Work Sample_G.O. Business Case Reorg

CONFIDENTIAL
“G.O.” BBUSINESS UNIT
REORGANIZATION BUSINESS CASE
A. Basic Information
Affected Business Unit: Transmission & Distribution
Affected Department/Organization: “G.O.” ORGANIZATION
Director of Affected Organization: R.F.
Proposed Date for Employee Notification: October 1, 2004
B. Business Case
B.1. Introduction
Following the merging of the Electric Distribution and Transmission/Substation
business lines, the “G.O.” organization was formed. Currently, the “G.O.”
organization consists of the former Substation Operations, Distribution Operations
Center (DOC), Grid Control, and Street & Outdoor Lighting (SOLO) organizations.
Although functionally aligned, these operating organizations are not fully integrated.
They have separate organizational work locations and focus, with overlapping
responsibilities and different cultures. Additionally, the aging workforce in “G.O.”
will result in an anticipated loss of experience over the next five years requiring that
the organization become more efficient and develop employees with cross-functional
capabilities.
In late spring 2002, one of the Substation Operations Managers, was imminently
retiring. He approached the Director, R.F., in request to step out of his role as the
Northwestern Operations Manager and begin the knowledge transfer process to both
the Northern and Western managers. To ensure consistency across the organization,
R.F. approached the Southeastern Operations Manager (also retirement eligible), and
asked whether he found value in doing the same. Mr. Allen concurred. Both
Operations managers were told that, along with the knowledge transfer
responsibilities, they would assume the management of critical “G.O.” projects,
many of which would require in-depth operations knowledge. Therefore, on July 1,
2002, the four DOC Managers took on the additional responsibility of overseeing the
Substation Operations group, becoming “G.O.” Managers. This was reviewed with
Human Resources and approved.
The proposed structure contained in this business case further integrates distribution
and substation operations. (SOLO was recently added to “G.O.” organization). More
time is needed to evaluate how best to integrate SOLO employees and their
associated work with the DOC and Substation Operations. Facilitated by the use of
advanced technologies, “G.O.” will become a more operationally excellent
organization.

Note- This business plan has been divided into two phases. The first phase (Phase 1)
was completed in June, 2005. The second phase (Phase 2) is proposed to occur
August/September, 2006. All activities identified as Phase 1 have been completed.
B.2. Plan
Phase 1
This plan will create a DOC/Substation Operations organization which is
divisionally aligned. Managers and supervisors will focus on operations with a
manageable number of direct reports. The new structure will provide unambiguous
responsibilities, creating a clear line of employee accountability and developing
cross-functional operational knowledge across the organization. Additionally, a
recognizable employee career path will emerge. While, for some positions, the span
of control is narrower than we would prefer, we believe that the organization
changes presented here will best serve “G.O.” in developing future leaders that have
knowledge and experience in all facets of the organization.
The change will also include a plan to automate and transfer control of two
substations and relocate the remaining two DOCs and the switching centers, creating
two additional grid management centers (GMC). This will further integrate “G.O.”
employees and maximize the use of new and emerging technologies.
Phase 2
As a result of our experience with the first phase of this restructure, we have
reviewed the “G.O.” organizations senior management structure and are making the
appropriate changes.
B.3. Structure
Phase 1
The structure will change to two divisions with operating AOR’s within each
division. Each operating AOR will consist of one or more switching centers and the
necessary substation and distribution operations personnel to operate the region
based on territory and workload. In addition, four of the operating AORs will also
be Grid Management Centers (GMCs). Two of the GMCs are the result of merging
of a substation regional control center and a relocated distribution operations center.
The remaining two GMCs will be created by constructing new facilities at Ventura
and Santa Ana work locations. DOC and substation personnel will be transferred to
those facilities once construction is completed.
The structure allows management and supervision to engage in the core
responsibilities appropriate to these positions. Initially, the “G.O.” Managers will be
involved in policy and standard development, the mentoring of newly hired GMC
and Regional Managers, and will cover for the Director in his absence. The
Regional and MC managers will participate in policy development and
implementation the training and communication programs, as well as coaching and
mentoring of employees. They will cover for the “G.O.” Managers in their absence.
4/4/2016 CONFIDENTIAL

