BONNEVILLE POWER ADMINISTRATION

**HUMAN RESOURCES, DIVERSITY AND EEO**

**Portland, Oregon**

**PERSONNEL LETTER NO. 410-1 (Revised) DATE: October 23, 2006**

**SUBJECT:** Employee and Organizational Development and Training

# PURPOSE OF ISSUANCE

To provide BPA Policy and Guidance.

# PURPOSE OF REVISION

> Updates BPA Policy and Guidance to incorporate tracking training and
> education covered by Continued Service Agreements. This Personnel
> Letter supersedes and replaces Personnel Letter No. 410-1 dated July
> 29, 2005.

# POLICY

A.  Employee training and development is intended to create and sustain
    a high-quality workforce in support of BPA's strategic needs
    consistent with a high performing organization. The annual agency
    strategic training and development plan identifies critical training
    needs through organizational skill gap analysis and review and
    revision of individual development plans.

B.  BPA uses a range of options to meet strategy driven organizational
    and employee development needs such as classroom training,
    on-the-job training, technology-based training, employees'
    self-development activities, coaching, mentoring, details,
    rotational assignments, cross training, and development activities
    at retreats and conferences.

C.  All employees receive fair and equitable consideration for training
    and development opportunities and career assistance without regard
    to race, color, national origin, religion, age, sex, marital status,
    political preference, handicapping condition, or other factors
    unrelated to the need for training.

D.  Competitive procedures must be used in accordance with Personnel
    Letter 335-1 when selecting an employee for formal training that
    enhances promotion potential and/or permits noncompetitive promotion
    after successful completion of training.

E.  Job Profiles are used to define competencies and help identify skill
    strengths and skill-based needs/gaps at the individual, workgroup,
    and organizational level.

F.  BPA uses the HRmis Competency and Training Modules to establish and
    track skill inventories, training resources, and their use.

G.  After initial implementation, individual self-evaluations of
    competencies in one's job profile are completed in the HRmis
    Competency Module annually to coincide with preparation of the
    annual agency strategic training and development plan.
    Self-evaluations are forwarded to the manager for consideration,
    including discussion with the employee, and are only used for
    development. The self-evaluation will not be used for employee
    performance or other uses that could negatively impact the employee
    and will only be used for development purposes, e.g., not
    performance appraisal purposes.

H.  Individual 360 Feedback on competencies may also only be used for
    development planning. The 360 Feedback report becomes the sole
    property of the recipient. Those giving the feedback are bound by
    full confidentiality, and may not release their written information
    (assessment report) without expressed consent of the recipient for
    any other intent or purpose.

I.  BPA provides career transition assistance services to employees who
    have been, or are likely to be, separated by reduction in force
    (RIF) in finding other employment. Examples of such services are
    found in Personnel Letter No. 330-1.

J.  Managers are responsible for assessing employee progress in
    achieving individual development plan goals, using the employee
    self-evaluations and based on measures developed from discussions
    with employees, and can be documented in an Individual Development
    Plan (IDP).

K.  Records of attendance and payment expenses, including travel,
    tuition, and fees, are kept in HRmis on all training.

L.  The Chief Human Capital Officer, Human Resources, through staff, is
    responsible for ensuring that legal and regulatory requirements are
    met, including the following proscriptions that BPA-provided
    training content/methods not:

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1.  Contain elements likely to induce high levels of emotional response
    or psychological stress in participants.

2.  Contain any methods or content associated with religious or
    quasi-religious belief systems, or "new age" belief systems, as
    defined in EEOC Notice

N-915.022, dated September 2, 1988.

3.  Be offensive to, or designed to, change participants' personal
    values or lifestyles outside the workplace.

4.  Include content related to human immunodeficiency virus/acquired
    immune deficiency syndrome (HIV/AIDS) other than that necessary to
    make employees more aware of the medical ramifications of HIV/AIDS
    and workplace rights of HIV positive employees.

> **M.** Where BPA-directed or sponsored training has the potential to
> induce an emotional
>
> response or psychological stress in participants, the Manager,
> Personnel Services, through assigned staff, has the responsibility to
> inform employees in advance of the program's content, training
> methods, and evaluation process. In addition, this responsibility
> includes working with trainers so that course content is designed and
> delivered in a manner that minimizes the potential for such stress.

### RESPONSIBILITIES

**A. [Senior Vice Presidents and Vice Presidents]{.underline}** are
responsible for:

1\. The training and development of employees in their organizations.

2\. Providing adequate resources to meet organizational needs.

3\. Supporting appropriate selection of employees for development and
training in accordance with provisions of this issuance, as well as
ensuring that competitive procedures are used when required under merit
promotion plan requirements.

4\. With the Chief Human Capital Officer, Human Resources, assessing and
prioritizing competency gaps.

**B. [Treasurer]{.underline}** is responsible for adjudicating requests
for modification/waiver of financial obligations under such Continued
Service Agreements (see section X. following).

C.  **[Managers]{.underline}** are responsible for:

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1.  Maintaining current position descriptions and job profiles for
    occupied positions within the work group. However, a job profile is
    not required for positions expected to last less than one year.

2.  Tying individual development plans and training to desired
    organizational results and clearly communicating this linkage to
    their employees; and, providing opportunities for development of
    their employees consistent with budget and other available
    resources, as well as BPA's strategic competency needs.

