Presentation on theme: "Principal Clerk Utility"— Presentation transcript:
1Principal Clerk Utility GUIDE FOR EXAM PREPARATION
2LADWP BackgroundDepartment Purpose: Charter Sec.601- In connection with, or for the production and delivery of water and electric power, and for the promotion of the conservation of water and power resources.Read General Provisions for Proprietary DepartmentsThe Board of each proprietary dept. shall have possession, management, and control of all property and rights of every kind whatsoever.a) conferred upon the dept. by the Charter, b) purchased with funds under its control; or c) received through ordinance, or with approval of the board, through other action of the Council or from any other source, if consistent with Departmental Purposesi
3LADWP Background Powers and Duties of the Board Powers and Duties of the General ManagerWater Revenue FundPower Revenue FundUse of FundsContract Authority of the GM related to Energy Efficiency ProjectsRead Charter Section , and Section ,Read Rules of the Board of Water and Power CommissionersREFER TO HANDBOOK
4Office of Public Accountability Provide public independent analysis of department actions as they relate to water and electricity ratesHeaded by an Executive Director, who shall be exempt from civil service and appointed by a citizens committee to a 5 year term, subject in appointment to confirmation by the Council and Mayor. Employees include the Ratepayer Advocate.Read Charter Section 683
5LADWP Divisions & Functions Power SystemWater SystemCorporate SafetyCustomer ServicesHuman ResourcesEconomic DevelopmentFinanceSustainability Programs & External AffairsSystems SupportRetirementRefer to LADWP Employee HandbookREFER TO HANDBOOK
7Principal Clerk Utility Class SpecificationsDuties Description Record (DDR)Exam Bulletin Requirements
8General Accounting Practices PurchasingInvoice/ Voucher ProcessingTravel & Expense ProceduresMileage ReimbursementRCASWork OrderMeals Away from Home
9PurchasingAuthority per L.A. City Charter – gives the LADWP Board the authority to enter into contracts that exceed $150.0Charter Amendment 5 or Prop 5 – City Council reviewContracts exceeding $500 be in writingContracts exceeding $25.0 be competitively bidCity Attorney approval for contracts >$500REFER TO FSO ADMIN MANUAL – ACCOUNTS PAYABLE
10Purchasing Purchases under $150.0 require a Purchase Order (PO) Blanket POs cover small, spot purchases and infrequent, recurring purchasesContracts that do not require POs: Board Resolutions, Legal Agreements, Lease Agreements, and Utility charges for remote LADWP locations.Purchasing Card used to procure miscellaneous, low dollar, non-inventory, non-capital items.
11Invoice/Voucher Processing What does it take to pay invoices?A proper Purchase AuthorityAn invoice or Request for PaymentVerified receipt of goods/servicesApproval by Contract Administrator
14Travel & Expense Procedures Travel and Attendance Authority Form (TA).Advanced authorizationArrangements with LADWP Traffic OfficeEmployee Expense StatementsRead Administrative Manual Section 40-01through 40-04
15Mileage Reimbursement Process Generated once per monthEmployee Mileage Report and ClaimMileage Coordinators submit Mileage Summary (Form 02261) to APMileage reimbursements distributed with paycheck statements
16Responsibility Cost Accounting (RCAS) RCAS is the Department’s primary Cost Accounting system and was placed in service in 1980.Its main function is to accumulate expenditures in detail to provide cost data for management purposes and provide cost information for preparing financial statements.Work Order: Annual, Regular, CapitalRead Accounting Manual, pagesRefer to Personal Service Contracts GuideDocumentation Requirements for Expense ReimbursementTALK ABOUT THE BUDGET PROCESS TOO
17Pay Periods and Payroll Funds Employees paid bi-weekly.Two Types of Payroll: Water Services Fund 705 and Power Services Fund 704Water & Power Employees Payroll Fund 826Direct DepositsInvoice Collectible (IC)Retroactive Pay AdjustmentsRead: Accounting Administrative Manual, pagesREFER TO FSO ADMIN MANUAL SECTION ON TIMEKEEPING
18Timekeeping 8,900 employees 2,076 DDRs 55 Payrolls 13 Bargaining Units Rules & Regs: MOUs, Working Rules, City, State, FederalRead LADWP Timekeeping Manual, Accounting Administrative Manual on Payroll/Timekeeping, and Administrative Manual Sections through 60-13,Working Rules Sections 5.2 through 5.10
19Timekeeping Process Prepare timesheets Gather supporting documents Enter into WorkTech – EISReview timeDistribute paychecksTime Roll Correction Authorities (TRCA)
20Time Codes and Timekeeping Supporting Documents Overtime, penalty and premium –no standard formAllowed Time – Notice of Absence ( )Vacation- Vacation Form(01113)Jury Service - Confirmation of time off for Jury Duty (03075)Accumulated OT Used – Application for OT off with Pay (02549)Sickness – Employee Certificate of Disability(02864)Disability or Leave of Absence – Request for Leave of Absence(38)Injury – State of CA Employer’s Report of Occupational Injury or Illness (5020)Workers Compensation – Employee’s Claim for WC Benefits (DWC 1)Personnel Status Changes: DDR, Return From LOA, Termination of Employment
21Time CodesThe rules for reporting employees’ time and payment for such time are found in the Department’s Working Rules and the employees MOUs.
