Small Business Administration {Sba}

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U.S. Small Business AdministrationStrategic Plan

Fiscal Years 2008 - 2013


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For more information on SBA programs visit: http://www.sba.gov/ (En Espaol:http://www.sba.gov/espanol/) or contact the SBA Answer Desk (Centro deInformacin de la Agencia Federal para el Desarrollo de Los Pequeos Negocios):1-800-U-ASK-SBA (1-800-827-5722)Send e-mails to: [email protected] Desk TTY: (704) 344-6640
http://www.sba.gov/http://www.sba.gov/espanol/mailto:[email protected]:[email protected]://www.sba.gov/espanol/http://www.sba.gov/


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U.S. Small Business Administration2008 2013 Strategic Plan

Table of Contents

Message from the Administrator ....................................................... 1

Overview ........................................................................................... 3

Mission ............................................................................................3

Vision ..............................................................................................3

Core Values......................................................................................3

SBA Background ................................................................................ 4

Strategic Goa ls and Objectives .......................................................... 6

Strategic Goal 1 Expand Americas ownership society, particularly inunderserved markets.........................................................................7

1.1. Improve access to SBA programs and services by small businessesto drive business formation, job growth, and economic activity.............81.2. Support entrepreneurship in markets with higher poverty andunemployment, and in our military community.................................111.3. Ensure stewardship and accountability over taxpayer dollars

through prudent financial portfolio management and oversight. ..........14

Strategic Goal 2 - Provide timely financial assistance to homeowners,renters, nonprofit organizations and businesses affected by disaster.......17

2.1. Respond quickly, efficiently, and effectively to disaster applicants 18

Strategic Goal 3 Improve the economic environment for small business.....................................................................................................20

3.1. Protect, strengthen and effectively represent the Nation's smallbusinesses to minimize the regulatory burden. .................................213.2. Foster a more small-business-friendly environment ...................23

Strategic Goal 4 Ensure management and organizational excellence to

increase responsiveness to customers, streamline processes, and improvecompliance and controls ...................................................................25

4.1. Deploy a skilled workforce capable of executing high qualityprograms. ...................................................................................264.2. Provide a safe and secure information system environment tosupport business decisions and Agency operations............................284.3. Provide financial and performance management services to supportefficient and effective program delivery. ..........................................29

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Message from the Administrator

September 28, 2007

I am pleased to present the U.S. Small Business Administrations (SBA)FY 2008 2013 Strategic Plan. This plan describes the direction that theAgency will take as it moves ahead to expand opportunities for our nationssmall businesses and to assist victims of Federally-declared disasters.

The SBAs recent history reflects challenge and opportunity. The 2005 Gulfhurricanes challenged the agencys disaster lending operation like neverbefore, but they provided the impetus for the implementation of major

program improvements that will benefit all future disaster victims seekingSBA assistance. The SBAs outstanding loan portfolio has grown more thanfifty percent over the past five years. That program growth representsexpanded opportunities for small business entrepreneurs but also reflects achallenge for the SBA to maintain its operations and oversight responsibilitiesduring such a dynamic time. The SBAs workforce has also undergone amajor transformation in recent years as many functions have beencentralized and many roles and responsibilities have been realigned. This toohas been both a challenge for the agency, but also an opportunity tomodernize processes and ensure our workforce is well equipped for the job.This strategic plan reflects the agencys efforts to meet these fundamentalchallenges head on and to capitalize on the opportunities they represent.

The SBA, and the goals, objectives and strategies outlined in this plan areguided by four core values. We are:

1. Outcomes Driven. We will clearly define the outcomes we are targetingand ensure that our programs, processes and policies are aligned inachieving them.

2. Customer Focused. We serve people and will be responsive to theirneeds, both in the services we provide and in how we deliver them.

3. Employee Enabled. Our people extend the hand of service toAmericans every day, and we must ensure they have the tools, thetraining, and the support to be effective.

4. Accountable, Efficient and Transparent. We have a bedrock obligationto the taxpayer to manage efficiently, invest capital prudently, and beopen and honest about our results.

The four strategic goals outlined for this FY 2008 2013 period are notsignificantly different from those of recent SBA planning cycles. The SBAs

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core objectives of effectively supporting the Nations entrepreneurs andproviding assistance to victims of disaster remain unchanged. However, themeans for achieving our goals reflect the lessons learned throughexperiences in serving our customers across the nation and from listening to,and working with, our employees at all organizational levels. During theperiod covered by this plan, the SBAs four strategic goals are to:

1. Expand Americas ownership society, particularly in underservedmarkets.

2. Provide timely financial assistance to homeowners, renters, nonprofitorganizations and businesses affected by disaster.

3. Improve the economic environment for small business.

4. Ensure management and organizational excellence to increaseresponsiveness to customers, streamline processes, and improvecompliance and controls.

As this plan reflects, we continue to focus on the impact of our programs andour effectiveness in managing our operations. Across the SBA, we aredriving improvements in customer service and simplifying our programs tomake them more accessible to small businesses and our many resourcepartners. Our focus on underserved markets will ensure that entrepreneursin distressed areas have access to SBA services. We will also continue ourwork to reduce the regulatory burden experienced by those who seek tocreate and grow small businesses in the U.S. We will serve disaster victimswith an improved reserve of trained and prepared staff and resources, and aset of new procedures described in our recently completed Disaster RecoveryPlan. The availability of that plan, and the execution of the processesdescribed in it, ensure that we are better prepared than ever before fordisasters even larger than the 2005 Gulf Coast hurricanes.

The challenges before us are significant. But I have great confidence in ourpeople and their commitment and service. In the year that has passed sinceI was appointed SBA Administrator, I have spoken with hundreds of ouremployees, small business owners and counselors, trade associations, andlenders and investors. These discussions, our plans and our results to datetell me that we are on the right track. Through our employees and theimprovements we are making within the agency, I have confidence that ourplans are achievable, and that the small businesses, disaster victims, andpeople of our nation are well served by the SBA.

Sincerely,

Steven C. PrestonAdministrator

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U.S.SMALL BUSINESS ADMINISTRATION:STRATEGIC PLAN FY2008-2013

Overview

Mission

Mission

The mission of the Small Business Administration (SBA) is tomaintain and strengthen the Nations economy by enabling

the establishment and vitality of small businesses and byassisting in the economic recovery of communities afterdisasters.________________________________________________

Vision

Vis ion

The U.S. Small Business Administration supports andenables an environment of opportunity for entrepreneursand their small businesses.