> 3\. Providing an evaluation of employees' skill levels in current job
> profile
>
> competencies.
>
> 4\. Informing employees of training and development opportunities,
> counseling employees about career development programs and
> opportunities, and assisting employees in their career development
> planning.
>
> 5\. Providing on-the-job training when appropriate. Coaching employees
> (or assigning a coach) on the application of newly acquired
> competencies, and assuring and reinforcing on-the-job opportunities to
> practice and develop the competencies and competencies targeted in
> individual development plans.
>
> 6\. Securing Continued Service Agreement when required and forwarding
> original copy to Personnel Services for inclusion in employee's OPF.
> (See attachment A.)
>
> 7\. Ensuring that all costs for BPA funded training for employees are
> appropriately recorded in HRmis.
>
> 8\. Completing approval process for employee self-evaluations after 90
> days in new supervisory position.
>
> 9\. Carrying out operational responsibilities for administering
> Continued Service Agreements and advising employees of their
> obligations, responsibilities, and entitlements under such agreements
> (see section X. following).

**D. [Chief Human Capital Officer, Human Resources]{.underline},**
through staff, is responsible for:

1\. Developing, communicating, and implementing BPA training and
development strategy, procedures, and guidelines.

2\. Collecting, analyzing, and maintaining training plans, expenditures,
and activities for information and reporting; and, evaluating training
to assess efficiency, and to determine how well it meets short- and
long-term program needs by occupations, organizations, or other
appropriate groups.

3.  Ensuring that processes for workgroup and individual development
    plans, self-evaluation and feedback, and development funding are
    developed, published, and effectively implemented.

4.  Assessing and prioritizing competency gaps, designing and
    recommending training and development initiatives, as well as
    evaluation methods, and implementing programs/actions to close
    targeted gaps.

5.  Ensuring that the Human Resource Management Information System
    (HRmis) is maintained.

6.  Ensuring that all training (including SCEP training) is recorded in
    HRmis.

7.  Regularly evaluating and modifying training programs or plans in
    order to promote a more strategic approach to BPA's integration of
    training programs into overall mission accomplishment, and provide
    specific training to develop managers as part of a comprehensive
    management succession program.

8.  Responsible, through assigned staff, for developing BPA's overall
    training and development policy and evaluating its effectiveness
    from a policy perspective.

**E. [Employees]{.underline}** are responsible for:

1\. Completing self-evaluations on assigned job profile competencies,
identifying potential development actions, creating a self-development
plan, successfully completing and applying authorized training, and
fulfilling continued service agreements..

2\. Completing evaluation forms associated with training received.

3\. Obtaining notification of their grades, or other evidence of
completion for

non-graded courses when done at government expense.

4.  Setting clear and realistic learning goals and discussing them with
    their manager in a collaborative manner.

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5.  Developing the competencies described in individual development
    plans.

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6.  Paying fees assessed for professional certification examination or
    for job-related certificates or licenses, except as otherwise
    provided for under the provisions of a collective bargaining
    agreement. This responsibility does not preclude BPA from
    authorizing training funds to pay for job-related training that may,
    as a secondary benefit, assist an employee to maintain certification
    or accreditation.

> 7\. Reimbursing BPA for any training costs associated with training
> covered by a continued service agreement when the employee voluntarily
> separates before the agreed upon time is passed.
>
> 8\. Completing a self-evaluation after 120 days in new position.

### REFERENCES

> **A**. 5 U.S.C., Chapter 41, Training

**B**. 5 CFR, Part 410, Training

**C**. 5 CFR, Part 412, Executive, Management, and Supervisory
Development

> **D**. BPA Manual Chapter 400/410A, Employee Development

**E**. Section 625 of the Treasury and General Government Appropriations
Act of 2000

**F.** Equal Employment Opportunity Notice N-915.022

**G.** Public Law 104-146 (Section 9 of the Ryan White CARE Amendment
Act of 1996)

> **H.** Executive Order 1311, Using Technology to Improve Training
> Opportunities for Federal Government Employees
>
> **I.** 5 U.S.C. 2301, Merit System Principles
>
> **J.** Personnel Letter No. 330-1, Career Transition Assistance
> Program

**K.** Personnel Letter No. 335-5, Career Development Programs

**L.** Personnel Letter No. 335-6, BPA Consecutive Accelerated Training
and Promotion Plan for Annual Employees

> **M.** Personnel Letter No. 335-7, BPA Accelerated Training and
> Promotion Plan for
>
> Annual Positions
>
> **N.** Personnel Letter No. 410-7, Information Resources Technical
> Training Program

