OPM/GOVT-1: General Personnel Records

Fred Bryant

Objective: Pursing opportunities to provide direction and leadership in the planning, development, administration, and management of activities that are absolutely essential for the success of Bonneville Power Administration. Knowledge, Skills, and Abilities: Electrical Engineering I have twenty seven years of experience in the operation, maintenance, construction, and engineering programs at Bonneville Power Administration, the last 24 years as a supervisor. During this time I have worked long term in seven different districts accomplishing successful operation and maintenance of the BPA’s Power System according to appropriate utility work practices. Along the way I have successfully completed many engineering and construction projects, both of BPA’s facilities, and that of customer PUDs, USBR facilities, ENW facilities, and Corp of Engineer facilities. All of these were done following the appropriate utility work practices. During my term as a supervisor, I not only followed such work practices, and assured that my crew followed them, but I also instructed my crew, as well as other functions, in proper practices. I also have had the opportunity to develop utility work practices that were not only adopted by BPA, but also by other utilities. In order to perform this role, I have extensive knowledge of the concepts, principles, theories, and methods related to the design, analysis, test and integration of electrical power generation, energy transmission, and control systems. Some examples: In my current role as Senior Engineer, my duties are to be a technical resource on communication problems on the Power System to management as well as to other engineers in BPA. Additionally, I am to provide technical leadership on system problems including problem recognition, analysis, solution development, and implementation. I spend roughly 20 to 25% of my time providing technical advice to others within and outside of BPA. One of my major duties is to act as a technical bridge between the functioning of BPA telecommunications system and that of the BPA bulk power system. An example of this was working with the control center PSC personnel, Management, and the control center 60hz personnel to determine the acceptability of the potential effects of planned telecommunications work during the Olympics. A few other recent examples were the A/D issue, the issue with the communications system at CGS, and the PSC work process issue. In all cases, it involved work with the control center’s PSC and 60 Hz personnel to determine the effects of the 60Hz grid of communications work. These effects were then communicated to Management and then I worked with them in order to determine what the best course of action for BPA is. A few of my activities as a Senior Engineer are: I sit on the SONET Team, Craft Committee, T1 Team, and Test Equipment team. On these teams I participate in setting future planning, performance, equipment and training standards for BPA PSC community.

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I have made numerous trips to various locations throughout BPA to help other engineers troubleshoot digital system problems, analog MW problems via noise loading and RF path problems. An example of the scope of the problems I get involved in is the analog over digital tele-protection problem. This problem is a result of an unexpected subtle equipment interaction through multiple pieces of communication equipment. It requires coordination through multiple groups across the agency just to isolate the problem, much less it’s resolution. Some of the groups include the PSC Branch, the SPC Branch, Planning, System Operations, RAS and Data Systems, Relaying, and the WECC/NERC compliance. This is sans management oversight. Some additional items: I have developed, authored and implemented maintenance procedures, T&E procedures, acceptance tests, system tests, and conducted classes on SCADA, Microwave Radio, Transfer Trip, Digital Multiplex, Fiber Optics, Microwave Measurement, System Alignment, Noise Loading, and GPR mitigation. While I was stationed at The Dalles, I installed one of the first fiber optic systems at BPA. As part of this I authored a work practice about installation, and safety precaution when working on, fiber optics. This practice was not only adopted by BPA, but also by the local PUD. Although there has been a vast change in fiber optic technology, BPA current work practices ( SPIFF’s ) still maintains much of the original safety precautions of my original work practice. Rocky Ford Substation was a customer owned and built substation. During installation, Grant County PUD had trouble installing and interfacing the Microwave Transfer Trip with their new digital communications system. In response to a request for assistance, I helped Grant energize and integrate the transfer trip according to standard practices. Additionally, I trained the Grant County PUD technicians on the unit. I have been called upon to teach classes on microwave communications at BPA’s training center ( MRTC ) for other BPA engineers and craftsmen. The classes were very successful. BPA receives numerous TVI and RFI complaints due to its power lines. I have successfully resolved a large number of these, with industrial accepted methods. These results have held up to legal scrutiny. High voltage fault protection is required whenever a telephone line enters a utility substation ( ‘positron protection’ ). I installed these protection devices, according to utility and Telephone Company standard many times. Okanogan PUD needed to install a number of these on a Load Control Area Project. They did not understand the need for, engineering considerations of, and the equipment needed for this telephone protection. Neither did the local telephone company technician. I educated both the PUD and telephone company personnel. I, additionally, engineered and installed the equipment. I am not only familiar with work practices of utility communication crews, but also with that of other utility crews, such as Substation Maintenance Line Maintenance, Meter and Relay, Operations, Construction, etc. Some examples are: There are coupling capacitors and waveguide traps situated on some power lines for use with power line carrier. I have had to repair the ones at East Omak and Columbia Substations. This involved having to understand Dispatch and Operation practices to get the equipment out of service, and what the Line Crew needs to do to remove the trap and lower to the ground. The traps were then repaired and tuned. An understanding of the Power Factoring practices of Substation Maintenance, as well as the high voltage megering tests, was needed to test the trap and coupling capacitor before returning to service.

