope of disasters can lead to additional funding requirements via supplemental
appropriations, which are not assured. SBA’s annual disaster loan budget assumes
an average disaster season.
There may be instances where the catastrophic disaster damage is so extensive that 1.4.
long-term financial recovery provided by the SBA is not the immediate concern of the
disaster victims. The primary concern may instead be emergency food and shelter.
The SBA may be prepared to make and distribute loans, but the disaster victims may
not be ready to make long-term recovery decisions. This can also impact the SBA’s
ability to meet its goals.
SBA Strategic Plan – Fiscal Years 2011 - 2016 21
Objectives
Factor
Impacted
The SBA relies on many partners across the spectrum of government to deliver timely 1.4.
financial assistance to disaster applicants. Those partners can face many
challenges, including providing access to records and services during disaster. This
lack of access can have a dramatic effect on the SBA’s ability to provide timely
assistance.
Security concerns, immigration issues, health care mandates and many other issues 1.2., 3.2.
drive regulators to promulgate laws and regulations that increase the cost of doing
business for the small business owner.
The cooperation received from other agencies to provide compliance links for 2.1, 3.1.
SBA.gov.
There are continued attempts to push the SBA to address issues beyond the 3.2.
authority of the Small Business Act and applicable laws and regulations. If enacted,
some of these changes would have the Agency essentially duplicate the activities of
other Federal organizations.
The Agency is to be a responsible steward within its programs. The SBA also has the 3.1., 3.2.
obligation to avoid the unnecessary duplication of programs and responsibilities with
other Agencies.
As Congress passes laws amending the Small Business Act or other laws to require 1.2., 3.1.,
the Agency to undertake broader responsibilities, the policy focus of the SBA is 3.2.
diluted to incorporate those issues.
Large-scale natural disasters can force the Agency to re-focus, shifting a percentage 1.1., 1.3.,
of the SBA’s personnel to the SBA Office of Disaster Assistance. This will have an 1.4., 1.5.,
effect on the other SBA programs. 2.1.
No legal authority exists to force change. Many of the major public policy issues are 1.2., 3.1.,
outside the ability of the SBA to take direct action. 3.2.
The objectives of other Federal entities occasionally conflict with those of the SBA. 1.2., 3.1.,
There are legitimate differences of opinion among agencies over contracting 3.2.
priorities, policy decisions and research development programs. Within the
interagency review process, all agencies are required – on occasion – to compromise
to benefit the Nation as a whole.
The cost of capital may rise which will impact the ability of entrepreneurs to obtain 1.1., 1.5.
financing.
SBA Strategic Plan – Fiscal Years 2011 - 2016 22
Program Evaluation(s)
The SBA uses a variety of methods and tools to evaluate its programs including independent
evaluations, and Office of Inspector General and General Accountability Office reports and
evaluations.
• Independent evaluations are conducted on behalf of the SBA for the purpose of
evaluating program effectiveness.
• The SBA’s Office of Inspector General, an independent oversight office within the SBA,
conducts audits, investigations, and reviews relating to the Agency’s programs and
support operations.
• The General Accountability Office, an independent organization established by the
Congress, conducts program evaluations and analysis and makes recommendations to
improve practices and operations of the programs that it reviews.
Evaluations scheduled during the period covered by this strategic plan include:
• Analysis of Section 7(a) Guaranteed Loan Program
• OIG and GAO Reports and Evaluations (Scope and timing to be determined by OIG and
GAO)
• Office of Entrepreneurial Development’s Impact Study (Independent Longitudinal
Evaluation)
Consultation and Outreach
In order to solicit, gather, analyze, apply and respond to input from interested parties regarding
the draft Strategic Plan, SBA performed outreach to SBA employees, twenty-one stakeholder
groups, Congress, and Office of Management and Budget. Administrator Mills prepared and
distributed a video message to solicit employee input. SBA supervisors were asked to present
the draft plan to employees. SBA posted the draft plan on sba.gov and published a notice in
the Federal Register to solicit input from the general public.
