Senator Claire McCaskill
Post-Hearing Questions for the Record
Submitted to William N. Bryan

?Hearing to Consider the Nominations of William N. Bryan to be Under Secretary,
Directorate of Science Technology, U.S. Department of Homeland Security and Peter T.
Gaynor to be Deputy Administrator, Federal Emergency Management Agency U.S.
Department of Homeland Security?

August 22, 2018

1. Why is it a good idea to move the National Bio and Agro-Defense Facility from DHS to


Response: The proposed transfer of operational responsibility to USDA provides a
more ef?cient and effective alignment of agency mission functions. The creation of a robust
research and development capability to support agro-defense has been the intention
of many acts of Congress and Presidential Directives. In 2004, Homeland Security
Presidential Directive 9 (HSPD-9) tasked the Secretaries of Agriculture and Homeland
Security to ?develop a plan to provide safe, secure, and state-of-the-art agriculture
biocontainment laboratories that research and develop diagnostic capabilities for foreign
animal and zoonotic diseases.? This was the genesis of the NBAF the
replacement laboratory for the Plum Island Animal Disease Center. The key mission
activities to be conducted within NBAF are aligned to the ongoing USDA mission
responsibilities as the Sector-Specific agency to control and eradicate any outbreak of a
highly contagious or economically devastating animal/zoonotic (transmitted between
animals and people) disease, or any outbreak of an economically devastating plant pest or
disease; and, ensuring the safety and security of the commercial food supply under the
National Response Framework. DHS remains committed to our statutory government wide
coordination responsibilities for defending our food, agriculture and veterinary systems
against terrorism and other high-consequence events. DHS performs this coordination with
and in support of the USDA, as well as the Department of Health and Human Services, and
the Environmental Protection Agency. Where DHS has identified a national security need,
it will continue to partner and invest in the acceleration of technologies to protect the
homeland.

2. What is DHS doing as a part of the NBAF transition to ensure that NBAF will maintain
its national security prominence within 

Response: Upon full operations of NBAF, DHS has a continued interest in the mission of
protecting U.S. agriculture and maintaining NBAF as a national and international
capability. DHS will continue to work with USDA, the interagency, and other stakeholders
to address research and development priorities and scienti?c collaborations for foreign,
emerging, and zoonotic diseases at NBAF. DHS and USDA expect to sign a memorandum
of agreement this year that details the current strategy for DHS to complete the
construction of NBAF, while USDA takes over responsibility for operational planning and
future full operations of NBAF. This agreement will serve as the foundation for future

plans to ensure DHS has access to the NBAF to address emerging threats and perform
needed research to respond to homeland security needs.

3. What will DHS do to ensure that USDA is well-equipped to operate NBAF at capacity
with suf?cient research funding, staf?ng, and capabilities?

Response: DHS remains committed to the success of the NBAF Program and the ongoing
role of NBAF as a National security asset once the laboratory is fully operational. DHS will
complete the construction and commissioning of NBAF and will continue to work with
USDA to ensure the successful transition to full operational capability. DHS will be
transferring its cadres of federal staff that are committed to the construction of NBAF as
well as the contract awarded to support the operational stand-up of NBAF to USDA in
FY19. These personnel and contract capabilities will provide some of the expertise and
experience to USDA as USDA builds its own operational plan and staff. Additionally, DHS
will continue to partner with USDA to invest in research and development in areas where
DHS mission needs exist or when emergent needs materialize. Finally, DHS will continue
to operate the Plum Island Animal Disease Center until NBAF is operational and partner
with USDA to conduct the necessary research activities and leverage the scientific and
operational expertise in preparation for the transition to NBAF.

4. You have put in motion a plan to eliminate HSARPA. While I am supportive of your
efforts to make changes in line with the DHS reauthorization bill passed out of this
committee, this is not the ?rst time that a head of has tried to reorganize to solve its
problems. What is different this time?

