Principal Clerk Utility GUIDE FOR EXAM PREPARATION.

Principal Clerk Utility

GUIDE FOR EXAM PREPARATION

LADWP Background

Department 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 Departments

LADWP Background

Powers and Duties of the Board Powers and Duties of the General

Manager Water Revenue Fund Power Revenue Fund Use of Funds Contract Authority of the GM related to

Energy Efficiency Projects Read Charter Section 670-679, and Section 23.138,

23.141 Read Rules of the Board of Water and Power

Commissioners

Office of Public Accountability

Provide public independent analysis of department actions as they relate to water and electricity rates

Headed 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

LADWP Divisions & Functions

Power System Water System Corporate Safety Customer Services Human Resources Economic Development Finance Sustainability Programs & External Affairs Systems Support Retirement Refer to LADWP Employee Handbook

Organization

Principal Clerk Utility

Class Specifications Duties Description Record (DDR) Exam Bulletin Requirements

General Accounting Practices

Purchasing Invoice/ Voucher Processing Travel & Expense Procedures Mileage Reimbursement RCAS Work Order Meals Away from Home

Purchasing

Authority per L.A. City Charter – gives the LADWP Board the authority to enter into contracts that exceed $150.0

Charter Amendment 5 or Prop 5 – City Council review

Contracts exceeding $500 be in writing Contracts exceeding $25.0 be

competitively bid City Attorney approval for contracts

>$500

Purchasing

Purchases under $150.0 require a Purchase Order (PO)

Blanket POs cover small, spot purchases and infrequent, recurring purchases

Contracts 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.

Invoice/Voucher Processing

What does it take to pay invoices? A proper Purchase Authority An invoice or Request for Payment Verified receipt of goods/services Approval by Contract Administrator

Invoice/Voucher Processing

Manual Processing Automated Check Processing FileNet Image Processing

Travel & Expense Procedures

Travel and Attendance Authority Form (TA).

Advanced authorization Arrangements with LADWP Traffic

Office Employee Expense Statements Read Administrative Manual Section

40-01through 40-04

Mileage Reimbursement Process

Generated once per month Employee Mileage Report and Claim Mileage Coordinators submit

Mileage Summary (Form 02261) to AP

Mileage reimbursements distributed with paycheck statements

Responsibility 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, Capital Read Accounting Manual, pages 367-395 Refer to Personal Service Contracts Guide Documentation Requirements for Expense

Reimbursement

Pay Periods and Payroll Funds

Employees paid bi-weekly. Two Types of Payroll: Water Services Fund

705 and Power Services Fund 704 Water & Power Employees Payroll Fund

826 Direct Deposits Invoice Collectible (IC) Retroactive Pay Adjustments Read: Accounting Administrative Manual,

pages 356-366

Timekeeping

8,900 employees 2,076 DDRs 55 Payrolls 13 Bargaining Units Rules & Regs: MOUs, Working Rules, City,

State, Federal Read LADWP Timekeeping Manual,

Accounting Administrative Manual on Payroll/Timekeeping, and Administrative Manual Sections 60-01 through 60-13,

Working Rules Sections 5.2 through 5.10

Timekeeping Process

Prepare timesheets Gather supporting documents Enter into WorkTech – EIS Review time Distribute paychecks Time Roll Correction Authorities

(TRCA)

Time Codes and Timekeeping Supporting Documents

Overtime, penalty and premium –no standard form Allowed Time – Notice of Absence (8702728) 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

Time Codes

The rules for reporting employees’ time and payment for such time are found in the Department’s Working Rules and the employees MOUs.

Sickness

Sickness is absence from work on the first ten consecutive workdays (14 consecutive calendar days) due to illness

The 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)

Disability

Disability 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).

Injury 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.

Memoranda 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.

Supervisor 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

Human 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.

Human 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.

Human Resources Management System (HRMS)

Reporting Options Get up to the minute data Printed “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.”

Human Resources Management System (HRMS)

Predefined Reports Administer Workforce – to locate a report

associated with employee job information Develop Workforce- to locate reports

associated with employee training Administer Workforce>Manage Labor

Relations –to locate reports associated with employee relations

Compensate Employees>Administer Base Benefits –to locate reports associated with health plans

Records Retention

Automated records retention management system

Only authorized employees may request services

Records Transfer Control Form Read the Records Management

Program Procedures

Employee 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 Role Read Administrative Manual Section110-

01 through 110-33. See template of Injury and Illness

Prevention Program

Absences and Time Off

Authorized Absences Substituting sick time and/or disability

leave for vacation time Leave of Absence without Pay FMLA Military Leave Returning from a Leave of Absence Attendance Improvement Program (AIP) Read Administrative Manual Section 60-

01-60-13 and Section 60-30

Employment Screening

Medical Screening Drug and Alcohol Testing Fingerprints Certificates and Licenses Read LADWP Employee Handbook,

and Administrative Manual Sections 100-02 and 100-03

Medical

Return to Work Work Fitness Limited Duty Employee Assistance Program Read Administrative Manual

Sections 100-10 through 100-13

Work Performance

Notice of Commendation Notice to Correct Deficiencies

(NTCD) Form Gen. 78 Disciplinary Pay Status Guide to Employee Discipline Read Administrative Manual,

Sections 50-01- 50-04

Grievances

Grievance policy Grievance Process Discrimination Complaint procedure Read Administrative Manual Section