A log was created to capture all comments received, and was used to track action taken
regarding those comments. SBA did not receive any contrary opinions to what was presented
in the draft plan. However, several suggested revisions were offered. All relevant comments
were presented to and discussed with senior SBA leaders and the draft plan was amended
accordingly. This document reflects the decisions made with regard to those comments.
SBA Strategic Plan – Fiscal Years 2011 - 2016 23
Office of the Administrator Office of Advocacy
Organization Chart (Includes Administrator, Deputy Administrator,
Chief of Staff, Chief Operating Officer)
Office of the Inspector General
Office of Office of Investments Office of Office of Gov’t Office of Field Office of Disaster
Capital Access and Innovation Entrepreneurial Contracting & Business Operations Assistance
(Proposed) Development Development
• Office of Financial • Office of Regional
Assistance • Small Business • Office of Small Business • Office of Business Administrators Office of Disaster
• Office of Surety Bond Innovation Research Development Centers Development • District Offices Planning
Guarantees Program • Office of Women’s • Office of Gov’t
• Office of International • Small Business Business Ownership Contracting
Trade Investment Companies • Office of • HUBZone Program
• Office of Credit Risk • Microloans Entrepreneurship • Office of Small Business
Management Education Utilization
Office of Office of Performance Office of Chief Office of Congressional &
Management & Management & Chief Information Officer General Counsel Legislative Affairs
Administration Financial Officer
• Office of Chief
• Office of Human Capital • Office of Performance Technology Officer
Management Management Office of National Office of
• Office of Grants • Office of Internal Ombudsman & Equal Employment
Management Controls Regulatory Opportunity & Civil
• Executive Secretariat Enforcement Fairness Rights Compliance
Office of Office of
Communication & Policy & Strategic
Public Liaison Planning
Office of Native Office of Veterans
American Affairs Business Development
Office of Faith Based & Office of
Community Initiatives Hearings & Appeals
SBA Strategic Plan – Fiscal Years 2011 - 2016 24
Organization Map
The SBA’s headquarters building is located in Washington, D.C., while its business products and services are delivered with
the help of 10 regional offices, 68 district offices, their corresponding branch offices, and a vast network of resource partners in
all 50 states, the District of Columbia, Puerto Rico, American Samoa, the U.S. Virgin Islands, and Guam.
SBA Strategic Plan – Fiscal Years 2011 - 2016 25
SI 3 – Detail of OIG Audit follow-up Activity
Table I
Final Action on Audit Recommendations with Disallowed / Questioned Costs
October 1, 2010 – September 30, 2011
Number of Disallowed Costs
Recommendations (Rounded to Thousands)
A. Recommendations with management decisions on which
final action had not been taken at the beginning of the 2 $2,780
period.
B. Recommendations on which management decisions were
11 6,423
made during the period.
C. Total recommendations pending final action during period.
13 $9,203
D. Recommendations on which final action was taken during
the period.
1. Recoveries:
(a) Collections and Offsets 1 3
(b) Property
(c) Other
2. Write-Offs 1 269
3. Total 2 $272
E. Recommendations needing final action at the end of the
period. 11 $8,931
Detail of Final Action Activity
Disallowed / Questioned Costs
Repor t # 10-12, Assessment Of The Community Express Pilot Loan Program
Summary: The audit objective was to determine whether the program is properly structured to ensure success and to
minimize the risk of fraud, waste and abuse. The audit recommended the Agency annotate the loan files for the 30
current loans where technical assistance was not provided for a possible repair of $268,190 should the loans default.
Final Action: $0.00 collected / $268,190.00 written off
Repor t # ROM 10-19, Material Deficiencies Identified In Early-Defaulted And Early-Problem Recovery Act
Loans
Summary: The objectives of the audit were to determine whether early-defaulted or early-problem 7(a) Recovery Acts
were originated and closed in accordance with SBA’s rules, regulations and commercially prudent lending standards
and, if not, whether noncompliance with SBA requirements or commercially prudent lending standards led to the loan
problem, default or unnecessary losses. The audit recommended the Agency obtain the certification for the loan missing
an immigration certification or recover $3,248 from the lender.