Response: Realignments can be disruptive and should not be done just for the sake of
change, but rather only when necessary to enable organizational effectiveness. Having had
the unique opportunity to observe the organization and speak with customers and
employees for over a year, it has become clear that improvements are needed. I believe the
difference this time is that the revitalization is focused on creating a matrixed organization
that is scalable and agile, and in turn able to be efficient and effective in the future
regardless of resourcing levels or ever-changing customer mission needs. In the past, I
believe organizational changes were made to realign resources around current customer
mission needs an approach I believe would only ensure the need for even more changes in
the future as the customer needs change. If confirmed, I look forward to implementing the
proposed revitalization crafted in close partnership with the workforce to improve
team unity and effectiveness moving forward.

5. How will you ensure that doesn?t continue to waste money on projects that don?t
result in technology and equipment that bene?ts DHS components?

Response: If con?rmed, I will work to ensure efficient use of taxpayer dollars by making
active customer engagement a critical element of how does business. I will implement
a project-based funding approach in which projects are funded only when there is a valid,
prioritized requirement from the customer, and the customer has agreed to participate and
remain engaged throughout the development lifecycle. We will also have a dedicated group

focused on transition and commercialization engaging in projects early on to ensure there
is a valid pathway from to acquisition and operational use by the components.

6. What is your plan to change the culture amongst employees to ensure that they are
doing work that will actually bene?t DHS components?

Response: At the highest level, the key element of the culture change I seek to make is the
recognition that ?rst and foremost is a customer-service organization. Our customers
put their lives on the line every day to keep our nation safesupport
them in this critical mission. If con?rmed, I will implement a holistic approach to customer
engagement and a matrixed structure that empowers teamwork and emphasizes
accountability. With a closer connection to the customer, employees will also see the value
of their work when they can truly understand and see the impact it has on our components.

7. Are you currently funded and staffed appropriately to handle the mission of providing
testing and evaluation acquisition support?

Response: is currently able to scale resources as necessary to handle the mission of
providing testing and evaluation acquisition to support all Level 1 and non-delegated Level
2 acquisition programs. also provides limited support to Level 3 programs and
programs in pre-acquisition when requested. To support acquisitions at a lower level,
additional resourcing may be needed and DHS Directives would need to be revised
accordingly.

8. How do you intend to meet the rising need for testing and evaluation support based on the
FY19 President?s budget?

Response: will prioritize within available resources to support major programs as
required to meet the needs of the Chief Acquisition Officer and Component Heads.

9. What are the thresholds that DHS component projects must meet in order for to
provide services through the Capability Development Support Group? What resources
would you need to provide those services for acquisitions at a lower level?

Response: Components are not compelled to utilize our services. Capability
Development Support Group supports the Components upon request, providing support
within available resources as well as additional scalable support with additional
Component funding. As noted before, provides support to all Level 1 and non-
delegated Level 2 acquisition programs, in accordance with DHS Directives. also
provides limited support to Level 3 programs and programs in pre-acquisition when
requested. To support acquisitions at a lower level, additional resourcing may be needed
and DHS Directives would need to be revised accordingly.

10. What is the future of the Integrated Product Teams which are coordinated? What is
your view of the 

Response: The IPTs are a valuable resource. If con?rmed, I will look to further advance the
IPTs to become a more ?requirements-driven? function to better inform our
investments, while maintaining the overall cross functional coordination process
amongst the Components.

11. What are the most important contributions can make to improve the DHS and
component acquisitions processes?

Response: The most important contribution I believe can make is to help programs
identify and manage the technical risks that impact operational capability. Support for
our early engagement in the acquisition process is essential to meaningfully impact the
major acquisitions early in the lifecycle to help the programs set the conditions for success.
Beginning with requirements definition, and continuing through design and development,
the technical assessment and involvement in developmental test and evaluation is
critical to improving the likelihood of favorable acquisition outcomes and is essential to
delivering enhanced capabilities to Homeland Security Operators in the most effective and
ef?cient manner.

Additional questions submitted by Senator McCaskill on behalf of Senator Duckworth.

1. Please con?rm whether you served as the lead for the Ukrainian Winter Action Plan
while an employee with the US. Department of Energy (DOE). If you were not the lead,
please describe your relationship and work related to the Ukrainian Winter Action Plan.