I was training a USBR engineer and a technician on some new transfer trip equipment. They asked me to look over their Test and Energization procedure they were using to install the new transfer trip and associated relays. When I noticed the procedure had none of the Trip Checks that are a standard Meter and Relay test, I mentioned the oversight to them. They were not familiar with the tests, so I explained the nature of the tests, and the necessity of them. I then put them in touch with the Meter and Relay District Engineer for more information. I managed the construction of a new BPA radio regenerator site. In order to get station service, I had the local PUD’s Line Crew set a pole with a can on it. From this transformer, they dropped in station service. I was not at the site when the PUD brought service in and connected it to the building. Upon inspecting the installation, I noticed the PUD Line Crew forgot to bond their neutral on the pole. This resulted in an unsafe condition. I notified the PUD Line Foremen. He apologized and had his crew rectify the situation. One final example of familiarity with the standard utility practices of other crafts happened during the addition of a three-phase panel by Substation Maintenance. After the panel and circuits were added, but before they were in use, I went up and looked at the job. Upon inspection, it was evident that the job was not done up to industry standards. None of the phases were marked, and, as a result the ‘wild leg’ was connected to the panel by mistake. Additionally, the panel and rack were not grounded creating was a safety hazard, as well as an unacceptable installation. I contacted the Substation Maintenance Forman I, he inspected the job and had it brought up to standard practice. In my current position, I supervise a group of Engineers, Contractors, and Technicians that are subject matter experts who, using the concepts, principles, and theories related to the design, analysis, testing, and integration of electrical control systems, to operate and maintain the control system for BPA's power grid. Planning and Evaluating I have been a supervisor for the last twenty four years, and facilitating work, as described above, is exactly what a supervisory does on a day in and a day out bases. Additionally I have detailed as a second level manager multiple times, which I have facilitated organizing work, setting priorities, determining resource requirements, determining short- or long-term goals and strategies, coordinating with other organizations, or parts of the organization to accomplish goals, monitoring progress and evaluating outcomes at higher level with a broader scope. A few of the countless examples are: There was an equipment failure at Malaga Microwave that resulted in interference with the operations of various transfer trip circuits, and that needed to be rectified immediately. To repair it required work by the electricians. Upon talking with the electricians, I found out that they had other work scheduled that would have to be canceled resulting in additional cost to BPA. By enabling discussions between the Dispatchers, PSC Operations, the Electrician Foremen, the local Operator, and my craftsman, we were able to come up with a plan that allowed the electrician to fix our trouble, and still maintain the critical part of their outage. This resulted in no additional outages, along with associated cost, to BPA and the continued reliable operation of BPA’s communication system. BPA has leased out use of some of the extra fibers on its fiber optic system. When there are breaks on the system, each of the numerous affected BPA entities, as well as the customer entities, has various conflicting goals in the restoration process. Whenever a break happens, I work very closely with the TLM Forman to facilitate between all these groups to find out what their immediate needs are, long term needs are, and put together an action plan that is agreeable to all