Final Action: $3,248.00 collected / $0.00 written off
Agency Financial Report ▪ FY 2011 1
Table II
Final Action on Audit Recommendations with Funds Put To Better Use
October 1, 2010 – September 30, 2011
Funds to be Put to Better
Number of
Use
Recommendations
(Rounded to Thousands)
A. Recommendations with management decisions on which
final action had not been taken at the beginning of the 3 $54,242
period.
B. Recommendations on which management decisions were
made during the period. 3 853,000
C. Total recommendations pending final action during period.
6 $107,242
D. Recommendations on which final action was taken during
the period.
1. Value of recommendations implemented (completed).
2 853,000
2. Value of recommendations that management concluded
should not or could not be implemented or completed.
3. Total 2 853,000
E. Recommendations needing final action at the end of the
period. 4 $54,242
Agency Financial Report ▪ FY 2011 2
Detail of Final Action Activity
Funds Put To Better Use
Repor t # 10-12, Assessment Of The Community Express Pilot Loan Program
Summary: The audit objective was to determine whether the program is properly structured to ensure success and to
minimize the risk of fraud, waste and abuse. The audit recommended the Agency not extend the program in its current
form, beyond the current pilot, which would result in $53 million in 7(a) subsidy costs that could be put to better use
Including $31.2 million in subsidy costs. The program was not retained.
Final Action: $53,000,000.00 implemented / $0.00 not implemented
Table III
Final Action on Audit Recommendations Not Completed Within 1 Year
October 1, 2010 – September 30, 2011
Report # 0-14, 7(a) Service Fee Collections
Program: OCFO
Date Issued: 03/30/2000
Management Decision Date: 08/22/2000
Explanation: The recommendation is to establish receivable accounts for 7(a) loan service fees. This final action
cannot be completed until September 2012. The collection of service fees is included in the SF 1502 project.
Report # 3-08, SBA's Oversight of the Fiscal Transfer Agent For The 7(a) Loan Program
Program: CA
Date Issued: 01/30/2003
Management Decision Date: 10/15/2003
Explanation: The recommendation is to the Office of Capital Access to develop SBA procedures and regulations
governing the proper operation of the Master Reserve Fund. An SOP has been delayed several times while in
internal clearance. The office will evaluate whether it can be published by 12/31/2011.
Report # 3-26, Microloan Program: Moving Toward Performance Management
Program: Microloan
Date Issued: 05/13/2003
Management Decision Date: 08/28/2003
Explanation: The recommendation is to the Office of Financial Assistance to ensure program goals are set and
require outcome-oriented data. An SOP was submitted for clearance in FY-2010. Numerous comments and
suggested edits were received. These, coupled with upgrades to the Microloan Program Electronic Reporting
System, have delayed its completion. A new document was submitted to the OGC for final review on 9/29/2011.
This recommendation is expected to be final by 12/31/2011.
Report # 4-34, SBA's Process for Complying With the FMFIA Reporting Requirements
Program: OCFO
Date Issued: 07/29/2004
Management Decision Date: 09/09/2004
Explanation: The two recommendations remaining open are to the Office of the Chief Financial Officer (OCFO) to
revise, clear and issue the draft SOP 00 02 3 and clearly define material weakness as it relates to SBA and at the
different levels of management within the Agency. The current SOP is being rewritten. The OCFO will work with
the OIG and OGC during the SOP update process and to obtain clearance. These final actions are expected to be
completed by 06/30/2012.