Core Valu es

Core Values Outcomes Driven. We will clearly define the outcomes weare targeting and ensure that our programs, processes andpolicies are aligned in achieving them.

Customer Focused. We serve people and will beresponsive to their needs, both in the services we provideand in how we deliver them.

Employee Enabled. Our people extend the hand of serviceto Americans every day, and we must ensure they have thetools, the training, and the support to be effective.

Accountable, Efficient and Transparent. We have abedrock obligation to the taxpayer to manage efficiently,invest capital prudently, and be open and honest about ourresults.

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SBA Background

Americas small businesses play a vital role in creating opportunities for

individuals, employees, and economic growth. Research completedcomparing firm size data from the U.S. Census Bureau also has indicatedthat in times of economic downturns, small businesses play a leading role ineconomic recovery. Americas small businesses some 25.8 million strong are a major sector of the Nations economy. They account for half of thecountrys gross domestic product, create 60 to 80 percent of the net newjobs, and produce 13 to 14 times more patents per employee than do largefirms. It is the role of the SBA to help foster an environment whereentrepreneurship can flourish.

In the Small Business Act of July 30, 1953 (the Act), Congress created the

SBA, whose function is to aid, counsel, assist and protect, insofar as ispossible, the interests of small business concerns. The Act also stipulatesthat the SBA will ensure small businesses a fair proportion of governmentcontracts and sales of surplus property.

The SBA is continuing its longstanding efforts to bridge the competitiveopportunity gaps that small entrepreneurs face. The SBA is especiallyfocused on serving the many areas of the country that have significantlyhigher unemployment and lower income levels than the Nations averages.The SBA also provides assistance in market areas that are traditionallyunderserved.

The SBA plays a vital role in helping businesses and families recover fromdisasters. Through its disaster assistance program, the SBA providesaffordable, timely and accessible financial assistance to homeowners,renters, large and small businesses, and non-profit organizations. The SBAseeks to maximize the timely restoration of property to these individualswhile continuing to improve its service delivery.

Those wishing to go into business, small businesses and disaster victims arethe customers of the SBA.

The Agency works with its lenders, SCORE, Small Business DevelopmentCenters (SBDCs), Womens Business Centers (WBCs), and partner networksin service to its customers. Distribution of SBA products and services tocustomers is primarily accomplished through resource partners.

The SBA tracks its progress in achieving strategic and production goals andholds leaders of all program and support offices accountable for delivering

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the desired results by integrating program performance with resourceallocation.

The goals and objectives on which this Strategic Plan is based are deriveddirectly from specific statutory mandates and from elements of thePresidents Small Business Agenda. SBA operations are guided by theprinciples and criteria contained in the Presidents Management Agenda topromote more efficient and effective government programs.

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Strategic Goals and Objectives

The SBAs four strategic goals will be achieved through an assertive agendato expand opportunities and improve the environment for small business. By

working to reduce the costs of regulation, serving disaster victims, spendingtax dollars wisely and expanding business opportunities at home and abroad,small businesses, and the employees that depend on them, will flourish.

Strategic Goal Objectives1 Expand Americas ownership

society, particularly inunderserved markets.

1. Improve access to SBA programsand services by small businessesto drive business formation, jobgrowth, and economic activity.

2. Support entrepreneurship inmarkets with higher poverty andunemployment, and in ourmilitary community.

3. Ensure stewardship andaccountability over taxpayerdollars through prudent financialportfolio management andoversight.

2 Provide timely financialassistance to homeowners,renters, nonprofit organizationsand businesses affected bydisaster.

1. Respond quickly, efficiently andeffectively to disaster applicants.

3 Improve the economicenvironment for small business.

1. Protect, strengthen andeffectively represent the Nation'ssmall businesses to minimize theregulatory burden.

2. Foster a more small-business-friendly environment.

4 Ensure management andorganizational excellence toincrease responsiveness tocustomers, streamlineprocesses, and improve

compliance and controls.

1. Deploy a skilled workforcecapable of executing high-qualityprograms.

2. Provide a safe and secureinformation system environment

to support business decisions andAgency operations.3. Provide financial and

performance managementservices to support efficient andeffective program delivery.

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Strategic Goal 1 Expand Americas ownership society,particularly in underserved markets.

Strategic Goal 1

Expand Americas

ownership society,

particularly inunderserved markets.

Strategic Objectives

1. Improve access to SBAprograms and services bysmall businesses to drivebusiness formation, jobgrowth, and economicactivity.

2. Support entrepreneurship inmarkets with higher povertyand unemployment, and inour military community.

3. Ensure stewardship and

accountability over taxpayerdollars through prudentfinancial portfoliomanagement and oversight.

Small businesses represent an essential mechanism by which individualsenter the economic and social mainstream of American society. The needs ofa small business change as the entity goes through the various stages of itslifecycle, from a possibility to a vibrant, successful business. The SBA

supports these needs through financial, management, and Federalcontracting assistance1.

Financial Assistance Having access to capital resources is vital to the successof small businesses. The SBA offers financial assistance through loanguaranty and investment programs. Except for the disaster loan program,the SBA does not make direct loans to businesses but guarantees loans madeby its partners (lenders, certified development companies, and micro lendinginstitutions). The guaranty allows business owners to obtain funds that theywould not otherwise be able to obtain. The SBA also provides financialassistance by providing surety guarantees for construction bonds.

Management Assistance The SBA provides business management assistanceacross the full range of the small business life cycle including developing abusiness plan essential to starting a small business; advice and counsel onmanaging and growing a business; assistance in identifying appropriate

1Additional information on these programs is available at http://www.sba.gov/index.html or by

calling 1-800-U-ASK-SBA (1-800-827-5722).

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sources of capital; and finally, on continuity of operations and exit strategieswhen transferring, selling or liquidating a business.

Contracting Assistance The SBA creates the size standards to define smallbusinesses and creates regulations to promote Federal procurement practicesfor small businesses. The Agency assists small businesses in obtainingFederal contracts by explaining the government procurement process andhelping small businesses identify subcontracting and procurementopportunities. The SBA also assists other Federal agencies in achieving theirsmall business contracting goals.

The means and strategies used to achieve the ownership society goal and itsassociated objectives are described below.1.1. Increase access to SBA programs and services by all small businesses to drive business formation,

job growth, and economic activity

Means & Strategies1.1. Improveaccess to SBA

programs andservices by small

businesses to drivebusiness

formation, jobgrowth, andeconomic activity.

