b'SECTION II - SECTION II -KEY PRIORITIES AND RECOMMENDATIONS KEY PRIORITIES AND RECOMMENDATIONS36. Include employee representation on37. Increase communication efforts. ThisSuccession Planningmany of us changed. Yet, we must recognize thattask forces, committees and workingwill enhance transparency with employeeswhile so much has changed around us, our core groups. This will further foster a culture ofabout decisions, rationale and progress of42. Develop a succession plan. With amission, tied to our critical infrastructure, has not. inclusion and thought diversity to achieve theinitiatives. Increase cascading of information significant number of employees becoming best decision making and perspectives fromso every Team H 2 O member is heard,retirement eligible, and given employeeWe must also recognize that team members those that are closest to the work. listened to and can contribute. movement within the market, there is aacross WSSC Water share in having long 38. Distribute anonymous questionnairesgreat need to develop a succession planningcommutes to their worksites and the need to to the workforce to solicit feedbackapproach to retain knowledge, eliminateaddress home-based responsibilities. However, and monitor progress towardsgaps and ensure a continuity of operations.only some can alleviate those pressures with the objectives. Initiation of succession planning is a toptelework option. Understanding we are in a new priority.normal, which requires a degree of flexibility, we Establish a Workforce andwill continue to allow teleworking per an updated Organizational DevelopmentResolve TeamH 2 Otensions regardingpolicy. However, as a show of unity for those who Workgrouptelework while maintaining acannot telework, and to best demonstrate a one-competitive operating posture water mindset, employees will be asked to return The Workforce and Organizational Developmentto the workplace full-time where possible. More Workgroup will replace the Personnelthan ever, we need to work collaboratively to be Management Advisory Committee (PMAC).Since March 2020, the global workforce hasmore relational than transactional and support This newly established workgroup is comprisedweathered many challenges and impacts. Theone another.of all senior leadership team members for thewater workforce, in particular, had to find its way purpose of reviewing and prioritizing workforcethrough a time when water was vital to the fight43. Implement a revised telework policy needs in a transparent and collaborative way.against COVID-19 and subsequent variants. Threeand regularly conduct a thorough This change has allowed the leadership team toyears later, the world, communities we serve andreview, and assessment. A revised policy understand how addressing workforce needsWSSC Water have reached a new normal. Evenis currently under review, as is a review of in one area may benefit other parts of thebefore the pandemic, the water sector struggledservice levels and other data associated with organization and improve service delivery overall.to fill positions and retain talent, especially inour current operating posture. In the first 90 days, it was important to discussa highly competitive market such as ours. As a reclassification requests, reorganization needs,result of the pandemic, the value proposition for new position requests and frozen positions in order to establish the best organizational structure to support Team H 2 O and the first-yearLencionis Model priority of Building a Strong Workforce. Specific recommendations include: 39. Reduce staffing deficiencies and address current vacancies. It is hoped that by improving our Total Rewards, we will be able to address high vacancy rates in mission essential operating units, recruit and hire to fill all current acting positions and transition temporary employees to full-time status. 40. Insource work. Develop a strategy to replace consultant and contractual services with full-time employees where cost-effective improvements in service levels can be achieved. 41. Review leadership structure for plants and depots. Consider implementing a deputy/director structure at plants and depots as a means of providing career growth opportunities and a high-level 16 WSSC Water 2023 Transition Report leadership presence. WSSC Water 2023 Transition Report 17'