Agency Financial Report ▪ FY 2011 3
Report # 6-10, SBA's FY 2005 Financial Statements Management Letter
Program: OCFO
Date Issued: 01/18/2006
Management Decision Date: 03/06/2006
Explanation: There is one open recommendation to the Office of the Chief Financial Officer to update the
accounting SOP to include SBA’s policies and procedures for processing detailed accounting transactions. The SOP
is currently in electronic table format. There have been discussions about how to merge this table with other
electronic tables to create a searchable and printable version of specific transactions and data field effects. This
audit recommendation is expected to have a final action by 09/30/2012.
Report # 6-25, SBA's Implementation of The Improper Payments Information Act (IPIA)
Program: OCFO
Date Issued: 06/21/2006
Management Decision Date: 07/19/2006
Explanation: The recommendation is to the Office of the Chief Financial Officer (OCFO) to develop Procedure
Notices or SOPs as internal guidance when changes to IPIA requirements are issued by OMB. Improper Payments
is a section in the Internal Control SOP. The OCFO will update this with new Improper Payments Elimination and
Recovery Act (IPERA) guidance. This final action is expected to be completed by 06/30/2012.
Report # 6-34, Policies and Procedures For The SBAExpress And CommunityExpress Loan Programs
Program: OCA
Date Issued: 09/29/2006
Management Decision Date: 09/30/2009
Explanation: There are two open recommendations to the Office of Capital Access (OCA). 1) Promulgate
regulations to govern the SBAExpress Program to ensure the Agency has sufficient legal authority. Program
guidance that had previously been part of a program guide is now codified in the appropriate places throughout an
updated SOP. This SOP is a primary resource that Agency lending partners rely on to operationalize SBA loan
programs. This recommendation is expected to have final action by 06/30/2012. 2) Promulgate regulations to
exempt the SBAExpress Program from existing regulations that conflict with the SBAExpress Program Guide.
Inconsistencies were addressed in the SOP update. OCA is discussing whether the regulation language needs
adjustment. This recommendation is expected to have final action by 06/30/2012.
Report # 7-03, SBA's FY-2006 Financial Statements
Program: M&A
Date Issued: 11/15/2006
Management Decision Date: 01/04/2007
Explanation: The recommendation is to the Chief Operating Officer, in conjunction with appropriate program
officials, to ensure that policies are implemented regarding segregation of duties for FRIS, JAAMS, DCMS and
LAS. SOP 90 46 2B, Appendix VI, Audit Log Management Procedure, was published to address this issue. Audit
final action paperwork is being prepared. This recommendation will have a final action by 12/31/2011.
Report # 8-12, Oversight of SBA Supervised Lenders
Program: CA
Date Issued: 05/09/2008
Management Decision Date: 06/26/2008
Explanation: One recommendation remains open to the Office of Capital Access (OCA) to establish risk
mitigation goals applicable to each loan program and the entire lending portfolio. OCA is conducting an analysis of
lender review findings to identify measureable risk areas and to propose program-level risk mitigation metrics.
These are likely to reflect program losses, borrower eligibility and lender program compliance metrics. This final
action is expected to be completed by 12/31/2011.
Agency Financial Report ▪ FY 2011 4
Report # 8-13, Planning For The Loan Management And Accounting System Modernization And
Development Effort
Program: CA
Date Issued: 05/14/2008
Management Decision Date: 08/11/2008
Explanation: There is one remaining open recommendation to the Office of Financial Assistance to make cost-
effective remediation of mainframe vulnerabilities a priority and ensure that migration of LAS occurs before the
current mainframe contract expires in 2012. The LMAS investment was revised in response to OMB memorandum
M 10 26. SBA presented a revised approach that involves an incremental migration of user interfaces to existing
SBA web applications and the port to a new version of COBOL. The current mainframe contract will expire in
December 2011, but additional support has been budgeted until December 2012 when this will be complete. This
final action is expected to be completed by 12/11/2011.
Report # 9-03, SBA's FY 2008 Financial Statements
Program: COO
Date Issued: 11/14/2008
Management Decision Date: 10/01/2009
Explanation: This recommendation is to the Chief Operating Officer, in conjunction with program offices, to
document and implement segregation of duty policies and procedures for the Loan Accounting System. SOP 90 46
2B, Appendix VI, Audit Log Management Procedure, was published to address this issue. Audit final action
paperwork is being prepared. This recommendation will have a final action by 12/31/2011.