parties involved. Then the plan is given to both the TLM crew, and my crew, to implement. I have successfully accomplished this for each of the five fiber breaks in the last two years. A number of years ago the BPA’s D Microwave System was in bad need of an alignment. I contacted the other BPA entities that had a stake in this work. In collaboration with these entities, I facilitated the work by setting the required technical parameters the system had to pass when it was aligned, additionally; I defined the end results of the job in terms of expenditure of resources and manpower. These parameters were given to the crew who was going to do the alignment. They successfully made all necessary decisions, and met the goals. My crew discovered that there was a defect with the battery plants that BPA had installed in various substations and microwave sites. I did not have the time to personally handle the problem, so I collaborated with the Substation Maintenance Forman and we formed a team from his crew and mine to take care of the problem. I defined the long-term reliability goals, expected results, and boundaries for the job. I also pointed out which other entities in BPA had a stake in the situation and needed to be coordinated with. I mediated the discussions between the team, the maintenance branch, procurement, and engineering. Given these parameters, the team was able, on its own, to establish a testing routine, and started the process of replacing the defective battery banks in a cost-effective manner. I have had experience at facilitating numerous groups that had contrary goals and expectations, in situations that I have had minimal control over. The most successful, although not only, example of this was the installation of a new SCADA RTU at the USBR’s 500KV switchyard. I was assigned the project to install the SCADA. The installation had to be acceptable to ten different groups inside BPA and the USBR, which I had no control over. All of these bodies had contrary goals and expectations. Never the less, I successfully negotiated with all involved parties. Resulting in the agreement of all parties agreed to some common goals, and a methodology for decision making, that resulted in consensus as to how the SCADA was to be installed. The SCADA was not only successfully installed, but I accomplished it without anyone being ostracized or infuriated. As a result, future work has gone a lot more smoothly at USBR facilities. I was also a stakeholder in developing an asset strategy that, for the organizationally matrixed PSC workgroup, sets priorities, determines resource requirements; determines short- or long-term goals and strategies. This strategy resulted in the creation of a new tier 4 organization, and I sit on the cross functional team, as my VP's representative, that reviews and prioritizes work flow for this organization as well as monitors progress and evaluates outcomes. In my current position, I supervise a group of Engineers, Contractors, and Technicians that are subject matter experts who determines short- or long-term goals and strategies; coordinates with other organizations or parts of the organization to accomplish said goals and strategies. Leadership I have a significant amount of experience in providing leadership, not only to my direct reports, but also to other crews. Leadership is having the ability to lead, that is, “to show the way by going in advance”. An effective leader not only leads, but he transforms his followers from followers to leaders in their own right. I have affected this progress, from being a follower to being a leader, by directing people, coaching them, mentoring them, and finally delegating to them, when they have reached the stage of a leader. Throughout this process I constantly use the learning method of hearing ( tell them ), seeing ( show them ), doing ( let them try ), observing their performance, and providing appropriate feedback ( coaching and mentoring ). As they have progressed, I have assigned accountability, and responsibility for the quantity and quality of work as befitting. A few examples are:

As BPA started to install fiber optic cable, I needed to get my people up to speed on testing and restoring the fiber in the event of failures. I had a PSC Craftsman that had the ability, background, and interest to acquire this knowledge for the district. I arrange to give a basic training succession to him on the testing and restoration of long haul fiber and, additionally, for him to have a training detail with construction, working on installation of the BPA fiber system. Thus, he was put in a situation where he did not only get a lot of experience, but also a lot of coaching and feedback. When he returned from the detail, I made him responsible to train the other crewmembers as they went through the entire district testing the fiber installation. This also provided me the opportunity to provide feedback to him. The end result is that I have an employee that I can delegate any fiber work to. I have taught SCUBA diving for a number of years. As an instructor, I had to function in many leadership modes. When I taught students learning to dive for the first time I had to assume a very directive mode in which I dictated everything to the student, as well as providing feedback and evaluation on all skills that I taught to the student. In this situation, I was the leader in ever since: coaching, mentoring, evaluation, accountability, and responsibility. When I taught advance and rescue divers, I was more in a coaching mode. They were responsible for basic diving skills, and their equipment. I taught them some new skills, but mostly I was in the mode of providing feedback and evaluation as they practiced the skills under my observation. When teaching Dive Masters, I was in more of a supportive role. The Dive Masters are highly competent in technical skills, and, as such, were assigned responsibility for not only themselves, but also other students. I provided troubleshooting, feedback, encouragement, and mentoring on how they dealt with the responsibilities that I assigned them. When teaching Assistant Instructors, I delegated to them,