The SBA offers a variety of loan guaranty products for

various uses, maximums, and maturities including: The 7(a) loan program, the Agencys most flexible

program, which finances a variety of generalbusiness purposes.

The 504 loan program which provides long-term,fixed-rate financing to small businesses to acquirereal estate, machinery or equipment for expansionor modernization.

The Microloan program which provides short-termloans of up to $35,000.

In addition, the SBA assists small businesses in acquiringventure capital, and surety bonds. The latter allow smallbusiness contractors to compete for and win projectcontracts. The SBA uses a variety of delivery methods andlending partners, including Certified DevelopmentCompanies, Small Business Investment Companies, andthe Surety industry to make these products available forsmall businesses.

As important as the acquisition of capital, many smallbusinesses need business management assistance to guide

them in strengthening their business performance andsustainability. For this reason, the SBA operates the SmallBusiness Training Network (SBTN), a virtual campusproviding quality, targeted online training and self-assessment tools to meet the information needs ofprospective and existing small business owners.

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Additionally, assistance is provided in one-on-oneconfidential settings, classrooms or in 24/7 online venuesthroughout the SBAs nation-wide system of:

Full service SBA district offices in every state.

U.S. Export Assistance Centers located in major

metropolitan areas throughout the United States.

SCORE chapters in over 800 locations.

SBDCs in all 50 states and U.S. territories, with morethan 950 locations across the country.

A national network of community-based Women'sBusiness Centers to primarily assist socially andeconomically disadvantaged women start and runsuccessful businesses.

The SBA assists small businesses in obtaining Federal

contracts by creating the regulations on small businessprocurement, explaining the government procurementprocess and helping small businesses identify subcontractingand procurement opportunities. The SBA also assists otherFederal agencies in achieving their small businesscontracting compliance mandates.

In the area of financial assistance, the Agency will aid smallbusinesses needing capital to start, sustain, or expand theirbusiness by offering products not often available in themarket as well as making it easier to do business with theSBA through operational excellence and enhanced customerservice.

To support this objective, the Agency requires productsneeded by small businesses that can be delivered by theSBAs partners efficiently and effectively. The Agency isconcentrating on product evaluation and development,improved product delivery through strategic marketing ofSBA products and enhancements to the delegated lenderprograms.

The SBA will evaluate the Agencys delegated lender

programs to determine what changes should be made tomaximize these relationships, and ensure clarity andaccountability to meet SBA expectations for lenderperformance. For example, SBA plans to better link alenders performance on its SBA loan portfolio, the quality ofits guaranty purchase packages, and a lenders usage ofSBA loan programs particularly as it relates to lending inunderserved areas.

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The Agency is also improving lender communicationsthrough establishing a lender roundtable to obtain feedbackfrom lenders on products, services and other activities,issuing updated, simplified Standard Operating Proceduresthat reflect current operations and requirements in a formatfocused on lender delivery of SBA products, and developinga communications vehicle directed specifically to lendersand finance partners.

In the area of operations, the SBA has embarked upon acomprehensive business process re-engineering effort for alloperating centers that utilizes Six Sigma/Lean principles.(Six Sigma is a set of practices intended to systematicallyimprove processes by eliminating defects. A defect isdefined as nonconformity of a product or service to itsspecifications. Lean, or lean manufacturing, is a process

management philosophy known for its focus on reduction ofprocess wastes in order to improve overall customer value.)The focus of the re-engineering is on streamlining operatingprocedures by concentrating on value-added activities thatimprove productivity including faster response times, qualityand customer service.

The Agency offers specialized programs for women,minorities, Native Americans, veterans, international tradeand rural development. The SBAs Center for Faith-Basedand Community Initiatives seeks to give faith-based and

other community organizations the knowledge base theyneed to help people in their communities start or expandtheir own small businesses. It also supplies information ongrants and access to training, but does not make the actualfunding decisions.

The SBA is expanding its online presence to meet theevolving demands of its customer base by improving andbroadening its Web-based delivery capabilities and byinvesting in and supporting the expansion of the Web-baseddelivery capabilities of its resource partners. Most SBAcounseling and training activities are now available online.

The SBA will continue to utilize new technologies to providethe best possible knowledge solutions to its small businesscustomers.

The Agency continues to address the issue, raised by theSBA Inspector General, of miscoding large businesses assmall businesses in the Federal contracting process.

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Addressing this remains a top priority along with otherinitiatives to improve the ability of small businesses toobtain government contracts.

Linkage to Annual Performance Plans Success will bemeasured by using the following indicators:

Loans Funded Number of businesses assisted Number of businesses created Efficiency measures including improved processing in

operating centers Jobs created/retained Annual value of federal contracts awarded to small

businesses Amount of capital infusion Graduation rates from SBA finance programs SBIC Licenses issued Surety bond volume Export sales supported by loans.

________________________________________________ 1.2. Support entrepreneurship in markets with higher poverty and unemployment,and in our military community

1.2. Supportentrepreneurship

in markets withhigher poverty and

unemployment,

and in our militarycommunity

Means & Strategies The SBA seeks to significantlyincrease successful small business ownership and growth inunderserved markets and in the military community. TheSBA will do this by focusing its efforts to increase thenumber of small businesses in underserved markets and the

military community that receive SBA assistance. The SBAdefines underserved markets as communities with highunemployment and high levels of poverty.

The SBA will include underserved market targets in ourprograms wherever appropriate:

The Agency will focus on goal achievement whereshortfalls have existed in the past, particularly inFederal contracting by improving our contractingsupport services to small businesses and Federalagencies.

The SBA will better integrate our resource partners(SBDCs, SCORE and WBCs) and establish customer-focused strategic alliances with special emphasis onWeb-based delivery of technical assistance.

We will increase loan volume through a deeperpenetration of Americas underserved markets,

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developing targeted delivery vehicles and focusedoutreach efforts.

In addition, the SBA administers programs specificallydesigned to assist small disadvantaged businesses (SDBs)and businesses located in underserved markets:

The 8(a) Business Development program prepareseligible small disadvantaged firms to compete for, andwin, federal contracting set-asides and to receivesole-source contracts.

The Small Disadvantaged Business CertificationProgram lists small businesses that meet eligibilitycriteria on an on-line registry of certified firms thatcontracting officers and large business primecontractors use for identification of potentialsuppliers.

The HUBZone Program stimulates economicdevelopment and creates jobs in underserved urbanand rural communities by providing Federalcontracting preferences to eligible small businesses.

