Organizational Goals

Plan and execute a comprehensive review and streamlining of all NYCHA policies and
procedures to eliminate those that are no longer relevant, close gaps and make each
current, easily understood, and concise: Fourth Quarter 2015

It is clear from discussions in employee focus groups that employees believe that the Authority’s
policies and procedures are outdated and burdensome, and as a result their work is made more
difficult, and therefore they are less productive. Policies and procedures need to be written in a
manner that makes the information contained in them readily accessible and understandable to
employees when they need to use them. This is particularly true of procedures, as they need to
provide guidance on how to perform work.

In reviewing and updating our policies and procedures with the goal of helping our employees be
more productive, we should take the following actions: remove unnecessary administrative
tasks, approval and paperwork; remove identical activities that are performed at different parts of
the process; evaluate every activity in the business process to determine its contribution to
meeting the process or customer requirements; reduce the complexity of the process; determine
ways to reduce cycle time; reduce the complexity of the way we write (making them easy to
comprehend by all who use them), standardized the way an activity is performed; as much as
possible, apply technology to boring, routine activities to free up employees to do more
creative/valued added activities.

Additionally, once the initial review is completed the Authority’s policy process must provide a
mechanism to ensure an ongoing review and assessment of all policies, procedures and manuals
to determine if they are meeting the intended purpose and if modification or elimination is
warranted.

Institute scheduled reviews of NYCHA’s organization structure, position descriptions, and

titles and make the necessary modifications, additions, and deletions based on NYCHA's
mission and goals: Second Quarter 2012

Inefficiencies and lack of skill development can be directly attributed in part to the fact that
employees are limited to what tasks they can perform by the titles and position descriptions in
place at NYCHA. While this is more often the case for field titles, NYCHA needs to perform a
comprehension review of all its titles and job descriptions on a regular basis to see how they can
be broaden to create efficiencies, more closely align with its goals, and encourage skill and
professional development for employees.

Additionally, to ensure that resources are in place to support its mission and goals and to prevent
resources from being wasted on the continuation of work that is no longer relevant NYCHA
needs to review its organizational structure regularly. In large, complex organizations such as
NYCHA without this type of review the organizational structure can be out of alignment with the
organization’s mission and goals for a long period of time.

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Perform a comprehensive analysis of NYCHA’s current work schedule policy, and implement
innovative options such as alternative work schedules, flex time, telecommuting, and job sharing
when it is demonstrated that both productivity at NYCHA, and employee quality of life are
increased: Fourth Quarter 2012

There was a time when the boundaries between work and home were fairly clear. Today,
however, work is likely to invade your personal life — and maintaining work-life balance is no
simple task. However, the work/life balance is an important element of a productive work
environment. Various studies support the fact that organization benefit when their employees
have a work/life balance. Some of the benefits are increased productivity, improved recruitment
and retention, lower rates of absenteeism, and reduced overheads.

Since no two organizations are alike, there is no universal work/life strategy that NYCHA can
apply. Therefore, NYCHA will need to find the right mix of options to support its business. To
do this it will need to identify what it wants to achieve from the creation of a work/life balance
strategy, e.g. reduction of absenteeism, greater customer satisfaction.

Complete the implementation of a structured, performance appraisal system based on

measurable performance targets which facilitates constructive two-way communication
between supervisors and subordinate about job performance, professional development,
and career advancement: Fourth Quarter 2011

A structured performance appraisal system begins when a job is defined and ends when an
employee leaves NYCHA. To be successful the system should include the following actions:
development of clear job descriptions that suppose the actual work being done, and not merely
civil service titles; the creation of a selection process which provides for the selection of the
appropriate people for the jobs; negotiation of requirements which align employees’ personal
goals with the goals of the department and the agency and accomplishment-based performance
standards, outcomes, and metrics; support through effective orientation, training and education;
on-going coaching and feedback, the conducting of quarterly performance development
discussions, if necessary the creation of performance improvement plans; development of
promotional/career development plans; and exist interviews and evaluations.

Since many of the activities are already in place at the Authority, the challenge is to incorporate
them into a comprehensive system.