70-01 and 70-02, Working Rules Section 8.2, and MOUs

Equal Employment Opportunity (EEO)

The right of all persons to work and advance on the basis of merit, ability, and potential

EEO BASICS: All personnel decisions must be based on

job or performance criteria Elimination of discrimination in all

personnel decisions Personnel actions and decisions include:

selection/hiring, assignments, evaluation, training, promotion, discipline, compensation, overtime

EEO Responsibilities of Supervisors

Communicate LADWP EEO policy Ensure 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 manner

Justify personnel actions Assist employees in preparing for civil service

promotions Provide employees with training and development Administrative Manual (Personnel) Section 141-1

Related Policies

City of L.A. Discrimination Free Workplace Policy Resolution

GM Bulletins: EEO, Aug 26, 2004 Violence in the Workplace, August 26, 2004 Workplace Behavior, March 16, 2000 Harassment in the Workplace, June 30, 1995 Zero Tolerance Policy, October 9, 2007 Reasonable Accommodation and Interactive

Process Policy, March 19, 2007o Mayoral Executive Directives related to EEO

WORKING RULES STUDY GUIDE

Glossary of terms Interpretation of Section Headings,

Tenses, & Gender References Powers & Duties of the Board Salaries & Wages Pay Differentials Hours of Work, OT Vacations, Holidays,

etc. Absences from Duty Grievances

Definition 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.

What Supervisors Do

Set objectives Plan and Organize Motivate and Communicate Measure and Control Develop people

Supervisory Responsibilities

Establish task-related performance standards for each job

Assign work and delegate authority Monitor work in progress and correct errors Administer employee discipline Provide training on basis of individual needs Promote employee safety and accident prevention Maintain a discrimination-free workplace Comply with City personnel regulations and MOUs Work with Union representatives Follow policies, procedures, and guidelines Follow effective joint labor management practices

Supervisory Practices that Pay Off

Be accessible Open door policy “No” surprises Be consistent Communicate expectations clearly and often Be firm but fair Hold stand-up meetings often Delegate effectively Coach to provide a supportive environment Evaluate performance Provide positive praise & recognition Acknowledge “efforts beyond the call”

Supervisory Skills

Guiding the Work Organizing the Work Developing your Staff Managing Performance Managing Relations

Guiding the Work

Guiding the work means understanding what the needs of the organization are and planning your group’s work effectively to meet those needs.

Organizing the Work

Organizing the work involves assigning people and allocating resources to accomplish work goals

Developing your Staff

Developing your staff involves increasing the skill level of each employee by learning his or her strengths and assigning tasks according to development need

Managing Performance

Managing performance includes tracking the performance of your employees and helping them to meet their own objectives and those of the organization.

Managing Relations

Managing relationships with other groups is critical to ensuring that your work group is effective and organizational goals are met.

The Process of Great Leadership

The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders:

Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart

Key PCU Role

Schedule, assign, & review work of subordinates

Consider staff workloads, staff skill sets, and deadlines

Review for quality and quantity of work, as well as completeness of assignments and adherence to instructions/assignment given

Key PCU Role

Review subordinates’ performance capabilities

Completed staff work Meeting deadlines Quality & quantity of work product Attendance Professionalism Customer Service

Resolving Work Backlog

Determine which work is falling behind schedule Review procedure for completing the work Eliminate bottlenecks; simplify whenever possible Review the productivity of each employee and

take corrective action where necessary Delegate work which can easily be done by others

with little explanation or training Review distribution of work between employees to

ensure they are working on areas of highest priority to the group

Review how the work is scheduled and improve whenever possible

Ask for additional assistance or resources

Approach to improving efficiency

Identify problem areas Define objective Develop a work plan Implement the plan Develop alternative solution Formulate recommendation Present recommendation to supervisor Develop a feedback system to monitor

and evaluate improvements

Evaluating employee performance

Factors to consider: Promptness –plans work ahead, begins

work right away Speed- job completion Quality/Quantity- completed work;

amount of work Net Value (morale, level of cooperation,

initiative, attitude towards the public, attendance, safety practice, amount of supervision required, etc.)

Discipline

Informal counseling/oral reprimand Memorialize/ Document – include

statement of the problem; violation of a work standard

Notice to Correct Deficiencies (NTCD) –progressive discipline

Skelly Letter –formal notification that Dept. is proposing disciplinary action

Suspension Termination

Communication Skills

Verbal Ability Reading Comprehension and

Interpretation Skills Practice Exams

Technical 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

Clerical Skills

Preparation of intradepartmental and external correspondence, memos, Board packages, minutes of meetings, budget requests

How to complete LADWP Forms

Completed 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

Completed 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.

Other Knowledge Areas

Grammar and Spelling Punctuation and Usage Concise writing skills Arithmetical Reasoning Basic Accounting Presentation to groups Familiarity with computer systems Familiarity with software applications (Word,

Excel, Access, Publisher, PowerPoint) Management of Outlook calendar Trust Funds

MORE REFERENCES

LADWP Administrative Manuals and Working Rules http://labrel.ladwp.com

Retirement & Disability http://retirement.ladwp.com

Gregg Reference Manual Acronyms/Abbreviations

http://www.acronymfinder.com/

READ… 101 Biggest Mistakes Managers Make and How to Avoid Them, Carr &

Albright, 1997 - 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 GuideFrom 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.

GOOD LUCK IN YOUR EXAM!