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Identified a trend in public housing toward adoption of private property management practices
BCG · 2012 · framework_2x2
Identified a trend in public housing toward adoption of private property management practices
 PMCOs and best-in-class PHAs place more accountability at the property level and have less shared accountability
BCG · 2012 · benchmark_peers
PMCOs and best-in-class PHAs place more accountability at the property level and have less shared accountability
 As compared to PMCOs and best-in-class PHAs, NYCHA service levels lagging along key dimensions
BCG · 2012 · peer_benchmark
As compared to PMCOs and best-in-class PHAs, NYCHA service levels lagging along key dimensions
330k — work order backlog
 Defined guiding principles for operating model design (II/II)
BCG · 2012 · other
Defined guiding principles for operating model design (II/II)
 Taken together, the BCG recommendations target a strategic shift to a new enterprise operating model...
BCG · 2012 · recommendation
Taken together, the BCG recommendations target a strategic shift to a new enterprise operating model...
 ...enabled by best-in-class support functions operating at lower cost and with greater effectiveness
BCG · 2012 · process_diagram
...enabled by best-in-class support functions operating at lower cost and with greater effectiveness
 Key changes recommended – by function (I / IV)
BCG · 2012 · comparison_table
Key changes recommended – by function (I / IV)
 NYCHA-BCG team identified specific initiatives to achieve recommended changes (I / II)
BCG · 2012 · initiative_list
NYCHA-BCG team identified specific initiatives to achieve recommended changes (I / II)
 NYCHA-BCG team identified specific initiatives to achieve recommended changes (II / II)
BCG · 2012 · initiative_list
NYCHA-BCG team identified specific initiatives to achieve recommended changes (II / II)
 $509M of FY10 operating and capital spend prioritized as in-scope for Phase II BCG solution design
BCG · 2012 · waterfall_chart
$509M of FY10 operating and capital spend prioritized as in-scope for Phase II BCG solution design
$509M — FY10 spend
 Recommendations estimated to achieve over $70M in run-rate cost savings and over $55M in new revenue
BCG · 2012 · impact_sizing
Recommendations estimated to achieve over $70M in run-rate cost savings and over $55M in new revenue
$70M — Run-rate cost savings and new revenue
 Financial impacts to be achieved over next 5 years
BCG · 2012 · financial_analysis
Financial impacts to be achieved over next 5 years
$71M — Run-rate savings and revenues
 Several levers to pull achieve personnel savings
BCG · 2012 · waterfall_chart
Several levers to pull achieve personnel savings
300-500 — FTE count
 Beyond savings, key improvements in customer and employee experiences
BCG · 2012 · key_takeaways
Beyond savings, key improvements in customer and employee experiences
 Necessary to build capabilities and IT systems to achieve full value of recommendations
BCG · 2012 · implementation_plan
Necessary to build capabilities and IT systems to achieve full value of recommendations
 Transformation includes investments to enhance IT systems and build key capabilities
BCG · 2012 · financial_analysis
Transformation includes investments to enhance IT systems and build key capabilities
$23-27M — Total Investment Cost
 Worked with teams to leave clear implementation path
BCG · 2012 · implementation_plan
Worked with teams to leave clear implementation path
 Originally over 100 opportunities on the table with many requiring cross-functional resources
BCG · 2012 · initiative_list
Originally over 100 opportunities on the table with many requiring cross-functional resources
 Critical step was to segment and prioritize opportunities given limited resources and targeted goals
BCG · 2012 · process_diagram
Critical step was to segment and prioritize opportunities given limited resources and targeted goals
110 — Number of opportunities
 Needed an organizational infrastructure to manage the transition; lynchpin is the EPMO
BCG · 2012 · org_design
Needed an organizational infrastructure to manage the transition; lynchpin is the EPMO
 The EPMO plays three main roles that drive change
BCG · 2012 · process_diagram
The EPMO plays three main roles that drive change
 Instituted tools and metrics to track progress
BCG · 2012 · kpi_dashboard
Instituted tools and metrics to track progress
 Enabled NYCHA project managers and EPMO team to ensure sustained success
BCG · 2012 · implementation_plan
Enabled NYCHA project managers and EPMO team to ensure sustained success
 Continued success requires that NYCHA addresses ongoing challenges and risks (I/III)
BCG · 2012 · risk_register
