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  "documentTitle": "Reshaping NYCHA support functions",
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  "authorName": "BCG",
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      "text": "Total of 163 FTEs involved in eligibility process across ATAD, CCC, and GSD (excluding FTEs in ATAD doing non-eligibility functions) – opportunity to save up to 70 FTEs or $7M annually.",
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      "text": "Redesign policies and procedures – From 2012 through March 2014, implement various policy changes, including annual waitlist purge; priority consolidation (N1/N2/N8 and W1/W2); simplified content requirements; enhanced credit check procedures; streamlined interview process; shorter applicant deadlines; and shift in responsibility for S8 eligibility to LHD. Goal is to achieve total reduction of 33 FTEs, or $3M in savings. 18 FTEs already realized.\nOnline Portal – From 2013 through 2015, in concert with anticipated online roll-out of Section 8 portal, develop and implement online waitlist process. Opportunity to achieve 40 incremental FTE savings, or $7M in savings",
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      "text": "Long lead times given to applicants to comply with the eligibility process (up to 12 mos.) and then to wait for a rental (up to 9 mos. wait) result in very high drop-out rate relative to benchmarks (43% certification to interview rate vs. 70% benchmark, 63% rent to certification rate vs. 90% benchmark)\nComplex priority scheme, which results in 16% of applicants being rejected because their priority status has changed by the time of the interview from original application\nComplex documentation requirements, which contribute to the high drop-off rate and lead to longer processing times\nInefficiencies in interviewing process and systems, resulting in 2-7 hour total interview times vs. 1.5-3 hour benchmark times",
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      "text": "ATAD (I/II)",
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      "evidence": "Each function has (I/II) diagnosis ('current pain') and (II/II) implementation ('proposed model').",
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