The supervisors will participate in the enforcement of policies, employee training
and organizational compliance.
Phase 2
The final phase in the restructure will be the elimination of two “G.O.” Manager
positions, the creation of two Project Manager (MPP2) and two Division Operations
Manager (MGR3) positions.
B.4. Personnel
Phase 1
Five of 15 existing Substation Operations Supervisor 3 (SOS3) positions will be
eliminated. Therefore, these five SOS3 positions will be affected. In addition, there
is a sixth SOS3 who will be affected, as the work location at which this position was
located closed in 2003. (The individual occupying that position has been placed in
various vacant supervisor positions as they have occurred in lieu of posting JOISes,
in anticipation of implementation of this business case.) The other nine SOS3
positions are unaffected.
There are presently four Substation Operations Supervisor 2 (SOS2) positions. One
of these positions is being eliminated; therefore, this position is affected. The
incumbent will be mapped into one of the two vacant SOS2 positions prior to
initiation of the selection process.
Ten additional manager positions are being created. The total DOC/Substation
Operations staffing at the management/supervisor level, including the “G.O.”
Managers and Special Projects Manager, increases from 49 to 54 positions. Staffing
at the bargaining unit level will remain unchanged.
For purposes of this business case, “Affected” shall mean an individual whose
position is being eliminated; “Impacted” shall mean an individual who may or may
not have the same position in the new organization, depending on the results of JOIS
activities. Any affected or impacted employee not successful in the JOIS selection
process (outlined below) will be deemed “surplus.” Every attempt will be made to
place the employees in a comparable position.
The “G.O.” Management Positions document identifies both the affected and
impacted positions (Section 3).
Phase 2
The final phase of the restructure involves only the four employees currently holding
the position of “G.O.” Manager. All four employees are considered to be “affected”
for the purpose of this phase of the restructure. Two Division Operations Manager
(MGR3) and two Project Manager positions (MPP2) are being created and the initial
JOIS candidate pool will be limited to the four “affected” employees. The end result
of this phase is no net change in staffing.

C. Alternatives Considered
The primary focus of this business case is the merging of two previously independent work
units into one operationally excellent organization. Several proposed work structures were
reviewed and compared against identified metrics. This review yielded the most balanced
structure based on business needs and the future strategy of “G.O.s”, while considering
current resources and workload.
The proposed reorganization is not intended to reduce personnel but to realign the
organizational structure to maximize efficiencies. Although there will be supervisory
positions eliminated, there will be additional manager positions created. The Organization
Charts depict these positions (Section 2).
D. Selection Strategy
The selection process used will be competitive in which employees apply and compete for
open positions. Four rounds of selections will occur.
Phase 1 (12/04 thru 6/05)
Round 1
The first round of JOIS postings will include the four MC Manager (MGR2) positions.
These jobs will be open only to “G.O.” employees currently holding the following positions:
o Supervisor 2, 3
o Manager 1, 2, 3
o Power System Operations Specialists (PSO) 3 or 4
Round 2
The second round of JOIS postings will include the six Regional Manager (MGR1)
positions. These jobs will be open only to “G.O.” employees currently holding the
following positions:
o Supervisor 2, 3
o Manager 1, 2, 3
o Power System Operations Specialists (PSO) 3 or 4
Round 3
The third round of JOIS postings will include the new Southern Operations Supervisor (OS)
(SUP3) position, along with additional OS (SUP3) vacancies resulting from Rounds 1 and 2,
if any.
a. If the number of OS (SUP3) openings in the new organization is greater than or
equal to the number of incumbent affected Substation Operations Supervisor 3s
(SOS3s), the affected SOS3(s) will be mapped to an existing OS (SUP3) vacancy or
direct placed into a comparable position vacancy existing in the organization after
the end of Rounds 1 and 2. If the incumbent opts not to accept the position to which
(s)he has been mapped or direct placed, (s)he will have return rights to his/her last
held bargaining unit position. If the employee refuses to return to his/her last held
bargaining unit position, his/her employment will be considered voluntarily