The SBA also targets underserved markets and the militarycommunity in its financial assistance programs. While allSBA loan and finance programs are available to all eligiblesmall businesses, the SBA is developing incentives for SBAslending and finance partners to meet the needs ofunderserved areas. The following initiatives are underway

to better reach underserved markets and the militarycommunity:

Patriot Express This loan program is targeted at ourmilitary community, including veterans, reservecomponents, active duty military that are in theTransition Assistance Program, and the currentspouses of these individuals. The program providesthe SBAs highest allowable guarantees and lowerinterest rates while allowing for streamlinedprocessing. If the program proves to be successful itwill be made permanent.

Community Express This program is a pilot loanprogram focused on better serving underservedcommunities. It also provides SBAs highestallowable guarantees while allowing for streamlinedprocessing. The program encourages lenders tomake credit available in those markets with limitedaccess to financing. As a result, the programsupports small businesses in these areas, economic

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revitalization of urban and rural areas, and creation ofemployment opportunities.

In addition to these loan programs, the SBA has a multi-faceted approach to meet the needs of underserved marketsthat includes enhanced/focused marketing and new deliveryvehicles.

Rural Markets The SBA is focusing loan productsand programs to meet the needs of rural markets.An enhanced approach to marketing and other effortswill be undertaken.

Inner City/Urban Markets Like the rural market,inner city/urban markets have unique needs. TheSBA is focusing loan products and programs to meetthe needs of this market.

Community Banks Community banks are major

providers of credit to rural and inner city markets.Within existing loan products and programs, acommunity bank portal will be established to providethese banks with the support and service needed toallow these banks to better lend to underservedmarkets.

Certified Development Companies (CDCs) - CDCs arenonprofit corporations set up to contribute to theeconomic development of its community by workingwith the SBA and private-sector lenders to provide504 financing to small businesses. The SBA will

continue to streamline and automate the 504 loanprocess.

In addition to the lending programs, the Agency is alsofocusing on increasing the reach of Small BusinessInvestment Companies into underserved areas and markets.Research and analysis are underway to identify the best wayto achieve this objective by leveraging the existingdebenture program as well as identifying other alternatives.SBA held a symposium in FY2007 focusing on how to includemore underserved areas and markets in the SBIC program.

Some suggestions received included supporting scholar andfellow programs and additional research to betterunderstand the financing needs for investments inunderserved areas.

The SBA will encourage collaboration and establishpartnerships between the Agencys resource partners andgrassroots faith-based and secular community organizations

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(FBCOs). This collaborative approach includes engagingFBCOs at the local level to:

Promote and raise awareness about SBA services andprograms;

Recruit and refer clients to SBA programs; and

Reach-out to entrepreneurs and small businessowners in underserved markets.


Jobs created/retained Annual value of Federal contracts Efficiency measures for processing, servicing and

purchase centers Number of businesses created

Increase in 8(a) graduate companies Amount of capital infusion Loan Approvals in identified underserved areas.

________________________________________________

1.3. Ensure stewardship and accountability over taxpayer dollars throughprudent financial portfolio management and prudent oversight.

1.3. Ensure

stewardship and

accountability overtaxpayer dollarsthrough prudent

financial portfolio

management andprudent oversight.

1.3. Ensurestewardship andaccountability over

taxpayer dollarsthrough prudentfinancial portfoliomanagement and

oversight.

Means & Strategies As the largest gap lender for smallbusinesses, the SBA necessarily accepts more risk than aconventional lender. While the Agency must determine the

level of risk it will tolerate, it must do so within the contextof its mission and its programs structures. To do sorequires an effective lender and portfolio oversight programto mitigate the increased risk of financial loss to the SBAand the taxpayer.

The SBAs approach to portfolio monitoring and lenderoversight is typical of best practices among major lendersas attested to in Government Accountability Office reports.Likewise, the SBAs exercise of due diligence in monitoringgrant recipient programs and financial compliance with

Federal regulations, and OMB circulars, has proven highlyeffective as represented by high scores on OMBs ProgramAssessment Rating Tool (PART).

The SBAs loan portfolio totaling $83 billion as of May, 2007represents a major stewardship responsibility. To ensurethe SBA manages this responsibility, the Agency utilizes theLoan and Lender Monitoring System (L/LMS), a state-of-the-art portfolio monitoring system that incorporates credit

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scoring metrics for portfolio management purposes. Thissystem is recognized as a promising practice in federalcredit management.

Additionally, the SBA uses risk ratings as a major evaluationfactor in assessing SBA lenders. Risk ratings are theprimary basis by which less active lenders are evaluated,while at the same time providing a supplementaryassessment and a monitoring tool for the most active SBAlenders. Lenders have access to their risk ratings andperformance metrics through the Lender Portal, allowingthem to take the initiative to address data quality andperformance issues in order to improve their risk ratings.

The SBA will continue to enhance its oversight processes forportfolio and lender management. As part of this effort,guidance on lender oversight, supervision and enforcement

will be issued by the Agency. Such guidance will includeregulations as well as internal procedural documents. Theobjective is to implement a transparent and consistentapproach to oversight, supervision and enforcement that isclearly understood by lenders.

As L/LMS continues to be leveraged for oversight andportfolio management purposes, more involved dataanalysis for performance trends will be conducted. Theresults of these analyses will be used for more effectivemanagement of the SBAs loan portfolios as well as to assist

in identifying irregularities that may be an indication ofinappropriate or fraudulent lending activities.

The SBAs Office of Government Contracting and BusinessDevelopment will continue to play an important oversightrole in helping to ensure small businesses receive their fairshare of government contracts.

The SBA will support and publicly encourage other Federalagencies to improve the quality of data and otherinformation concerning their small business set-asidecontract awards. The accuracy of that data will remain an

essential component of SBAs Small Business ProcurementScorecard. Helping to achieve the accurate and transparentaccounting of such contracts is essential to maintaining theintegrity of the Federal Governments efforts to provide afair share of contracts to Americas small businesses.

In addition, the SBA manages technical assistance grantprograms in excess of $100 million dollars. The SBA will

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work to continuously improve and streamline the financialoversight and outcome measurements of its grant programs(SBDC, SCORE and WBC) to reach a level of due diligencethat does not excessively burden grant recipients, yetgenerates statistics and best practices that add value to thegrant recipients operation. Re-engineering of theseprocesses will continue as the SBA identifies both new andefficient mechanisms for risk management.


Guaranteed loan portfolio performance Disaster loan portfolio performance Lender risk rating improvements Percentage of guaranty packages submitted that

meet initial review requirements for completeness

and quality SBIC liquidation recoveries Erroneous payment rates Debt Collection Improvement Act compliance.