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setting the quality standard to which they conducted classes. Additionally, I provided feedback on their student teaching. Hundreds of students learned to dive under my leadership. A cold-weather voltage stability problem was discovered in the Puget Sound Area. Engineering came up with a Puget Sound Voltage Support Scheme that rectified the problem, but it needed to be installed in the few weeks before winter. My supervisor was absent, so I took the lead, and formed a team composed of two electricians, a Meter and Relay craftsmen, a Meter and Relay second engineer, a PSC craftsman, and myself. I prioritized the work, and set the standard of construction. Together we installed the Puget Sound Voltage Support Scheme within the allotted time frame. I also have had an active role in developing performance management standards and in identifying, and justifying, selections for employment. I have hired many engineers and craftsmen onto the BPA system. This included dealing with a variety of selection issues, including removal of candidates from the selection list due to unfavorable references. This also included successfully justifying to personnel the sorrowful task of removal of a veteran’s preference candidate from the selection list. I have had heavy involvement in the PSC Craftsman Training Program. I have been instrumental in rewriting the accrediting plan for PSC Craftsman in order to increase the diversity of the pool of qualified applicants. This included providing leadership to a joint union-management team to obtain their acceptance of the new accrediting plan. Additionally, as part of my duties as a Senior Engineer, I have worked with senior management to establish performance plan standards for the other engineers and craftsmen on the BPA system. In particular I have proposed numerous performance elements that were accepted into the performance plans. As Acting Manager of the Technical Training Center, I was responsible for planning, developing, and implementing training support across all organizational boundaries in Transmission Field Services. I also was responsible for participation on BPA’s central joint training committee, ensuring that the training within TF was closely coupled with BPA’s overall objectives across all agency boundaries. I worked on the developing curriculum and providing uniform, effective, and appropriate classroom training. I worked closely with the various BPA Craft Committees to ensure training programs are providing the desired results. In addition, I coordinating with other utilities, and the union, to ensure BPA’s programs are on the leading edge of utility apprenticeship training programs. I developed appropriate partnerships and relationships with other entities to ensure the training programs are providing desired results in a cost effective and efficient manner. In my current position, I perform as a recognized leader of a matrixed organization of workers, collectively referred to as PSC. One of the problems the organization is having at the moment is the number of system outages that are happening. In order to address this problem, an Operating Experience program was put into place. I had to work with seven different managers across five organizations to put this program in place. It had no support from the rank and file, or from any of the managers. This required leading them to the conclusion that his was necessary for BPA, and being flexible in the leadership style to gain support. Additionally, the rank and file had to be successfully motivated to support the program.. Oral Communication I continuously maintain communications with a wide variety of people, both inside and outside of BPA, in order to efficiently accomplish my job. I have built many relationships that help me ride through the tousles of dealing with the various situations that the job, and life bring. This helps me ‘cut through the bull’, so to speak, and get what needs to be done, done. A few particular instances, out of many, are:

I received a telephone call from an employee who had spent hours trying to run down some technical data he needed to install a new battery bank. He was not able to make any progress. I happen to have kept the name and number of an employee of the battery manufacturer that I have dealt with on a few previous occasions. This person had proven herself to be very responsive in the past. I made one phone call to her; she was able to connect me to the person who had the information we needed. I received a call from a craftsman in another district, which I do not supervise. He had a management/labor problem that he wanted my option on. I was able to direct him to the appropriate personnel to take care of his concern without him resorting to a grievance process.

During my time as a SCUBA instructor, one of the worst situations is that of having a student panic. In particular, I remember one young lady who panicked when we surfaced from a training dive. When the class went down, the water was calm, but when we surface the wind had come up creating a fair amount of chop. We were to exit the water on a floating dock. Upon seeing the docks rise above her and fall below her, her eyes went wide and she started to lose it. Upon recognizing this, I was able, based in large part on the trust I developed from her during class, to talk her down and keep her from going over the edge. Then, with very calm and precise verbal direction, and lots of encouragement, I was able to talk her through exiting the water. She eventually passed the class. I have studied the martial arts for years. I currently rank as Sempi, functioning as a second level supervisor to help the other senior students supervise the classes. This supervision is as far as discipline, development, and safety are concerned. Effective communication is absolutely necessary, as well as strong personal relationships with the other senior students. One must be able to send an entire message in one single look if the class is going to be conducted safely. This level of communication requires extremely strong personal ties that need to be built with the other senior students. This is especially important in live weapons training. I have successfully done this through the last two Kids Karate Summer Camps, in which weapons were taught, with no injuries. Another example is in my role as a Senior District Engineer. As a Senior District Engineer, I sit on the PSC Functional Team. My role is to provide representation for the other engineers and craftsmen to upper management on issues, including technical, policy, and programs. This must be done in such a manner that I accurately represent their concerns regardless of my agreement with them. On the other side, I present the technical, policy, and program decisions to the engineers, craftsmen, and other effected employees, that have been reached by either the functional team or upper management. A percentage of this is through email, but the majority is through presentations. The presentations range from one on one phone calls, to conference calls, to group presentations. Additionally, I spend a significant amount of time presenting the findings to other employees and customers that have affected interests. As an example, I had to justify to the regulating authorities of the ENW Nuclear Plant BPA’s cyber security policy for the Operational Communication System and it’s appropriateness to ensure the secure operation of the nuclear plant. Another example of oral communications was with the upgrade of the communications, protection, and control system for ENW ( a nuclear facility ). This required numerous meeting and presentations to internal management, engineering, nuclear regulatory commission, ENW engineering, ENW operations, ENW executives, and BPA executives during the progress of the

