auditors' report on ladwp trusts

8/9/2019 Auditors' report on LADWP trusts

1/88

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is O

ffice

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the

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Rice

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valu

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alua

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final

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Eva

luatio

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o f th

e T

ru st

s co

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ins

titute

s. T

he

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ard

o T

ru ste

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have

als

o re

view

ed a

nd c

onc

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com

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dati

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2/88


3/88

Febru

ary 18

2015

M

iguel A

Santa

na CA

O

O

ffice of

the City

Admin

istrator

200 N.

Main

St. Su

ite 150

0

Los A

ngeles

CA 90

012-41

37

21250

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th

orn

e Blvd. Suite

150

Torranc

e

CA

90503

www.bca wat

sonrice

.com

T

e

lephone 3

10.792.4640

Facs

im ile: 31

0.792 .433

RE:

PERF

ORMA

NCE AN

D O PE

RATIO

NAL E

VALUA

TION OF

TH E

JOIN

T SAFE

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A

ND TR

AININ

G INST

ITUTES

De

ar Mr. S

antana

BCA

Watso

n Rice

LLP

is plea

sed to

submi

t this r

eport on

ou r

perform

ance

and

operat

ional ev

aluatio

n of the

Joint

Safety

and Tra

ining I

nstitute

s. Our

report

provide

s

recom

mendat

ions on

impro

ving go

vernan

ce and

oversig

ht org

anizatio

n struc

ture an

d

m

anage

ment a

nd poli

cies an

d proce

dures

for the

Institute

s. Ou

r report

also p

rovides

re

comme

ndation

s

on

perform

ance i

ndicato

rs for

the Ins

titutes

to use

in rep

orting

accomplishments moving forward.

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pprecia

te the

coope

ration

and as

sistanc

e we r

eceived

from

membe

rs

o

the

Board o

Trus

tees a

nd the A

dminis

trators

and sta

ff of the

Institu

tes.

M

ichael J.

de Ca

stro

Managing Partner

An Indepen

dently Owne

d

M

ember McGiad

rey A

lliance


4/88

C

ity o

f Los

n

geles

- C

ity Adminis

trative

Office

Per f

o rm ance

and Op e

ra t ional

E valuat io

n

of the

Joint Tra

ining a

nd Safe t

y

In

stitutes

Feb

ruary 2 15

Final

Repor t

ub

mitted by

BCA W atson Rice LLP

ertified Public

ccou

ntants anageme

n t

onsultan

ts

21250

Hawthorne

Blvd. Suite 15

0 Torrance C

A 90503

P

31

0.792.4640

FAX 310.79

2.4140


5/88


6/88


7/88


8/88


9/88


10/88

•

os Angeles Office

of the

City dministrativeOfficer

Performance & OperationalEvaluation

of

JSI JTI

Procurement and Contracting Policy

Final Report

February 2015

Effective administration requires adoption of clear policies, procedures or approaches.

This includes adequate controls

to

ensure adopted policies and procedures are being

followed. The cost of goods

and

services procured by the Institutes are a substantial

expenditure of Institute resources, with a combined contract value of 6.1 million during

the 5-year review period. Policies for procurement of goods

and

services have not been

developed nor adopted, and the majority

of

the contracts during the review period were

procured without any competitive or documented process to ensure reasonable price or

value was received. We identified best practices for procurement and contracting

policies and have detailed those best practices

in the body

of

this report. We

recommend the Board develop and implement written policies and procedures for

procuring goods

and

services and entering into contracts consistent with best practices

for such policies.

Travel and Expense

Policy

Trustees, Administrators and staff attend conferences and training sessions to identify

effective

and

emerging safety and training strategies and initiatives. A comprehensive

and effective policy for obtaining travel approval and payment of related expenses is

important. The Institutes have developed a travel

and

expense policy. However, it

needs

to

be substantially strengthened.

Documentation of formal approval of travel, travel expenses,

and

post-travel reporting

to

the Board on the results also could

be

improved. The current policy requires each of

these three elements. We reviewed the travel files for all Institute travel during the five

year review period. Only two of the thirty-two travel files reviewed contained formal

approvals of travel

in

advance and written reports

on

the results of the travel. None of

the files contained formal reports or statements of travel expenses. We recommend the

Board revise the Institutes' travel and expense policy to address travel expenses paid

using Institute credit cards, require the completion of a travel expense statement form,

require submission of expenses and return of any overpayment in a timely manner, and

clarify requirements for pre-approval of travel.

Transportation (Vehicle) Policy

The Institutes have adopted a policy for the use of vehicles for Institute business. The

policy provides

an

option for Administrators

to

use their own vehicle and be paid a

transportation allowance of 500 per month. The policy does not state who is

responsible for fuel and maintenance expenses. The practice has been for

Administrators to

be

responsible for general maintenance

of

their vehicles, but for fuel

and car washes

to

be charged using the Institute credit cards. This may or may not

be

a reasonable

and

equitable approach to covering these costs, but the policy should be

clarified

to

specify who

is

responsible for these expenses. We recommend the Board

clarify the Institutes policy on the use and reimbursement of personal vehicle costs.

BC Watson Rice LLP

Page 6


11/88

•

o

s An

gel

es O

ffic

e o

he

Cit

y A d

m in

is t

rat iv

e O

ffic

er

P

erf

orm

anc

e

O p

era t

io n

a l E

valu

atio

n o

JS

I JTI

O

th e

r P

o lic

ies

Fin

a l R

ep

ort

Feb

rua

ry 2

015

Th

e

Boa

rd o

Tru

ste

es

has

a

lso

ado

pte

d

co n

flict

o

in

tere

st,

doc

um

ent

re

ten

tion

,

whist leblower , and investment

po

lic ie

s

fo r

the

In

stit

utes

.

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e w

his

tle

blow

er

an

d

inve

stm

en

t po

lic ie

s a

re

co n

sis

ten

t wi

th

the

req

uire

me

nts

an

d b

es t

pra

ct ic

es

fo r

su

ch

po l

ic ie

s w

e id

en

tifie

d.

The

ot

her

pol

ic ie

s a

re c

ons

is te

nt

with

m

ost

of

the

req

uire

me

nts

an

d b

es t

pra

ct ic

es i

den

tif ie

d .

BC

A W

ats

on

R ic e

L L

P

P

age


12/88

•

os

Angeles Office

of th

City Administrative Officer

Performance Operational Evaluation ofJSI JTI

Final Report

February 2015

Summary

of

Findings, Recommendations, and Responses

The following exhibit summarizes all the evaluation findings and recommendations. The

Board of Trustees

of

the Institutes concurs will all the recommendations. See Appendix

A Board of

Trustees

Response Letter.)

