Agenda Corporate Governance and Human Resources Committee

Agenda
Corporate Governance and Human
Resources Committee
May 1, 2014 | 2:00 p.m. - 3:00 p.m. Eastern
Participant Dial-In: 1-800-897-4057
Call to Order and Chair’s Remarks
NERC Antitrust Compliance Guidelines
Agenda
1. Minutes* — Approve
a. March 20, 2014 Meeting
2. Form 990** — Review
3. 2014 Q1 Corporate Goals Update* — Review
4. Compliance Committee Mandate* — Approve
5. Staffing and Recruiting Update* — Review
6. Adjournment
*Background materials included.
**Supplemental materials to be provided.
Antitrust Compliance Guidelines
I. General
It is NERC’s policy and practice to obey the antitrust laws and to avoid all conduct that unreasonably
restrains competition. This policy requires the avoidance of any conduct that violates, or that might
appear to violate, the antitrust laws. Among other things, the antitrust laws forbid any agreement
between or among competitors regarding prices, availability of service, product design, terms of sale,
division of markets, allocation of customers or any other activity that unreasonably restrains
competition.
It is the responsibility of every NERC participant and employee who may in any way affect NERC’s
compliance with the antitrust laws to carry out this commitment.
Antitrust laws are complex and subject to court interpretation that can vary over time and from one
court to another. The purpose of these guidelines is to alert NERC participants and employees to
potential antitrust problems and to set forth policies to be followed with respect to activities that may
involve antitrust considerations. In some instances, the NERC policy contained in these guidelines is
stricter than the applicable antitrust laws. Any NERC participant or employee who is uncertain about
the legal ramifications of a particular course of conduct or who has doubts or concerns about whether
NERC’s antitrust compliance policy is implicated in any situation should consult NERC’s General Counsel
immediately.
II. Prohibited Activities
Participants in NERC activities (including those of its committees and subgroups) should refrain from
the following when acting in their capacity as participants in NERC activities (e.g., at NERC meetings,
conference calls and in informal discussions):
•
Discussions involving pricing information, especially margin (profit) and internal cost
information and participants’ expectations as to their future prices or internal costs.
•
Discussions of a participant’s marketing strategies.
•
Discussions regarding how customers and geographical areas are to be divided among
competitors.
•
Discussions concerning the exclusion of competitors from markets.
•
Discussions concerning boycotting or group refusals to deal with competitors, vendors or
suppliers.
•
Any other matters that do not clearly fall within these guidelines should be reviewed with
NERC’s General Counsel before being discussed.
III. Activities That Are Permitted
From time to time decisions or actions of NERC (including those of its committees and subgroups) may
have a negative impact on particular entities and thus in that sense adversely impact competition.
Decisions and actions by NERC (including its committees and subgroups) should only be undertaken for
the purpose of promoting and maintaining the reliability and adequacy of the bulk power system. If
you do not have a legitimate purpose consistent with this objective for discussing a matter, please
refrain from discussing the matter during NERC meetings and in other NERC-related communications.
You should also ensure that NERC procedures, including those set forth in NERC’s Certificate of
Incorporation, Bylaws, and Rules of Procedure are followed in conducting NERC business.
In addition, all discussions in NERC meetings and other NERC-related communications should be within
the scope of the mandate for or assignment to the particular NERC committee or subgroup, as well as
within the scope of the published agenda for the meeting.
No decisions should be made nor any actions taken in NERC activities for the purpose of giving an
industry participant or group of participants a competitive advantage over other participants. In
particular, decisions with respect to setting, revising, or assessing compliance with NERC reliability
standards should not be influenced by anti-competitive motivations.
Subject to the foregoing restrictions, participants in NERC activities may discuss:
•
Reliability matters relating to the bulk power system, including operation and planning matters
such as establishing or revising reliability standards, special operating procedures, operating
transfer capabilities, and plans for new facilities.
•
Matters relating to the impact of reliability standards for the bulk power system on electricity
markets, and the impact of electricity market operations on the reliability of the bulk power
system.
•
Proposed filings or other communications with state or federal regulatory authorities or other
governmental entities.