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project, listening to concerns and being able to address them on the fly. For instance, I had to read both the body language of BPA executives, and ENW executives, in the same meeting and adjust my presentation to present relevant information in an authoritative manner, but steer the presentation away from where BPA management did not want to go. Technical Competence I have twenty seven years of experience in the operation, maintenance, construction, and engineering programs at BPA, the last 24 years as a supervisor. During this time I have worked long term in four different districts accomplishing successful operation and maintenance of the BPA’s Power System according to appropriate utility work practices. Along the way I have successfully completed many engineering and construction projects of BPA’s facilities, customer PUDs, USBR facilities, ENW facilities, and Corp of Engineer facilities. All of these were done following the appropriate utility work practices. During my term as a supervisor, I not only followed such work practices and assured that my crew followed them, but I also instructed my crew, as well as other functions, in proper practices. I also have had to opportunity to develop utility work practices that were not only adopted by BPA, but also by other utilities. A few examples are: While I was stationed at The Dalles, I installed one of the first fiber optic systems at BPA. As part of this I wrote a work practice about installation and safety precautions when working on fiber optics. This practice was not only adopted by BPA but also by the local PUD. Although there has been a vast change in fiber optic technology BPA current work practices ( SPIFF’s ) still maintains much of the original safety precautions of my original work practice. Rocky Ford Substation was a customer owned and built substation. During installation, Grant County PUD had trouble installing and interfacing the Microwave Transfer Trip with their new digital communications system. Upon a request for assistance I went over and helped Grant energize and integrate the transfer trip according to standard practices and trained the Grant County PUD technicians on the unit. I have been called upon to teach classes on microwave communications at BPA’s training center ( MRTC ) for other BPA engineers and craftsmen. The classes were very successful. BPA receives numerous TVI and RFI complaints due to its power lines. I have successfully resolved a large number of these, with industrial accepted methods. These results have held up to legal scrutiny. High voltage fault protection is required whenever a telephone line enters a utility substation ( ‘positron protection’ ). I installed these protection devices according to utility and Telephone Company standards many times. Okanogan PUD needed to install a number of these on a Load Control Area Project. Neither Okanogan PUD nor the telephone company personnel understood the need for, engineering considerations of, and the equipment needed for this telephone protection. I educated both the PUD personnel, and the telephone company personnel. I, additionally, engineered and installed the equipment. I am not only familiar with work practices of utility communication crews, but also with that of other utility crews, such as Substation Maintenance Line Maintenance, Meter and Relay, Operations, Construction, etc. Some examples are: There are coupling capacitors and waveguide traps situated on some power lines for use with power line carrier. I have repaired the ones at East Omak and Columbia Substations which involved having to understand Dispatch and Operation practices to get the equipment out of service, and what the Line Crew needs to do to remove the trap and lower to the ground. The

traps were then repaired and tuned. An understanding of the Power Factoring practices of Substation Maintenance, as well as the high voltage meggering tests was needed to test the trap and coupling capacitor before returning to service. I was training a USBR engineer and a technician on some new transfer trip equipment. They asked me to look over their Test and Energization procedure they were going to use to install the new transfer trip and associated relays. When I noticed the procedure had none of the Trip Checks that are a standard Meter and Relay test, I mentioned the oversight to them. They were not familiar with the tests, so I explained the nature of the tests, and the necessity of them. I then put them in touch with the Meter and Relay District Engineer for more information. I managed the construction of a new BPA radio regenerator site. In order to get station service, I had the local PUD’s Line Crew set a pole with a can on it. From this transformer, they dropped in station service. I was not at the site when the PUD brought service in and connected it to the building. Upon inspecting the installation, I noticed the PUD Line Crew forgot to bond their neutral on the pole. This resulted in an unsafe condition. I notified the PUD Line Foremen. He apologized and had his crew rectify the situation. An example of familiarity with the standard utility practices of other crafts happened during the addition of a three-phase panel by Substation Maintenance. After the panel and circuits were added, but before they were in use, I went up and looked at the job. Upon inspection, it was evident that the job was not done up to industry standards. None of the phases were marked, and, as a result the ‘wild leg’ was connected to the panel by mistake. Additionally, the panel and rack were not grounded creating was a safety hazard, as well as an unacceptable installation. I contacted the Substation Maintenance Forman I, he inspected the job and had it brought up to standard practice. Currently I am considered the PSC system senior engineer and am expected to understand how all aspects of the PSC system work together with the power system. As an example, when the Central Ferry Project failed to function due to issues with the new communications and control equipment. I was called in to diagnose, repair, and integrate it into the BPA system even though I was not previously involved in the project. The temporary solution that was to long line through Central Ferry until the protection, control, and telecommunications could be repaired. This involved both fiber optic cable issues, radio path issues, construction quality issues, and design oversite issues. Project Management In the last twenty seven years I have managed projects on multiple levels. I have developed schedules, coordinate work and resources, monitor cost, progress, and quality for both BPA employees and contractors. This has been done at both the informal, small work group level and the large interagency/customer level. One example is the upgrade of the communications, control, and protection systems between BPA's Ashe substation and the ENW nuclear generator plant. Another engineer and myself identified the deficiency, developed a plan, got the project funded, scheduled and monitored it's execution over four years, and inspected BPA's, ENW's work, and subcontractor work. I took on the role of 'defacto' project manager and performed the functions of developing, scheduling, coordination ( within BPA, with ENW, with subcontractors, and with getting approval from the NRC ), and managing both the project and construction resources. I also served as construction manager and work with another engineer, did the commissioning. The project spanned four years and totaled seven million dollars. I worked in close consort with the BPA organizations that were responsible for the various functions as this was a unique project, and used the existing BPA tool set.