The Board

of

Trustees

governance of the two

1

· Institutes could be

strengthened and enhanced.

Strategic Planning

2

The Board of Trustees

strategic planning efforts

could be strengthened and

enhanced.

BCA Watson Rice LLP

The Board of Trustees should consider strengthening and

enhancing its governance of the Institutes

by

• Developing a governance policy that specifically defines

roles and responsibilities of Board of Trustee members,

decisions to be made by the Board, and the specific

process for making those decisions.

• Defining specific actions to be taken if members of the

Board feel that other members of the Board are not

adequately or appropriately fulfilling their governance

responsibilities.

• Prohibiting individual members of the Board of Trustees,

including the Chairman, from directing Administrators or

other Institute staff to take specific actions.

• Conducting annual reviews and discussions of how the

Board of Trustees is fulfilling its responsibility as the

governance body for the Institutes, including identifying

and resolving any governance issues.

• Clearly defining the role and responsibilities of the

Institute Administrators, including the line between the

policy-making role of the Board and the direct

mana ement responsibilit

of

the Administrators.

The Board should consider strengthening and enhancing

its strategic planning efforts

by

• Conducting annual strategic planning sessions early

enough to provide direction to the budget development

process.

• Reviewing performance metric information (discussed

later

in

this report) and determining which strategic

initiatives and Institute efforts are effective and which

are not.

• Ensuring specific strategic initiatives are developed,

consistent with the Institutes' mission and goals, to be

implemented during the upcoming year.

• Directing Institute Administrators to develop specific

annual program plans for implementing the strategic

initiatives identified durin strate ic plannin sessions.

Page 8


13/88

•

os Ang

eles

Off ic

e o

he C

ity A

dmin

ist rat

ive O

ff ice

r

P

erfo

rman

ce

O pe

rat io

na l E

valua

tion

o JS

I JT

F i

nal R

epor

t

Fe

brua

ry 20

15

~ .

· · _

.. _

ll T]l

f

.

il" flin

g

'

B&a,f.d

i

De

c

:is i l

lit1Ma

king

In fo r

matio

n pro

vide

d to

Bo

ard o

f Tru

stee

mem

bers

to

3

. fa

cilita

te an

d sup

port

Boa r

d

decis

ion-m

akin

g c o

uld b

e

imp

rove d

.

Th e Board sho uld con sider requ ir ing in formatio n on

a

gen d

a ite

ms re

quiri

ng B

oa rd

ap pro

val b

e pro

vide

d to

Boa

rd m

embe

rs a

week

in

a

dvan

ce

of the

m eet

in gs

This

sh

ould

inclu

de at

a m i

nim u

m :

• B

ack g

roun

d in f

orma

tio n t

o pro

vide

a co n

text f

o r th

e

decis

ion,

• P

oten

tial b

enefi

t to th

e Ins

titute

s, in

cludin

g co

ntribu

tion

to sp

ecific

Ins t

itu te

go als

,

• In

form

at ion

on a

ny pr

oce s

s use

d to

ar rive

at th

e

decis

ion it

em (p

rocu

re me

nt pr

ocess

, pe r

so nn

el

sele

ct ion

, ass

essm

ent o

f co n

fe re n

ces

trave

l)

•

Reco

mme

ndati

on

of Adm

in istr

ator(

s) req

ues t

ing th

e

de c

is ion

.

~ ~ ~ ~ R ~ ~ ~ ~ ~ ~ ~ . r . ~ ~ ~

Tru

st Pe

rform

ance

- . r r - _

4

6

7

Perfo

rm an

ce m

easu

reme

nt,

mon

ito rin

g an d

repo

rting

for

th e

Inst

itu tes

cou

ld be

i

mpro

ve d.

The

c urre

nt s t

ru ctu

re o f

ha

ving

Adm

in istra

tors

all at

the s

am e

level

with

th e s

am e

leve

l o

f

a

utho

ri ty p

ro vid

es no

fo

rmal

lead

ersh i

p or

acco u

ntab

i s

truct

ure.

The c

urrent s taffing of the

two

Instit

utes w

ith

Ad

minis

trato

rs is

not in

acco

rd anc

e w it

h the

term

s o f

the

Trus

t r

eeme

nt.

BC

A Wa

tson

Rice

LLP

The

Boa

rd an

d ma

nage

ment

of th

e Ins

ti tute

s sho

uld w

ork

to

gethe

r to:

•

Deve

lop a

p erf

orm a

nce

meas

ure m

ent f

ra m e

work

th at

incl

ud es

activ

ity an

d ou

tc om

e ind

icator

s, an

d inc

ludes

in

terve

nt ion

effec

tive n

ess e

valu

ation

s for

spec

if ic

in itiat

ives a

nd s

trate

gies .

• De

velo

p a p

erfo r

manc

e m e

tr ic m

onito

ring

syste

m to

b

egin

track

ing k

ey pe

rform

anc

e ind

icator

s on

an

ong

oing

basis

.

• D

evelo

p an

d pre

sent

annu

al pe

rform

ance

repo

rts to

all

Inst i

tu te s

takeh

olde

rs an

d be n

efici

ar ies.

The

Boa r

d o

f Tru s

tees

sh ou

ld con

side

r esta

blish

ing o

ne

of

th

e A d

minis

trato

r pos

it ions

a s t

he fo

rm al

leade

r or

Exe c

ut ive

Direc

to r o

f the

Instit

utes .

T

he B

oard

of Tru

stee

s sho

uld r

eview

the

curre

nt st

affing

o

f

Admi

nistra

to rs

and e

nsur

e com

plia

nce w

ith th

e ter

m s o

f th e

Tru

st ag

reem

en t.

Pa

ge9


14/88


15/88

•

os A

ngele

s Of

fice o

he

City

A dm

inistr

at ive

Off ic

er

Per

form

ance

O p

era t

iona l

Ev al

uatio

n o J

SI JT

I

F

in a l

Repo

rt

Febr

uary

2015

12.

Docu mentation of formal

app r

oval o

f tra

vel, t

rave l

exp

ense

s an

d po s

t-trav

el

rep

ortin

g to

the B

oa rd on

re

sults

of tr

avel c

ould

be

im pr

ov ed

.

T

rans

porta

tion

(V

ehic

le ) Po

lic

1

The I

nstitu

tes p

olicy

for

13

. tran

spor

ta tion

or u

se o f

ve

hicle

s nee

ds to

be c

larifie

d.