**O.** Personnel Letter No. 511-7, Technical Career Path Development and
Staffing Program

P.  Personnel Letter No. 610-3, Telecommuting Guidance

Q.  Personnel Letter No. 610-5, Hours of Duty

**VI. DEFINITIONS**

> **A. [Competency]{.underline}:** An underlying characteristic of an
> employee, which results in effective and/or superior performance.
> Competencies include knowledge, skills, abilities (KSAs) or behavioral
> attributes required to perform a job. These are generally demonstrated
> through qualifying experience, education, or training. Knowledge is a
> range of information or understanding, usually factual or procedural,
> gained thorough experience or association. Skill is the proficient
> manual, verbal, or mental manipulation of data or things. It is
> desirable, quantifiable, and measurable. Ability is the natural
> aptitude or acquired proficiency to perform an observable activity.
> Behavior is to act, react, or function in a particular manner.
>
> **B. [Competency 360 Feedback]{.underline}:** A written confidential
> evaluation of a person's work-related competencies, which can be used
> to identify strengths and development needs. The assessment is
> completed by the individual (a self-assessment) and multiple raters,
> at the request of the individual.
>
> **C. [Competency Gap]{.underline}:** The difference between an
> individual's current proficiency level and the required performance
> level for competencies in the employee's job profile. Competency gaps
> are the basis for development.
>
> **D. [Competency Self-Evaluation:]{.underline}** The process of an
> employee self-rating their proficiency level against the competencies
> for the Full Performance Level of the position.
>
> **E. [Development Culture]{.underline}:** A culture whereby BPA
> employees are encouraged and supported to pursue development
> opportunities and/or options that are in alignment with our business,
> strategic goals, and industry needs. Development is encouraged and
> supported from an individual, work group, and organizational level.
>
> **F. [Development Opportunity]{.underline}:** An experience with the
> potential to assist an individual in his/her development, including,
> but not limited to, on-the-job assignments, mentoring, shadowing, job
> exchanges, internships, apprenticeships, training, seminars, and
> independent study.
>
> **G. [Individual Development Plan (IDP)]{.underline}:** A written
> action plan that lists competencies to be learned, sets learning
> goals, and describes experiences (coursework, job assignments,
> feedback, and life experiences) which will be used toward that
> learning and growth, developed collaboratively with an employee's
> manager. The written document may contain specific due dates of
> scheduled accomplishment.
>
> **H. [Formal Training]{.underline}:** As used in paragraph III.D.,
> formal "training" means the planned coordinated program of training
> intended to prepare participants for career advancement (e.g., Upward
> Mobility, BPA sponsored programs such as the Executive Career
> Development Program, and similar programs operated by the Department
> of Energy or other Federal agencies).
>
> **I. [Job Profile:]{.underline}** A list of competencies most critical
> to success in the job at the Full Performance Level including
> importance and proficiency rating. Job profiles are developed by HR in
> collaboration with managers and subject matter experts.
>
> **J. [Mission-Related Training]{.underline}:** Training that supports
> BPA goals by improving organizational performance at any appropriate
> level in BPA. It includes training that supports BPA's strategic plan
> and business objectives; improves an employee's current job
> performance; allows for expansion or enhancement of an employee's
> current job; enables an employee to perform needed or potentially
> needed duties outside the current job at the same level or
> responsibility; or meets organizational needs in response to human
> resource plans and reengineering, downsizing, restructuring, and/or
> program changes.

.

> **K. [On-the-Job Training (OJT)]{.underline}:** Formal or informal
> performance-based training, conducted in the work environment by
> individuals who are technical subject-matter experts, which provides
> the trainee with practical hands-on experience. The OJT generally
> occurs at intervals following initial knowledge training that takes
> place in a classroom or other setting.
>
> **L. [Manager]{.underline}:** The employee's supervisor of record.

**M. [Retraining]{.underline}:** Training or development provided to
address an individual's skills

> (obsolescence in the current position) and/or training and
> development, in accordance with Personnel Letter No. 330-1, to prepare
> an individual for a different occupation within BPA, in another
> government agency, or in the private sector.
>
> **N. [Strategic Plan]{.underline}:** BPA's mission, general goals and
> objectives, the means and strategies to achieve goals and objectives
> (processes, skills, technologies, various resources), the relationship
> between performance goals in the performance plan and general goals
> and objectives in the strategic plan, the key factors that can affect
> achievement, the program evaluations to be used, and schedule of
> evaluations.
>
> **O. [Subject-Matter Expert (SME)]{.underline}:** An employee who has
> thorough knowledge of the position requirements, which may be
> evidenced by currently serving in, having held, or supervised the same
> or a similar position.
>
> **P. [Technical/Functional Competencies]{.underline}:** Competencies
> needed to perform a task or job that is technical (e.g., engineering,
> economics) or related to a job function (e.g., marketing sales) in
> nature.

VII\. INDIVIDUAL EMPLOYEE DEVELOPMENT PROCESS

> **A.** Annually, or earlier if the employee's job profile is changed,
> the employee and manager use the employee's position job profile as a
> basis for evaluation and identification of strengths and development
> needs.
>
> **B**. Employee can then partner with the Manager to create an
> individual development plan. If practical, employees are encouraged to
> develop an initial draft for discussion with the manager. Refer to BPA
> Form 3410.19e (Individual Development Plan). Following discussion, the
> manager finalizes the Individual Development Plan.
>
> **C.** The manager and employee discuss methods of implementation and
> tracking (e.g., determining how these action items will be
> implemented, what resources will be needed to accomplish actions,
> etc.), as well as the relationship of action items to other
> assignments, and the manager decides upon such methods.
>
> **D.** Specify the time frame for follow-up reviews of progress and
> make adjustments accordingly.

VIII. **WORK UNIT EMPLOYEE DEVELOPMENT GUIDELINES**

**A. [Planning and Needs Assessment]{.underline}:**

1\. Use BPA's and the Business Unit strategic plans to ensure that
staffing and development efforts support strategic drivers.

2\. Use BPA's and the Business Unit staffing plans and review/update job
profiles to identify critical competencies needed within the
organization. Staffing plans can assist in determining development
opportunities and resource needs.

3.  Complete competency self-evaluations to determine the training and
    development needs (individual and organizational). Use this
    information to write individual development plans and identify
    priority skill gaps within the occupation.

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4.  Personnel Services, Learning Environment, plans, budgets for,
    operates, and implements the internal BPA Employee Development
    Program.

    5.  In some instances, Business units develop, implement, and
        evaluate employee development programs unique to specific
        functions (e.g., dispatcher training) with appropriate
        coordination with affected employees, as well as Labor Relations
        staff if consultation with bargaining units is required.

**B. [Evaluation]{.underline}:**

1\. Identify specific metrics that the manager and/or employees can use
to measure progress and track the results of training or development
opportunities.

2\. Evaluation may include tracking or measuring results as it relates
to changed behavior, learned skills, knowledge, and demonstrated
abilities.