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2.1. Respond quickly, efficiently, and effectively to disaster applicants

2.1. Respondquickly,

efficiently andeffectively to

disaster

applicants.

Means & Strategies - The magnitude of the 2005 GulfCoast hurricanes highlighted the need for the SBA to ensurea quick and efficient response to any category of disaster.The Agency has a disaster recovery plan that details theoperational steps the SBA will take to ensure that internal

goals and external expectations will be achieved when theAgency is called to provide disaster assistance.

As described in the plan, the SBA approaches disasters witha strong sense of commitment and is prepared to coordinateinternally, as well as with the Federal EmergencyManagement Agency (FEMA), other government entities,and the private sector to leverage SBAs resources andrespond accordingly.

The SBA stands ready with the following capabilities:

Sufficient System Capacity The SBAs Disaster CreditManagement System (DCMS) supports 8,000concurrent users four times its capacity during peakusage during the 2005 Gulf Coast hurricanes.Beginning in summer 2008 applicants will also able toapply for an SBA disaster loan online, allowing morerapid processing of loan applications.

Expedited Referrals to Grant Providers Focusing onthe need to render more decisions in a timely andefficient manner, the SBA is using tools to enable it to

refer applicants to grant providers much morequickly, with less work for the applicant and asignificantly reduced processing burden for the SBA.

Business Intelligence and Management Tools TheSBAs use of performance metrics gives Agencymanagement the ability to establish clear timelinesfor initiatives, clarify performance goals, recognizeindividual accountability, and provide greater insightinto any operational challenges that the SBA mustaddress.

Bolstered Modeling Ability The Agency has enhancedits capability to project application volumes whendisasters strike. These new models provide a morerobust methodology for predicting application volumebased on assets at risk in the disaster-impacted areasand disaster characteristics.

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Leveraged SBAs Nationwide Infrastructure TheAgency has expanded the role of its District officesthrough a plan to utilize District employees in futudisasters in such activities as processing support,media outreach and coordinating local resources

through SBDCs, Chambers

re

of Commerce, and otherlocal professional, charitable, and other nonprofitcommunity organizations.

Lin measu

usinesses sustaining economic injury

gebursement

enters that have been able to repair orsix months after final

disbursement Customer satisfaction rate.

kages to Annual Performance Plans Success will bered by using the following indicators:Percentage of bthat are operational six months after finaldisbursement

Percentage of businesses sustaining physical damarestored within six months after final dis

Percentage of homeowners restoring their homeswithin six months of final disbursementPercentage of rreplace their property within

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Strategic Goal 3 Improve the economic environment forsmall business.

1. Protect, strengthen andeffectively represent theNation's small businesses tominimize the regulatoryburden.

2. Foster a more small-business-friendlyenvironment.

Improve the economicenvironment for smallbusiness.

Strategic Goal 3 Strategic Objectives

Small businesses represent an essential mechanism by which millions of

people enter the economic and social mainstream of American society. Smallbusinesses tend to be dynamic in their processes and in their response toopportunities in the marketplace, and they arrive faster at managementdecisions. They create new opportunities for employment, and play a crucialrole in experimentation and innovation, which leads to technological changeand productivity growth.

Despite their importance to the economy, small businesses are heavilyburdened by the costs of government regulation and excessive paperwork.SBAs Office of Advocacy research shows that firms with fewer than 20employees annually spend 45 percent more per employee than larger firmsdo to comply with federal regulations. The SBA works to reduce theregulatory burdens that Federal policies impose on small firms. Thesesavings allow many small businesses to remain open, and allow others toinvest in new jobs, equipment or other resources.

This strategic goal is intended to ensure that all enterprising Americans havethe maximum opportunity to succeed. The SBA helps to improve theeconomic environment for small businesses by:

Reducing excessive Federal regulatory burdens.

Protecting small business from excessive Federal regulatoryenforcement.

Providing automated tools and information on how to comply with lawsand regulations.

Promoting the interests of small business in the internationalmarketplace.

Playing a key role in ensuring full and open competition forgovernment contracts.

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The SBA fulfills these functions through the offices of Advocacy, the NationalOmbudsman, Government Contracting and Business Development, the Officeof International Trade within Capital Access, and the Business Gateway E-Government initiative.

The means and strategies used to achieve the improved economicenvironment goal and its associated objectives are described below.

3.1. Protect, strengthen and effectively represent the Nation's small businesses to minimize theregulatory burden.

Means & Strategies 3.1. Pro tect,strengthen and

effectively

represent theNation's smallbusinesses to

minimize theregulatory burden.

Advocacy The Office of Advocacy, while part of the SBA, isan independent voice for small business within the FederalGovernment. It represents the interests of all smallentities including small businesses, small organizationsand small governmental jurisdictions. The Office advances

the views, concerns, and interests of small business beforeCongress, the White House, Federal agencies, Federalcourts, and state policy makers. Economic research,policy analyses, and small business outreach help identifyissues of concern. Annually, the Office of Advocacy helpssmall businesses save billions in regulatory costs.

At the Federal level,Advocacy attorneys work within thegovernment, educating regulators about their obligation toconsider how small entities will be affected by Federalregulatory proposals. The Regulatory Flexibility Act (RFA)and Executive Order 13272 require Federal agencies to

determine the impact of their rules on small entities,consider alternatives that minimize small entity impacts,and make their analyses available for public comment.The Office of Advocacy gives small business owners andtheir representatives opportunities to make their voicesheard about rules that affect their interests. Highlights ofproposed rules that may affect small entities are posted athttp://www.sba.gov/advo/laws/law_regalerts.html .

Recognizing that state and local governments can be asource of burdensome regulations, the Office of Advocacy

works with policymakers to bring regulatory flexibility tothe states. Many states have enacted legislation or takenother steps to strengthen regulatory flexibility for smallbusinesses. Giving small employers a voice early in theprocess is key to reducing the small business impact ofstate regulations while increasing regulatory compliance

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and passing on cost savings. Regional Advocates in the 10SBA regions hear about small business concerns and to helplevel the playing field for small businesses across the nation.

National Ombudsman The Office of the NationalOmbudsman (ONO) was created pursuant to the SmallBusiness Regulatory Enforcement Fairness Act of 1996(SBREFA). In summary, SBREFA directs the Ombudsmanto:

Work with each Federal agency to ensure that smallbusinesses are provided with a means to comment onthe unfair or excessive enforcement and complianceactivities of the Federal agency.

