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<br />01422 <br /> <br />the tentative recommendations, These employees collected their own data and put forward their <br />own procedural and organizational recommendations for senior management based on the in- <br />depth analyses they conducted, These latest findings were presented to employees and customers <br />on August 10, 1995, and further comments were requested by September g, 1995, Over six <br />hundred comments on this latest draft ofWAPA's proposed transfonnation were received, <br />Finally, after considering all comments, WAPA's senior managers provided their final <br />recommendations to DOE for concurrence on September 27. <br /> <br />B. Impacts To W AP A 'J Montrose, CO, Office <br /> <br />One ofW APA's 52 employee duty locations is in the City of Montrose on Colorado's Western <br />Slope, Approximately 137 WAPA employees (103 Federal; 34 contractor) are located at <br />Montrose. These employees perfonn four major functions for the Colorado River Storage <br />Project (CRSP): engineering and construction activities for the power transmission system; power <br />system maintenance; scheduling and dispatching of power over the transmission system utilizing a <br />real-time power operations center; and administrative support for the above activities, <br /> <br />Based on the detailed analysis conducted during W AP A' s Transfonnation Process descn"bed <br />above, W APA's management is proposing the following recommendations with regard to the <br />functions perfonned at the Montrose office: <br /> <br />(I) Close the construction/engineering office. WAPA-wide, the construction program has <br />declined from an average of $1 06 million annually to a projected $45 million annually for <br />FY 1996-1999, As a result, WAPA has proposed to eliminate two of its five existing <br />construction offices (Montrose and Sacramento, CA) and distnbute the work over the <br />remaining three, In addition, the engineering design group will be considerably reduced, <br />The C<?nstruction program supported from the Montrose office is projected to decrease <br />from an average of$8.8 million annually over the past five years to $2, I million annually <br />for FY 1995-1999, It is not cost effective to maintain a construction/engineering office <br />for this program level, Therefore, the work will be consolidated into the existing <br />Loveland, CO, office and projects in Arizona will be managed from the office in Phoenix, <br /> <br />(2) Close the dispatch center. Significant savings can be achieved through reducing the <br />number of control centers W AP A-wide from five to four, In the existing configuration, <br />W APA utilizes three control (dispatch) centers to deliver Colorado River Storage Project <br />resources to customers, These control centers are located in Loveland, CO, Monirose <br />CO, and Phoenix, AZ, Three different configurations, some with multiple options, were <br />considered to determine which proviiled the largest cost savings, In addition, factors such <br />as accessability, co-Iocation with other functions (power marketing, maintenance, etc) <br />were also addressed. The cost analysis (attachment 1) showed that the savings <br />(approximately S 16,8 million in 1995 dollars over ten years) from the consolidation of the <br />Montrose control center into the existing control centers in Loveland and Phoenix was <br /> <br />2 <br />