Matters relating to the internal governance, management and operation of NERC, such as nominations
for vacant committee positions, budgeting and assessments, and employment matters; and procedural
matters such as planning and scheduling meetings.
NERC Antitrust Compliance Guidelines
2
Agenda Item 1.a
Draft Minutes
Corporate Governance and Human Resources
Committee
March 20, 2014 | 1:00 p.m. – 1:30 p.m. Eastern
Conference Call
Call to Order and Chair’s Remarks
Jan Schori, Chair, convened a duly noticed meeting of the Corporate Governance and Human
Resources Committee (the “Committee”) of the North American Electric Reliability Corporation
(“NERC”) on March 20, 2014 at 1:02 p.m. Eastern, and a quorum was declared present. The agenda is
attached as Exhibit A.
Present at the meeting were:
Committee Members:
Jan Schori, Chair
Robert G. Clarke
Frederick W. Gorbet
Kenneth G. Peterson
Bruce Scherr
Board of Trustees Members:
Paul F. Barber
Gerald W. Cauley, President and Chief Executive Officer
David Goulding
Roy Thilly
NERC Staff:
Charles A. Berardesco, Senior Vice President, General Counsel, and Corporate Secretary
Thomas Burgess, Vice President and Director of Reliability Assessment and Performance Analysis
Mark Rossi, Senior Vice President, Chief Operating Officer
Janet Sena, Senior Vice President, Director of Policy and External Affairs
Brady Walker, Associate Counsel
Michael Walker, Senior Vice President, Chief Financial and Administrative Officer, and Corporate
Treasurer
NERC Antitrust Compliance Guidelines
Ms. Schori directed the participants’ attention to the NERC Antitrust Compliance Guidelines included
with the agenda materials.
Minutes
Upon motion duly made and seconded, the February 5, 2014 meeting minutes were approved in the
form as presented to the Committee at the meeting.
2014 Performance Metrics
Following discussions at the Committee’s February meeting, approval of the metrics was delayed until
this meeting so that comments from stakeholders could be considered by NERC Management and the
Committee members. Mr. Cauley provided a summary of the comments received and highlighted the
importance of the public input process which created an opportunity to improve and strengthen the
metrics. Mr. Rossi reviewed the specific improvements and revisions that resulted from discussions
with stakeholders. His presentation included a discussion of sub-metric A, which was adopted upon a
recommendation from the Standards Committee. With regard to sub-metric A, the Standards
Committee and NERC Staff will work together to develop a periodic review process for steady state
Reliability Standards. The process will include a quality and content review and the use or adaptation
of the 2013 Independent Expert Review Team’s quality and content scoring system will be considered
during development. The review will be conducted by a cross-functional task force that will consist of
Committee chairs, NERC management, NERC and stakeholder subject matter experts, and other parties
as deemed necessary and appropriate. This review may also be incorporated into the current
Standards Processes Manual periodic review process to avoid duplication of effort. So that the task
force will be able to identify Reliability Standards for inclusion in the 2016-2018 Reliability Standards
Development Plan, the task force will be operational no later than mid-2015 to allow ample time for
the development of the annual task force review timeline.
Committee members engaged in an active discussion of the metrics. Upon motion duly made and
seconded, the Committee approved the 2014 Performance Metrics for compensation purposes and
recommended Board approval of the metrics as they relate to the ERO Strategic Plan.
Adjournment
There being no further business, and upon motion duly made and seconded, the meeting was
adjourned at 1:40 p.m. Eastern.
Submitted by,
Charles A. Berardesco
Corporate Secretary
2
Agenda Item 3
Corporate Governance and Human Resources Committee
Open Session
May 1, 2014
ERO Enterprise and Corporate Performance Metrics – Quarter 1 Status
Action
Information
Background
On February 6, 2014 the NERC Board of Trustees approved the ERO Enterprise Strategic Plan for
the 2014-2017 planning period and deferred approval of the proposed ERO performance metrics
for 2014. Following the February meetings in Phoenix, NERC and Regional Entity staffs refined
four overarching performance metrics for 2014, designed to assess the overall effectiveness of
the enterprise in addressing risk to the bulk electric system (BES) and improving BES reliability,
and presented those metrics to the committee on March 20th. The committee approved the ERO
Enterprise performance metrics for 2014 and requested a quarterly status update throughout
the remainder of the calendar year.