Co

nflic

t of;

dnte r

est

i c ~

Th

e Ins

titutes

' ha v

e

d

evelo

pe d a

nd a

dopte

d

conf

lic t of

inte r

est p

ol icie

s

14 an

d pro

ced u

res t

hat a

re

co

nsis

te nt w

ith m

ost o

f the

b

est p

ract i

ces fo

r suc

h

i

cies w

e id

en tifie

d.

Annu

al Co

nflict

of In

te res

t

disc

losur

e sta

teme

nts, a

s

re

qu ire

d by

the C

onflic

t of

I

ntere

st po

licy, w

ere

com

plete

d fo r

2

010

2013

an d

2014.

These statements

w

ere

not c

om pl

eted

for 201

1

an d

2012

.

D

ocum

ent

l i c ~

W H

_

The I

nstitu

tes'

ha ve

dev

elope

d an

d ad o

pted

a

do

cum

ent re

tenti

on po

licy

th at i

s co n

siste

nt wit

h mo

st o f

the r

equir

eme

nts an

d be

st

pr

ac tice

s fo r

such

polic

ies w

e

id

entif

ied.

T

he In

st itute

s' ha

ve

dev e

lope d

and

adop

ted a

whi

stlebl

ower

polic

y tha

t

is

1

7 c

onsis

tent

with

all o f

the

requ

ireme

nts a

nd b

es t

pra

ctice

s for

such

polic

ies w

e

id

en tifie

d.

BC

Wat

son R

ice

P

The Board of Tru stees should cons ider requi ring formal,

wri

tten d

ocum

enta

tion

for:

• Ap

pro v

al by

the B

oard

i

n ad

vanc

e of

tra ve

l,

•

Form

al re

por t

ing o

f trave

l exp

ense

s us

ing a

trave

l

exp

ense

form

, and

• Re

o

n the

res u

lts of

trave

l afte

r '

' '

.' '

Th

e Boa

rd of

Tru s

tees

sh ou

ld c la

ri fy th

e t ra

nspo

rtatio

n

po

licy t

o cla

ri fy w

hat e

xpen

ses f

or pe

rson a

l veh

ic le s

are

to

be pa

id by

the

Institu

tes a

nd w

hich

are t

he re

sp on

sibilit

y of

the

ve hic

le ow

ner

Th

e Boa

rd o

f Tru s

tees

shou

ld co

nside

r rev

is ing

th e C

onfli

ct

o

f Inte

re st

po lici

es fo

r the

Instit

utes

to inc

lude

a

re qu

ireme

nt th

at d is

closu

res

or res

olutio

n of

conf

licts o

f

inte

re st b

e re

flecte

d

in

t

he m

inute

s.

The

Boa

rd of

Trust

ee s s

hould

ens

ure t

hat a

nn ua

l con

fl ict o

f

in

te re s

t d isc

losu r

e sta

te me

nts a

re co

mple

ted b

y all

tr

ustee

s, m

anag

emen

t, an

d sta

ff as

requ

ired b

y po

lic y.

Th

e B o

ard o

f Tru

stees

sho

uld co

nsid

er rev

is ing

th

Reco

rd

Rete

ntion

polic

y for

the In

stitu

tes to

inclu

de id

entif

ying

the

rec

ord r

eten t

ion re

spo n

sibili

tie s of

sta

ff, vo

luntee

rs, B

oard

m

emb

ers,

and o

utsid

ers f

or ma

in ta i

ning

and d

ocum

enti

ng

the s

to rag

e and

de s

tructi

on o f

the

organ

izatio

n 's

doc

umen

ts an

d rec

ords.

The

Board

of T

ru ste

es sh

ould

cont

inue

to us

e th e

Wh

is tleb

lowe

r po l

icy fo

r the

Instit

utes .

age


16/88

•

os

Ang e

les Office

of th City Ad m inis

trat ive Off icer

Performan ce

Opera t ional E

valuation of

J

SI JTI

F in a l R

eport

Fe

bruary 2015

inding

R ec ommen

dat io n

~

he Institutes' have

develo

ped and adopt

ed an

Investment pol

icy that s

1

8. consistent w

ith all of the

requi

rements and be

st

pra

ctices for such

policies we

identified.

BC

Watson R ic

e LLP

The Board o

Tru stees shou

ld continue to u

se the

Investme

nt Policy to dire

ct investment o

f the Institute's

financi

al assets, annu

ally review the

policy, and upd

ate it

as needed.

Pa g

e 2


17/88


18/88


19/88

Ang

eles

Offic

e o

th

C

ity A

dmin

istra

t ive O

ff ice

r

U

J

erfo

rm a

nce

O pe

rat io

nal E

valu

ation

o

151 J

T

Fi

nal R

epor

t

Fe

brua

ry 2

15

ass

essm

ent

s of

tra in

ing,

perc

eptio

ns o

sa

fety

and

tra in

ing,

work

in ju

ries,

et c.

)

and in

terve

nt ion

e ffe

ct ive

ness

e va

luati

ons .

/

Deve loped a matrix outlining the established po lic ies, proced ures and p ract ices

of e

ach

of th

e Tru

sts /

In sti

tu tes

b as

ed on

the

in fo

rm a

tion g

athe

red .

/

Ob

taine

d a

nd r

ev ie

wed

info

rmat

ion

on t

he a

ctua

l ac

tivitie

s o

f the

T ru

sts

Ins

titut

es ov

er th

e pa

st fiv

e fis

ca l y

ea rs

(F Y

2009

-10

to

F

Y 201

3-14

) .

/

S

elec

ted

a sa

mple

o

Tru

st a

ctivit

ies a

nd

revie

wed

th e

a pp

roac

h u

sed

to

dete

rm in

e if

thes

e a

ct ivi t

ies

were

c o

ns ist

ent

with

the

est

abl is

he d

po lic

ies,

pro

cedu

res,

a nd

p ra

ct ice

s.

Det

ermin

ed

the

exte

nt o

f an

y ne

gativ

e im

pac

t

re

sultin

g fro

m a

ny n

on-co

mpl

iance

t

o

t

he ex

tent

po ss

ib le

.

/ I

de nti

fied

any

p o

licy

and

pro

cedu

re m

inim

um

req

uirem

en ts

(p

rocu

reme

nt ,

c

on tr

act in

g, e

tc.)

and

com

pare

d w

ith

es tab

lishe

d p

olicie

s,

proce

dure

s , a

nd

pra

ct ice

s .