Continued success requires that NYCHA addresses ongoing challenges and risks (I/III)
 Continued success requires that NYCHA addresses ongoing challenges and risks (II/III)
BCG · 2012 · risk_register
Continued success requires that NYCHA addresses ongoing challenges and risks (II/III)
 Continued success requires that NYCHA addresses ongoing challenges and risks (III/III)
BCG · 2012 · risk_register
Continued success requires that NYCHA addresses ongoing challenges and risks (III/III)
 Key structures and tools put in place to help address risks and challenges
BCG · 2012 · risk_register
Key structures and tools put in place to help address risks and challenges
 BCG team has worked with NYCHA to make key progress on initiatives during project (I/III)
BCG · 2012 · initiative_list
BCG team has worked with NYCHA to make key progress on initiatives during project (I/III)
 BCG team has worked with NYCHA to make key progress on initiatives during project (II/III)
BCG · 2012 · initiative_list
BCG team has worked with NYCHA to make key progress on initiatives during project (II/III)
40% — cycle time reduction
 BCG team has worked with NYCHA to make key progress on initiatives during project (III/III)
BCG · 2012 · key_takeaways
BCG team has worked with NYCHA to make key progress on initiatives during project (III/III)
 BCG team has worked with NYCHA on additional accomplishments that support NYCHA's success
BCG · 2012 · case_study
BCG team has worked with NYCHA on additional accomplishments that support NYCHA's success
 Dispersed accountability and sub-optimal inventory management structure
BCG · 2012 · diagnosis
Dispersed accountability and sub-optimal inventory management structure
2 — Inventory turnover
 Business change driver with customer service orientation and transparent, fact-based investment decision-making process
BCG · 2012 · recommendation
Business change driver with customer service orientation and transparent, fact-based investment decision-making process
$2-3M — Cost savings
 Manually focused, fragmented organization with top-down budgeting
BCG · 2012 · diagnosis
Manually focused, fragmented organization with top-down budgeting
 Example: Pain points in Board decision-making process show opportunities for streamlining / improving
BCG · 2012 · pain_points
Example: Pain points in Board decision-making process show opportunities for streamlining / improving
 Strong governance is typically characterized by a clear separation between board and management
BCG · 2012 · framework_other
Strong governance is typically characterized by a clear separation between board and management
 Some elements of NYCHA's current governance structure pose potential conflicts with this framework
BCG · 2012 · diagnosis
Some elements of NYCHA's current governance structure pose potential conflicts with this framework
 NYCHA's current governance structure is unique when compared to other PHAs ...
BCG · 2012 · peer_benchmark
NYCHA's current governance structure is unique when compared to other PHAs ...
 ... And shows little consistency with best practices we observe in corporate governance models
BCG · 2012 · peer_benchmark
... And shows little consistency with best practices we observe in corporate governance models
 Recommend a set of 'must-do' governance changes
BCG · 2012 · initiative_list
Recommend a set of 'must-do' governance changes
 Recommended process for board meeting preparation and lead-up
BCG · 2012 · process_diagram
Recommended process for board meeting preparation and lead-up
 Proposed resolution submission includes only 3 levels (instead of 4)
BCG · 2012 · process_diagram
Proposed resolution submission includes only 3 levels (instead of 4)
 Proposed high-level roles and responsibilities for NYCHA Board members to increase clarity
BCG · 2012 · org_design
Proposed high-level roles and responsibilities for NYCHA Board members to increase clarity
 Plan to use quarterly operational read-outs
BCG · 2012 · implementation_plan
Plan to use quarterly operational read-outs
 Executive summary: organizational pulse check conducted
BCG · 2012 · executive_summary
Executive summary: organizational pulse check conducted
 Strong response across the organization, and results compared to Public Sector benchmarks
BCG · 2012 · kpi_dashboard
Strong response across the organization, and results compared to Public Sector benchmarks
6,679 — Engagement Score
 Individual department results contain insights for change
BCG · 2012 · kpi_dashboard
Individual department results contain insights for change
3.7 — Overall engagement
 USPS is experiencing unprecedented losses
McKinsey · 2010 · situation_overview
USPS is experiencing unprecedented losses
-7.8 — Net profit/loss
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