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  "documentTitle": "Reshaping NYCHA support functions",
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      "text": "Under-funded capital: NYCHA faces a vicious cycle in which underfunded capital improvements drive higher unmet demands, cause increasing structural deficits and maintenance/repair needs (e.g., capital deficit / physical needs estimated at >$16B based on latest PNA)\nSub-optimal property management and maintenance model: vertically integrated model exacerbates efficiency issues and contributes to growing maintenance & repair backlog (e.g., current backlog at ~330k work orders; work orders can extend as long as 2 years)\nSub-optimal procurement and supply chain: highly fragmented procurement activites and bureaucratic purchasing processes drive higher costs and long lead times (e.g., NYCHA pays different unit prices for same items --$8-28 per gallon of white paint; in 2010, spent ~$5M to manage $5M of active inventory with a little over 2 turns)\nInefficient support functions: significant number of 'shadow' resources in central and borough offices (e.g. finance, HR, procurement); processes highly rigid/bureaucratic and inconsistent with best practices (e.g. budgeting)\nUnderleveraged IT systems: implemented powerful software packages, but do not leverage full potential and some critical functionality missing (e.g., suboptimal work order scheduling, actual labor time not captured, material usage not tracked by job)\nIneffective resource deployment: low workforce engagement; labor procedures (civil service /union) impede ability to deploy resources most effectively; downsizing constrained by 'bumping' implications",
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