/

Ide

ntifie

d be

st p

racti

ce s

po lici

es , p

roce

du re

s an

d pr

act ic

es fo

r Tru

sts

Ins

titute

s

s

im ila

r to

the J

SI a

nd JT

I.

/ C

om

pare

d est

ablis

hed

po lic

ies,

proc

ed ure

s an

d pr

ac tic

es w

ith m

inim

um a

nd b

est

prac

tice

po lic

ies,

proc

edur

es an

d pr

act ic

es

to iden

tify

cu rre

nt ga

ps .

/

Ide

ntifie

d be

st p

ractic

e po

lic ie

s, pr

oced

ures

an d

pr ac

tices

th a

t wou

ld im

pro

ve th

e

e

ffect

ive a

nd e

fficie

nt ad

min

istrat

ion o

f the

Tru

sts .

/

Deve

lope

d co

nc lus

ions

, find

ings

an d

re co

mm

end a

tions

.

Our

eval

uat io

n eff

orts

were

ta rg

eted

to w

ard

acco

mpli

sh ing

th e

fo llo

wing

ta s

ks o

utline

d

in

t

he W

ork

Orde

r Re

ques

t:

1 Ev

alua

te th

e ex

tent

to w

hich

th e

Tr u

sts

purp

ose s

ar e

effic

ientl

y ad

va nc

ed b

y

d

ocum

ent

s, po

licies

, pro

ced

ures

and

prac

tices

.

2

Evaluate co mpliance w ith e stablished po

licies

, pro

ce d

ures

and

prac

tices

.

3 De

term

ine th

e e

xtent

of a

ny n

egat

ive im

pac

t res

ultin

g fro

m no

n-co

mpl

iance

w ith

e

stabl

ished

p ol

icies

, pro

ce du

res

and

p

racti

ces .

4 . R

eco

mme

nd b

es t

prac

tice

po lic

ies,

proc

edur

es , a

nd

pract

ices

fo r

the e

ffe c

tive

and

eff ic

ient

adm i

nistr

ation

of

the Tr

us ts.

5

. Re

view

, ev

alua

te an

d d

eterm

ine

the

exte

nt

to whi

ch th

e T

ruste

es e

stab

lishe

d

p

erfor

manc

e o

bject

ives

and

/or p

er for

man

ce m

etric

s to

ob je

ct ive

ly e

va lua

te t

he

over

all pe

rfor

manc

e o

the T

rust

s.

6

To

the

ext

ent

perf

orm a

nce

obj

ect iv

es

and/o

r p

erfor

man

ce

metr

ics

were

es

tablis

hed

, eva

luate

th e

ex te

nt

to whic

h th

ese o

bjec

tives

an d

m et

rics w

ere

m et

.

BCA

Wats

on R

ice L

LP

Pa

ge 15


20/88


21/88


22/88


23/88


24/88


25/88


26/88


27/88


28/88


29/88

•

os Ang

ele

s O

ffice

o

f h

City

A d

m in

istr

at iv

e O f

fice

r

P

erfo

rm

anc

e

O pe

ra t

io na

l E

valu

atio

n

ofJS

I/JTI

F in

a l R

ep

ort

Feb

rua

ry 2

015

T

his

saf

ety

pe

rcep

tion

s s

urv

ey ,

i f c

om

plet

ed

ann

ua l

ly,

can

pro

vid

e va

lua

ble

inf

orm

at io

n

o

n

pro

gres

s m

ad

e

in th

e s

afe

ty c

lim a

te

or

cu lt

ure,

as

we

ll

as s

afet

y o

per

atio

ns

of t

he

DWP. Per form ance repo rts should track and report

on

the number

o

area s requ iring

im

me

dia

te a

tten

tion

, n

eed

ing

im

prov

em

en t

, an

d h

av i

ng

stro

ng

per

form

an

ce .

Th

e i

dea

l

w

ou l

d

be

t

he

num

be

r h

avin

g s

tron

g

pe r

form

an

ce

wou

ld

incr

eas

e o

ve r

tim

e,

and

th

e

n

um

ber

req

uiri

ng

imm

ed

iate

att

en t

ion

or

im p

rov

eme

nt

wou

ld

dec

rea

se

ove

r tim

e.

Th

e

per

fo rm

an

ce

repo

rts

sho

uld

als

o tr

ack

a

nd re

po r

t ch

ang

es

in

t

he

com

bin

ed

sco

res

.

Co

mp

osit

e r

at in

g

of

em

p lo

yee

s

t

ra in

ing

lev

el in

ann

ua

l tra

ini

ng

ne

eds

su

rve

ys

ass

es

sme

nts

- T

he

JT

I ha

s d

isc

uss

ed

con

duc

ting

a

tra

inin

g n

eed

s s

urv

ey

an

d a

ss e

ss m

en

t fo

r a

nu

mbe

r o

f ye

ars

, b

ut n

eit

her

JTI

no

r D

WP

m

ana

gem

en

t h

ave

c

omp

lete

d s

uch

a

sur

vey

or

ass

ess

me

nt.

A t

ra in

ing

ne e

ds

sur

vey

an

d a

sse

ss m

en

t c

an

be u

sed

to

me

asu

re

tra i

ning

ne

eds

, m

uch

lik

e t

he s

afe

ty p

erc

ep t

ion

s su

rve

y d

iscu

ss

ed

pre

viou

sly

. Th

e t

rain

ing

sur

ve y

an

d a

sse

ssm

en

t ca

n a

lso

pro

vide

a

bas

elin

e fr

om

wh

ich

to

begin a continu ous im provem ent process. A training needs survey and asse ssmen t,

if

com

pl

eted

an

nu

ally

, ca

n p

rov

ide

va l

ua b

le

info

rm a

tion

o

n pr

ogr

ess

ma

de

in

me

et in

g

th

e t

ra in

ing

nee

ds o

D

WP

p

erso

nne

l.

An

nua

l e

m p

lo y

ee i

nju

ry

ra t

es

OS

HA

R

eco

rd a

b le

In

jury

R

ate

s, L

os

t

W

or

kda

ys

R a

tes

)

-

n eff

ec ti

ve

safe

ty a

nd

tra

inin

g p

rogr

am

ca

n re

duc

e th

e n

um

ber

o

in ju

rie s

an

d

dea

ths,

pr

ope

rty

dam

ag

e,

lega

l li

ab il

ity,

illn

ess

es ,

wo

rker

s' c

om

pe n

sa t

ion

cla

im s

, a

nd

mis

sed

tim

e

from

w

ork.

