b'SECTION 1 - TRANSITION PLAN SECTION 1 - TRANSITION PLANSPRINT 1 (DAYS 1-30):SPRINT 2 (DAYS 31 - 60): SPRINT 3 (DAYS 61-90):The Transition Team LISTENING, LEARNING ANDPLANNING ANDTAKING ACTIONASSESSMENTESTABLISHING DIRECTION;Over 60 individuals from across WSSC Water volunteered to be part of the transition effort. With OPERATIONALIZING SHORT- This last sprint has been focuseda focus on inclusion and diversity, team members were selected to ensure every department, facility GM Powell engaged in internal andTERM DECISIONSon compiling the feedback andand discipline was represented. Each Transition Team member was charged with serving as the external discussions to share first- recommendations, taking stock ofrepresentative for their respective departments or worksites and, as such, was expected to solicit year priorities while learning andIn Sprint 2, the team focused onwhere the organization is today andinsights from other employees. understanding the organization, itsidentifying recommendations that wouldensuring the commitment to deliver culture, values, mission, opportunitiesinform WSSC Waters direction and thea 90-day transition report to theIn addition to the direct feedback from the Transition Team, all of Team H 2 O were invited to share and alignment of the current StrategicGeneral Managers work plan for theCommissioners and employees is met. feedback during all-hands meetings and by way of the Transition Team email. The team received nearly Plan with the needs of WSSC Water,next year. During this period, all-handsThis also included implementing the200 submissions and every email was acknowledged. Many of those submissions were incorporated its customers and stakeholders. Asmeetings continued, as well as meetingsGM/CEO Work Plan, getting workinto recommendations in this report. part of Sprint 1, the team deliveredwith external stakeholders includingunderway on first-year priorities, three significant deliverables: a listmembers of Congress. This sprintoutlining the accountability/statThe team was flexible with its meetings, transitioning from hybrid to in-person as the situation of advocacy priorities for state andincluded identifying quick wins (i.e.,process for the Operations andwarranted. The relationships formed through this process were the start of re-establishing trust within federal funding and policy measures;maximizing Minority Business Enterprise/ Capital Program, and beginning thethe team.application submissions for 10 projectsSmall Local Minority Business Enterpriseplanning process to kick off Strategic totaling more than $800 millionparticipation, establishing the ExternalPlan updates in April 2023. Having received so much interest in this effort, many who volunteered for the team were not selected. for infrastructure funding; and anFunding Task Force), organizationThese Team H 2 O members were invited to a virtual town hall to share their insights and participate in application for the water bill customerdevelopment and making six-monthreviewing the final transition report recommendations.assistance funding.decisions.The expectations and ground rules for the Transition Team were straightforward. First, there was an expectation of candid, open and honest feedback; we needed unfiltered communication so the group could identify the real strengths of WSSC Water and address the problems facing the organization. And because many prior grievances could not be retroactively addressed, the focus of this team was 30/60/90 - Day Plan to chart a path forward. Not only was every participant encouraged to fully participate and speak their respective truth, but also to hear and appreciate the other perspectives of everyone involved. 30 Days 60 Days 90 DaysListen and Assess Plan and Establish Direction Action Team members said that WSSC Waters culture was not always inclusive. Many employees have previously expressed that the environment is more fractured than unified. Nevertheless, everyone Overall Approach Internal and external introductions;Formulate the GMs Workplan;Introduce work plan to team;within WSSC Water is ultimately working toward providing exceptional service to every customer. Listen, learn and assessment Identify quick wins; LeadershipInitiate critical personnel changes;As stressed early on, the new administration intends to break down silos within the organization.team decisions; Assess alignmentBegin work on first-year goalswith strategic planPeople/Culture Meet with each Commissioner Meet with Commissioners toEstablish feedback loopMeet with leadership team discuss workplan focused onAddress retention and moraleBegin all-hands team meetings;first-year priorities Establish equity goalslisten and promote core values Focus on customerTeam-building workshopBegin meeting key externalexperience and required stakeholders: jurisdictions,outcomesregulators Continue all-hands meetingsProcess/Policies Review governance processesExternal engagement inUpdate policies and protocolsand policies Boards and regional matters where there are gaps and to Review processes and policiesEngagement in Inter-Municipalleverage new opportunitiesled by/which engage the GM Agreement mattersStrategy Develop an understanding of theEnsure work streams are inIdentify specific strategies that strategic plan place to support achievementwill be championed by the GMof strategic objectives Develop strategies to achieve Reassess first-year priorities first-year objectivesBriefings Briefings from teams on major projects and initiatives; compliance status/concernsState of critical infrastructure and service delivery6 WSSC Water 2023 Transition Report WSSC Water 2023 Transition Report 7'