terminated with no severance benefits. After mapping and direct placements have
taken place, the remaining vacancies, if any, will be filled via JOIS. The JOIS
residency requirement will be waived by management should mapped/direct placed
employees wish to apply for other opportunities in the selection process. JOIS will
be open to all TDBU employees.
b. If the number of OS (SUP3) openings is less than the number of incumbent affected
SOS3s, the OS (SUP3) positions will be filled via JOIS. JOIS will be open only to
incumbent affected SOS3s.
Round 4
The fourth round of JOIS postings will include OS (SUP2) position vacancies, and any other
vacancies created and not filled during Rounds 1 – 3.
a. If the number of OS (SUP2) openings in the new organization is greater than or
equal to the number of incumbent Substation Operations Supervisor 2 (SOS2s) and
incumbent affected Substation Operations Supervisor 3s (SOS3s) that remain at the
end of Round 3, the following will occur:
• The incumbent SOS2s will maintain their current positions.
• The incumbent SOS3s remaining after Rounds 1 – 3 will be direct placed into the
remaining OS (SUP2) position vacancies based on comparable position criteria.
• The remaining OS (SUP2) vacancies, if any, will be filled via JOIS. The JOIS
will be open to all TDBU employees.
b. If the number of OS (SUP2) openings is less than the number of incumbent SOS2s
and affected SOS3s that remain at the end of Round 3, the OS (SUP2) positions will
be filled via JOIS. JOIS will be open only to incumbent SOS3s and SOS2s.
All other vacancies resulting from Rounds 1 – 3 to be included in Round 4 will be open to
all TDBU employees. If any incumbent Substation Operations Supervisors (SOS)
(SUP2/SUP3) remains at the conclusion of Round 4, every attempt will be made to direct-
place them into a comparable position. If a comparable position exists, the incumbent must
accept the offer. If the employee declines, or no comparable position exists, (s)he has return
rights to the last held bargaining unit position. If the employee declines the last held
bargaining unit position, (s)he will be considered voluntarily terminated with no severance
benefits.
Phase 2 (8/06 thru 9/06)
Round 5
o The fifth round of JOIS postings will include the two Division Manager (MGR3)
positions. These jobs will be open only to the four “G.O Manager employees.
Round 6
o The sixth round of JOIS postings will include the two Project Manager (MPP2)
positions. These jobs will be open to the two senior “G.O.” Manager employees that
were not selected in Round 5. “G.O.” agrees to place in a Project Manager position

any affected employee that does not apply for either of these openings due to a
current Temporary Work Assignment, upon the completion of their assignment.
Round 7
o A seventh round of JOIS postings may be necessary should any Project Manager
vacancies exist after Round 6. These vacancies will be open to all employees.
E. Supporting Documents Section
Organization Charts – Current/Proposed 2
“G.O.” Management Positions 3
Position Description Questionnaires (PDQ):
GC Manager (MGR2) 4
Regional Manager (MGR1) 5
Operations Supervisor (SUP3) 6
JOIS Postings 7
“G.O.” Employee List 8
Proposal Presentation 9
F. Activities Timeline (proposed)
Day Date Activity Duration
(bus. days)
Responsible Party Comments
1 10/1/04 Information Meeting 1 R.F., “G.O.” Managers Includes all affected
employees
4 10/4/04 Send e-mail to eligible “G.O.”
employees
1 R.F., Ops Managers, and
Ebonye Kaufman
5 10/5/04 Post 1st round of JOIS' (MGR2) 3 Ebonye Kaufman
11 10/11/04 Review JOIS packages 5 Ebonye Kaufman & Ops
Managers
Recruiter to forward all
received to Ebonye
Kaufman
15 10/15/04 Contact candidates to schedule
interviews
1 Ops Managers
18 10//18/04 Interviews - Round 1 1 Ops Managers and Ebonye
Kaufman
19 10/19/04 Review interview results & make
selections
1 Ops Managers and Ebonye
Kaufman
20 10/20/04 Obtain EBONYE KAUFMAN
approval & make job offers
5 Ops Managers
26 10/26/04 Notify all interview participants of
results
1 Ops Managers
employees
Ebonye Kaufman
28 10/28/04 Post 2nd round of JOIS’ (MGR1) 5 Ebonye Kaufman
39 11/8/04 Review JOIS packages 10 Ops Managers and Ebonye
Kaufman
received to Ebonye
Kaufman