Th

e D

W

P C

orp

ora

te H

ea

lth

and

Sa

fety

Di

visio

n t

rac

ks i

nju

rie s

in

vo lv

ing

DW

P

em

plo

yee

s a

nd

rep

ort

the

se

in ju

rie

s

to th

e O

cc

upa

tio n

al

Saf

ety

and

H

ea

lth

Adm

in i

stra

tion

(O

SH

A).

T

his

info

rm a

tio

n c

an

be

use

d to

e

va lu

ate

th

e o

vera

ll

sa fe

ty

reco

rd

of

the

DW

P.

Th

e J

SI,

if e

ffe c

tive

in

im

plem

en

ting

sa

fe t

y p

ro gr

am

s a

nd

ini

tia ti

ves

, sh

ou l

d ha

ve

ap

os it

ive

im p

act

o

n the

se

rate

s.

The follow ing exhib it shows the OSHA reco rdab le injury incident rates for the DWP over

the

pa

st t

en

yea

rs .

n

OS

HA

re

co rd

ab

le in

jur

y is

an

in ju

ry

requ

irin

g m

ed

ical

tre

atm

ent

be

yon

d t

he

first

a id

. T

he

rate

is

the

num

be

r o

suc

h i

njur

ies

pe r

10

0 fu

ll- tim

e

em

ploy

ees

o

r 20

0,0

00

wo

rk h

ou r

s .

As

this

exh

ib it

sh

ow s

, th

e ra

te

of O

SH

A r

eco

rda

ble

inju

rie

s ha

s

dec

rea

sed

fro

m 8

.5

in 2

004

t

o 4.8

in 2

013

.

BC

A W

ats

on R

ice

LLP

Pa

ge

5


30/88

•

os Angeles Office o he City Administrative Officer

Performance Operational Evaluation

o

JSI JTI

'

Exhibit

2

Department

of

Water and Power

Final Report

February 2015

OSHA Recordable

Injury

Incident

Rates

Past

Ten

Y e a r s ~ ( 2 0 0 4

to

2013)

9 0 ][5

8 0

7 0

6 0

5 0

4 0

3 0

2 0

1 0

- - ~ - - - - - - - - - - - - - - - - - - - - - - -

- - - - - - - - - - - - - - - -

~ . ? v · n

I

0 0 u _

_ _ _

, . . . . _ , = = = L ~ o . = J . - ' = = - - L - ' = = ........

- . . . 1 1 - " - ' - o - ' L

04 05 06 07 08 09

10 11 12

13

Note: Incidence rates are defined by OSHA and are used to normalize injury statistics and allow valid

comparisons over time. Incidence rates are based on the exposure of 100 full-time employees, using

200,000 employee-hours as the equivalent (100 employees working 40 hours per week for 50 weeks per

year).

Source: Los An eles De artment of Water Power Cor orate Safet , 2013 Annual Re ort

The following exhibit shows the lost workday injury incident rates for the DWP over the

past ten years.

A

lost workday injury is an injury in which the employee is absent for

one or more workdays (starting on the day following the day of injury). The rate is the

number of such injuries per

100

full-time employees or

200,000

work hours. As this

exhibit shows, the rate of lost workday injury incidence rates has decreased from 3 1 in

2004

to

2.3

in

2013.

BCA

Watson Rice LLP

Page 26


31/88


32/88

•

os Angeles Office of he City Administrative Officer

Performance & OperationalEvaluation

of

JSI/JTI

Final

Report

February 2015

minimum safe approach distances, responsibilities of the ESO and crew, and the

responsibilities o supervisors.

• New

Engineering Associate

Training - JTI provided the leadership to develop

this program which provides new Engineering Associates on-the-job training

through job rotations through various engineering units as well as centralized

training classes. The intent of the training program is to provide new engineers a

larger perspective of the WP system and a better operational understanding of

the various components.

The specific interventions described above, and others implemented by the Institutes,

are valuable contributions

o

the Institutes. However, these initiatives do not lend

themselves

to

ongoing or routine performance measurement or reporting. It is

important that the effectiveness and outcomes from these interventions be tracked and

reported. This

can

best

be

accomplished through conducting intervention effectiveness

evaluations for each such major intervention effort.

The purpose of such an effectiveness evaluation is to determine the extent to which the

intervention or initiative has resulted in its intended effect. This type of evaluation

is

the

check portion of the plan-do-check-act continuous improvement cycle. The basic

steps to conducting such an evaluation include

:

• Identifying the problem and objectives of the intervention strategy.

• Developing the evaluation and measurement methodology.

• Measuring the baseline values or outcomes prior to the intervention or initiative

being implemented.

• Measuring the values or outcomes after implementation of the intervention or

initiative.

• Analyzing and interpret the results of the evaluation.

• Drawing conclusions and identify the effectiveness o the intervention or initiative,

as well as potential improvements to increase that effectiveness.

Recommendation 4: The Board

of

Trustees and management of the Institutes

should

work together

to:

• Develop a performance

measurement

framework tha t includes

activity and

outcome indicators

and includes

intervention

effectiveness

evaluations

for

specific initiatives

and

strategies

Guide

to

Evaluating the Effectiveness of Strategies for Preventing Work Injuries; How to Show Whether a Safety Intervention

Really Works, published by the Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health,

April2001 .

BCA Watson Rice LLP

Page 28


33/88

o

s Ang

ele

s O

ffice

of

th

e City

A d

m in

istr

at iv

e O f

fice

r

P

erfo

rm a

nce

O

pe

rat i

ona

l Ev

alu a

tion

o

f

JSI

/JT/

in

al Re

por

t

F

ebru

ary

20

15

D

ev

elo p

a

p

erf

orm

an

ce

me

tric

m

on

ito

rin

g

sy

ste

m

to

beg

in tr

ack

ing

k

ey

pe

rfo

rm a

nce

i

ndi

cat

ors

o

n a

n

o

ng

oin

g

b

asis

.

De

velo

p a

nd

pre

sen

t

a

nnu

al

pe

rfo

rm

anc

e

rep

ort

s

to

all

n

st it

ute

st

ake

ho l

de r

s an

d

ben

efic

iar

ie s

.

