USM SHORTENED ALL USM

Question 1

Tell us how your background and experience best qualifies you for the USM position.

Answer 1

Currently manage Field Services group, 4 CF Supers, 4 Senior CFR, & 65 Commercial Field Reps.

In my short time as the USM for Field Services I have: moved forward on disciplining an employee, interviewed 18 potential CFRs, put in charge of Fleet Services, arranged for 56 GPS installs on our trucks and sedans, in order to catch employees that are speeding. Worked on bid to purchase 236 trucks. Attended all FS safety meetings and spoken at each one, worked with the Union to extend and relocate Article 33 employees. Taken Mutual Gains training,

Before field services managed all WC programs & services budget of $40M/Yr. for 8 years. During that time the pop of L.A. had increased by 200,000

During 8 years Supervisor population200,000 peopledecreasedmore than 50 billion gallons/year about 1.5M WC devices & projects.

CIIMF SF meet goals Mayor & Governor.

• I had a staff staff of 8 2 leads.
• 9 yrs. Budget

Lead

• Contract management – $18M/yr.
• Dozens of presentations to
• Bachelor’s
• Certifications, licenses and classeshelp me as a manager are:
  
  • Water Use Efficiency Practitioner I certification
  • Water Distribution D1/D2 license.
  • Certified Energy Manager
  • Certified Water Efficiency Professional from Assn of Energy Engineers
  • Supervisorial certification (12 classes) - Silver, Bronze, Gold

Question 2

Tell us about a situation that you had to address conflict between people; how did you resolve the issue?

Answer 2

Had (2) employees that were not getting along. We worked through their differences and improved their working relationship.

• friendly disagreements
• computer support & WC
• separately together
• common
• warning
• suspension discharge
• must respect each other
• working well together. “Notice to Correct Deficiency”

Question 3

What supervisory methods do you use to ensure that staff meets deadlines?

Answer 3

determine tasks delegate to employees, based on their skill.

ownership vested interest

What I would provide

• equip & training
• recognition for job well done

chronic problems achieving deadlines:

• important of deadlines
• not able to measure performance
• monitor
• accountable

Example: Leads –

• in charge
• working what is not
• When all in place , employees will do incredible things

Question 4

EEO Question - how do you ensure that your staff understands EEO?

Answer 4

Ensure that all EEO Policies laws etc are adhered to; make sure supers involved in career development. Model proper behavior.

ensure understand :

• EEO policies, procedures, resources
• Job-related skillsemployment decisions
• violations include sexual harassment, hazing, discrimination
• Zero Tolerance Policy

1. “Equal Employment Opportunity” advance solely ability and potential – without regard (RCNO RS MS SO A MC D HIV, VV, Ret)
2. The diversity of my group demonstrated applied EEO principals. We work well together, respect one another, and appreciate the different skill sets that diversity brings.

Question 5

Name the following projects you worked on:

1. Required you to understand the DWP inner workings
2. Demonstrated your ability to effectively manage a major project and direct a team while addressing opposing views from internal and/or external sources.
3. Most challenging

Answer 5

1. MFTAP
2. CITR
3. TAP by 5Xs in 3 FYs

Question 6

DWP Organization Question – tell us about a project you worked on that required you to understand the DWP inner workings.

Answer 6

made major changes to in-house program with management and LADWP Board approval, to accommodate customers . took 3.5 months. 2.5 years later we rebated over 24,000 Premium High efficiency toilets for a savings of over 280 million gpy.

• Large institutional customer
• vendor install 4,000 high efficiency toilets and get paid directly.
• not allow
• immediate response.
• existing in-house program
• Board-approved
  
  • Cost effectiveness barrier
    
    • 0.8 gpf /1.28
  • Bureacratic barrier
    
    • WC Board Hierarchy
  • Budget barrier:
    
    • budget underachieving move
  • Leads, boss write resolution
  • Board’s calendar approved.
  • 4,415 Premium High Efficiency toilets installed 20,000

Question 7

What is the most challenging project you have worked on?

Answer 7

Increase 5X’s from average of 6 projects to 30. met goal increased projects to 53 in 3 years and savings went from 33 MGY to over 100 MGY.