3\. Identify manager and employee expectations and individual
development expectations to manage the development path. Define the
development-related responsibilities of the manager and the employees.
Managers and employees evaluate development needs and issues.

4\. Employee development is planned annually, through a cooperative
effort between Personnel Services, Learning Environment and Business
Units, by analysis of BPA\'s mission goals and strategic business
objectives HPO (e.g., diversity, high-quality communications, etc.);
business unit objectives and targets; and, identification of
organizational and employee functional/technical, and behavioral
competency needs to meet those goals, objectives, and targets.

> 5\. Training and development provided by Personnel Services, Learning
> Environment, is evaluated by attendees, and for some courses by their
> managers, to determine how well it meets individual or organizational
> learning objectives.

# IX. CAREER TRANSITION ASSISTANCE AND RETRAINING

A.  BPA provides career transition assistance training to employees in
    accordance with the provisions of Personnel Letter No. 330-1.
    Services include vocational and career assessment and counseling
    services; training in job search skills, techniques, and strategies;
    financial and retirement planning; and, retraining.

**B.** BPA may train an employee to meet the qualification requirements
of another position in the Agency. The new position must be at or below
the full performance level of the position currently held by the
employee, or at or below the highest grade previously held by the
employee. Consistent with paragraph III.D., competitive procedures must
be used when selecting an employee for training that enhances promotion
potential and/or permits noncompetitive promotion after successful
completion of training. BPA may train an employee to meet the
qualification requirements of a position in another agency (subject to
the "at or below" requirements noted above) if it is determined that
such training would be in the interest of the government and there
exists a reasonable expectation of placement in another agency.

> **C.** BPA may authorize full or part-time training to address
> recruitment or retention issues if the training qualifies an employee
> for a shortage position based on BPA's assessment of occupations and
> the employee is expected to be placed in the shortage position after
> training.
>
> **D.** Retraining programs are established where the nature of the
> work, or the allocation and assignment of work, are changing. If
> otherwise applicable, the provisions of Personnel Letter No. 330-1
> will apply. Prior to starting a retraining program for a specific type
> of work, Personnel Services, Learning Environment, with input from
> managers in the impacted business unit(s), develops a written
> retraining plan specific to the work skills being developed. Early
> involvement of affected bargaining units is encouraged. Once completed
> but prior to implementation, such programs must be provided to the
> labor relations staff for a determination as to whether there are any
> bargaining obligations with any affected bargaining unit. The plan
> addresses, but is not limited to, the following issues:

1\. The use of a merit promotion plan and other merit-based processes in
accordance with merit system principles.

> 2\. Qualifications for retrainees.

3\. Saved pay and grade provisions.

4\. Availability of promotion opportunities.

5\. Development of performance standards.

6\. The use of individual development plans.

7\. Costs.

8\. Continued service agreements.

9\. Career Transition Assistance Program Requirements, if applicable.

> **E.** To assist in retraining employees in occupations in which BPA
> has or anticipates a shortage of qualified personnel, especially in
> occupations that it has determined involve skills critical to its
> mission, BPA may exercise the option to authorize academic degree
> training and payment of related costs.

#### X. CONTINUED SERVICE AGREEMENTS {#x.-continued-service-agreements .unnumbered}

A.  **ESTABLISHING CONTINUED SERVICE OBLIGATIONS.**

    1.  **Coverage.** The provisions of this section apply to all BPA
        employees except for students who are provided tuition
        assistance in accordance with the provisions of Personnel Letter
        No. 213-1.

    2.  **BPA minimum requirement**. A continued service agreement, a
        written obligation to work for BPA for a specific time period,
        **shall** be required for each training activity that exceeds
        160 training hours

    3.  **Exemptions.** A continued service agreement shall not be
        required for the following:

        a.  a single work assignment not part of a formal training
            program or an assignment for which only one of the
            objectives is to develop or assess employee competency
            levels;

        b.  coaching, mentoring, on-the-job, or similar training;

        c.  correspondence courses completed as part-time training;
            training provided by manufacturers, suppliers, or
            contractors for the purpose of equipment or operating
            systems installation, use, or maintenance; or,

        d.  training performed under a performance improvement plan;

    4.  **Employee agreement**. Prior to approval of covered training,
        the employee must sign a continued service agreement indicating
        that he/she has read and understands the provisions of the
        agreement and this issuance. (If it is not practical to sign the
        agreement prior to such approval -- for example, if the training
        commences upon employment with BPA -- the continued service
        agreement must be signed as soon as possible after the training
        begins.) The original agreement must be maintained as part of
        the employee\'s training record; a copy of the agreement must be
        provided to the employee. Refusal to sign an agreement renders
        the training costs involved as unallowable costs and may impact
        the employee's future employment if such employment is tied
        directly to such training.

        a.  Service agreement documentation for employees in any
            [electrical]{.underline} [apprenticeship]{.underline}
            program shall be based on the contents reflected in Appendix
            A.

        b.  Service agreement documentation for all other employees
            shall be based on the contents reflected in Appendix B.