B

C W

ats

on

R ic e

L L

P

P

age

9


34/88


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37/88

•

os Ang

eles

Off ice

of he Ci

ty Ad

m in i

st rat i

ve O

ff icer

P

erfor

m anc

e

O per

at ion

a l Ev

alua t

ion

o

f

JSI

JTI

F ina

l R ep

ort

Feb

ruary

20 1

5

W

itho

ut an

nua

l writ

ten

pe rfo

rm a

nce

eva lu

atio

ns e

mplo

ye es

d o

not

clea

rly k

now

how

w

ell o

r poo

rly t

hey

are p

erfo

rm in

g an

d wh

ere

im pr

ove m

en ts

ar e

re qu

ired

. Th

e la

ck o

f

con sistent performance e va luations genera lly te nds

to

result

in

sta ff perform ing below

the

op ti

mal

perfo

rm a

nce

leve

ls.

An

e

mplo

yee

pe r

forma

nce

m an

age

men

t pro

ce ss

is

pa

rt o

f a p

os it

ive,

per fo

rm a

nce -b

ase

d cu

lture

. It

foste

rs e

mplo

ye e

co m

pete

nce

and

p

rodu

ctivit

y, su

ppor

ts ac

hiev

eme

nt of

orga

niza

tio na

l go

als a

nd o

bject

ives,

an d

pr o

vides

do cu

men

tatio

n o

emp

loyee

s st

reng

ths a

nd a

reas

ne e

ding

im pr

ovem

en t.

Rec

omm

end

atio

n 9:

The

B

oar

d of

T

ruste

es sh

oul

d con

side

r

deve

lopi

ng a

nnu

al

p

e rfo

rm an

ce o

bje

ctive

s fo

r dm

inis

trato

rs

of t

he two

I

n st i t

u tes

, an

d co

nduc

ting

an

nual

pe

rform

an

ce

revie

ws.

T

his res

pon

sibil i

ty

cou

ld b

e

de le

ga te

d to

the

Exec

u tiv

e Dire

ctor

i suc

h

a pos

ition

is

c re

a ted

as r

ecom

me

nded

pre

viou

sly.

BC

A W a

tson

R ic e

LLP

Pag e


38/88


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pp

endix A:

B oard

of Trus

te es R

espon

se Le

tter

BO

ARD OF

TRUSTEE

S

ADM

INISTRAT

ORS

Local

18

IB

EW

LADWP

John

Vanacor

e

616) 77

1 4896

Jo

n

Po

korski

Br

ian

D Arcy

Dave Hanson

Da

vid

D

onovan

J

esse M

ercado

Ma

rtin

Ada ms

Marcie

Edwards

Michael

Co

ia

David

Wig

gs

John.

vs nacoml js i

-i l i.co m

81

8) 77 1 4676

Jon .pokon

[email protected]

QW

Local

18,

I

BEW-

LADW

P

JOINT

S A FE T Y

INSTIT

UTE

J

OINT T

RAININ

G INSTIT

UTE

Ba

rry Poole Daniel Scorza

81 8

) 771-4683

Barry

.

oo

o e@iSHfi

.

c

om

8

18) 771 1 469

4

Daniel scorza

@jsi-jtj com

Feb r

uary 17 201

5

Miguel A

. Santan

a,

1180

1 Sheldo

n Street

Sun

Valley, C

A 91352

City Ad

ministra t

ive Office

(CAO)

200 N

Main S

t. Suite 1

500

Lo s

Angele s

, CA 900

12-4137

Thank yo

u for the

opportu

nity to rev

iew the d

raft repo

rt on the

Perform

ance and

Operat

ional Eva

luation of

the Joi

nt Trainin

g and Sa

fety Inst

itutes. W

e apprec

iate the

effo

rts

of

B C

A Watso

n Rice to

assemb

le an obje

ctive an

d informa

tive repo

rt.

T

he Boar

d

o

f Trus

tees conc

urs with

the reco

mmenda

tions of th

e GAO s

Perform

ance

and Ope

rational

Evaluatio

n

of

he

Joint Tra

ining and

Safety I

nstitutes .

P le

ase let u

s know if

we can

be

of

fu rt

her assis

tance.

Bria

n D Arcy

M

arcie Ed

wards

JSIIJTI C

hairman

, Board of

Trustee

s

JSI/JT

I Secreta

ry, Board

of

Trust

ee

Pa

ge

A -

1


50/88

ppendix

:

Mission and Goa ls

of

the

Joint

Safe ty Institute

Mission

• To c

reate nd

fos

ter a culture

and environ

ment that co

ntinuously im

proves

w

orkplace healt

h and safety

to prevent inju

ries and illnes

s to fellow wo

rkers.

• T

o promote o

pen communi

cation nd

mu

tual trust and

respect bet

ween labor

and ma

nagement

on issues of healt

h and safety.

Goals:

• Assi

st in the devel

opme nt and d

elivery of safe

ty programs .

• Enh

ance informat

ion sharing.

• Pro

vide technica

l assistance.

• Resear

ch safety issu

es.

• Suppo

rt the establis

hment of prog

rams designe

d to continuou

sly improve w

orker

health and

safety.

Page B 1


51/88

p

pendi

x

C

Mission

and G oa ls

of

the

Joint

T ra in ing

Institute

M is

s ion :

•

Assis

t the D

WP

to de ve l

op im p

lemen

t an

d

i

den tify

the tra

ining n

eeds of

IBEW

em

ployee

s.

• Co

ndu ct r

esearc

h on th

e nece

ssity fo

r new

training

prog r

ams

to enhan

ce ca r

eer

m

ob ility

jo b sa

tisfac t

ion an

d life-lo

ng lea

rning t

o impro

ve DW

P se r

vices

to the

p

ub lic .

•

Ident i

fy op e

ration a

l area

s and

job

classif

ication s

whe

re re t

raining

IBEW

employees

can

provide va lue to the

DWP

Go

als :

• Pr

oviding

exper

t techn

ical as

sistanc

e on c

om plex

su bjec

ts and

tra inin

g prog

ram

d

esign.

• Re

search

ing be

st prac

tices an

d best

o f clas

s traini

ng prog

rams .

• De

velopin

g train

ing cu r

riculum

and m

aterial

s.

• Pr

oviding

de m

onstra t

ion tra

ining

progra

ms fo

r pos

sible

inclusio

n

in the

Depart

ment c

ore trai

ning of

ferings

.

•

Identify

ing fro

nt line

employ

ee tra

ining a

nd kno

wledge

gaps

and re

co mme

nding

remed

ial prog

rams.

•

Deve

loping

training

as

a

core va

lue wit

hin the

Dep art

men t.

Page 1


52/88


53/88

I

D

WP

M a

n:ie Edw

ards

I

D W P

Da.;d W

iggs

I

I

ll.