interviews and notify those who
won't be interviewing
1 Ops Managers
53 11/22/04 Interviews - Round 2 1 Ops Managers and Ebonye
Kaufman
Two teams include 2
“G.O.” Managers and
Ebonye Kaufman
selections
1 R.F., Op Managers, and
Ebonye Kaufman
Ebonye Kaufman
involved
55 11/24/04 Make job offers 2 Ops Managers
55 11/24/04 Notify all interview candidates of
results
1 Ops Managers
employees
Ebonye Kaufman
61 11/30/04 Post 3rd round of JOIS' (SUP3) 3 Ebonye Kaufman
67 12/6/04 Review JOIS packages 5 Ops Managers and Ebonye
Kaufman
received to Ebonye
Kaufman
1 Ops Managers
76 12/15/04 Interviews - Round 3 1 Ops Managers and Ebonye
Kaufman
selections
1 Ops Managers and Ebonye
Kaufman
Ebonye Kaufman
involved
78 12/17/04 Make job offers 2 Ops Managers
78 12/17/04 Notify all interview candidates of
results
1 Ops Managers
1/3/05 Post 4th/final round of JOIS'
(various positions)
10 Ebonye Kaufman
1/19/05 Review JOIS packages 8 Hiring Managers /
Supervisors, and Ebonye
Kaufman
received to Ebonye
Kaufman
1/28/05 Contact candidates to schedule
1 Hiring
Managers/Supervisors
1/31/05 Interviews - Round 4 1 Ops Managers, New
Managers, Hiring
Supervisors, and Ebonye
Kaufman
2/1/05 Review interview results & make
selections
1 Ops Managers, New
Managers, Hiring
Supervisors
Ebonye Kaufman
involved
2/2/05 Make job offers 2 Hiring Managers/
Supervisors
2/2/05 Notify all interview candidates of
results
1 Hiring Managers/
Supervisors
8/15/06 Post 5th
and 6th
round of JOIS
(M3& MPP2 positions)
5 Ebonye Kaufman
8/21/06 Review JOIS packages/contact
candidates and schedule
interviews
1 Director of “G.O.”
8/25/06 Interviews – Round 5 & 6 1 Director of “G.O.” and

Ebonye Kaufman
8/28/06 Select candidates & make offers
for both M3 and MPP2 positions
1 Director of “G.O.” and
Ebonye Kaufman
9/01/06 Post 7th
Round of JOIS (if
necessary)
10 Ebonye Kaufman
9/18/06 Review JOIS packages/contact
candidates, schedule interviews
and notify those who won’t be
interviewing
Ebonye Kaufman
9/25 Interviews – Round 7 2 Director of “G.O.” and
Ebonye Kaufman
9/28 Select candidates & make offers
for vacant MPP2 positions
Ebonye Kaufman
9/29 Notify all interview candidates of
results
Ebonye Kaufman

Instructions - This questionnaire is designed to gather information for the purpose of
defining duties and responsibilities of particular jobs at Edison. It is not an evaluation or
description of job performance. Please answer each question carefully and thoroughly.
If any question does not apply to the position, mark “N/A” (Not Applicable) in the space
provided. Do not be concerned with the writing style of the answers. Answers need not
be typewritten.
Incumbent’s Name:
Current Job Title: Operations Manager
Reports to: R.F., Director of Operations
Business Line/Division: “G.O.” Organization
Work Location: Northwestern and Southeastern
Prepared by: E. Kaufman 7/11/06
(name) (date)
Position Purpose - In one or two sentences, describe the primary purpose of this
position.
The G.O. Manager (GOM) works with the Director of G.O. on a daily basis to develop and revise
the operations strategy across the service territory; to identify gaps between current state and
desired future state of the organization; ensuring that such gaps are met by change efforts
within larger operational group. The assigned G.O. Manager must provide leadership for
deploying resulting policies, as well as direction for G.O. activities associated with a customer
base that ranges from 2,000,000 to 2,500,000 customers within the geographic area of
responsibility. The GOM is charged with ensuring that all aspects of G.O. activities are
optimized, including; resource utilization, crew productivity, and emergency response in an
efficient manner. Accountable for a geographic Division’s contribution to Power Delivery’s
overall success in meeting its financial, safety, customer satisfaction and reliability goals.