Report # 9-05, SBA’s FY 2008 Financial Statements - Management Letter
Program: OFA
Date Issued: 12/17/2008
Management Decision Date: 02/18/2009
Explanation: The two open recommendations are to the Office of Financial Assistance to reinforce the importance
of the collateral analysis in an updated SOP and ensure the revised Disaster Loan SOP identifies procedures related
to the disposition of collateral. These issues will be addressed with the update of SOP 50 52. The SOP is under
review and nearing completion. These recommendations are expected to have final actions by 11/30/2011.
Report # 9-15, Participants In The 8(a) Program By Firms Owned By Alaska Native Corporations (ANCs)
Program: GC/BD
Date Issued: 07/10/2009
Management Decision Date: 08/04/2009
Explanation: The recommendation is to Government Contracting & Business Development to determine whether
8(a) firms owned by ANCs and tribes should continue to be exempt from the cap on total sole source awards. The
program office will evaluate the extent to which ANCs are bringing work into the 8(a) program that might not
otherwise be available to program participants. The program office is developing a methodology in order to conduct
this review. This recommendation is expected to be final by 09/30/2012.
Report # 9-16, SBA's FY 2008 Improper Payment Rate For The 7(a) Guaranty Loan Program
Program: OCA
Date Issued: 07/10/2009
Management Decision Date: 08/27/2009
Explanation: There are two open recommendations to the Office of Capital Access. 1) Seek recovery of $2.3
million from lenders on the loans listed in the audit report. All but one loan have been resolved . The remaining
loan is being reviewed by the OGC to determine whether recovery is warranted. This recommendation is expected
to be final by 03/31/2012. 2) Fully implement the corrective action plan to reduce improper payments. A pilot
program on the resolution of disputed cases worked as formulated just ended. OCA will review and analyze the
results and implement any necessary process improvements. This technique will be documented in the main Quality
Program Manual. This recommendation is expected to be final by 11/01/2011.
Agency Financial Report ▪ FY 2011 5
Report # 9-17, Review of Allegations Concerning How the LMAS Modernization Project Is Being Managed
Program: OCIO
Date Issued: 07/30/2009
Management Decision Date: 09/03/2009
Explanation: The recommendation is to the Office of Capital Access to fully implement the corrective action plan
to reduce improper payments in the 7(a) Guaranty Loan Programs. An updated SOP was approved by the SBA
Administrator in September 2011, publication of this SOP and the audit final action are expected by 10/31/11.
Report # 9-18, SBA's Management of the Backlog Of Post-Purchase Reviews At The National Guaranty
Purchase Center
Program: OFPO
Date Issued: 08/25/2009
Management Decision Date: 09/11/2009
Explanation: The recommendation is to the Office of Financial Program Operations to include detailed scopes of
work, measurable performance metrics, deliverables and adequate acceptance criteria in service contracts. All loans,
except one, have been addressed through OGC determination to not collect or have been recovered. This
recommendation is expected to have final action by 03/31/2012.
Report # 10-01, Monitoring Of Insurance Coverage For Disaster Loan Recipients
Program: OFPO
Date Issued: 10/20/2009
Management Decision Date: 11/06/2009
Explanation: The three recommendations are to the Office of Financial Program Operations. Determine the
actions needed to achieve compliance with statutory flood insurance monitoring requirements and the cost
implications of achieving compliance on existing and future loans. And, revise the SOP to clarify what action(s)
servicing center personnel should take when borrowers refuse to obtain required hazard insurance. The program
office is reviewing the feasibility of instituting the flood insurance monitoring, review and force placement on loans.
This in turn will lead to the development of standards for implementation into SOP 50 52. These recommendations
are expected to have final action by 05/30/2012.