B.  **PERIOD OF OBLIGATED SERVICE.**

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1.  **Standard obligation**.

    a.  A continued service agreement obligates an employee to remain
        with BPA for a specified amount of time in order to protect
        BPA's investment in the training by ensuring that BPA receives a
        return on such investment. The length of the continued service
        period, except as noted below, shall be at least three times,
        but no more than six times, the length of the training period
        when the training is delivered entirely external to BPA. A
        decision, within this range, on the length of the continued
        service period is based on the following criteria: the total
        cost of the training, the mission-criticality of the
        occupational series of the employee's position or target
        position, and level of difficulty BPA anticipates in recruiting
        and retaining high quality employees in such occupational
        series.

    b.  For BPA's electrical apprenticeship programs, the length of the
        continued service period shall be six times the length of the
        training period, due to the extensive training costs involved,
        as well the mission-criticality and anticipated difficulty in
        recruiting/retaining high quality employees in such occupations.
        The "length of the training period" is defined as the number of
        classroom hours of training at BPA and the number of hours in
        externally-delivered training such as at a community college,
        Camp Rilea, etc. but does not include self-study hours,
        including on-line correspondence coursework Even though the
        number of such hours differs somewhat among BPA's separate craft
        apprenticeship programs, the length of the training will be
        standardized for all such electrical apprenticeships and shall
        equal the number of hours for the electrical craft that has the
        highest number of such hours.

    c.  For all other situations other than electrical apprenticeship
        programs, the length of the training period equals the number of
        hours spent in training (both full-time and part-time training),
        divided by eight to determine the number of training days. The
        length of the continued service period is determined by
        multiplying the number of training days by the appropriate
        multiplier (see paragraph X.B.1.a.). Training covered by this
        paragraph may be a single training activity or incident or a
        group of concurrent or sequential activities with a common
        purpose and/or obtained from the same source over a defined time
        period. A single incident or a defined group of activities, such
        as those under a specific training program, require a single
        continued service agreement.

2.  **Adjustment for non-pay status**. When BPA pays some or all of the
    additional expenses of training, but the employee receives no salary
    for the training period because the employee is on Leave Without Pay
    (LWOP), such as attendance at a university, the employee is counted
    as being in training for the number of hours he or she is granted
    LWOP for the purpose of attending such training.

3.  **Responsibility for service completion record**. When a continued
    service agreement is imposed because a training activity exceeds 160
    training hours, and no or minimal tuition, fee, or travel costs are
    incurred (and therefore no or minimal costs can be recovered), if
    the continued service obligation is not met, a memorandum still must
    be placed in the employee\'s official personnel file documenting the
    agreement and the employee\'s actions, unless the obligation is
    waived under the provisions of this issuance.

    C.  **CALCULATION OF CONTINUED SERVICE OBLIGATION MONETARY VALUE
        UPON SEPARATION.**

        1.  For employees in electrical apprenticeship programs, the
            continued service agreement cost and length of service
            calculations in Appendix C shall be used in lieu of the more
            general methodology described in this section, which is
            applicable to all other employees.

        2.  **Calculation.** The following calculation determines if
            money is owed to the Federal Government when an employee
            under a continued service obligation leaves BPA:

> a\. Sum the full-time and part-time hours to determine total hours in
> training and divide by eight to determine total workdays in training.
>
> b\. Sum the total cost of the training, including training-related
> travel cost, but not salary paid during the training period, to
> determine the total monetary value of the continued service
> obligation.
>
> c\. Divide the total monetary value by an amount equal to the number
> of workdays in training times the multiplier (i.e., between three and
> six times) reflected in the service agreement that describes the
> length of the continued service period. The resulting value is the
> dollar value of each 8-hour day worked or on paid leave (i.e., daily
> payback value) after the trainee has returned to work at the end of
> the training period.
>
> d\. Multiply each work and leave day after returning to work at the
> end of the training period by the daily payback value in the
> proceeding paragraph and subtract that amount from the total monetary
> value determined in paragraph ii above.
>
> e\. Appropriate adjustments are made to the calculations above if the
> employee works an authorized compressed work schedule.

3.  **Completion of obligation**. The obligation is completed when the
    result of the calculation in paragraph X.C.2.d. above is \$0 or less
    (i.e., the daily payback value times the total work and paid leave
    days credited equals or is greater than the cost of the training
    assignment).

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D.  **ADMINISTERING CONTINUED SERVICE AGREEMENTS.**

    1.  **Involuntary separations**. A continued service agreement will
        be canceled and right of recovery waived if the employee is
        separated involuntarily for reasons beyond his/her control and
        not because of misconduct or personal delinquency during the
        training or the post-training, obligated-service period. For
        purposes of the continued service agreement, when an employee
        resigns under circumstances that show clearly that the
        resignation is an election to resign rather than to undergo
        separation procedures and there is a record of a
        reduction-in-force announcement or notice, the resignation can
        be considered an involuntary separation, provided the reason for
        the separation is not misconduct or personal delinquency.

    2.  **Orders to military service**. Military orders to report for
        service (other than training duty) can be sufficient reason for
        holding the continued service agreement in abeyance while
        performing such military service. If the employee is physically
        capable of returning to employment at BPA and chooses not to,
        the employee will be subject at that time to the terms of the
        continued service agreement. The employee is responsible for
        submitting proof (a copy of the employee\'s orders with
        reporting endorsements).

    3.  **Transfer to an international organization**. Separation from
        BPA for the purpose of accepting employment with an
        international organization, of which the United States is a
        member, can be considered grounds for waiving the right to
        recover if such employment is deemed to be in the interests of
        BPA and the United States.

    4.  **Transfer to another Federal agency**. When BPA receives a
        request for transfer from an employee subject to a continued
        service agreement, it must notify the gaining agency that the
        employee is still subject to a continued service agreement. If
        BPA determines that the training received will be used in the
        new position, the agreement is transferred to the gaining
        agency, and the gaining agency must then ensure the agreement is
        fulfilled. If BPA determines that the training received will not
        be used in the new position, it must notify the employee in
        writing, before the effective date of the transfer, that it
        intends to recover the remaining costs, unless recovery is
        waived under the provisions of this issuance.