Establish a means to receive comments from smallbusiness concerns regarding actions by Federalagencies or agency employees conducting compliance

or enforcement activities with respect to the smallbusiness concern.

Establish and maintain 10 Regional RegulatoryFairness Boards and coordinate activities and meet atleast once annually.

Produce an annual report to Congress rating eachFederal agencys responsiveness to small businessesand provide affected agencies an opportunity tocomment on draft reports.

The SBAs ONO deems it a priority to inform the Nations 25

million small businesses of their right to comment onFederal regulatory enforcement and compliance activities.The Regulatory Fairness Program is meeting this outreachchallenge through speeches, presentations, and mediainterviews throughout the country; through partnershipswith major trade associations, members of Congress andothers in the small business community; and through anumber of outreach avenues, such as Regulatory FairnessHearings and Roundtables.

Business Gateway Initiative The Business Gateway

Initiative involves several activities aimed at improving thedelivery of information and services to citizens and reducingregulatory paperwork burden on business. The initiativeprovides the Nations businesses with a single Internet-based portal - Business.gov - to access government servicesand business compliance information, forms, andgovernment contacts.

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Complying with laws and regulations costs Americanbusinesses billions of dollars each year. The SBA respondedto this economic impact on businesses by managing thecreation of Business.gov. The one-stop Web site reducesthe burden on the business community by eliminating theneed to search through multiple Web sites to locate andaccess government information, services, andlegal/regulatory requirements and forms. Additionally, theSBA is meeting the requirements of the Small BusinessPaperwork Relief Act by publishing a consolidated list ofcontacts on Business.gov from all Federal agencies as areference for small businesses when questions arise.

The Business Gateway Initiative will continue to enhanceBusiness.gov and pursue other burden reduction activities tohelp businesses find, understand, and comply with laws andregulations. By helping businesses find information faster

and easier, the SBA is protecting and strengthening thefoundation upon which small businesses operate.

Linkage to Annual Performance Plans Success will bemeasured by using the following indicators2:

Regulatory cost savings to small businesses The amount of regulatory comments addressed in 90

business days The number of hours businesses save finding

business compliance information.

_______________________________________________3.2. Foster a more small-business-friendly environment

3.2. Foster a moresmall-business-

friendlyenvironment.

Means & Strategies

Address Macro Issues The SBA will strengthen its ability toachieve outcomes by improving its direct policies andprocedures. In coordination with its partner Agencies andDepartments, the SBA will enact policies and proceduresthat support and advocate on behalf of Americas smallbusiness community.

The Agency can achieve the best results by concentrating itsefforts on the issues that lie specifically before it as directedby the Small Business Act.

2The Office of Advocacy reports annually on performance measures.

Because of the Office's statutory independence, its performance is nottracked through SBA systems. Copies of the Office of Advocacyperformance reports may be viewed at http://www.sba.gov/advo/laws/flex/.

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SBA policies and rulemakings fall in five broad areas:

Improving access to capital for small business;

Helping small businesses receive their fair share ofgovernment contracts and furthering their businessdevelopment;

Ensuring that businesses and homeowners canrecover from disasters that befall their community;

Assisting with entrepreneurial training and technicalassistance with special emphasis on underservedmarkets; and

Working with other Federal agencies to better servesmall businesses.

Affect Public Policy The SBA Administrator combines tworoles, that of a senior Administration official as well as the

head of the Agency. As a senior Presidential appointee, theAdministrator has the ability to affect the national dialogueand debate over issues that affect small business yet areoutside the SBAs direct responsibility or authority. The SBAwill help explain Administration priorities on issues such asincreasing access to affordable private health insurance,strengthening the Nations commitment to free trade,fueling economic growth through lowering taxes andworking to resolve issues concerning illegal immigration.

Through a leadership strategy consisting of communications(including opinion editorials and other written products),

holding public events and speeches and testimony beforeCongress, the Agency will help drive public policy on issuesimportant to the small business community.

Influence U.S. Foreign Commercial Policy The SBA, throughactive participation on the Interagency Trade PromotionCoordinating Committee (TPCC), the President's Export Council(PEC), Summit of the Americas Interagency Follow-up, AsiaPacific Economic Cooperation (APEC), and other interagencyworking groups, works to impact the Federal governmentsinternational commercial policy as it relates to small business.

In this capacity the SBA supports and contributes toAdministration policy priorities and Presidential initiatives whichinclude a small business component. Close workingrelationships with the Commerce and State Departments, andthe U.S. Trade Representative help to ensure that smallbusiness concerns are considered in bilateral and multilateraltrade negotiations and commercial dialog.

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Strategic Goal 4 Ensure management and organizationalexcellence to increase customer responsiveness, streamlineprocesses, and improve compliance and controls

Strategic ObjectivesStrategic Goal 4

Ensure management and

organizational excellence toincrease responsiveness tocustomers, streamlineprocesses, and improve

compliance and controls.

1. Deploy a skilled workforcecapable of executing highquality programs.

2. Provide a safe and secureinformation systemenvironment to supportbusiness decisions andAgency operations.

3. Provide financial andperformance managementservices to support efficientand effective program

delivery.

The SBA has made substantial progress in becoming more efficient. Byrestructuring key Agency operations and reengineering its largest loanprograms, SBA has increased the number of 7(a) and 504 loans funded byover 100 percent since FY 2001 while reducing its total budget by 31percent since 2001 (excluding the disaster program and Congressionalinitiatives). It is a success story of improving stewardship of taxpayerdollars while continuing to expand critical services. The SBA ensures thecontinuous improvement of its internal processes through the monitoring of

key effectiveness and efficiency measures. One measure of the Agencyscommitment to continuous improvement is its achievement of greenprogress ratings in seven of its eight Presidents Management Agenda (PMA)initiatives3. However, much work remains to be completed.

The SBA Office of Inspector General (OIG), and in some instances, theGovernment Accountability Office (GAO), identifies through audits, reviews,and investigations major management challenges that impede thesuccessful implementation and efficiency of SBAs operations, stewardshipand/or program delivery. While the SBA continues to make progress ineliminating these challenges, many of the actions require investments

3The Presidents Management Agenda (PMA) contains five government-wide goals to improve

federal management and deliver results Human Capital; Competitive Sourcing; FinancialPerformance; E-Government; and Improving Performance. In addition, to these, SBA has threeagency-specific goals Faith-based and Community Initiatives; Eliminating Improper Payments;and Improved Credit Management. OMB evaluates the status and progress on each initiativequarterly and applies a three-tier rating green, yellow, red. In addition to the progress ratingscited above, the SBA has two green, four yellow, and two red status ratings. All ratings are as ofJune 30, 2007.