Summary
Gerry Cauley, president and chief executive officer of NERC, will provide a summary of the first
quarter results of the committee-approved performance metrics.
Enclosed Attachment
1. 2014 ERO Enterprise and Corporate Metrics –Quarter 1 Status Report
Corporate Governance and Human Resources Committee 2014 Quarter 1 Status ERO Enterprise Metric 1: Reliability Results Measure of success Determine the frequency and severity of BPS events, excluding weather, flood, or earthquake. The target is fewer, less severe events during 2014‐2017; no Category 4 and 5 events and Category 1‐
3 events are trending down. Threshold
Target
No Category 4 or 5 events (10%); The cumulative trend line in the composite Daily “event Severity Risk Index” (eSRI) for Category 1‐3 events remains flat or negative.* (10%) 
No Category 4 or 5 events occurred in Q1. 
Composite Category 1‐3 events trend line slope has decreased slightly (data currently in second and independent review). *Measured for the period beginning 1/1/2011 to‐date, includes days with zero events, and excludes: category 4 and 5 events, events caused by natural phenomenon, and AESO islanding. Target
Gap analysis of standards and ERO compliance monitoring implementation complete and recommendations identified within 90 days. Zero gaps, or closure of any standards or compliance gaps identified within one year of event unless a technical study is needed. ERO Enterprise Metric 3: Risk Mitigation Effectiveness
Measure of success Threshold
Status of Key Activities at Q1

Target
Status of Key Activities at Q1
Stated threshold deliverables achieved for each risk project. Stated target deliverables achieved for each risk project. 
No Category 3 events occurred in Q1. Review the BES risk profile each year to determine actual and potential risks. The target is to identify, select and mitigate the high priority risks (and issue specific metrics for each established project). Status of Key Activities at Q1
ERO Enterprise Metric 2: Assurance Effectiveness
Measure of success Threshold
Assess all Category 3 and above events. The target is to reach zero gaps in Reliability Standards and compliance monitoring by 2017. See individual project status below. 1 05.01.2014 Corporate Governance and Human Resources Committee Measure of success 1.
2.
3.
Changing Resource Mix Extreme Physical Events Protection System Misoperations Threshold
4.
Cold Weather Preparedness 
Completed whitepaper and sent to PC for final review. 
Formed joint OC/PC task force to perform assessment. Whitepaper planned for presentation at upcoming MRC/BOT meetings in May. Board approval of Phase 1 Special Assessment of Essential Reliability Services before yearend 2014. GMD Stage 2 Standard (Project 2013‐
03, TPL standard) approved by industry ballot before yearend 2014. 
GMD Stage 2 Standard (Project 2013‐03, 
TPL standard) approved by Board and filed with regulators by yearend 2014. GMD Stage 2 Standard under development. SDT formed and SAR posted. Standard will post in Q2. 
Physical security standard, if directed by 
FERC, approved by Board and filed with regulators by directive deadline. Physical Security Standard and RSAW under development. SDT formed, SAR posted and SC approved waivers. PRC‐004‐3 Protection System Misoperations (Project 2010‐
05.1) approved by industry ballot before the end of 2014. 
PRC‐004‐3 Protection System Misoperations (Project 2010‐05.1) approved by Board and filed with regulators before yearend 2014. 
Additional ballot posted for PRC‐004‐3 Standards. 
Work with North American Transmission Forum to identify 2 major contributors to misoperations that lead to system events before yearend 2014. 
Face‐to‐face meeting with NATF is in the process of being scheduled for Q2 to discuss misoperation trends, review data and develop plan to identify contributors to misoperations that lead to system events. 