22SicknessSickness is absence from work on the first ten consecutive workdays (14 consecutive calendar days) due to illnessThe payment of benefits for sickness depends on the employee’s retirement status code under the Department’s Retirement, Disability, and Death Benefit Plan (Retirement Office)
23DisabilityDisability is absence from work on the 11th consecutive workday (15th consecutive calendar day) and beyond due to an illness. It is also illness within 30 calendar days after an employee’s return from disability.Payment of Benefits governed by the Department’s Retirement, Disability and Death Benefit Plan administered by the Office of Disability (Retirement Office).TALK ABOUT THE DISABILITY PLAN
24Injury and Workers’ Compensation Injury is the first three consecutive calendar days of a work-related injury and absence from work on workdays during the first three calendar days.WC is absence on the 4th consecutive calendar day and beyond due to a work-related injury.Payment for WC absences is governed by CA State WC Laws as determined by WC Office and is based on the employee’s retirement status code.
25Memoranda of Understanding (MOU) Agreements negotiated between the LADWP and employee organizations which affect wages, hours, and conditions of employment are contained in documents known as Memoranda of Understanding or MOUs.REFER TO SUOERVISORY CLERICAL MOU
26Supervisor Responsibility With regards to the MOU, the supervisor is to act in accordance with department policy and in doing so, avoid actions which are in violation of MOU provisions. To the extent that MOUs set forth terms and conditions of employment agreed to by both management and employees, it is important for you to be familiar with those provisions affecting your employees.Read the IBEW MOU, Supervisory Clerical
27Human Resources Management System (HRMS) When employees are initially hired, Personnel Services Office (PSO) will enter all of their job data and pertinent personal data information into HRMS. It becomes the responsibility of the individual Division to maintain any changes (i.e. address change, payroll section, emergency contact information, etc.)The Personnel Data Panel Group is where most of the changes are made/entered.
28Human Resources Management System (HRMS) A complete history of employee data is in PeopleSoft system (HRMS). It includes job changes such as promotions, leaves of absence, layoffs, retirement, pay rate changes, etc. Input is done by PSO only.
29Human Resources Management System (HRMS) Reporting OptionsGet up to the minute dataPrinted “batch” reports are also provided. These provide info on multiple employees; are defined by information systems specialists and cannot be easily changed; are scheduled to run at predetermined times such as weekly or monthly and typically at night when database activity is low; and are used for recurring needs for information gathered on large groups of employees.Work Station Reports created upon request of a specific Division. These are listed on the Report menu and when you select one of the reports from the menu, you are asked to either create or use a “Run Control ID.”
