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.'"1 Q\l\.'c:. ' established an External Communication Group published 20 Transformation Bulletins for employees which frequently encouraged comments on the Process established a "hotline" for questions and suggestions created a new e-mail address for employee comments held employee and customer meetings to which all employees were invited and given opportunities to ask questions interviewed hundreds of employees and customers as part of the two-month, 12,000 person-hour staff analysis etron in June and July 'invited written and oral employee comments and suggestions throughout the process, and especially after the May, 1995, proposal and the August, 1995, revised proposals received and reviewed over a thousand employee and/or customer comments reviewed and evaluated a Montrose employee alternate proposal for the Salt Lake City ArealIntegrated Projects (SLCAIlP). This summary of customer and employee interaction seems more than sufficient to indicate that WAPA's Transformation Process was, in fact, a very open process in which "outside" comments were actively sought, thoroughly evaluated and carefully considered. D. Evaluation of the Proposal OlTered by "Montrose Employees for a Better W APA" On September 8, 1995, WAPA's senior managers received an alternate proposal for the Sah Lake City ArealIntegrated Projects ( a more inclusive name for the CRSP) from a group of Montrose employees who called themselves "Montrose Employees for a Better W APA " The proposal recommends the transfer of nearly all W AP A CRSP management functions from Salt Lake City to Montrose, although it would retain a small customer service staff in Salt Lake City, The proposal claims significant advantages over W AP A management's plan including $5 million in annual savings, reduced implementation costs, and minimal impact to the City of Montrose. W AP A staff reviewed this proposal from the Montrose employees and raised three major concerns: It would be unacceptable to many CRSP customers because it relocates CRSP management from Salt Lake City, which many customers find convenient, to less- accessible Montrose, In addition, the USBR office is located in Salt Lake City, Having botb offices in one ciiy provides for better coordination between the two agencies. The higher cost savings assumed in the Montrose proposal are based on unrealistic assumptions (e,g. Montrose assumes 40 more positions, but seriously underestimates their per person costs in order to claim greater savings than W AP A management's proposal), 7