Review effectiveness of 2011 cold snap recommendations, lessons learned, and related Operating Committee guidelines, prepare a report on any remaining gaps. Develop composite long‐term metric and develop industry actions to address identified contributors to misoperations that lead to system events. Perform analysis, including the use of GADS data, to evaluate industry performance during 2012‐2014 cold weather events and identify further recommendations for cold weather response, if applicable. Status of Key Activities at Q1
Publish Essential Reliability Services whitepaper and deliver Phase 1 Special Assessment of Essential Reliability Services to executive management before yearend 2014. Target

NERC OC has begun work on updating the Reliability Guideline based on information and data from January Polar Vortex weather phenomenon. 
Lagging from Q1 milestone: Survey plan development scheduled for Q1, was deferred to Q2. No anticipated issue to complete by year end. 2 05.01.2014 Corporate Governance and Human Resources Committee 5.
6.
Right of Way Clearances 345 kV Breaker Failures 
Complete analysis of facility 
ratings data reported and identify gaps. 
Develop site visit plan and initiate site visits to assess clearance 
mitigation. Reports to NERC board at February and August 2014 meetings showing mitigation efforts, joint with NATF, NAGF, and others. Complete a report, jointly with NATF, detailing an approach for developing best practices and a sustainable program for maintaining right‐of‐way clearances. Complete site visit assessments for entities with significant high and medium priority line discrepancies Mean time to failure trending longer for failure of 345 kV HPI Series “single break” SF6 gas circuit breakers due to separation of the Teflon nozzle caused by incorrect torqueing of hardware. 
Posted Facility Ratings Assurance best practices white paper. 
Lagging from Q1 milestone: Planned to start in Q2. 
Detailed analysis of final data not complete; 

o
10 entities still remediating high priority lines. o
41 entities still remediating medium priority lines. o
No anticipated issue to complete by year end. o
Site plan developed in Q2. Site visits in Q3. NATF report provided for February Board package. Posted Facility Ratings Assurance best practices white paper in Q1. As of March 31st, mean time between failures has increased from 4.2 to 6.7 months with no new failures.
3 05.01.2014 Corporate Governance and Human Resources Committee ERO Enterprise Metric 4: Program Execution Effectiveness
Measure of success Threshold
Sum of the weighted sub‐
metrics. Sub‐metric A 
(Primary NERC) ‐ Percent of all board‐approved standards1 meet quality criteria and results‐based construct Continued application of the 2014‐2016 Reliability Standards Development Plan during 2014: Board adopted Reliability Standards for GMD (Stage 2)*, COM‐002‐4, and Stable Power Swings. * Credit will be counted in Metric 3, Item 2 
Sub‐metric B Target
The approach for the periodic review of steady state Reliability Standards is developed by NERC Staff and the Standards Committee and reviewed with stakeholders. 70% of Target complete. (Primary NERC) ‐ Quality, up‐
to‐date Reliability Standard Audit Worksheets, or any successor guidance, developed for board‐approved Reliability Standards 

Threshold met plus Final Ballot reached for two of the following: PRC‐004‐3, TOP/IRO, and CIP (two time‐sensitive directives). The approach and any needed changes to the Standard Processes Manual (SPM) required for the periodic review of steady state Reliability Standards developed by NERC Staff and the Standards Committee, with stakeholder input, ready for Board approval in the fourth quarter of 2014. Status of Key Activities at Q1

See individual sub‐metric status below. 
Stable Power Swing SAR (Target: TOP/IRO and CIP SAR) posted. 
TOP/IRO: TOP/IRO SAR posted – see project page. Two technical conferences held in March – slides posted on project page. 
PRC‐004‐3, Misoperations: Additional ballot posted on 1/17 for comment and ballot – see project page. 
Periodic Review Approach: In March, Standards Committee (SC) formed group and scope was approved. Group met twice in March. See SC agenda, item 5. 
CIP progress: SAR posted. See project page for details. Two technical conferences held: Phoenix, Summary for details. Every standard that goes to ballot will have a Posted following RSAWs for balloted posted RSAW alongside. Every standard that standards: is reviewed as part of the 5 year review cycle  Project 2010‐05.1 Protection System on will have a current up‐to‐date RSAW or 2/18. successor.  Project 2013‐04 Voltage and Reactive Control (VAR‐002) on 2/27. 