Work Experience: Bonneville Power Administration Dates Employed: Detail PO Box 968 Grade Level: GS-14/10 Vancouver, WA 99352 Hours per Week: 40+ Title: Acting TECP Manager Supervisor: Mike Miller 360-418-8647 As Acting Manager and Supervisor in TECP, I am responsible for managing and supervising a group of Engineers, Contractors, and technicians that are subject matter experts who:

• Apply advanced electrical engineering and/or telecommunication theories, principles, concepts, standards and methods in order to direct, oversee and evaluate the work of engineers and electronic engineering craftsmen.

• Apply advanced engineering leadership related to investigation of electrical phenomena, electrical circuits, circuit elements, equipment, and systems in order to bridge engineering of multiple disciplines.

• Make improvements, solves problems, or takes corrective action when problems arise to ensure timely solutions and project compliance

• Recommend specific work requirements, priorities, and resource allocations necessary to accomplish the long-range plans of the organization

• Identify developmental and training needs of employees, providing or arranging for needed development through diversity of work assignments and/or training to ensure employees are provided opportunities to learn and improve.

• Ensure team-oriented, effective and productive formal and informal working relationships within and outside the organization to promote agency business, marketing, and customer service objectives

• Present briefings on all aspects of the project to various internal and external customers in order to ensure project goals are being achieved within pre-established timelines

• Provide advice and guidance on interpretation and implementation of technical policy directives and programs, as well as review of plans and specifications for projects and provision of consultative services.

• Make recommendation to identify and resolve critical system issues by introducing effective processes that improve reliability of Telecommunication Operational Networks.

• Provide authoritative advice, counsel, and guidance to staff and management, and senior executives on power systems control and/or telecommunication systems

• Establish work priorities, workload planning, and budget and staffing planning as required to ensure project goals and deadlines are met

• Assign work to subordinates based on priorities, selective consideration of the difficulty and requirement of assignments, and the capabilities of employees

• Give advice, counsel, and instruction to employees on both work and administrative matters to promote a challenging and motivating work environment

In addition to the above, I am chairman of the PSC Craft Committee, and as such I provide 'supervision' to the Craft Committee members, trainers, and other program participants with regards to providing understanding, support, and leadership in administering the agency EEO program for applicants and employees to ensure fair and equitable treatment for all employees in personnel policies and practices.

Bonneville Power Administration Dates Employed: Detail PO Box 968 Grade Level: GS-14/10 Vancouver, WA 99352 Hours per Week: 40+ Title: Unclassified NERC/CIP/Rover Supervisor: Jim Anderson 360-563-3601 My responsibility was twofold, first to get PSC compliant with Version 3 of the NERC/CIP standard ( & PRC standards & a host of other standards ), and secondly to take care of BPA power system issues as the PSC system expert. Essential my job was to be the system expert for operation and maintenance issues, and when that was not needed, to work upon compliance. Bonneville Power Administration Dates Employed: 10/07 to Present 13294 Lincoln Park Rd. Grade Level: GS-14/10 East Wenatchee, WA 98802 Hours per Week: 40+ Title: Senior Electronics Engineer Supervisor: Brett Moad 509-886-6001 Fully supervised a diverse staff composed of up to two engineers and four craftsmen that are stationed at geographic diverse locations. Additionally, occasionally supervised members of other work crews on multi-crew projects and supervised the development and education of student interns. This included aggressively leading, coaching, developing, and supervision of the personnel, as well as dealing with the odd discipline problem. I also served to ensure that the work place is a harassment free, non-threatening working environment for all employees. I also daily serve as liaison, councilor, and facilitator between various crews, as well as to my direct reports. Also, actively managed budget for cost effective operation and maintenance of District. Co-laterally, with my supervisory role, I serve as the technical expert for the electronic control and communications equipment located in the Sickler/Grand Coulee/Ellensburg Maintenance District including all aspects of District/System integration ( e.g.: modification, redesign, troubleshooting, etc. ). I represented the District in a variety of technical situations, preparing equipment specifications, maintenance standards and procedures, and other criteria having system wide impact. I proactively identified to the regional management team equipment replacement candidates and recommended enhancements to the district facilities to, cost effectively, expand and improve service. I devised and performed all types of engineering studies and testing relating to equipment and system malfunctions. I further conducted Test and Energization of all new communication and control equipment in the District. I served quite effectively as a technical consult to entities both inside and outside of BPA, including customers, and other utilities. I take the lead in reviewing design plans and project diagrams for compatibility with existing systems, and maintenance requirements, as well as, suggesting new designs and approaches. I have successfully resolve and number of TVI and RFI complaints. Additionally, with my district engineering and supervisory role, I serve as a Senior technical expert system wide for the electronic control and communications equipment in BPA. I represented PSC system wide in a variety of technical situations, preparing equipment specifications, maintenance standards and procedures, and other criteria having system wide impact. I proactively identified to the regional management team equipment replacement candidates and recommended enhancements to the system facilities to, cost effectively, expand and improve service. I devised and performed all types of engineering studies and testing relating to equipment and system malfunctions. I further managed and conducted system wide test on the BPA system. I served quite effectively as a technical consult to entities both inside and outside of BPA, including customers, and other utilities. In addition I provide oversight and engineering support to other PSC districts due to lapses in the filling of the district engineer position.