Responsibilities - List the key duties and responsibilities of the position and end results, in order of
priority. Emphasize WHAT is done and WHY it is done. Do not emphasize HOW it is done.
Responsibility % of Time
Strategic planning and review of business plans to ensure operational
needs and business objectives are achieved.
Responsible for managing the zone’s safety, customer satisfaction, and
system reliability goals and objectives and administration of the zone’s
Capital and O&M budget.
Responsible for managing all functions involved in the Grid Operations
organization including event recovery, with a focus on reducing cost and
increasing efficiencies. Directs the zone Storm Management Organization
with oversight for storm recovery strategy and effective allocation of
resources to expedite service restoration and timely communication to
customers.
Application and maintenance of standardized business processes,
measurement and productivity improvements.
Overall responsibility for CPUC, DOT and OSHA regulatory compliance
and safety.
Responsible for the management and administration of Human
Resources policies and programs for the selection of personnel, training
and development, performance management, compensation and
discipline of subordinates, administrative and bargaining unit personnel
located at multiple work locations.
30
20
20
10
10
10
100%
Decision Making - Describe the authority permitted by indicating which decisions this position is

expected to make and which are expected to be recommended.
Decisions Expected Recommendations Expected
Creative solutions to solve complex
business issues often leading to the use of
new technology or procedures that benefit
the organization.
Adaptive decision-making is common to
address labor issues where precedents
may be established.
Integrative decision-making is frequent
due to the recent formation of the
organization and continuous advancement
of technology. Problems are analyzed and
integrated solutions are developed.
Patterned decision-making is
demonstrated through the use of
established practices and procedures.
Recommendations are an integral part of
the development of new procedures for
normal and emergency operations.
Problems often require extensive analysis
to recommend the proper course of action
and expenditure of funds.

Contacts - Note title of internal or external individual/group with whom there is contact, purpose of the
contact, nature of the contact (routine, detailed, strategic, confrontational, etc.), how contacted (phone, in
person, meetings, etc.), and the frequency (daily, regular-several times a week, weekly, occasional-less
than once a week, periodic-less than once a month) of the contact.
Contact (Title) Purpose
Nature of
Contact
How
Contacted Frequency
Peer Managers
PWRD Vice
President
Director of Grid
Ops
Supervisors and
employees
Outside Depts.
Exchange of information
or discussion of operating
issues
Response to customer
issues or request for
additional information
Exchange of information
or discussion of operating
issues
Manage activities of the
organization and
communicate goals and
objectives
Gather information and
partner to resolve
business issues
Strategic
and routine
Detailed
Strategic,
routine,
detailed
Strategic
and detailed
Strategic
and detailed
Phone,
email, and/
or
meetings
Phone,
email, and/
or
meetings
Phone,
meetings,
in person
Phone,
meetings,
in person
Phone,
email
Daily
Occasional
Daily
Daily
Periodic
Supervision Given - List the titles of the positions that report directly to this position or that receive
functional guidance from this position.
Job Titles # of Employees
G.M. Management Center Manager (MGR2)
Regional Manager (MGR1)
2
3
Supervision Received - List the titles of the positions that provide supervision or functional guidance
to this position.
Job Titles
Director of G.O.
Physical Strength Demands -

Environmental Conditions - Inside 80% Outside 5% Driving 15%
Job Knowledge, Skills and Abilities - List specific areas of knowledge required to perform this
job. Do not include any items that you may individually possess but are not required to perform this job.
Knowledge of Company policies and procedures.
Demonstrated knowledge of the SCE electrical system and department operations,
policies, and procedures, including System Operating Bulletins and Division Orders.
Demonstrated leadership and the ability to communicate effectively to produce enhanced
business performance.
Broad knowledge of the Outage Management System and department storm procedures.
Thorough knowledge of company and department organizations, goals, and resources.
Demonstrated business initiative and creativity to develop and implement strategic
initiatives.
Ability to deal with all levels of employees and outside entities to analyze problems and
develop mutually beneficial solutions.
Ability to communicate well, both orally and in writing.
Education - Indicate the minimum education required to perform the job effectively, and its application to
the responsibilities of this position.
Bachelor’s Degree in a business or technical field or equivalent combination of education
and experience.
Experience & Additional Requirements - What type and length of experience is required to
perform the minimum requirements of this job? Note additional requirements, including licenses,
certifications, and registrations.
Normally 5-10 years of experience in management or supervision of design, construction,
maintenance, engineering or related technical experience, including such classifications
as Superintendent, Planning Supervisor, General Supervisor, E Crew Foreman, Service
Crew Foreman, Troublemen.
Comments - Other aspects of this position that should be included in this questionnaire.

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