Project 2010‐04 Demand Data (MOD C) on 2/25. 1
Regional standards are not included, this applies to NERC only. 4 05.01.2014 Corporate Governance and Human Resources Committee Sub‐metric C (Joint ERO Enterprise) – Implementation of risk‐based registration criteria to achieve efficient and effective allocation of compliance obligations. Registration is commensurate with risk and RAI and in light of new BES definition and is implemented Sub‐metric D Assessment complete with recommended framework and registration criteria. Implementation plan complete. Both documents presented to the Board by yearend 2014. 
ERO Enterprise caseload index less than or equal to 8 months; 70% 

ERO Enterprise caseload index less than or equal to 7 months, with all Regional Entities above average trending downward. 
Survey conducted and responses assessed. Industry Advisory Group stood‐up and two meetings held. 
Draft whitepaper developed for program design. (Joint ERO Enterprise) – Timeliness and transparency  Number of active possible of compliance results: 12 violations preceding January 1, month rolling average of the 2013 is 65, excluding those held ERO Enterprise caseload index by appeal, regulator, or court trending favorably.2 Maximum Baseline 2013 = Caseload index = 7.3 age of unclosed cases is less months than 24 months and improving Sub‐metric E Assessment complete with recommended framework and registration criteria. Implementation plan complete. Both documents approved by the Board by yearend 2014. (Joint ERO Enterprise) ‐ Mitigation aging curve improving 
ERO caseload index is 7.4 months. 
Pre‐2013 caseload includes 337 active violations (excludes violations on hold by appeal, regulator or court). Number of active possible violations preceding January 1, 2013 is 0, excluding those held by appeal, regulator, or court 75% 89% (Joint ERO Enterprise) ‐ Percent of self‐identified non‐
compliances (includes self‐
reports and self‐certifications) Sub‐metric F Percentage of the noncompliance items discovered in that year that are mitigated (as of December 31, 2014) Percentage of the noncompliance items discovered in that year that are mitigated (as of December 31, 2014) 

2013: 75% 2013: 80% 
2012: 90% 
2012: 95% 
2011: 95% 
2011: 98% 
2010 (and older): 98% 
2010 (and older): 100% 
2013: 49%, 
2012: 83%; 
2011: 93%; 
2010: 99% ERO Enterprise Caseload Index is the rate at which the ERO processes violations and is defined as the annual ERO Inventory (defined as Active violations that have not been filed with FERC multiplied by 12) divided by the total number of violations completely processed (NOPs, SNOPs, FFTs and Dismissals) over the previous 12‐months. 2
5 05.01.2014 Corporate Governance and Human Resources Committee Sub‐metric G 
(Joint ERO Enterprise) ‐ RAI reforms ERO auditor handbook training completed; 
RAI compliance design completed; 
RAI enforcement pilots completed and analysis completed; 
Average time from discovery to decision to enforce or not (i.e. the triage process) is 75 days; and

Train at least one partner entity to complete maturity model assessments and complete either directly or through trained partners 15 maturity model assessments. Sub‐metric H 
(Primary NERC) ‐ Participation in ES‐ISAC increased (2013 statistics used as Baseline) 

ERO auditor handbook deployment; 

RAI compliance design complete and reflected in the CMEP implementation plan for 2015; Rollout of handbook at Auditor Workshop has been completed. 
RAI enforcement pilots completed and FERC filings made, if required; Assessments of each pilot completed; evaluation team and evaluation criteria reviewed with advisory group. 
99% of noncompliance discovered in 2014 has gone through triage within 60 days. However, 3 months data is not sufficient to establish a trend. 

Average time from discovery to decision to enforce or not (i.e. the triage process) is 60 days; and 
Train at least two partner entities to complete maturity model assessments and complete either directly or through trained partners 20 maturity model assessments. 85% of all RCs and TO/TOPs; 
90% of all RCs and TO/TOPs; 
5% increase in enrollment of all other registered entities; 
10% increase in enrollment of all other registered entities; 429 of RC/TO/TOP on portal, representing 84% of total. 