Response: Yes. At the direction of DOE Secretary Ernest Moniz, I led an international team
(G-7 nations) to support the Ukrainian Government in this effort.

2. Please con?rm whether you served as lead for the Ukrainian Resilience Plan. If
you were not the lead, please describe your relationship and work related to the Ukrainian
Resilience Plan.

Response: Yes. At the direction of DOE Secretary Ernest Moniz, I led an international team
(G-7 nations) to support the Ukrainian Government in this effort.

3. Please con?rm whether you conducted of?cial business using a personal email account, a
commercial email account or any other non-govemmental email account while serving at
DOE and DHS. Explain why you used a non-govemmental email account to conduct
government business, when you used such an email account and con?rm whether you
took appropriate steps to archive all emails related to of?cial activities with archiving
of?cials at DOE and DHS.

Response: Not as a routine and only when absolutely necessary (when the government
email/service was down) did I use my personal gmail account. During those rare moments,
I cc?d my government address, in compliance with the Presidential and Federal Records
Act, to ensure a complete record was captured on the government servers.

4. If you ever used a non-of?cial or non-governmental email account while employed at
DOE to hide activity, limit visibility into activity and engage in activity that may have
created the appearance of, or constituted a real, conflict-of-interest please describe all
such occasions and provide copies of e-mail correspondence to the committee.

Response: No such activity was done with that intent. As previously mentioned, in the rare
cases when a non-government email was used, I cc?d my government address in compliance
with the Presidential and Federal Records Act. This was done to ensure a complete record
was captured on the government servers.

5. Please describe in detail your relationship with Valuebridge International, including your
current status with the company, and past work history with the company, including
when you became President of the company, positions held with company and all clients.

Response: During my time at ValueBridge International as the President of the Energy
Group, I focused on the business development of a new ?Energy? vertical within the
company. This effort never went beyond the planning phase because I decided to re-enter
government service. I am no longer associated with ValueBridge.

6. Please con?rm whether Valuebridge International has ever represented or worked with
individuals or companies related to Ukraine, and provide a list of every Ukrainian
government of?cial, foreign national and business entity Valuebridge has contracted
with, worked for, worked with or otherwise had a business relationship with. This list
should include names, descriptions of the work performed, details on compensation and
details on when and where such work was performed.

Response: ValueBridge was the sub-contractor to CabinetDn (a Public Relations firm in
Brussels) for some work on behalf of Naftogaz (Ukrainian Gas Company). Naftogaz sought
to increase their visibility on the world market and hired CabinetDn to set up events for
them in the US. and across Europe. CabinetDn reached out to ValueBridge to make
recommendations and provide logistics support for any US. event. In my role at
ValueBridge, I assisted with suggestions for US. events. ValueBridge received a total of
$42k for the event and I received $4,200 in compensation.

7. Please describe in detail your relationship with Dr. Robert Steele, including whether he
worked at Valuebridge International. If Dr. Steele worked at, or worked with,
Valuebridge International, please describe the dates of employment and his professional
responsibilities.

Response: To my knowledge, Dr. Steele never worked for ValueBridge. My limited
relationship with Dr. Steele was during my time at DOE when he worked at Paci?c
Northwest National Lab (PNNL) as a Program Manager.

8. Please describe in detail your relationship with Vadym Glamazdin, including when you
?rst met him and any subsequent contacts with this foreign national. Include descriptions

of your business relationship with Mr. Glamazdin, including dates of work, nature of
work and conditions of work performed. If you never had a formal business relationship
with Mr. Glamazdin, please describe any time you explored or considered a potential
business relationship and explain why you did not ?nalize it.

Response: I was introduced to Mr. Glamazdin in August of 2013 by then Ukrainian Vice
Prime Minister Groysman (the current Prime Minister). I was leading a team
to assist the Ukrainian Government in drafting an energy ?Winter Action Plan.? Because
of the disparate energy data available, I asked Mr. Groysman who he would recommend I
work with to validate information being provided to the international team. He strongly
recommended Mr. Glamazdin and Mr. Kharchenko from the Energy Information
Research Center (EIR Center). The EIR Center played a vital role in all my DOE efforts in
Ukraine (Aug 2013-Jun 2016). We have maintained periodic contact (2-3 times per year) as
friends but with no further official business endeavors.

