Problem: BODY: Jeff Porter with New Power just informed me that they are buying "a little more" than 4,300 dth per day of citygate gas on CGAS. Dick and I will be chatting about this later today. Joann found out about this yesterday and this is the first time I've heard about it.
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A: SUBJECT: Third Party Purchase

Problem: BODY: Hi Mark, Attached is a Service Level Agreement for our deal with Global View Software. Forthcoming will be two attachments - one that gives EOL contact names and numbers and one that outlines the hardware in detail. I assume that neither will have any bearing on the SLA. We would like to see it turned around in a week or so if at all possible. Global View actually has the hardware and we are in the middle of some user acceptance testing. Please give me a call if any questions. Thanks,
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A: SUBJECT: SLA for Global View Software

Problem: BODY: I had a hard time logging on remotely, so I just got this now. As you can see, it's a relatively brief "overview" presentation for Jeff, not going into much of the detail surrounding, for example, performance criteria and evaluation or job classification (where much of the real work remains). The main purpose of this presentation is to give Jeff something for the December Board meeting. I need your thoughts on something: one of the rationales I had discussed with McKinsey for this new organizational approach was the need to win the war for talent. A partnership at least theoretically creates unlimited opportunity and reduced hierarchy in an organization. It also creates substantial upside opportunity and continued motivation for the business leadership. My question for you and your team is where are we at risk in fact when it comes to attracting and retaining talent. My suspicion is that our turnover is farily low, and that it is especially low in the top tiers of the organization. Where we run into problems, my gut tells me, is that we have some difficulty getting the very best from the very best schools (ie we often lose out to the I-Banks and, perhaps McKinsey-level consulting firms) and that we have a tough time holding the most talented managers and directors (ie we're OK at the top livels already). Could you have someone do an analysis of the turnover rates at different levels? We may need to weed out the performance related departures (including those who left after getting a low performance ranking even if they were not officially terminated for performance reasons) if possible.
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A:
SUBJECT: DRAFT - Document for next week