5% in information share activity level (baseline 2013 uploads figures); and 
1514 users (1/4/14); 1695 users (4/9/14); a 9% increase. 
Develop an ES‐ISAC mission performance program, including 
Key Performance Indicators (KPIs) and benchmarks, by EOY. 20% increase in information share activity on portal (baseline 2013 uploads figures); and Develop an ES‐ISAC mission performance program, including KPIs and benchmarks, by end of Q3. Baseline 2013 = •
80% of RCs and TO/TOPs. •
51% of all other registered entities. 6 05.01.2014 Corporate Governance and Human Resources Committee Sub‐metric I (Joint ERO Enterprise) – Assessment of quality and availability of planning and engineering models and data Develop metric to evaluate the accuracy of power flow and dynamic models. Evaluate the draft metric using actual models from at least two interconnections by yearend and recommend changes, if needed. Sub‐metric J Report quarterly progress and achieve Report quarterly progress on achieving the 20% of the total action items set forth following in 2014, which represents 25% of (Joint ERO Enterprise) – the total action items set forth in the in the oversight model whitepaper. Achieving transition laid out in oversight model whitepaper: oversight model regarding ERO Enterprise personnel and i.
ERO EMG develops a roadmap to ERO Enterprise (NERC and implement an oversight model that is Regional Entity) infrastructure consistent with the principles set and applications forth in the white paper [Action Item (AI) #1] ii.
iii.
iv.
ERO EMG endorses auditor qualifications and competency guidelines and timetable for implementation [AI #1] vi.
ERO EMG approves an updated ERO Enterprise technology roadmap to meet its needs over the next 5 years. [AI #9] ERO EMG develops and implements an intra‐ERO communication plan to improve staff communications regarding ERO Enterprise initiatives i.
Draft ERO Enterprise roles and responsibilities document under review. ii.
Auditor qualifications and competencies guide endorsed. iii.
Plan to review Regional Delegation Agreements underway. iv.
ERO EMG reviews strategic plan and endorses performance metrics for 2015 by year end [AI #4 and #5] RAI design is completed and an implementation timetable is finalized [AI #8] Designated system events for each interconnection to use in model and data validation. ERO EMG develops a plan to review the Regional Delegation Agreements, including a timetable and potential areas that may require amendment [AI #3] v.
vii.
Review of strategic plan and metrics for 2015 to begin in Q3. v.
RAI design completion efforts on track. Refer to Sub‐metric G for current status. vi.
Technology roadmap under development. vii.
Communication plan under development. 7 05.01.2014 Corporate Governance and Human Resources Committee and to manage communications during critical events [AI #10] Sub‐metric K (Joint ERO Enterprise) –
Stakeholder annual satisfaction/perception survey of the ERO’s effectiveness to manage risk, budget and stewardship Develop questionnaire with stakeholder input and vetting but not implemented and benchmarked. Develop questionnaire with stakeholder input and vetting. Survey complete and benchmarks established. Planned to start in Q3. 8 05.01.2014 Agenda Item 4
Corporate Governance and Human Resources Committee
Open Session
May 1, 2014
Revisions to Board of Trustees Compliance Committee Mandate
Action
Approve
Summary
The Board of Trustees Compliance Committee (BOTCC) proposes revisions to its mandate to change
the frequency of BOTCC meetings to eight Executive Session meetings and four Closed meetings per
year, along with other ministerial revisions. The Closed meetings would be held along with the
quarterly meetings to allow the BOTCC to meet in-person with the Regional Entity management. The
CGHRC is responsible for recommending Board approval of the revised BOTCC mandate.
Board of Trustees Compliance Committee Mandate
Approved by Board of Trustees: May 97, 20122014
1. The Compliance Committee (CC) shall be composed of not less than three and not more than seven
members of the Board of Trustees (board).
2. The members of the CC shall be appointed or reappointed by the board at the regular meeting of
the board immediately following each Annual Meeting of the Members Committee. Each member
of the CC shall continue to be a member thereof until a successor is appointed, unless a member
resigns or is removed or ceases to be a trustee of the corporation. Where a vacancy occurs at any
time in the membership of the CC, it may be filled by the board.