    5.  **Liability in voluntary separation**. When an employee
        voluntarily leaves Federal service during the training period or
        during the period of obligated post-training service, the
        employee immediately becomes liable to the Government for
        repayment of the additional expenses.

    6.  **Method of collection**. Training expenses will be collected
        from an employee who voluntarily leaves BPA before fulfilling
        his/her continued service agreement by withholding the actual
        amount of additional expenses from any monies due the employee
        and/or by other collection methods provided by statute or
        regulations.

    7.  **Request for waiver**. Each organization with employees covered
        by continued service agreements must ensure that an employee
        with remaining, obligated service who leaves BPA is:

> a\. notified by the employee\'s supervisor of the amount BPA intends
> to recover;
>
> b\. advised by the employee\'s supervisor of his/her right to request
> reconsideration of the amount to be recovered or to pursue a waiver of
> the Government\'s right to recover;
>
> c\. advised of how to submit the employee\'s requests in writing
> before the effective date of separation from BPA when the employee
> provides at least 2 weeks notice;
>
> d\. advised to state the grounds on which the employee believes the
> determination to reconsider, or waive recovery rights, should be
> based; and
>
> e\. given the opportunity to respond to the BPA's findings, before BPA
> may recover training expenses.

8.  **Approval of Requests for Waiver**. The BPA Treasurer has the sole
    and exclusive authority to approve, in writing, requests for waiver
    of repayment if it is determined that BPA's recovery of funds would
    be against equity and good conscience or against the best public
    interest or the interests of Bonneville.

9.  **Record of unmet obligation**. If any continued service agreement
    is violated and a waiver is not granted, a statement to that effect
    must be placed and retained in the employee\'s official personnel
    folder until funds owed to the United States Government are
    recovered. The statement must confirm that an unfulfilled agreement
    exists, specify the amount of the unexpired term of the agreement,
    and note the amount of money due the United States Government. After
    the employee separates from the Federal Government or transfers to
    another agency, if the obligation is not transferred or waived, the
    BPA Chief Financial Officer is responsible for negotiating and
    recovering any amount due.

# XI. ACADEMIC DEGREES

**A.** BPA may authorize training for an employee to obtain an academic
degree only for shortage occupations as defined in Office of Personnel
Management regulations.

**B.** To the maximum extent possible, BPA will assist and support
employees in utilizing alternative work schedules to take advantage of
existing educational systems on their own time. In addition,
telecommuting arrangements may be considered, consistent with the
provisions of Personnel Letter No. 610-3.

**C.** BPA will not pay an additional rate of tuition because a student
is a degree candidate. If it is not possible to distinguish between
costs associated with the acquisition of specific knowledge or
competencies and the costs associated with the acquisition of an
academic degree, BPA will pay the full tuition of an employee
participating in an authorized program of training at an institution.

**D.** All BPA funded academic training is required to be recorded in
HRmis.

# XII. USE OF PSYCHOLOGICAL INSTRUMENTS IN EMPLOYEE OR ORGANIZATIONAL DEVELOPMENT

> Only trained and certified consultants may administer psychological
> and career assessment instruments. Personnel Services, Learning
> Environment, maintains a list of certified internal consultants. When
> determining the appropriateness of the instrument, the certified
> consultant will consider:

**A.** The fit of the instrument to the needs and expectations of the
client(s).

**B.** The costs of administering the instrument(s).

**C.** Various options for administering the instrument(s) and
timelines, and the availability of certified consultants to handle the
administration and debriefing of the instrument.

# XIII. CONFERENCES AS TRAINING ACTIVITIES

**A.** BPA sponsors an employee's attendance at a conference as a
development activity

> when:

1\. The announced purpose of the conference is educational or
instructional.

2\. More than half of the time is scheduled for a planned, organized
exchange of information between presenters and audience.

3\. The content of the conference is applicable to improving individual
and/or organizational performance.

4\. Development benefits will be derived through the employee's
attendance.

**B.** For attendance at diversity-related conferences, refer to
guidelines published by the Human Resources, Diversity, and EEO office,
available on the diversity web page.

# XIV. PAYMENT FOR TRAINING AND RELATED TRAINING COSTS

> **A.** BPA will pay or reimburse an employee the following expenses
> incurred in connection with approved training:

1\. The employee's pay for hours in training that correspond to the
employee's regularly scheduled non-overtime tour of duty, unless on
approved absence, as well as any premium pay (e.g., overtime,
compensatory time off, etc.) required under OPM regulations. "Regularly
scheduled" means work that is scheduled in advance of the administrative
workweek in which it occurs. Under the provisions of Personnel Letter
No. 610-5, managers have the flexibility to adjust the tour of duty for
training purposes (e.g., to attend a 2-day university class held on a
Friday and Saturday, a manager could adjust the employee's regular
Monday-Friday schedule to a Tuesday-Saturday schedule if deemed
appropriate by the manager). (Note: See paragraph XIV.D. for rules
regarding paid time for hourly employees.)

2\. Tuition and matriculation fees.

3\. Library and laboratory services.

4\. Travel, including per diem and meals and incidental expenses (M&IE)
instead of subsistence.

5\. Limited relocation expenses for the transportation of an employee's
immediate family, household goods, and personal effects and related
expenses whenever these estimated costs are less than the estimated
aggregate per diem payments or actual expense payments for the period of
training. An employee selected for temporary duty training may receive
travel and per diem or payment of limited relocation expenses, but not
both.

6\. Purchase or rental of books, materials, and supplies.