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and/or substantial changes in operations and/or regulations that span morethan a single fiscal year.

The Agency will continue to improve the support provided to SBA programoffices by key support organizations including human resources, informationtechnology, and finance. In keeping with the broader Agency focus oncustomer service, the SBA support offices have developed measures ofservice and effectiveness associated with provision of services to internalSBA customers.

The specific means and strategies used to achieve the excellence goal andits associated objectives are described below.

4.1. Deploy a skilled workforce capable of executing high quality programs.

4.1. Deploy askilledworkforce

capable ofexecuting high-qualityprograms.

Means & Strategies Employees are essential to thesuccess of any service organization and SBAs people are itsmost critical resource. Employee surveys in FY 2004 and FY2006 indicated low morale at the SBA. Furthermore, 34percent of the SBAs workforce will be eligible to retire by2009. The SBA is addressing these critical issues throughimproved communication, training opportunities andrecruiting.

The SBAs continued implementation of its Human Capitalplan will raise employee morale and enable the Agency torecruit, sustain and effectively deploy a skilled workforce.Our goal is to recruit, train and retain employees that willprovide executive leadership and support functions to help

accomplish the programmatic goals.

The Human Capital Assessment and Accountability Framework(HCAAF) System will ensure SBAs human capital initiativessupport the Agencys mission, goals and objectives. TheFramework incorporates elements of Strategic Alignment;Leadership and Knowledge Management; Results-OrientedPerformance; Talent Management, along with Accountability.

This will help ensure that the Agency is capable of executinghigh quality programs and activities that meet the current andemerging needs of its customers.

The Agency will develop and implement a leadershipsuccession planning strategy to ensure that the right peopleare hired into the right positions at the right time. The maincomponents of this strategy are:

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Recruiting, retention and development of talented andskilled employees for mission critical positions

Implementation of the leadership competencyassessment for all managers and supervisors

Implementation of the Leadership Effectiveness

through Active Development (LEAD) management andsupervisory training program

Roll-out of the District Director's training program andthe orientation program for newly-hired DistrictDirectors

Development and implementation of a recruitment andorientation video.

The SBA will identify leadership competency gaps and developa comprehensive curriculum map based on the skill gapsidentified. The SBA will continue progress in aligning

management and staff's Personal Business Commitment Planswith the SBA's strategic goals by:

Implementing an on-line performance appraisalmanagement system

Revising a second Performance Appraisal AssessmentTool (PAAT)

Further implementing improvement activities formission critical occupations

Continued accountability procedures, including audits,to ensure effective implementation of Agency merit-based strategic Human Capital Management practices.

The Agency will implement non-leadership successionplanning by hiring at lower grades and implementing newrecruitment strategies such as category ratings; betterutilization of hiring flexibilities; and targeting recruiting formission critical occupations.

The SBA is taking steps to expand internal communicationprocesses to ensure employee awareness about such issuesas:

The operational changes as described in this plan.

The environmental factors affecting the Agency.

Agency leaderships ongoing efforts to guide theAgency in a manner consistent with

o The Presidents Management Agenda,o Sound public policy, and

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Progress and status ratings on PMA initiatives Hours saved in searching for relevant government

information, such as forms

Unscheduled IT system downtime IT security breaches.

_______________________________________________

4.3. Provide financial and performance management services to support efficient and effective programdelivery.

Means & Strategies Financial management processes andsystems will support SBA strategic management and financialaccountability by providing financial information that is useful,

relevant, timely, and accurate and which assists the SBA inmaximizing program performance and accountability.

4.3. Provide

financial and

performancemanagementservices to

support efficient

and effectiveprogramdelivery.

The SBA maintains a rigorous internal control process over itsfinancial systems and reporting environment and is one of thefew Federal agencies to include an independent auditcommittee as a key element in its control environment.

The SBA applies a cost allocation methodology whereby costsare assigned to all Agency activities that are in turn allocatedacross the Agencys programs. This process allows the SBA to

calculate and monitor efficiency measures for the products andservices it provides.

The SBAs planning and management efforts will result inclearly defined goals and effective strategies, and thecoordination of operational support systems. This willmaximize the Agencys mission performance. This effort will befacilitated by the development of a comprehensivemanagement system that will integrate financial, performance,and human resource information. This will link to the Agencysinternal management scorecard.


Independent auditors opinion on the SBAs financialstatements

Prompt implementation of Inspector General auditrecommendations

Progress and status ratings on PMA initiatives.

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Appendices

Performance Planning

PerformancePlanning

Performance planning at the SBA begins with the strategicplan that states the Agencys mission and the strategic goalsthat the Agency works toward accomplishing. The planprovides the framework around which the Agency requestsfunding from the Congress. The strategic plan isimplemented via annual performance budgets submitted tothe Congress that include goals defining specific levels ofperformance (targets). At the close of each fiscal year anannual performance report is published that compares theactual levels of performance achieved against the targetsand provides explanations and action plans for all variances.Annual performance budgets and reports may be viewed athttp://www.sba.gov/aboutsba/budgetsplans/index.html .

Communication and AccountabilityCommunication

andAccountability

Evaluations

The Agencys strategic and annual performance goals arecommunicated internally and externally via the Internet,public statements, and internal management meetings.Personal Business Commitments hold each senior executiveaccountable for achieving the results outlined in theAgencys plans. Progress is monitored on a regular basisthroughout the year.

Evaluations

The SBA uses a variety of methods and tools to evaluate itsprograms including independent evaluations, OMBs

Program Assessment Rating Tool (PART), and Office ofInspector General and General Accountability Office reportsand evaluations.

Independent evaluations are conducted on behalf ofthe SBA for the purpose of evaluating programeffectiveness.

OMBs PART evaluates four elements of a program:o Program Purpose and Designo Strategic Planningo Program Management, ando Program Results/Accountability.

The SBAs Office of Inspector General, anindependent oversight office within the SBA, conductsaudits, investigations, and reviews relating to theAgencys programs and support operations.

The General Accountability Office, an independentorganization established by the Congress, conductsprogram evaluations and analysis and makesrecommendations to improve practices andoperations of the programs that it reviews.