MIS

SIO

N

J

S IG

O V E

R N

N C

E

JS

I BO

R

D O

F T R

UST

EES

DW P

Marti

n

A

dams

DW P

Randy H

oward

WP

Memt

A

dminis t

rator

Va ca

nt

Lo c

al18

Brian D

Arcy

loc

al18

Jesse

M er

cado

Local18

Admin is

trator

Joh

n Vanac

ore

I

La

callS

Dave

Hanson

I

lo ca

llB

Dav e

Donov a

n

I

O

ne o

f th

e JL

MCs

, the

Wo

rker

Safe

ty C

omm

ittee

, be

gan

work

ing o

n a

mea

ns to

inst

itutio

na liz

e th

e J

oint

Labo

r/Ma

nag

emen

t pr

oces

s

as

an im p

orta

nt re

sour

ce

sup

po rt

ing s

afe ty

imp

rove

men

t at L

ADW

P . W

ork

ing w

ith t

op m

ana

gem

ent a

nd u

nion

le

ader

sh ip,

the

com

mitt

ee r

esea

rche

d su

cce

ss ful

pro

gram

s

and

s

ettle

d

on the

lAM/Boeing Join t Programs' Health and Safety Ins titute as a model. That model

focu

sed

on

com

mun

icatio

n, l

eade

rship

, tra

in in

g, a

nd e

duc

ation

. Th

e J

SI w

as

de

ve lop

ed b

ased

o

n these

sam

e co

nce

pts

as rep

rese

nted

by i

ts mi

ss ion

sta

teme

nt:

Crea

te a

nd fo

ster

a

cu

ltu re

and

env

iron

men

t tha

t co n

tinuo

usly

imp

ro ve

s

wo

rkpla

ce

he alt

h an

d sa

fe ty

to

p

re ve

nt in

jurie

s an

d ill

ness

es to

fe

llow

wo

rkers

.

Pr

om o

te o

pen

com

mun

icatio

n a

nd m

utua

l tru

st a

nd r

esp e

ct b

etw e

en

lab

or a

nd m

ana

geme

nt o

iss

ues

o he

alth

and

safet

y.

IV

FUN

CTIO

N

The training func tion of the JSI involv

es a

seri

es o

wor

ksho

ps s

pons

ored

by

the

JSI

fo

r

LA D

WP e

mpl

oye e

s . Fo

r ex

am pl

e:

•

Sa

fe ty

Infor

matio

n

Actio

ns i

s a o

ne-d

ay b

as ic

class

pro

vided

to

a

ll em

ploy

ees.

•

Sup

ervi

sor/M

ana

ger S

afet

y Sk

ills is

a on

e-da

y wo

rksh

op fa

milia

riz in

g su

perv

isors

an

d ma

nage

rs w

ith s

afety

role

s an

d res

pons

ib ilit

ies.

P

ageD

2


54/88


55/88


56/88


57/88


58/88


59/88


60/88

safety is

sues cannot

be resolved d

irectly though

the safety tou

r, the JSI can

and does

provide

support and r

esources to a

ssist local man

agement to h

elp resolve th

ose issues.

The

JSI coordina

tes facilities,

instructors, an

d all support

necessary to

provide safe

ty

classes. Som

e examples of

the classes a

nd the numbe

r

of

employee

s benefitting

(as

of

O ctober 22, 2013) are summarized below.

Training C

lasses

No. of

Employees

Trained

Safety

Information

Actions

7,873

Supervis

or Manager

Safety Skills

1

42S

Supervisor S

afety Follow-

Up

405

Safet

y Tour Skills

1 ,344

Field

Ergonomics

3,620

Safety

By Design

4

03

Incident

Prevention/Ac

cident Investig

ation

S27

Job Safety Analysis 12 8

Safet

y Communicat

ion Skills

2S9

High-S M

odule (Ergo

Train-the-Train

er)

114

High-S M

odule Recerti

fication

36

Venomous S

nake Training

3

Sa

feStart Train-t

he-Trainer

112

SafeS

tart Module 1

6,8S3

SafeStart

Module 2

6,4

34

SafeStart

Module 3

S,898

S

afeS tart Modu

le 4

S,294

SafeStart Mo d

uleS

4,669

EAU 1

7SO

EAU2

2S1

TOTA

L

46 ,6

9S

VII. R S

ULTS

Since the in

ception of th

e JSI , signi

ficant progres

s ha s been

mad e. Over

7,800

attendee

s ha ve partic

ipated in the

Safety Inform

ation Actio

ns workshop

and 1 42S

emplo

yees have a

ttended Supe

rvisor/Manag

er Safety Sk

ills . There ar

e dozens of

W

orker Safety

Groups in exi

stence and si

nce 200S, the

re have been

more than 6

000

W orker Saf

ety Tours con

ducted. One

measure of th

e JSI's impac

t at LADWP

can be

taken fr

om Lost Work

day statistics

as compiled

by the Corp

orate Health

and Safety

S

ection.

In

199

9 the total nu

mber of Lost

Workdays at L

ADWP was m

ore than

1S OOO

equating to

nearly 70 em

ployees o ff wo

rk every day

due to work-re

lated injury or

illness.

By 200

S, that numbe

r had been r

educed to les

s than S

Lost Workday

s. The JSI

ca

nnot take cred

it alone for s

uch improvem

ent, but it is w

idely believed

that the focu

s,

drive and part

nering effort th

e JSI provide

s has been a

major partof t

hat change .

PageD

9


61/88

Appendix E: JTI Progress Report

IBEW LOCAL 18/LADWP JOINT TRAINING INSTITUTE

December 5, 2014

VIII. HISTORY

The International Brotherhood of Electrical Workers IBEW) Local 18/Los Angeles

Department of Water

and

Power LADWP) Joint Training Institute JTI)

is

a tax exempt,

contract-based, independent entity created by a trust agreement between the LADWP

and the IBEW Local

18.

It was established in 2002

as an

outgrowth

of

the Joint

Labor/Management Committee concept, previously formed

in

1996. The JTI is modeled

after the Training Institute that the Boeing Co. developed in conjunction with their

partner, the International Association of Machinists lAM), in 1989

and

the Joint Safety

Institute.