31Human Resources Management System (HRMS) Predefined ReportsAdminister Workforce – to locate a report associated with employee job informationDevelop Workforce- to locate reports associated with employee trainingAdminister Workforce>Manage Labor Relations –to locate reports associated with employee relationsCompensate Employees>Administer Base Benefits –to locate reports associated with health plans
33Records Retention Automated records retention management system Only authorized employees may request servicesRecords Transfer Control FormRead the Records Management Program ProceduresREFER TO RM Program
34Employee Safety and Policies It is the policy of the Department to achieve the greatest practical degree of freedom from injuries and illnesses and to ensure that every employee is provided a safe and healthful workplace.Supervisor’s RoleRead Administrative Manual Section throughSee template of Injury and Illness Prevention ProgramGO THROUGH THE IIPP TEMPLATE
35Absences and Time Off Authorized Absences Substituting sick time and/or disability leave for vacation timeLeave of Absence without PayFMLAMilitary LeaveReturning from a Leave of AbsenceAttendance Improvement Program (AIP)Read Administrative Manual Section and Section 60-30REFER TO ADMIN MANUAL
36Employment Screening Medical Screening Drug and Alcohol Testing FingerprintsCertificates and LicensesRead LADWP Employee Handbook, and Administrative Manual Sections andREFER TO AM SECTIONS
37Medical Return to Work Work Fitness Limited Duty Employee Assistance ProgramRead Administrative Manual Sections throughREFER TO SECTIONS
38Work Performance Notice of Commendation Notice to Correct Deficiencies (NTCD) Form Gen. 78Disciplinary Pay StatusGuide to Employee DisciplineRead Administrative Manual, SectionsREFER TO SECTIONS. TOUCH ON DISCIPLINE – EXPAND ON TOPIC LATER
39Grievances Grievance policy Grievance Process Discrimination Complaint procedureRead Administrative Manual Section and 70-02, Working Rules Section 8.2, and MOUsREFER TO MOU, WR, and AM SECTIONS
40Equal Employment Opportunity (EEO) The right of all persons to work and advance on the basis of merit, ability, and potentialEEO BASICS:All personnel decisions must be based on job or performance criteriaElimination of discrimination in all personnel decisionsPersonnel actions and decisions include: selection/hiring, assignments, evaluation, training, promotion, discipline, compensation, overtimeREFER TO DISCRIMINATION BASES, SAMPLE SCENARIOS, AND POLCIES/ EXEC. DIRECTIVES
41EEO Responsibilities of Supervisors Communicate LADWP EEO policyEnsure a work environment free from unlawful discrimination by demonstrating and fostering sensitivity, respect, and tolerance for differences in the workplace.Respond to employee discrimination complaints in a sensitive, supportive, objective mannerJustify personnel actionsAssist employees in preparing for civil service promotionsProvide employees with training and developmentAdministrative Manual (Personnel) Section 141-1
42Related PoliciesCity of L.A. Discrimination Free Workplace Policy ResolutionGM Bulletins:EEO, Aug 26, 2004Violence in the Workplace, August 26, 2004Workplace Behavior, March 16, 2000Harassment in the Workplace, June 30, 1995Zero Tolerance Policy, October 9, 2007Reasonable Accommodation and Interactive Process Policy, March 19, 2007Mayoral Executive Directives related to EEO
43WORKING RULES STUDY GUIDE Glossary of termsInterpretation of Section Headings, Tenses, & Gender ReferencesPowers & Duties of the BoardSalaries & WagesPay DifferentialsHours of Work, OT Vacations, Holidays, etc.Absences from DutyGrievancesGO OVER TERMS & KEY ITEMS: REFER TO HANDBOOK
44Definition of a Supervisor The National Labor Relations Act definition: Any individual having the authority, in the interest of the employer, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward, or discipline other employees, or responsibility to direct them, or to adjust their grievances, or effectively recommend such action, if in connection with the foregoing the exercise of such authority is not of a merely routine or clerical nature, but requires the use of independent judgment.
45What Supervisors Do Set objectives Plan and Organize Motivate and CommunicateMeasure and ControlDevelop people
46Supervisory Responsibilities Establish task-related performance standards for each jobAssign work and delegate authorityMonitor work in progress and correct errorsAdminister employee disciplineProvide training on basis of individual needsPromote employee safety and accident preventionMaintain a discrimination-free workplaceComply with City personnel regulations and MOUsWork with Union representativesFollow policies, procedures, and guidelinesFollow effective joint labor management practices
47Supervisory Practices that Pay Off Be accessibleOpen door policy“No” surprisesBe consistentCommunicate expectations clearly and oftenBe firm but fairHold stand-up meetings oftenDelegate effectivelyCoach to provide a supportive environmentEvaluate performanceProvide positive praise & recognitionAcknowledge “efforts beyond the call”
48Supervisory Skills Guiding the Work Organizing the Work Developing your StaffManaging PerformanceManaging Relations
49Guiding the WorkGuiding the work means understanding what the needs of the organization are and planning your group’s work effectively to meet those needs.
50Organizing the WorkOrganizing the work involves assigning people and allocating resources to accomplish work goals
51Developing your StaffDeveloping your staff involves increasing the skill level of each employee by learning his or her strengths and assigning tasks according to development need
52Managing PerformanceManaging performance includes tracking the performance of your employees and helping them to meet their own objectives and those of the organization.