• objectives threefold:
  
  • satisfy internal external concerns;
  • increase customer acceptance of the program;
  • increase 5xs
• Found more training
  • First, I developed immediately implemented
  • Second staff and PA start a TAP marketing program.
  • Third, I directed staff aggressively pursue projects personal outreach
• Premier Account Execs offer free audits
• Vendors great resource
• my staff greater responsibility increased job satisfaction.

Question 8

Describe ur most relevant work experience best demonstrating ur ability to effectively manage major project & direct team while addressing opposing views from internal and/or external sources.

Answer 8

developed new com landscape incentive program while addressing opposing views from internal and external sources 3 ½ months.

• lower Commercial rebates,
• Strong opposition vendors, commercial customers
• more water is used on com turf than res. justify new program.
• staff “Commercial/Industrial Drought Resistant Landscape Incentive Program” Board-approved fully implemented 3 ½ mnths
• opposing forces seemed satisfied quickly took advantage
• 1st FY of the program over 1.2M sq ft of turf replacement

Question 9

A new program needs to be marketed. What would you do to market it?

Answer 9

4 P’s: Product, Price, Promotion, and Placement.

Product: item customer demands

water conservation equipment we are rebating/free

Price: price a customer pays for a product

rebate level optimizes participation

customer reimbursed cost product

Promotion: communication marketing provides customer will buy product

Placement (Distribution): customer convenient.

Question 10

How do you overcome resistance from employees and others and implement change?

Answer 10

respond employees’ feelings

employees informed changes, realistic emphasizing benefits

employees opportunities ask questionschange

Implement changebuildingsuccesses

reasonable deadlines

employees firstnot likelyenthusiastic

• Example: substantial changes (2) in-house
  
  • s administration duties outside contractor.
  • more financial support MWD
  • less money per rebate
  • taking their work away
  • let them know the reasonschangesgive them freedom work other projects
  • unenthusiastic employees take over transition responsibilities

Question 11

Name the successful work habits for a manager.

Answer 11

1. Listen management, employees customers.
2. role model
3. Blow Team’s Horn, Own
4. Focus Team’s Strengths
5. Accentuating positive attributes team working weaknesses.
6. passion for self-improvement.
7. Lead
8. Be yourself - management must be satisfied with who you are
9. Delegate work Supervisors
10. Appraise Supervisor performance
11. Understand budgeting
12. creative program designer

Question 12

As a manager how would you handle a Sexual Harassment complaint?

Answer 12

• prompt action
• neutral fact finder
• Check personnel
• Document
• good faith determination
• not withhold information/make false representations

Department’s Policy

• Prohibit all forms harassment
• Protect retaliation
• Explain avenues of complaints
• Train law
• confidentiality
• prompt appropriate corrective action

Deliberate or unwanted sexual advances, request sexual favorsverbal or physical contactsexual nature when made :

• Condition employment or employment decisions
• Interferes work performance

Question 13

What is the Department’s ADA Policy?

Answer 13

1. Examine existing work situation
2. Done this:

Employee wanted to come back disability: I, along with admin determined he/she could meet the essential functions of his classification: Had reasonable accomodation mtg. - Interactive process. Employee allowed to come back because of reasonable accomodation.

1. restrictions interfere task
2. How soon task completed
3. budget available resources
4. specific or measurable goal
5. skills knowledge required
6. use opportunity develop employee
7. specific responsibilitiestransferred
8. successful ongoing communication
9. Feedback sessions

Question 14

How do you judge the success of a project?

Answer 14

Measured by:

1. Level of customer satisfaction
   
   • aware Customer concernsphone, emails, referrals
   • satisfaction surveys
2. Meeting goals
3. Providing feedback management
4. Within project budget
5. Completing on-time
6. Continual monitoring

Question 15

You manage a large number of groups, you have been directed to reduce your budget/staff by 20%, how would you proceed?

Answer 15

1. what part of my group targeted
2. core budget centers targeted
3. Prioritize the tasks and direct resources to them
4. customer service functions first
5. Immediately identify tasks which can be suspended
6. establish a plan for completion of suspended tasks when resources become available
7. Actual layoffs would be directed by labor union rules. Gain understanding these rules

Question 16

What are the seven tests of Just Casuse for discipline?