Report # 10-06, SBA's FY 2009 Financial Statements - Management Letter
Program: OHCM
Date Issued: 12/15/2009
Management Decision Date: 01/21/2010
Explanation: The recommendation is to the Chief Human Capital Officer to revise SOP 00 08 to reflect the current
organizational structure including title changes, functional statements, organizational charts and
responsibility/authorities. A revised SOP has been drafted and is in internal clearance. This recommendation is
expected to have final action by 12/31/2011.
Report # 10-08, SBA's Efforts To Improve The Quality Of Acquisition Data In The Federal Procurement
Data System
Program: DFC/Acquisitions
Date Issued: 02/26/2010
Management Decision Date: 03/29/2010
Explanation: The two recommendations are to the Denver Finance Center / Acquisitions Division to either update
the Data Quality Plan or revise the Information Notice to include explicit steps that will ensure data is reviewed for
accuracy and completeness. Furthermore, conduct an independent review to ensure the Data Quality Plan or
Information Notice requirements have been fully implemented. The Data Quality Plan was updated in the spring of
2011. A contract was awarded for additional support to concentrate on the following priorities: 1) OIG action items
requiring data cleanup; 2) FY 2011 validation for annual data quality certification; 3) prior years data cleanup; and,
4) correcting remaining GC/BD data anomalies. The office has also completed 6 months of a 3-way reconciliation
between FPDS, PRISM and Oracle. When this is done, the Office of Internal Controls will conduct an independent
review to validate that the Data Quality Plan has been implemented. These recommendations are expected to have
final action by 08/31/2012.
Agency Financial Report ▪ FY 2011 6
Report # 10-10, Audit Of Premier Certified Lenders In The Section 504 Loan Program
Program: OCA
Date Issued: 03/23/2010
Management Decision Date: 05/20/2010
Explanation: The recommendation is to the Office of Capitol Access to evaluate the need to establish monetary or
other guidelines on the level of excess funds that CDCs should retain in reserve for future operations and/or invest in
other local economic development activities. A draft governance regulation has completed the clearance process
and the comments are being incorporated. The OGC will provide a final review of the draft governance before the
Administrator approves it and sends it to OMB. This recommendation is expected to have final action by
12/31/2011.
Report # ROM 10-04, Review Of Controls Over Job Creation And Retention Statistics Reported By SBA
Under The ARRA of 2009
Program: OCA
Date Issued: 12/04/2009
Management Decision Date: 02/17/2010
Explanation: The recommendation is to the Office of Capitol Access to implement controls to check the
reasonableness of data, including user prompts, range checks, and the prevention of negative figures, in E-Tran to
ensure the accuracy of lender-reported job creation and retention statistics. The negative figures have been
eliminated and a ceiling has been established to deal with outliers. Range checks based on loan amounts will be
implemented in the system by early November. This recommendation is expected to have final action by
11/15/2011.
Report # ROM 10-14, Memorandum On The Accuracy Of Recovery Act Contract Award Obligations
Reported To The Federal Procurement Database System - Next Generation And
Recovery.gov
Program: OBO
Date Issued: 04/15/2010
Management Decision Date: 05/14/2010
Explanation: The three recommendation are to the Office of Business Operations to 1) reconcile Recovery Act
contract awards reported to FPDS-NG and Recovery.gov all non-competitive contract awards previously not
reported; 2) review FPDS-NG and designate the appropriate contract type for the five Recovery Act contracts
identified and report to Recovery.gov any Recovery Act contracts that were not awarded on a firm-fixed basis; and
3) correct the competition characteristic recorded in FPDS-NG for an identified contract to show that it was a
"competitive delivery order." The Data Quality Plan was updated and a contract was awarded for additional support
for data quality corrections. These resources will concentrate on data cleanup, data quality certification and
correcting remaining data anomalies. The Agency recently completed a reconciliation between FPDS, PRISM and
Oracle, and is automating this quality assurance process. These recommendations are expected to have final actions
by 01/31/2012.
Agency Financial Report ▪ FY 2011 7
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