53Managing RelationsManaging relationships with other groups is critical to ensuring that your work group is effective and organizational goals are met.
54The Process of Great Leadership The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders:Challenge the processInspire a shared visionEnable others to actModel the wayEncourage the heart
55Key PCU Role Schedule, assign, & review work of subordinates Consider staff workloads, staff skill sets, and deadlinesReview for quality and quantity of work, as well as completeness of assignments and adherence to instructions/assignment given
56Key PCU Role Review subordinates’ performance capabilities Completed staff workMeeting deadlinesQuality & quantity of work productAttendanceProfessionalismCustomer Service
57Resolving Work Backlog Determine which work is falling behind scheduleReview procedure for completing the workEliminate bottlenecks; simplify whenever possibleReview the productivity of each employee and take corrective action where necessaryDelegate work which can easily be done by others with little explanation or trainingReview distribution of work between employees to ensure they are working on areas of highest priority to the groupReview how the work is scheduled and improve whenever possibleAsk for additional assistance or resources
58Approach to improving efficiency Identify problem areasDefine objectiveDevelop a work planImplement the planDevelop alternative solutionFormulate recommendationPresent recommendation to supervisorDevelop a feedback system to monitor and evaluate improvements
59Evaluating employee performance Factors to consider:Promptness –plans work ahead, begins work right awaySpeed- job completionQuality/Quantity- completed work; amount of workNet Value (morale, level of cooperation, initiative, attitude towards the public, attendance, safety practice, amount of supervision required, etc.)
60Discipline Informal counseling/oral reprimand Memorialize/ Document – include statement of the problem; violation of a work standardNotice to Correct Deficiencies (NTCD) –progressive disciplineSkelly Letter –formal notification that Dept. is proposing disciplinary actionSuspensionTermination
61Communication Skills Verbal Ability Reading Comprehension and Interpretation SkillsPractice Exams
62Technical Skills Computer skills –Internet, Intranet, Programs – Microsoft Office applications (Word, PowerPoint, Excel, Publisher)Personnel – Human Resources Management System (HRMS), Personnel Action codes (PAN) WorkTech/EIS, Training
63Clerical SkillsPreparation of intradepartmental and external correspondence, memos, Board packages, minutes of meetings, budget requestsHow to complete LADWP Forms
64Completed Staff Work (CSW) It is the study of a problem and indicates the presentation of a solution, with alternatives, to the manager, so that all that remains to be done on the part of the manager is to indicate approval or disapproval of the completed action.The words "completed action" are emphasized because the more difficult the problem is, the more the tendency it is to present the problem and recommended action to the manager in piecemeal fashion. It is your duty as a staff member to work out details
65Completed Staff Work (CSW) You may and should consult other staff members.Do not burden your manager with long explanations and memoranda. Writing a memorandum to your manager does not constitute completed staff work.Your views should be placed before the manager in finished form so the manager can use them to achieve results.
66Other Knowledge Areas Grammar and Spelling Punctuation and Usage Concise writing skillsArithmetical ReasoningBasic AccountingPresentation to groupsFamiliarity with computer systemsFamiliarity with software applications (Word, Excel, Access, Publisher, PowerPoint)Management of Outlook calendarTrust Funds
67MORE REFERENCESLADWP Administrative Manuals and Working RulesRetirement & DisabilityGregg Reference ManualAcronyms/Abbreviations
68READ…101 Biggest Mistakes Managers Make and How to Avoid Them, Carr & Albright, RECOMMENDED Targets critical management/supervision areas including creating trust; delegation; networking; and performance issues. Supervisor's Portable Answer Book, William Fuller, 1990 - RECOMMENDED Proven solutions to supervision problems in a Q&A format dealing with difficult employees, employee conflict and complaints, motivating employees, communications, discipline, and employee performance.Why Employees Don't Do What They're Supposed To Do and What To Do About It, Ferdinand F. Fournies, 1999 A practical approach to employee performance issues.Complete Interview Guide with Supervision Guide From job-interview.net, the Complete Interview Guide with 200+ possible interview questions on supervision including behavioral/situational questions. Plus, answers to the toughest supervision interview questions.What Makes A Great Manager Management and supervision guide with tips, answers and free resources. A good resource for situational questions and basic supervision and management references.