Answer 16

1. Did immed super give notice
2. Is it reasonable? unacceptable behavior related to orderly, efficient run business; employer reasonalbly expect this performance
3. was investigation done?
4. Fair investigation
5. proof: substantial evidence gathered
6. equal treatment with other employees
7. penalty equal to the unsatisfactory behavior?

Question 17

What should your goals be when you are interviewing others for a position?

Answer 17

Selection Interviews goals:

1. goal i equal employment opportunities job-related skills, knowledge, abilities, and personal qualifications.
2. comply City, State, and Federal regulations
3. Maintain documentation supports selection decision.

Question 18

What is the M-M-B act and what does it do?

What ocurred to strenthen Union/Management bond?

Answer 18

The Meyers-Milas-Brown Act - Granted municipal employees right to have Labor Unions and bargain contracts.

1995 LADWP had FSP (Focused Separation Program) to downsize. As result stronger relationship with IBEW ensued. Formed JLMC Joint Labor Management Committees-identify common problems and uses joint efforts to resolve them.

Question 19

How would you implement constructive discipline?

Answer 19

1. Oral counseling-not severe-private-immmediate responsibility for counseling,warning,disipl is super
   
   • 2-Min challenge
     
     • State (objective terms), Wait, Remind, Specific plan from employee, Agree together (future having difficulty see me
2. Oral warning - if could lead to disipline ask employee for representation
   • confidential memorandum higher management
   • primary goal is to correct the behavior
   • private
   • explain behavior problem - future consequences
   • document, document, document
   • expected future consequences
   • Recognition if discipline corrected. Important other employees recognized
3. Considering disipline
   
   • get employee’s facts
   • Department policies general standards of conduct.
   • Uniformity disiplinary actions.
   • Guide disciplinary Standards
   • appropriate MOU
4. Skelly (predisicipline) discharge, disiplin

• Review written documentation-
• Interview other employees, citizens, or customers
• review performance standards
• Discuss employee in private w or w/o representation
• Management Notification: confidential memorandum higher management ,
• private; supervisor documents
• NTCD is written notice to employee on Dept letterhead
• show documents on which disciplinary action is based
• Serve Employee orally or writing
• management signs NTCD to show approval
• (ERO) makes decision continue processing for dis or sus

Question 20

When will the Emergency Water Conservation Plan terminate a phase?

Answer 20

LADWP April 1 Owens Valley Mono Basin Runoff >=110% and MWDSC sum Colorado State Water exceeds 100% - Mayor recommend City Council .

Question 21

Describe what you know about the purpose and definitions of the Emergency Water Conservation Plan of the City of Los Angeles?

Answer 21

Purpose mandatory water conservation plan minimize effect of shortage water

• significantly reduce consumption extended time
• drip irrigation4 gph
• Even 0,2,4,6,8 or 1/2
• odd1,3,5,7,9 and 1/3
• Gray WaterCustomer’s secondusepremises, laundry or bathing water
• Lg landsc:3 acres bus necessity public benefit parks, golf courses, schools cemeteries.
• Recycled water: treatment of wastewater, suitable approved CPDH
• Sports field public private facility business

Question 22

Describe Phase 1 of the Emergency Water Plan for the City of Los Angeles.

Answer 22

Phase I

1. must have recirculating decorative fountains, ponds, lakes
2. drinking water expressly request
3. No leaks premises.
4. self-closing nozzle
5. No irrigating 48 hrs
6. Golf greenstees,prof Sports Fieldmaintain
7. 10 mins ; (2) cycles 15 mins dayrotorsmulti-streams. Exempt <=4 gph14 gphmicro-
8. no single pass cooling systems
9. non-recirculating conveyor car wash decorative fountains, ponds
10. Hotels motels towels linens daily.

Question 23

Describe Phase 1 of the Emergency Water Plan for the City of Los Angeles.

Answer 23

1. LADWP-approved water-conserving spray
2. unless recirculating
3. serve drinking water
4. No leaks
5. self-closing nozzle
6. rain 48hrs shut-off
7. 9:00 am - 4:00 pm no irrig; sports field to maintain play areas
8. 10 mins per station; (2) cycles 15 mins/day efficient; exempt <=4 gph
9. excess or continuous water flow into gutter, street
10. no single-pass cooling systems
11. no non-recirculating in conveyor car wash, new commercial laundries
12. Hotels, motels option towels and linens laundered
13. large landscape areas must have rain sensors and WBICS

Question 24

Describe Phase 2 of the Emergency Water Plan for the City of Los Angeles.