> **B.** If an employee does not complete a training course, which
> exceeds 80 hours in a
>
> non-Government facility, the employee will be required to reimburse
> BPA for any tuition or related costs incurred. Exceptions will be
> considered by the authorizing official upon receipt of written
> justification from the employee and manager concerned.
>
> **C.** Official travel performed for the purpose of participating in
> authorized training or attending professional meetings and conferences
> for development and training is paid in the same way as official
> travel and per diem for any other purpose.
>
> **D.** Authorized Training vs. Required Training (hourly employees)
> under agreement with the Columbia Power Trades Council (CPTC) to
> employees in the CPTC bargaining unit:

1\. Non-ordered, authorized training is training which an employee is
permitted but not required to attend. Since the employee is being
permitted (not ordered), there is no obligation to compensate for the
time spent in class or in travel to and from the class that is in excess
of the normal workday. This interpretation will apply whenever the
employee has the option of accepting or declining the training being
offered.

2\. Required training is training which the employee must attend. As
negotiated with the CPTC, BPA is obligated to pay for the time spent in
class and/or the travel to and from the class. If such time is outside
of the employee's regular workday or workweek, premium pay shall be
paid, consistent with the CPTC agreement.

3\. Apprentice training does not fall into either of these two
categories. Apprentices are required to attend a certain number of
related training sessions as specified in their particular Apprentice
program, without eligibility for overtime pay. It is incumbent upon
management to determine whether the training is required (mandatory) or
merely authorized (permitted). Managers are responsible for advising
employees prior to the training whether or not they have the option to
decline such training.

E.  Educational assistance expenses (e.g., undergraduate and graduate
    courses) paid or reimbursed by BPA may or may not be treated as
    taxable income to the employee under Internal Revenue Service (IRS)
    rules. Recent history shows that Congress frequently changes the tax
    code that applies to such expenses. Employees are responsible for
    any income tax liabilities and are encouraged to obtain current
    information from the IRS or their tax advisors.

F.  Under the Government Employees Training Act, BPA may pay for meals
    or refreshments if the meal/refreshment is necessary to achieve the
    objective of the BPA officially sanctioned training program
    scheduled through the BPA training system. Examples may include: (1)
    in a training event where a meal is provided as part of the tuition
    in order to fully participate, it would be necessary for the
    employee to have the meal provided; (2) the size or location of the
    training, combined with available facilities, prohibits employees
    from being served in a reasonable time in order to fully
    participate.

#### XV. TRAINING, EDUCATION: COURSE ENROLLMENT, TRACKING, AND {#xv.-training-education-course-enrollment-tracking-and .unnumbered}

####  REPORTING {#reporting .unnumbered}

> Procedures for enrolling in BPA funded training are documented in the
> Human Resources Management Information System (HRmis). All
> BPA-sponsored training must be documented in HRmis. The HRmis allows
> authorized users to enter, update, and track data for BPA employees
> and contractor personnel. The system consists of training data files,
> supporting data files, and the computer programs necessary to collect,
> manipulate, and report HRmis data. For each incidence of training, the
> following records must be maintained and be accessible to employees
> and officials with oversight responsibilities: training participant
> name and identification number, approving and authorizing
> officials(s), objective(s), source, location, cost, duty and non-duty
> hours, beginning and end dates, and evaluation/completion
> documentation. In addition, tax liability and continued service
> obligation records must be maintained, if applicable. Authorized HRmis
> users are located throughout the Agency as well as in the Personnel
> Services, Learning Environment.

## XVI. MANAGERIAL DEVELOPMENT

> **A.** BPA provides initial and continuing development of individuals
> in executive, managerial, and supervisory positions, and candidates
> for those positions. Managerial development is designed as part of
> BPA's strategic plan and fosters agency, as well as Business Unit
> objectives.
>
> **B.** Assignments to managerial training and development are
> consistent with merit system principles and provide for:

1\. Initial training for new supervisors, managers, and new executives
consistent with individual development plans.

2\. Continual learning experiences, both short- and long-term throughout
an individual's career, in order for the individual to achieve the
mastery level of proficiency for his/her current management level and
position.

3\. Systematic development of candidates for advancement to a higher
management level (succession planning).

Kimberley A. Leathley

Acting Chief Human Capital Officer, Human Resources

**APPENDIX A**

**AGREEMENT TO CONTINUE IN SERVICE**

**Electrical Apprenticeship Program**

1\. I acknowledge that I have read and understand this continued service
agreement and the provisions of Personnel Letter No. 410-1 that describe
continued service agreements.

2\. I agree that during my training, as well as upon completion of my
Bonneville-sponsored apprenticeship, I am liable for the costs of the
training I receive, in accordance with the provisions of Personnel
Letter No. 410-1, unless I remain in service with BPA for a period equal
to six (6) times the length of the training period, as defined in
Personnel Letter No. 410-1. The post-training period will commence upon
graduation from the apprenticeship program.

3\. In accordance with the provisions of Personnel Letter No. 410-1, I
understand that if I voluntarily leave Bonneville before completing the
period of service, I agree to reimburse Bonneville for the expenses paid
during my training, as defined in Personnel Letter No. 410-1. I also
understand that there are other circumstances, as described in Personnel
Letter No. 410-1, in which I might leave Bonneville before completing
the period of service, that may obligate me to reimburse Bonneville for
such expenses.

4\. Upon signing this continued service agreement, I understand that
Bonneville has provided me with an estimate of the dollar amount of the
training expenses covered by this continued service agreement. I further
understand that Bonneville will provide me with the actual dollar amount
of the training expenses covered by this continued service agreement
upon my graduation from the electrical apprenticeship program. The
amount due after such graduation will be prorated according to service
owed and service time rendered.

5\. I understand that I have a right to inspect and copy Government
records relating to the debt.

