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<br />,'. <br /> <br />01421 <br /> <br />October 6, 1995 <br /> <br />ISSUE <br /> <br />Western Area Power Administration 0N APA) has been engaged in an organizational <br />transformation process since FebrulUY, One of the most controversial issues has been the <br />proposal to eliminate 94 federal and contract position in its Montrose, Colorado office, <br /> <br />RECOMMENDATION <br /> <br />Based on a thorough review of the W AP A transformation process, and an examination of how the <br />input and concerns raised by customers, employees, and other stakeholders were addressed, the <br />WAPA proposal should be accepted, <br /> <br />BACKGROUND <br /> <br />,-" the seven months since this process started, numerous issues have been raised concerning the <br />proposal to eliminate some of the functions currently performed by the Montrose office. This <br />document summarizes the concerns that have been raised, and discusses each as it pertains to the <br />tinal proposal. <br /> <br />A. WAPA TransfonnatioD Process <br /> <br />W AP A management initiated a self-examination of all its functions, activities, and organizations <br />beginning in FebrulUY of this year, The goal of this effort was to transform W APA into a more <br />business like agency that could thrive in the newly competitive electric power markets, <br /> <br />This self-examination - called the Transformation Process -- started with an intensive three <br />month effort by senior management to develop a preliminary organizational structure for the new <br />W AP A Input was sought from customers and employees during this period, A new <br />organizational structure - still considered tentative -- was presented to W AP A's employees, <br />customers. and other stakeholders in May, 1995, <br /> <br />W AP A"s managers recogniUd that these tentative recommendations required more study and <br />analysis before final decisions could be made on their adoption, Employee and customer feedback <br />were actively sought on these initial recommendations during May-July, 1995, Comments from <br />hundreds of customers and employees were received. In addition, a group of 32 employees were <br />tasked to work fuU time for over two months to critica~ly examine WAPA's current practices and <br />