3. The Board of Trusteesboard or, in the event of their failure to do so, the members of the CC, shall
appoint a chair from among their members. A member of the NERC staff shall serve as the nonvoting secretary.
4. The CC shall meet monthly at least quarterly by conference call or in person. Meetings may occur
at the same place in conjunction with the regular board meetings of the corporation, or as
determined by the members of the CC, using the same meeting procedures established for the
board.
5. The CC shall review, in the aggregate or individually, as the CC deems necessary, the progress of
violations, regardless of their status, known to the Compliance Monitoring and Enforcement
Program staff as reported by regional entities, discovered by the NERC staff, or discovered from
any other source.
6. The CC shall generally, in the aggregate, review at an open meeting, the progress of possible,
alleged, and confirmed violations.
7. The CC shall review the progress of regional entities in processing all allegations of violations of
NERC reliability standards in accordance with the NERC Rules of Procedure.
8. The CC shall serve as the appeal body for any appeals of compliance violations, penalties, or
sanctions.
9. The CC shall serve as the appeal body for any appeals of findings resulting from audits of the
regional entity implementation of the NERC Compliance Monitoring and Enforcement Program
heard by the NERC Compliance and Certification Committee.
10. The CC shall oversee the preparation and filing by NERC Sstaff of Notices of Penalty or Sanction,
Settlement Agreement, and Remedial Action Directive documents with FERC and other
governmental authorities, and the CC may delegate authority to NERC Staff to dispose of CMEP
matters subject to oversight by and terms and conditions set by the CC.
11. The CC shall hear any challenges by candidates for inclusion on the compliance registry.
12. The CC shall report to the board at each regularly scheduled meeting of the board.
13. The CC shall recommend to the board such actions as may further the purposes of the NERC
Compliance Monitoring and Enforcement Program and Organization Registration and Certification
Program.
14. The CC shall review this mandate annually and recommend to the board Corporate Governance
and Human Resources Committee any changes to it that the CC considers advisable.
15. The CC shall complete a self-assessment annually to determine its effectiveness.
16. The CC shall perform such other functions as may be delegated from time to time by the board.
Board of Trustees Compliance Committee Mandate
Approved by Board of Trustees: May 97, 20122014
Agenda Item 5
Corporate Governance and Human Resources Committee
Open Session
May 1, 2014
Staffing and Recruiting Update
Action
Information
Background
Talent acquisition remains a core priority for the Human Resources (HR) department and a
significant opportunity to augment the enterprise with hires with industry-leading technical
competency and close alignment to NERC’s mission, core values, and consequent ability to
make sustained contributions towards long-term objectives.
Through use of best practices, HR continues to significantly enhance the quality and fit of talent
while not exceeding approved budget for headcount. The period of January through March
2014 saw the exit of four (4) and hiring of eight (8) employees.
Open, approved headcount in the 2014 budget remains a priority, and HR anticipates filling
these roles with top talent in 2014 at or under budget.
Below are descriptions of the eight (8) hires that have been completed from January 1 through
March 31, 2014.
Helpldesk Level 1, Helpdesk Services
Travis Heyward joined the NERC staff in February as a Helpdesk Level 1, Helpdesk Services
reporting to Jeff Hicks. Prior, Travis worked for McCurdy & Candler LLC in Atlanta Georgia
for three years as the IT Helpdesk Analyst. Prior to that, he served at EchoStar Technologies
as a Quality Assurance Software Technician.
Travis has a Bachelor’s degree in Network and Communications Management from DeVry
University.
ES-ISAC Cybersecurity Specialist
Carlo Castaneda joined the NERC staff in February as an ES-ISAC Cybersecurity Specialist
reporting to Fredrick Hintermister. Carlo was a Program Analyst in the liaison and public
information section of the Department of Justice (DOJ) where he ran the Department’s
International Visitors Program. During his time with the DOJ, he also managed international
assistance programs in Africa and the Middle East. Prior, Carlo served six years in a U.S.
