USM Water Field Service

Question 1

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

Answer 1

I managed all of the WC programs & services with a budget of $40M/Yr. for the past 8 years

Population200,000 people

My group helped to decreased more than 50 bpy

about 1.5M WC devices and projects CIIMF SF

met goals set forth by the Mayor & Governor

• What experience do I have that directly relates to this job?
  
  • I supervise a group of 8 people of which 7 are field workers
  • developed technical programs compiling data (meter reads, customer water treatment report data), benchmarking data w/other utilities (ex.-cooling tower program)
  • work with regulatory agencies such as the State Water Control Resources Board, California Department of Public Health (CDPH), National Sanitation Foundation & LADBS.
    
    • for customer water saving projects - helping them get installed and approved by these agencies
  • Dozens of presentations to (Board)
  • extensive Budget experienc w/WC for the past 8 years

Before I was a Supervisor I was the Department’s Webmaster before becoming Supervisor of water conservation so my web skills are good

• Lead
  
  • Contract management – $18M/yr.
• Bachelor’s degree in Biological Sciences
• Certifications, licenses and classeshelp me as a manager are:
  
  • Water Use Efficiency Practitioner I certification
  • Water Distribution D1/D2 license.
  • 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-level.

ownership vested interest - give them authority

• I provide equip & training
• I give recognition for job well done

chronic problems achieving deadlines:

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

Example: Leads –

• in charge of programs and 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 all EEO Policies are adhered to; supers career development. Model proper behavior.

• Supervisors undersEEO policies, procedures, resources
• Emploee decisions based solely on job-related skills
• Discrimination
• informally resolve by oral counceling
• Disseminate

1. Zero Tolerance Policy
2. “Equal Employment Opportunity” advance solely ability and potential – without regard (RCNO RS MS SO A MC D HIV, VV, Ret)
3. Diversity group demonst properly-applied EEO principals. Wk well together, respect 1 another, apprec different sk sets diverse 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, in 3.5 months. 2 1/2 years later we rebated more than 24,000 Premium High efficiency toilets for a savings of close to 300 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, then installed 20,000

Question 7

What is the most challenging project you have worked on?

Answer 7

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

• 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
  
  • move 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, and customers
2. role model
3. Blow Team’s Horn, Own
4. Focus Team’s Strengths
5. passion for self-improvement.
6. Lead
7. Understand budgeting
8. creative program designer
9. Delegate work Supervisors
10. Appraise Supervisor performance

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 Cause 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 difficulties alert
2. Oral warning - if could lead to disipline ask employee for representation
   • confidential memorandum higher management
   • primary goal is to correct the behavior
   • meet privately-explain behavior problem - future consequences
   • document, document, document
   • expected future consequences
   • Recognition discipline corrected. Recognize regular employees
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

How do you assign work to your employees?

Answer 20

1. How soon

2. Budget, available resources

3. Measurable goal

4. Who has those skills and knowledge

5. Opportunity to develop an employee

6. Progress checkpoints

7. Level of authority giving employee

8. Feedback sessions

Question 21

What must good Managers be able to do well?

Answer 21

1. decisions - good

2. communicate well one or with groups

3. motivate train Supervisors, non-Supervisors

4. Delegate work

5. appraise Supervisor performance

6. work with specialists

7. Understand budgeting

9. creative program designer

Question 22

As a manager how would you prevent Sexual Orientation Discrimination?

Answer 22

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 because of an 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 must contact:

• EEO counselor
• the City’s Sexual Orientation Coordinator
• Personnel Department’s Office of Discrimination Complaint Resolution

Question 23

As a manager how do I make effective decisions?

Answer 23

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 24

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

Answer 24

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 frequent feedback

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

Question 25

How does a manager delegate responsibility to others?

Answer 25

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 26

How does a manager run effective meetings?

Answer 26

1.Goal for 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

Question 27

How does a manager hold Supervisors accountable?

Answer 27

1.Hold himself or herself accountable.

2.Agree on clear results.

3.Hold whole team Supervisors or single Supervisor responsible

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

5.Make a win-win agreement.

Question 28

Anything you would like to add?

Answer 28

I have excellent interpersonal skills and technical knowlege after working in the City for the past 27 years and I think I have a good understanding of the needs of customers.

Thank you for your time today.