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<br />senior management team in late July. In early August, the senior management team presented its <br />proposed "Will Be" plan for Western to the employees and employee unions and made a similar <br />presentation to customers later in the month, <br /> <br />We requested comments on the proposal, with an assurance that we would take a careful look at <br />all comments to identify blind spots in the proposed "Will Be" plan. We received a large number <br />of comments from employees, customers, and other interested parties on the proposal. In <br />particular, groups of employees made detailed business cases for changes to the proposed "Will <br />Be." <br /> <br />To help us deal with all the comments from this and earlier rounds of input, communications <br />group members categorized all comments. In early September, we chartered a Comment Review <br />Team, composed of representatives from Headquarters and the Areas, to further sort the <br />comments. The Comment Review Team identified 120 blind spots, 193 better ideas, 116 FIE <br />fine tuning proposals, 34 work process improvements, 121 implementation planning suggestions, <br />and 786 other comments. A small group of senior managers then screened the blind spots and <br />better idea comments, turning the implementation planning comments over to the Transfonnation <br />Implementation Planning Team. This team of employees was chartered to establish <br />implementation plans for each recommendation adopted by the senior managers. <br /> <br />In late September, the senior management team met to make final decisions on the "Will Be" plan <br />for Western. Prior to that meeting, every comment from employees, customers, and others was <br />read and analyzed. We adopted the proposed "Will Be" plan, as presented in August, with a <br />number of modifications in response to comments. The finaJ "Will Be" is explained in this <br />document and the attached staffing charts. Other recommendations for FIE level fine tuning and <br />process improvement will be considered carefully as we move forward with the implementation of <br />the "Will Be" plan. <br /> <br />While it is impossible to respond in detail to all comments, the senior management team thanks all <br />who commented. Your comments made the final "Will Be" a much better plan by identifYing <br />blind spots and better ideas. We understand that some will be disappointed that we did not adopt <br />their comments: We gave every comment fair consideration and believe Western will be a more <br />competitive organization in the utility business and a better place to work as a result of our <br />Transfonnation efforts. <br /> <br />This document is only a summary of the new Western. The staffing charts provide some details <br />about the new structure. A list of abbreviations and acronyms used in this document is found at <br />the end. A separate Implementation Plan contains extensive details about structural process <br />improvement changes. It includes action items, milestones, responsibilities, resource requests, <br />barriers and identifies proposed resolutions to otherwise unresolved issues. <br /> <br />2 <br />