Marines reconnaissance unit.
Carlo received his Bachelors of Science from the University of Maryland, College Park. He is
a member of several area cyber security groups and the assistant organizer of the Maryland
Applied Security Team.
1
Bulk Power System Awareness Engineer
Warren Wu joined the NERC staff in February as a Bulk Power System Awareness Engineer
reporting to Sam Chanoski. Prior, Warren was with TVA in Chattanooga, Tennessee where
he was Specialist, Reliability Analysis and Operations. Warren has experience in planning
and operation of transmission systems from utilities located in Texas, Georgia, and
Tennessee. Warren has held positions as Manager, Transmission Reliability, and served as
Reliability Coordinator managing transmission grid operations activities for TVA and five
other companies, across portions of eleven states.
Warren has an electrical engineering degree from Texas A&M University, and is a NERC
certified Reliability System Operator.
Senior Project Manager
LaCreacia Smith joined the NERC staff in February as a Senior Project Manager reporting to
Dee Hope. LaCreacia has worked with NERC and the PMO since December 2012 as a
contract project manager. Prior to coming to NERC, she was a Sr. Manager in the Program
Management Office for Recall, Inc. She has more than 18 years of project management
experience, and has been a Certified Project Management Professional (PMP) from the
Project Management Institute (PMI) for more than 14 years. She is also ITIL Foundation v3
certified and Green Belt Six Sigma trained. Her professional career has afforded her
experience in documentation management, telecommunications, information technology
and healthcare.
LaCreacia holds a Bachelor’s of Science in Business Management from the University of
Maryland-College Park and a Master’s Degree in Project Management with distinction from
the Keller School of Management.
Administrative Assistant
Levetra Pitts joined the NERC staff in March as an Administrative Assistant reporting to
Michal Walker. Levetra has been contracting with NERC since April 2013. Prior, she has
served for various companies including WebMD, Piedmont Medical Corporate, and City Of
Decatur. She has also worked at Bridgestone Retail & Commercial where she was
responsible for all of the Southeast District Employees as a Human Resource Generalist,
reporting to the VP of District Operations and the Human Resource Manager.
Levetra is currently pursuing a Human Resources degree at Georgia Piedmont Technical
College.
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Senior Counsel and Manager of Enforcement Actions
Teresina Stasko joined NERC in March as Senior Counsel and Manager of Enforcement
Actions reporting to Sonia Mendonca. Prior to joining NERC, Teri worked at the Federal
Energy Regulatory Commission as a supervising attorney in the Division of Audits and
Accounting in the Office of Enforcement. Teri’s experience at FERC includes managing audits
and conducting investigations of electric and natural gas utilities, as well as drafting orders.
Recently, Teri worked on several audits that evaluated Regional Entity compliance with the
NERC Rules of Procedure, Regional Entity Bylaws, and Delegation Agreements.
Teri received her Bachelor of Arts in Economics from Trinity College, her Masters in Liberal
Studies from Georgetown University, and her Juris Doctorate from the Columbus School of
Law at The Catholic University of America.
Principal Database Administrator
Sean Donovan joined the NERC staff in March as a Principal Database Administrator
reporting to Jeff Hicks. Sean comes to us from Manhattan Associates where he was a Senior
Business Intelligence Developer on the Professional Services - Operations team. Sean
developed and oversaw data warehousing, ETL, reporting and analytics projects and
initiatives. Prior to this, he was with Nordic Cold Storage as a Senior Database
Administrator.
Sean has a Bachelor’s degree in Anthropology from the University of Georgia.
Senior Human Performance and Training Coordinator
Matthew Lewis joined NERC in March as the Senior Human Performance and Training
Coordinator reporting to James Merlo. Matt recently retired from over twenty-five years of
service as a U.S. Army officer. He served in a variety of command and staff positions in the
fields of operations, exercises and training, technical intelligence, and special weapons
effects and response.
Matt has a Bachelor of Science degree in Physics from the University of Arkansas at Little
Rock and a Master of Science in Applied Physics from the Air Force Institute of Technology.
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