6\. I understand that any amount that may be due Bonneville as a result
of failure on my part to meet the terms of this continued service
agreement will be reimbursed to Bonneville and may be withheld from any
monies owed to me by Bonneville, or may be recovered by other methods as
allowed by law.

Employee Name (Print):
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Employee Signature:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

######## Date: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**APPENDIX B**

**AGREEMENT TO CONTINUE IN SERVICE**

1\. I acknowledge that I have read and understand this continued service
agreement and the provisions of Personnel Letter No. 410-1 that describe
continued service agreements.

2\. I agree that upon completion of my Bonneville-sponsored training
that exceeds 160 hours, I am liable for the costs of the training I
receive, in accordance with provisions of Personnel Letter No. 410-1,
unless I remain in service with BPA for the length of the instance of
training plus a post-training period equal to \_\_\_ times the length of
the training period.[^1]

3\. In accordance with the provisions of Personnel Letter No. 410-1, I
understand that if I voluntarily leave Bonneville before completing the
period of service, I agree to reimburse Bonneville for the expenses paid
during my training, as defined in Personnel Letter No. 410-1. I also
understand that there are other circumstances, as described in Personnel
Letter No. 410-1, in which I might leave Bonneville before completing
the period of service, that may obligate me to reimburse Bonneville for
such expenses. This amount will be prorated according to service owed
and service time rendered.

4\. I understand that any amount that may be due Bonneville as a result
of failure on my part to meet the terms of this continued service
agreement will be reimbursed to Bonneville and may be withheld from any
monies owed to me by Bonneville, or may be recovered by other methods as
allowed by law.

Employee Name (Print):
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Employee Signature:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

######## Date: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Training:

Date to Complete:

**APPENDIX C**

**Electrical Apprenticeship Program Continued Service Agreement:**

**Cost and Length of Service calculations**

1\. [Total Training Costs]{.underline}

a.  The total training costs for an individual apprentice shall equal
    the total costs the apprentice incurs over the length of the entire
    apprenticeship for each of the following:

```{=html}
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```
i.  Instructor/Coordinator expense[^2]

ii. Ongoing curriculum development[^3]

iii. External tuition expenses (e.g., Centralia College, External
     Certifications, Camp Rilea)[^4]

iv. Textbooks and tools that the apprentices retain after completion of
    training[^5]

v.  All per diem expenses incurred during apprenticeship[^6]

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```
b.  The total cost for each individual apprentice will be calculated
    upon their completion of the apprenticeship program.

    1.  [Length of Service]{.underline}

        a.  Length of Service Agreement ^:^

```{=html}
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```
i.  (Classroom Training Hours[^7]^/^[^8] multiplied by 6) = Total
    Service Hours.

ii. Total Service Hours Divided by 8 = Total Number of Service Days
    Under Continued Service Agreement.

    a.  The service agreement is completed when the total number of
        service days has been served. Each calendar day after graduation
        from the Apprenticeship Program counts towards such service
        days.

    ```{=html}
    <!-- -->
    ```
    1.  [Average Total Cost Per Day]{.underline}

        a.  Total Training Cost Divided by Total Days in Service
            Agreement

    2.  [Repayment Calculation]{.underline}

        a.  (Calendar Days in Length of Service Agreement -- Calendar
            Days in Service Agreement Completed)^8^ multiplied by
            [^9]Average Total Cost/Day = Repayment Amount

[^1]: See section X.B.1 for guidance on the establishment of the
    appropriate length of service.

[^2]: The instructor/coordinator costs for the individual apprentice
    will be calculated by summing the annual cost per apprentice for
    each year the apprentice is in the electrical apprenticeship
    program. The annual cost per apprentice will be calculated by
    dividing the total annual instructor/coordinator costs for a
    specific craft equally across the total number of apprentices in
    that same craft.

    Instructor/coordinator costs include base payroll, plus the standard
    benefits loading factor used by BPA for financial purposes, plus an
    overhead factor of seven percent to reflect historical additional
    costs absorbed (e.g., travel/per diem, vehicle, materials, cell
    phone usage, etc.) for BPA instructors and coordinators.

[^3]: The ongoing curriculum development costs for the individual
    apprentice will be calculated by summing the annual cost per
    apprentice for each year the apprentice is in the electrical
    apprenticeship program. The annual cost per apprentice will be
    calculated by dividing the total annual ongoing curriculum costs for
    a specific craft equally across the total number of apprentices in
    that same craft.

[^4]: Includes the total costs for external tuition expenses incurred by
    the individual apprentice during their enrollment in the electrical
    apprenticeship program.

[^5]: Includes the total costs for textbooks and tools that the
    apprentices retain after completion of training that are incurred by
    the individual apprentice during their enrollment in the electrical
    apprenticeship program.

[^6]: Includes the total per diem costs incurred by the individual
    apprentice during their enrollment in the electrical apprenticeship
    program.

[^7]: Classroom training hours shall equal the total number of such
    training hours for whichever of the electrical crafts has the
    highest number of classroom hours of training. This amount shall be
    applied to all electrical crafts in order to standardize the
    calculation for all such employees for purposes of simplicity,
    identical treatment of all such employees, and elimination of any
    incentive for potential applicants to base a career choice on the
    length of the continued service period rather than the best fit for
    their abilities and interests.

[^8]: ^7^ The number of classroom training hours shall be adjusted for
    apprentices who enter an electrical apprenticeship program above the
    step 1 level to reflect the actual, planned classroom training hours
    required in order to complete the apprenticeship program.

[^9]: ^8^ Appropriate adjustments are made to the calculations above if
    the employee works an authorized compressed work schedule.