Principal Clerk Utility - LAFACE (Los Angeles Filipino

Principal Clerk Utility

EXAM PREPARATION GUIDE

Prepared by: Susana Reyes, July 2012

Updated by: Rosa Fonseca, October 2018

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

www.laface.us LAFACE - PCU Study Guide (2018) 2

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

Competency Model for Principal Clerk Utility


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

Approximately 10,000 employees 2,076 DDRs 38 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, WMIS – 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) (Used for

Vacation, Accumulated Time Off, 5.7B, 5.7A, No Shift No Pay) Vacation- Vacation Form(01113) Jury Service - Confirmation of time off for Jury Duty (03075) Obsolete Sickness – Employee Certificate of Disability(02864)

(Obsolete) – Refer to Notice of Absence 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.



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.



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.”






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

Electronic 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, 2007

o 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/


http://labrel.ladwp.com/

http://retirement.ladwp.com/

http://www.acronymfinder.com/

READ…

101 Biggest Mistakes Managers Make and How to Avoid Them, Carr & Albright, 1997 -RECOMMENDEDTargets critical management/supervision areas including creating trust; delegation; networking; and performance issues.

Supervisor's Portable Answer Book, William Fuller, 1990 - RECOMMENDEDProven solutions to supervision problems in a Q&A format dealing with difficult employees, employee conflict and complaints, motivating employees, communications, discipline, and employee performance.


http://www.amazon.com/exec/obidos/ISBN=0132341700/psenetcomA


READ…

Why Employees Don't Do What They're Supposed To Do and What To Do About It, Ferdinand F. Fournies, 1999A 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 ManagerManagement and supervision guide with tips, answers and free resources. A good resource for situational questions and basic supervision and management references.



http://job-interview.net/interviewguidesup.htm

http://www.whatmakesagreatmanager.com/

GOOD LUCK !

Study smart!

LAFACE thanks

Susana Reyes and

Rosa Fonseca for their kind assistance.
