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<br />MONTROSE CHAMBEP COMM, TEL:I-303-249-2907
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<br />Oct IS.'~S
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<br />14:23 No,OOI P,13
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<br />senior management team inlate July, In early ,August, ~he senior management team presented its
<br />proposed "Will Be" plan for Western to the' employees 'and employee unions and made a similar
<br />presen~tion to ,customers later in the month.
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<br />We requested co~ents on'thc proposal, wtth an assurance that we would take II ea:refullo'ok at
<br />all commynt~ to identify blind spots j~ the proposed "Will Be" plan. We reuived a large' number
<br />of comments from '.employees, customers,andotller interested parties on the proposal. In
<br />particular, groups ofeinployees made detailee~usinessca:sesfor ch~ges to the proppsed "Will
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<br />To help us de81 with ,all the coriunentsftom this and earlierrou,rids ofitlput, CQmmuriicatioris " ,
<br />group members"cat~gorized l\11 Comments.'~, ~ly$eptember,We' chartered a Comment Review
<br />TFam, composed of representatives tom Headquarters imd the~, to further sort the
<br />comments., The Commeli,t Review Team idem~fled 120 b1ii1dspots,J~3betterideas, 1.6FTE
<br />tine, tuning propOsals;' 34 work process,improvements,121',~plerillmtatil>npla.nning sU$testiOD$,
<br />and 786 other ~mments. " A small group of senior mana:gers'then screertedthe blind spots and
<br />better idea comments, tull1ing theimplei'iientationpbiniUngcommel1ts over to the Transformation
<br />Implementatioii Plamiing Team; Tltls teamofemployee9~aschart.eredto establish
<br />implementationpl8l\s for each recommendationi\doP<<ld:?Y the semormariagers. ,
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<br />In late September, the senior manllsemerii team riiet to make fin8l deCisions on the '~Wil1 De" plan
<br />for W~stem. ,Prior to that .rneetinS,every: coltu:nerltfrom emplo~s; customers,~d ~thers was "
<br />read and Wlyr.ed.' We adopted the proposed 'Will Be" pIari,u presented inAugust, with a,
<br />n\Jmber of modifications in responseto\lOminents. Th~'fina\ "Wll1Be'~ isexplaitled in this " ,
<br />document and ihe'attachedmffing charts, ',' Other recomInendation&roiFTE'Iiwe1fin~ tuning and
<br />process improv~t will be consideroocarefully as we,move'fQrwaid,viiththcimplemei1tatlon of
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<br />the"WlIlBe" plan. , ;' ."'" ", .,",'; ,
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<br />Wbi\elt is impossible to respond in detaiho an comments, tlieseiUor managementtealn'thanks all
<br />who commented, ,Your conimentstnade the final "Will B~" a much better plan by idehtifYing'
<br />blind spots and bCtterideas, We underStand that, someWil1 be pisappojhted that we did no! adopt
<br />thei! conunerits: We gave eve(y conunent fa4'c.Qrlsideratlonand believe Western will be a more
<br />competitive organiZatioil in the utility business ~d Jl better plaCe to work as a result of our'
<br />Transformation~orts.' " ' ,;',"" ',., ',.',' '", , ,
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<br />This documenris 'only a sununlUY of the' new We,stem, The 5taffing charts provide some details
<br />about the new structure. A list of abbreviations and acronyms used iri this document is found at
<br />the end. A separat!,lmplementation Plan contaUls ext~sive detai!sabout strueturalprocess .
<br />improvement changes. It includes action items, riillestones, responsibilities, resource requests,
<br />barriers and identifies proposed resolutiOns to otherwise unresolved issues.
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