Answer 24

1. Uses applicable to Phase 1 of this section should continue
2. Odd Monday, Wednesday, or Friday. Even Tuesday, Thursday, or Sunday.

• - 8 minutes
• - 15 mins 2 cycles

3. Sports Fields and Large Landscapes non-watering days

• WBIC
• reduce 5% Dept Board adoped degree shortage
• must use recycled water

exempt: drip water; hand-held hose watering-shut-off device

Question 25

Describe Phase 3 of the Emergency Water Plan for the City of Los Angeles.

Answer 25

1. Monday or Friday for odd-numbered Sunday or Thursday even-numbered addresses.

• Non-conserving nozzles - eight (8) minutes per watering day per station
• Conserving nozzles (15) minutes per cycle (2) cycles per watering day

1. Recommend pool covers
2. vehicles at commercial car wash
3. Sports Fields deviate non-watering days play areas accommodate event schedules;
4. Large landscape areas may deviate from non-watering days by:
   
   • WBIC
   • shortage plus additional five percent from Customer Baseline Water Usage 30 days.
   • drip water and hand-held watering exempt but not 9-4 pm

Question 26

How do you assign work to your employees?

Answer 26

1. How soon

2. Budget, available resources

3. Measurable goal

4. Who has those skills and knowledge

5. Opportunity to develop an employee

6. Other support necessary

7. Progress checkpoints

8. Level of authority giving employee

9. Feedback sessions

Question 27

What must good Managers be able to do well?

Answer 27

1. decisions - good

2. communicate well one or with groups

3. motivate train Supervisors, non-Supervisors

4. Delegate work

5. plan projects, programs

6. appraise Supervisor performance

7. work with specialists

8. Understand budgeting

9. creative program designer

Question 28

Anything you would like to add?

Answer 28

After working in the City for the past 27 years I have developed a technical skill set which I use to understand the needs of customers.

Thank you for your time today.

Question 29

As a manager how would you prevent Sexual Orientation Discrimination?

Answer 29

Sexual orientation attraction to the same and /or opposite sex, including homosexual, bisexual, or heterosexual orientations

• Unlawful to fail or refuse to hire, to segregate, to fail to provide training, to discharge any individual in whole or part) of such individual’s known or presumed sexual orientation.

• Employees can be held personally liable

. Manager duty to carry out the City’s policy against sexual orientation discrimination

. Supervisor contact the EEO counselor, the City’s Sexual Orientation Coordinator, Personnel Department’s Office of Discrimination Complaint Resolution

Question 30

As a manager how do I make effective decisions?

Answer 30

1.Arrive together at decision

2.Previous to decision making:

• Define criteria for success all parties
• Develop a concrete proposal
• involve divergent view people
• Combine the best elements of each to come up with a true decision

Question 31

As a manager how do I give effective feedback to others?

Answer 31

1.Think win-win, both will benefit

2.Be factual and honest

3.Give specific postive or negative examples

4.Be ready to learn

5.Timely and often feedback

6.Performance review once a year is not feedback

7.Must know the mission statement of each group before feedback.

Question 32

How does a manager delegate responsibility to others?

Answer 32

1. Effective managers practice ownership
2. Focus on results, not methods.
3. These are the results we want, how are we going to get there?
4. Delegate tasks which will build on employee’s current capabilities.
5. Major tasks, team members write understanding of the task and results.
6. Must follow-up with team members.

Question 33

How does a manager run effective meetings?

Answer 33

1.Begin with goal of meeting?

2.Best mechanism to achieve goal? brainstoring?

3.Have agenda: each topic has time and person.

4.End of meeting: goal achieved? If not, when and how will happen?

5.Write down who agreed to what and when

6.Write down who agreed to what and when

Question 34

How does a manager hold Supervisors accountable?

Answer 34

1.Hold yourself accountable.

2.Agree on clear results.

3.Hold whole team Supervisors or single Supervisor accountable

4.willing to go for a solution that is better than what either has come up with.

5.Make a win-win agreement.