In addition to the above duties I have served as the senior management official on the PSC craft committee in charge of the rating and the training of new craftsmen trainees. I also have served as mentor to inexperience District Engineers in the BPA system, as well as the craftsmen trainees in the training program. Currently I am also performing as the technical lead for the Ashe and Franklin/McNary districts. Bonneville Power Administration Dates Employed: Temp 90 Day Detail PO Box 968 Grade Level: GS-14/07 Vancouver, WA 99352 Hours per Week: 40+ Title: Acting Technical Training Manager Supervisor: Robin Furrer 360-418-2245 As Acting Manager and Supervisor in the Technical Training Center, I am responsible for: planning, developing, and implementing training support across all organizational boundaries; budgeting for the Technical Training Center and for apprentices assigned to Transmission Field Services; long range planning for staffing levels in the training programs; and Developing curriculum, providing classroom training, working closely with the various BPA Craft Committees to ensure training programs are providing desired results, coordinating with other utilities and the union to ensure BPA’s programs are on the leading edge of utility apprenticeship training programs, develops appropriate partnerships and relationships with other entities to ensure programs are providing desired results in a cost effective and efficient manner . Bonneville Power Administration Dates Employed: 12/02 to 10/07 PO Box 968 Grade Level: GS-14/07 Richland, WA 99352 Hours per Week: 40+ Title: Senior Electronics Engineer Supervisor: Mike Duncan 509-527-6238 Supervising PSC in an entire region: Fully supervised a diverse staff composed of up to three engineers and six craftsmen that are stationed at geographic diverse locations. Additionally, occasionally supervised members of other work crews on multi-crew projects and supervised the development and education of student interns, engineering trainees, and craftsmen trainees. This included aggressively leading, coaching, developing, and supervision of the personnel, as well as dealing with the odd discipline problem. I also served to ensure that the work place is a harassment free, non-threatening working environment for all employees. I also daily serve as liaison, councilor, and facilitator between various crews, as well as to my direct reports. Also, actively managed budget for cost effective operation and maintenance of District. Performed all the District Engineers duties in the district, as well as serve as a system Senior Engineer. Co-laterally, with my district engineering supervisory role, I serve as a Senior technical expert system wide for the electronic control and communications equipment in BPA. I represented PSC system wide in a variety of technical situations, preparing equipment specifications, maintenance standards and procedures, and other criteria having system wide impact. I proactively identified to the regional management team equipment replacement candidates and recommended enhancements to the system facilities to, cost effectively, expand and improve service. I devised and performed all types of engineering studies and testing relating to equipment and system malfunctions. I further managed and conducted system wide test on the BPA system. I served quite effectively as a technical consult to entities both inside and outside of BPA, including customers, and other utilities. I take the lead in reviewing design plans and project diagrams for compatibility with existing systems, and maintenance requirements, as well as, suggesting new designs and approaches. I have successfully resolve and number of TVI and RFI complaints. In addition to the above duties I have served as the senior management official on the PSC craft committee in charge of the rating and the training of new craftsmen trainees. I also have served as mentor to inexperience District Engineers in the BPA system, as well as the craftsmen trainees in the training program.