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Evaluations considered in the development of this strategicplan include:

The Debenture SBIC Program: A ComparativeAnalysis of Investment Patterns with Private VentureCapital Equity (Independent Evaluation)

Public Sector Duplication of SBA Loan and InvestmentPrograms (Independent Evaluation)

OED Impact Study (Independent LongitudinalEvaluation)

Section 504 Certified Development CompanyGuaranteed Loan Program (PART)

SCORE (PART) Small Business Development Centers (PART) Disaster Loan Program (PART) Section 7(a) Guaranteed Loan Program (PART) Women's Business Centers (PART) 8(a) Business Development Program (PART) Historically Underutilized Business Zone - HUBZone

(PART) Small Business Surety Bonds (PART) Small Business Investment Companies Debentures

(PART)

Evaluations scheduled during the period covered by thisstrategic plan include:

Analysis of Government Contracting Programs OMB PART Annually (Programs to be determined

in conjunction with OMB) OIG and GAO Reports and Evaluations (Scope and

timing to be determined by OIG and GAO) OED Impact Study (Independent Longitudinal

Evaluation

External Factors

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A variety of factors beyond the SBAs control can affect theattainment of the objectives identified in this Strategic Plan.The following matrix identifies those external factors.

External Factors

Factor ObjectivesImpacted

The flow of men and women who wishto start a small business

1.1.

The SBA relies on other Federalagencies to meet targets and tomaintain appropriate data qualitystandards for reporting contractawards to small businesses.

1.1., 1.2

The development of new guarantyproducts and/or delivery methods islimited by the level of risk the SBA

can afford within its budget.

1.1.

Economic factors including inflation,sector changes, growth rates,unemployment trends, and theavailability of capital can impactportfolio performance as well asdemand for the SBAs programs.

1.1., 1.2., 3.2.

Availability of local matching funds forresource partners (e.g., state andlocal governments, colleges anduniversities, private sector)

1.1., 1.2

Local disasters 1.1., 1.2.Changes resulting from Congressionalmandates

1.1., 1.2., 1.3.

Availability of lender networks inundeserved markets

1.2.

Reaching out to underserved marketswhere access to credit is constrainedmay result in the Agency increasingits credit risk.

1.2.

Legislative changes that limit theSBAs ability to impose accountabilityrequirements on lender and financepartners.

1.3.

Since the SBA has a fixed annualbudget, significant variances in thenumber and scope of disasters canlead to additional fundingrequirements via supplementalappropriations, which are not assured.SBAs annual disaster loan budget

2.1.

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assumes an average disaster season.There can be instances where thecatastrophic disaster damage is so

extensive that long-term financialrecovery provided by the SBA is notthe immediate concern of the disastervictims. The primary concern mayinstead be emergency food andshelter. The SBA may be prepared tomake and disburse loans, but thedisaster victims may not be ready tomake long-term recovery decisions.This can also impact the SBAs abilityto meet its goals.

2.1.

The SBA relies on many partners

across the spectrum of government todeliver timely financial assistance todisaster applicants. Those partnerscan face many challenges, includingproviding access to records andservices during disaster. This lack ofaccess can have a dramatic effect onthe SBAs ability to provide timelyassistance.

2.1.

Security concerns, immigration issues,health care mandates and many other

issues drive our regulators topromulgate laws and regulationswhich increase the cost of doingbusiness for the small business owner.

3.1.

The cooperation received from otheragencies to provide compliance linksfor Business.gov.

3.1.

There are continued attempts to pushthe SBA to address issues beyond theauthority of the Small Business Actand applicable laws and regulations.If enacted, some of these changeswould have the Agency essentiallyduplicate the activities of otherFederal organizations.

3.2.

The Agency is to be a responsiblesteward within its programs. The SBAalso has the obligation to avoid theunnecessary duplication of programsand responsibilities with other

3.2.

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Agencies.As Congress passes laws amendingthe Small Business Act or other laws

to require the Agency to undertakebroader responsibilities, the policyfocus of the SBA is diluted toincorporate those issues.

3.2.

Large-scale natural disasters can forcethe Agency to re-focus, shiftingpercentage of the SBAs personnel tothe SBA Office of Disaster Assistance.This will have an effect on the otherSBA programs.

1.1., 3.2.

No legal authority to force change.Many of the major public policy issues

are outside the ability of the SBA totake direct action.

3.2.

The objectives of other Federalentities occasionally conflict withthose of the SBA. There arelegitimate differences of opinionamong agencies over contractingpriorities, policy decisions andresearch development programs.Within the interagency reviewprocess, all agencies are required on

occasion - to compromise to benefitthe Nation as a whole.

3.2.

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United States Small Business Administration

Office of theAdministrator

Chief InformationOfficer

Office of the ChiefInformation Officer

DirectorOffice of Financial

Assistance

DirectorOffice of Investment

DirectorOffice of Surety

Guarantees

Office of Inspector General

DirectorOffice of International

Trade

Office of Advocacy

AssistantAdministrator

Office of EqualEmployment

Opportunity & CivilRights Compliance

Associate AdministratorOffice of

EntrepreneurialDevelopment

Associate AdministratorOffice of Management

& Administration

Chief HumanCapital Officer

Office of HumanCapital

Management

DirectorOffice of Business

Operations

General CounselOffice of the

General Counsel

Associate Administrator

Office of Capital Access

AssociateAdministrator

Office of DisasterAssistance

AssociateAdministratorOffice of Field

Operations

Associate AdministratorOffice of PerformanceManagement & Chief

Financial Officer

Deputy Chief FinancialOfficer

Office of the ChiefFinancial Officer

DirectorOffice of Performance

Management


Office ofCommunications &

Public Liaison

Assistant AdministratorOffice of Veterans

Business Development


Office ofCongressional &Legislative Affairs

Assistant

AdministratorOffice of Policy &Strategic Planning

Assistant AdministratorOffice of Hearings &

Appeals


Office of NativeAmerican Affairs

National Ombudsmanand Assistant

Administrator forRegulatory

Enforcement Fairness

Assistant AdministratorOffice of Faith BasedCommunity Initiatives

DirectorOffice of Business &Community Initiatives

DirectorOffice of Womens

Business Ownership

RegionalAdministrators

District Directors

DirectorOffice of Government

Contracting

DirectorOffice of HUBZone

DirectorOffice of Business

Development

DirectorOffice of Policy,

Planning & Liaison

Associate AdministratorOffice of Government

Contracting & BusinessDevelopment

June 2007

DirectorOffice of Small BusinessDevelopment Centers

DirectorOffice of Credit Risk

Management

DirectorOffice of Executive

Secretariat

Organization

Chart

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Documents

Small Business Administration {Sba}