Implement a pay for performance compensation system based on clearly stated criteria
that are subject to objective measurement and which are related to NYCHA’s goals:
Second Quarter 2012

For every civil service title there is a salary range; traditionally, NYCHA has always paid
employees the minimum salary within that range regardless of the individual’s experience, work
quality, workload and/or department or Authority-wide contribution. Based on discussions in
focus groups this has resulted in employee dissatisfaction which negatively affects productivity.

Using the features of the performance appraisal system which provide clearly stated, documented
criteria that are subject to objective measurement and related to the agency’s goals, NYCHA will
base raises on performance. However, it should be noted that for represented employees who

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constitute the bulk of NYCHA’s workforce, the criteria for pay for performance must be part of
the collective bargaining agreement.

Implement a recognition program that provides tangible rewards for exceptional service or
job performance: Third Quarter 2012

Recognition and rewards, other than pay, play an important role in a work unit’s or the agency’s
ability to attract and retain their employees. It is the day-to-day interactions that make employees
feel that their contributions are appreciated and that they are recognized for their own unique
qualities. This type of recognition often contributes to high morale in the work environment.

For a Recognition Program to be successful it must do the following: link behaviors that are to
be recognized to the organizational mission, train all levels of management, communicate the
program’s existence and evaluate the program’s effectiveness. The rewards do not necessarily
have to have a cost; there are many no or low cost recognition ideas such as a Letter of
Recommendation, a post on a “recognition board”, and a mention or article in the Employee
Bulletin.

Create a recruitment plan that leverages the Department of Communication’s Branding

Plan to attract highly qualified employees at all levels that look at NYCHA as the employer
of choice: Fourth Quarter 2011

Currently, approximately 1/3 of the Authority’s workforce is eligible to retire. Thus, there is a
strong need to establish a plan that will allow NYCHA to replenish its human capital with highly
skilled, innovation-oriented, and motivated new hires.

NYCHA has more to offer prospective employees than a generous benefits package. The
problem has been that NYCHA has traditionally not done a good job in getting its message out.
To fill its vacancies with highly skilled and innovative people NYCHA needs to utilize employer
branding. An employer brand is the image of the business as seen through the eyes of the
employees and potential recruits. Employer branding can play a critical role in effective
recruitment by creating a desire for potential employees to want to learn more about the agency.
NYCHA’s goal is to have our employees (retention) and potential employees (recruitment) view
the agency as a great place to work.

NYCHA has many tools at its disposal to accomplish this. For example, we can use our website
to promote why the agency is a great place to work, and have our employees act as recruiters.
We can use internet resources such as Twitter and LinkedIn to celebrate our accomplishments
and promote NYCHA as a great place to work.

Establish a team culture by requiring that the lead department for any initiative or project
identify and include all internal stakeholders in the planning, development and
implementation of an initiative or project in furtherance of NYCHA’s mission, vision, and
goals:. Third Quarter 2011

Encouraging team activities is one of basic actions for building a team culture. By fostering
teamwork NYCHA is creating a work culture that values collaboration. Working in a teamwork
environment leads staff to understand and believe that thinking, planning, decision making and
actions are better when done cooperatively

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As employees from across departments and from all levels continue to work on teams, working
collaboratively will become the normal, and a team culture will be established.

The success of this effort will be measured not by the successful outcome of the projects, but by
whether employees’ understand how the strategy of using teams fits in the total context of the
organization’s strategic plan and success goals, and why using teams will help the agency attain
its goals.

Launch an “Idea Campaign” which will provide all stakeholders the opportunity to create
and submit innovations solutions to issues of strategic importance to NYCHA: Fourth
Quarter 2011

Ideas Management is a disciplined approach to generating, capturing, and analyzing ideas within
an organization. There are two basic approaches to Idea Management: the always-open
suggestion box and the time limited events or “campaigns.” Research has found that 'idea
campaigns' yield a much higher volume of ideas, in terms of absolute numbers and quality. In
comparison to ongoing employee suggestion programs, the yield is four- to ten-fold greater, even
though events last typically for just four weeks.

The Idea Campaigns should built around the following principles: focus on specific identified
business issues, have a clearly defined start and end period, target the entire organization and
encourage working collaboratively; foster user involvement (use of employee portal and email),
follow a structured review process, recognize contributions, and run the campaign like a project.

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