Bonneville Power Administration Dates Employed: 7/91 to 12/02 13294 Lincoln Park Rd. Grade Level: GS-13/08 East Wenatchee, WA 98802 Hours per Week: 40+ Title: District Engineer Supervisor: Mike Brock 509-358-7375 Fully supervised a diverse staff composed of up to two engineers and four craftsmen that are stationed at geographic diverse locations. Additionally, occasionally supervised members of other work crews on multi-crew projects and supervised the development and education of student interns. This included aggressively leading, coaching, developing, and supervision of the personnel, as well as dealing with the odd discipline problem. I also served to ensure that the work place is a harassment free, non-threatening working environment for all employees. I also daily serve as liaison, councilor, and facilitator between various crews, as well as to my direct reports. Also, actively managed budget for cost effective operation and maintenance of District. Co-laterally, with my supervisory role, I serve as the technical expert for the electronic control and communications equipment located in the Sickler/Grand Coulee/Ellensburg Maintenance District including all aspects of District/System integration ( e.g.: modification, redesign, troubleshooting, etc. ). I represented the District in a variety of technical situations, preparing equipment specifications, maintenance standards and procedures, and other criteria having system wide impact. I proactively identified to the regional management team equipment replacement candidates and recommended enhancements to the district facilities to, cost effectively, expand and improve service. I devised and performed all types of engineering studies and testing relating to equipment and system malfunctions. I further conducted Test and Energization of all new communication and control equipment in the District. I served quite effectively as a technical consult to entities both inside and outside of BPA, including customers, and other utilities. I take the lead in reviewing design plans and project diagrams for compatibility with existing systems, and maintenance requirements, as well as, suggesting new designs and approaches. I have successfully resolve and number of TVI and RFI complaints. Bonneville Power Administration Dates Employed: 7/89 to 7/91 914 Ave. D Grade Level: GS-11/02 Snohomish, WA 98290 Hours per Week: 40+ Title: Electronics Engineer Supervisor: Ken Bramall 360-568-4960 Developed many criteria, techniques, and procedures relating to the maintenance and repair of communications and control systems of the Snohomish District. Recommend changes, as required, to the communications system to assure a high quality, reliable grade of service. Made quite frequent emergency repairs to the communications system and associated equipment. Reviewed designs involving the integration of new equipment into BPA’s communications system. Made many design modifications to improved system functionality and make the designs feasible. Wrote and evaluated maintenance procedures for new equipment. Frequently I was left to direct the day-to-day workload of the craftsmen, co-ordination with other crews, and mediation of on-the-job differences. Bonneville Power Administration Dates Employed: 11/87 to 7/89 3920 Columbia View Dr. Grade Level: GS-09/01 The Dalles, OR 97058 Hours per Week: 40+ Title: Electronics Engineer Supervisor: Robert Avery 503-296-4684 Developed many criteria, techniques, and procedures relating to the maintenance and repair of communications and control systems of the Snohomish District. Recommend changes, as required, to the communications system to assure a high quality, reliable grade of service. Made

quite frequent emergency repairs to the communications system and associated equipment. Reviewed designs involving the integration of new equipment into BPA’s communications system. Made many design modifications to improved system functionality and make the designs feasible. Wrote and evaluated maintenance procedures for new equipment. Power Logistics Dates Employed: 8/87 to 11/87 10950 SW 5th Street Suite 170 Salary: /Year Beaverton, OR 97005 Hours per Week: 40+ Title: Electrical Engineer Supervisor: Designed custom OEM power supplies. Did all phases of design and prototyping of custom power supplies, including machining, repair, troubleshooting, environmental testing, and obtaining Underwriters Laboratory Approval. Wrote technical manuals, and all associated documentation. Performed customer service calls. Direct supervised two technicians. Portland State University Mail Department Dates Employed: 09/84 to 08/87 P.O.Box 751 Salary: /hour Portland, OR 97207 Hours per Week: 28 Title: Mail Handler Supervisor: Picked-up, sorted, processed, and delivered incoming mail. Picked-up, metered, and sent outgoing mail and UPS for University of 22,000 people. Pan Am World Services, Inc. Dates Employed: 06/86 to 09/86 Bangor Military Base Salary: /month Bremerton, WA 98315 Hours per Week: 40 Title: Engineer Trainee Supervisor: Established baseline and validation procedures for crane control systems. Designed a computer buss interface for a badge reader security system. Sears, Roebuck, & Co. Dates Employed: 07/84 to 09/84 Clackamas Town Center Salary: /hour Portland, OR Hours per Week: 30 Title: Stock Worker Stock Room Work. Shipping and Receiving. Beavercreek Store Dates Employed: 01/84 to 07/84 Beavercreek Road Salary: /hour Beavercreek, OR Hours per Week: 20 Title: Stock Worker Stocked shelves, coolers, and other related tasks. Education: 18 Credits towards M.S.E.E. Portland State University Portland, OR 97207 Major: Electro-magnetics

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