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'\ 01449 . WAPA reorganization looked at WAPA as one Project. WAPA reorganization looked at WAPA as one entity not as separately legislated projects for its overall plan justification. WAPA, when justifying its action, produced a total WAPA wide savings. Only after many CRSP customers and Congressional Offices voiced opposition did WAPA produce a Project by Project savings. When reviewing WAPA's plan by Project one begins to see the impacts of WAPA's plan on each Project. CRSP is the one and only loser in WAPA's plan. Focusing on past CRSP performance, CRSP costs have been the lowest in WAPA for years and would continue in the foreseeable future. This is without the "Will Be" plan or the Montrose Plan. The fact is, the other WAPA projects are not as efficient and most likely will continue to be inefficient. See attached letter from Salt Lake City employee. WAPA is sacrificing CRSP's financial future in an effort to ensure the future financial viability of its poor performing offices. . Some observers are ofthe opinion that WAPA's decisions to close Montrose was influenced by the age of the Montrose facility. It has been discussed many times among WAPA senior managers that since Montrose has a 30 year old facility, its continued existence would require a new facility. Therefore, shut down Montrose and save the cost of a new facility. The Bureau of Reclamation would consider this position outrageous. The Bureau of Reclamation build the Montrose facility 30 years ago to control the CRSP facilities, and designed it to remain in service as long as CRSP facilities exist. The expected service life of Glen Canyon Dam and power plant is a very long time. The present Montrose facility is in excellent condition and because it was designed by Reclamation not WAPA, the design features durability not style. It is reported that the WAPA designed Loveland facilities is experiencing movement due to poor foundation design. In reality WAPA would have a hard time justifying closing down the new Phoenix office because of the $20 million it recently spent to build the facility. Sacramento this year moved into a new facility and therefore would be hard to justify closure. Loveland, which has no major financial Project responsibility has one of Western's largest facilities, An outside audit would reveal that CRSP funds in conjunction with Pick-Sloan were used to construct the facility because of the cost allocations charged back to CRSP and Pick-Sloan. WAPA's plan would continue and increase CRSP's financial support of other WAPA office facilities. 7