9. Please describe in detail your relationship with Oleksandr Kharchenko, including when
you ?rst met him and any subsequent contacts with this foreign national. Please describe
any assistance, direct or indirect, Mr. Kharchenko provided you or Valuebridge
International in representing any Ukraine of?cial, past or present. Include a list of any
clients Mr. Kharchenko helped you service, with dates and descriptions of work
performed.

Response: As described in question I was introduced to Mr. Kharchenko in August of
2013 by then Ukrainian Vice Prime Minister Groysman (the current Prime
Minister). I was leading a team to assist the Ukrainian Government in drafting an energy
?Winter Action Plan.? Because of the disparate energy data available, I asked Mr.
Groysman who he would recommend I work with to validate information being provided
to the international team. He strongly recommended the Energy Information Research
Center (EIR Center) led by Mr. Glamazdin and a Mr. Kharchenko. The EIR Center
played a vital role in all my DOE efforts in Ukraine (Aug 2013-Jun 2016). I also consider
Mr. Kharchenko a friend but my contact with him is infrequent. Mr. Kharchenko is the
Director of the EIR Center and was also working with CabinetDn during the same time,
but I have no knowledge of the nature of work they did as a sub-contractor. The only
foreign client ValueBridge had was Naftogaz through CabinetDn for a brief period of time.
Mr. Kharchenko assisted with no other clients to my knowledge.

10. Please describe every instance where you performed work or acted as a foreign agent.
Include any documents related to registrations under the Foreign Agents Registration Act
(FARA) and af?rrn whether you are con?dent that you have always complied with
ARA statutory requirements.

Response: The only instance was described in question and was fully in compliance with
FARA.

11. Please list all contacts of individuals with whom you discussed your appointment to serve
in the US. Department of Homeland Security (DHS) under the Trump Administration. If

you discussed a potential appointment or role with any agency or any position in the
Trump Administration with Paul Manafort, please describe in detail your discussions
with Mr. Manafort and your past and current relationship with Mr. Manafort, including
whether Mr. Manafort played a role in helping you secure your appointment at DHS.

Response: I joined the Department of Homeland Security in 2017 as a rehired annuitant
career member of the Senior Executive Service. When later approached to serve in this
appointment, I had discussions with the Secretary and the Administration liaison to DHS.
I?ve never had any interactions with Paul Manafort.

12. Please identify which individual or individuals from the President?s campaign, transition
team or Trump Organization appointed you into your current position at DHS.

Response: I joined the Department of Homeland Security in 2017 as a rehired annuitant
career member of the Senior Executive Service to serve as the Deputy Under Secretary for
Science and Technology at DHS.

13. Please provide a detailed timeline covering precisely how you exited Valuebridge
International and how this relates to the process you took to join DHS.

Response: I exited ValueBridge in March 2017 after I expressed my willingness to come out
of retirement and re-enter government service. I was re-hired in May 2017 as a career SES.

Timeline Facts:

- Oct. 2015 became Special Gov?t Employee (SGE), a part-time employee, which
ended in June 2016.

- Dec. 2015 became ValueBridge employee (no salary/compensation) but postponed
work until July 2016 when DOE work was completed as SGE.

- March 2017 left ValueBridge.

14. Please con?rm whether you hold a security clearance, including the level ofclearance,
and share the dates on which periodic reinvestigations were conducted.

Response: I do hold a clearance. Official records state:
Clearance level: Date of clearance: 05/12/17 (approved for TS). Date of last
investigation: 07/01/13.

15. Please con?rm whether you, or a close family member, have ever had any foreign
?nancial interests (such as stocks, property, investments, bank accounts, ownership of
corporate entities, corporate interests or businesses) in which you or they have direct
control or direct ownership (Exclude ?nancial interests in companies or diversi?ed
mutual funds that are publicly traded on a US. exchange).

Response: None