The question is asked whether or not background, education, and training of middle and upper level bureaucratic personnel affects policy outcomes. The Bonneville Power Administration (BPA) serves as the agency examined. A written questionnaire sent to a random sample of BPA executives sought data on background variables with the intent of making comparisons. Most BPA executives are found to share very similar education and training backgrounds – namely, engineering studies at Northwest state universities. Also, attitudes measured are found to be more similar than different on most issues for the agency as a whole. This phenomenon is explained in terms of a self-selection process whereby individuals of similar persuasions, skills, and values seek out educational and career opportunities with which they are comfortable and which attract others of similar perspectives. The individual is seen to narrow his viewpoint while reinforcing his existing values. At BPA, the dominant perspective is that of the engineer. The effect of this engineering perspective is seen in policy outcomes in energy matters relating to growth, efficiency, environment, and economy.

This is a case study of a federal bureaucracy and its Information Resource Management (IRM) organization. The Bonneville Power Administration (BPA), a federal power marketing agency and part of the Department of Energy, significantly impacts the western United States. BPA is responsible for developing electric power resources, transmission of electric resources. power conservation programs, and fish and wildlife programs. The focus of the study is the perception of the quality of information supplied to management, assuming that better information makes better decisions. The study uses a pre-experimental research design to evaluate the satisfaction executive and middle management with information they use to make decisions. The study uses both questionnaire and interview methodologies to examine management opinions before the establishment of IRM and two years after the establishment of IRM. Literature on bureaucracy indicates that decision making has limits and processes. Channels of communication, both formal and subformal are used by decision makers to gather information to fill information gaps. The gaps exist because formal channels of information do not supply sufficient information. Consequently, decision makers constantly search for information. There is a great deal of literature addressing IRM and other similar organizations. The technical and operational sides of information management are occasionally conflicting but, adequately addressed. Information assessment and evaluation are approached inadequately.

In 1982, the Bonneville Power Administration (BPA), a marketer of hydroelectric power in the Pacific Northwest, found itself in a new role which required it to acquire power resources needed to meet the demands of the region's utilities. In particular, it had to deal with the Washington Public Power Supply System's nuclear plant cost escalations. In response, BPA prepared its first independent regional power forecast. The forecast development process was intricate and multidimensional and involved a variety of interested parties. Application of the Multiple Perspective Concept uncovers strengths and weaknesses in this process by illuminating its technical, organizational and personal dimensions. Examination of the forecast from the technical perspective revealed an elaborate set of interlinked models used to develop baseline, high, and low forecasts. The organizational perspective revealed BPA to be in a transitional stage. Internally, ratemaking, forecasting, conservation, resource acquisition, and financial management swelled as new organizational functions. Interorganizationally, environmentalists, ratepayer groups, and the region's utilities all had strong interests in the decision regarding WPPSS plants. The personal perspective revealed that each of the Administrators heading BPA since the early 1980s defined the agency's approach to the resource planning problem differently, first as an engineering problem, then as a political problem, and, finally, as a business problem. Taken together, the Multiple Perspectives yielded the following conclusions about BPA's 1982 forecast. (1) BPA's range forecast constituted a major improvement over the point forecasts preceding it, but left important classes of uncertainty unexplored. (2) BPA's models were better suited to address rate and conservation issues important at the time of the 1982 forecast than their predecessors. The model of the national economy, however, remained a black box, potentially significant feedbacks were not represented, and the sheer size of the modeling system placed practical limits on its use. (3) A stronger method of dealing with forecast uncertainty is needed which utilizes a disaster-avoidance strategy and plans for high impact/low probability events. This method need not involve the use of large models, but should incorporate qualitative insights from persons normally outside the technical sphere.

Construction of the Pacific Northwest-Pacific Southwest Intertie (also known as the Pacific Intertie) began in 1964, following the culmination of a series of interrelated negotiations which included: 1) the planning for the construction and operation of the Pacific Intertie; 2) the passage of federal legislation that put limits on the export of electricity from the regions where it was generated; and 3) the full ratification of the Columbia River Treaty between the United States and Canada. By 1970, with construction complete, the Pacific Intertie allowed for the movement of more than 4,000,000 kilowatts of power among the electrical systems of British Columbia and eleven Western states, including 243 rural electrical cooperatives, municipal systems, and other public agencies. It had essentially become the backbone of the largest electrical grid in the Western world. In addition to widening the marketing area available to power producers throughout the grid, the Pacific Intertie also integrated the operations of the nation's largest hydropower system (Bonneville Power Administration), the largest privately owned electrical system (Pacific Gas & Electric), and the largest municipal power system (L.A. Department of Water and Power) in the country.