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01445 were for services performed and were reasonable charges. No commitment by WAPA was made to follow-up on this question. If WAPA would do an honest follow- up or an independent outside audit was done they would find the functions are now being performed in Montrose and Salt Lake City and shouldn't be charged again by others. CRSP will continue to be charge in this manner and in reviewing WAPA's new organization more opportunities exist to charge CRSP ever greater amounts. How can we believe WAPA's managers will activity pursue the termination of these CRSP charges under its new organization when they haven't in the past. . CRSP resource management oversight functions are further diminished The 10/19/95 WAPA roll-out of its final "Will-Be" plan announced that CRSP customers in Colorado and most of Arizona would receive their customer support from Loveland and Phoenix, This contradicts past WAPA statements ensuring CRSP customers that all CRSP management functions would fall under the Salt Lake City Office. WAPA insists that this change is due to customer concerns and good business practice on its part. WAPA should be more specific about what customers are concerned. Again, it looks like Tri-State and other large customers influencing WAPA's management. It is hard to believe that a private business would give up control of its product so someone else with no financial stake can control the sale of the product. In the same roll-out WAPA announced that all CRSP negotiations on electric transmission, and other CRSP project bus'lness will fall under the jurisdiction of the Loveland and Phoenix offices. Although the CRSP Manager in Salt Lake City will have the final approval on any CRSP resource allocation, he/she will have to rely on staff being available from the other offices to accomplish CRSP business. WAPA assumes that this work will be carried out for the benefit of all Projects because of WAPA's new corporate culture that establishes strong collaboration among WAPA's offices. Therefore, CRSP has to rely on collaboration workin~ because it will not have a staff of its own. It's also ironic that CRSP funds will support the other offices but yet has to rely on collaboration to accomplish its functions. WAPA puts CRSP Upper Basin interests in a very precarious position. . WAPA's transformation process A myriad of concerns have been raise over WAPA's transformation process. Congressional, State and local officials have been vocal in criticizing WAPA's process. WAPA has argued that its process was open, fair and followed good business practices. WAPA hired a independent consulting firm to assisUfacilitate the process. The consultant urged WAPA to move the process as fast as possible to 3