LADWP

and

IBEW Local

18

had

begun developing a new way

to

partner

in

problem

solving and addressing new challenges that faced the utility

in

1996. Following the

tenets of Mutual Gains Bargaining they worked together to develop a Joint

Labor/Management Program to address important issues that made use of the

knowledge and abilities of both management employees

and

labor employees. The

initial formation of seven Joint Labor/Management Committees JLMCs) created

an

innovative approach to dealing with issues important to both management and labor. A

multitude of key initiatives have been addressed throughout the years, effectively saving

the company millions

of

dollars in direct costs. Other less quantifiable improvements in

work policies and procedures were addressed, resulting in a reduction in on-the-job

illness and incidents,

as

well as providing for a more effective work force.

Management and labor could see that training was essential

to

the LADWP because

of

the highly complex skills necessary to maintain a reliable, safe, and cost effective utility.

Training was often reduced during times of economic difficulty. Forming this trust would

ensure that training was not compromised - not only for regular operation, but also in

difficult times. It also allowed quicker access to training contractors and programs

through a streamlined approval process.

In light of the current situation with many senior level employees leaving the LADWP,

knowledge capture to create new training programs for new and experienced

employees has become essential. Training new employees and experienced employees

in technologies that

can

properly and efficiently maintain the system is especially critical

at this time because it is the best way to mitigate the loss of experience at the LADWP

and keep the operation running

as

smooth

as

possible.

Page E 1


62/88

IX.

STRUCTUR

E

T

he

JTI

is go v

erned by its b

oard o f Trust

ees that cons

ists

o

four me

mbers o LA

DWP

manageme

nt, Marcie E

dwards - Gen

eral Manager

, Martin Adam

s - Senior A

ssistant

General Manager (Power System), Randy Howard - Senior Assistant General Manager

(Water

System), and

David Wiggs

- Ch ief Adm

inistrator Offic

er,

a

nd four

members of

IBE

W Local 18

Brian D Arcy

- IBEW Loca

l 18 Business

Mana ger, D

avid Hanson

-

Electrical Me

chanic Supe

rvisor, David

Donovan -

Electrical Dis

tribution Mec

hanic

Supervis

or, Jesse M

ercado - Pr

otective Coa

ting Worker.

Working tog

ether, the

Trus

tees shape th

e overall visi

on and direct

ion of the Ins

titute, plan fo

r and overse

e

ex

penditures, a

nd approve tr

aining initiative

s that will be

nefit the cove

red employee

s of

LADWP

.

T

he operating

staff of the JTI

is compos

ed of two A

dministrators,

one selected

by

manageme

nt,

Da

n Scorz

a, and one se

lected by labo

r, Barry Poole

. There is also

a Join t

Labor/M

anagement A

dministrator-

Jon Pokorsk

i who oversee

s all JLMCs.

In add ition,

support staff consists of one Senior Clerk Typist and one Management Analyst

II.

The

Management

Analyst s dut

ies are divide

d equally be

tween

t

he Jo

int Safety Ins

titute

(JSI) and

JTI. The Admi

nistrators prov

ide daily direc

tion and coor

dination of all

activities

and fun

ctions. They a

lso develop a

nd implemen

t the initiatives

set fo rth by t

he board of

Tr

ustees.

JSIGOV E R N

N CE

JSI BO

RD OF TRU

STEES

I

I

I

D WP

DW P

Lo cal18

Local18

Mart:ie Edwar

ds

Martin Adams

B

rian D Arcy

Dave Ha

nson

I

I

I

D WP

D WP

Lo

cal 18

IQ ill

Da

vid Wiggs

Randy Howard

Jesse

ercado

Dave Donovan

I

DWP Mg

mt

Loca

ll

Lo cal18

l m i n i c : t r ~ t n r

A dm inistrator

JLM Coordinato

r

an Scorza Barry Poole

Jon Pokorski

Page


63/88

X

VISION

I

MISSION

I

GUIDING PHILOSOPHIES

The founding statements

of

the JTI define its purpose:

VISION

• To develop and retain a workforce with competencies that shape and foster the

LADWP s business goals.

• To provide a work environment that encourages personal growth and

development for all employees.

MISSION

• To create and foster a culture and environment of labor and management

partnership that continuously educates and trains employees on competencies

and skills that elevate productivity, enhance career growth, and that add to their

value as LADWP s most important asset.

• To promote open communication and mutual trust and respect between labor

and management regarding issues of education and training.

GUI ING PHILOSOPHIES

• Labor and management must commit to open communication and clear goals

and expectations that foster mutual trust and respect.

• Safety is a core value that must be promoted and integrated

in

training programs.

• Training is a key investment

in

human capital.

• Employees must be given opportunities to improve their jobs and their lives

through extensive employee involvement and participation

in

joint training

initiatives.

• Employees training needs must be effectively met

in

a safe, healthy, and

responsible manner.

• Well-trained and competent employees provide value to the LADWP and to the

citizens of Los Angeles.

XI. ROLES AND FUNCTIONS

• Provide advice and consultation

on

training needs, career mobility, job

satisfaction, and life-long learning opportunities.

• Assist

in

the design

of

training programs that develop employee skills, increase

productivity, and add value to the business.

• Establish accessible, flexible, and enhanced learning opportunities that promote

career and personal growth, and serve as

an

educational advocate and liaison

for employees

in

their relationship with external educational providers.

• Communicate training trends and best practices.

Page

E

3


64/88

•

Serv

e

a

s a

resourc

e and

mentor

to train

ers.

• I

de ntify

specia

lized ta

rgeted

training

for co

re job c

lassific

ation s

that ar

e diffic

ult

to

recru

it

a

nd r

etain.

• R

ecom

mend p

otentia

l ou tre

ach eff

orts to

commu

nities

on

training pro gra ms th at

develo

p skills

for ga

inful em

ploym

en t.

• P

ar tner

with the

JSI

on sa fety

trainin

g to en

sure a

safe a

nd he a

lthy w o

rkplace

.

JO

IN T L

AB O R

/M AN A

G EM E

N T CO

MMIT T

EES J

LMCs

):

The

JLMC

Adm

inistrato

r - Jo

n Pok

orski o

versee

s mor

e than

100 c

ommit

te es . H

e

se

lects t

he lab

or mem

bers

and su

bject m

atter

experts

for al

l JLMC

s. He

als o h

elps

c

reate

the Mis

sion a

nd Vis

ion Sta

temen

ts for t

he JLM

Cs in

conjun

ction w

ith LA

DWP

mana

gemen

t. He a

ttends

as

ma

ny me

etings as

is

necess

ary. A t

these

meetin

gs, he

ensu

res tha

t Mutu

al Ga

ins Ba

rgainin

g Tech

nique s

and

the G

round

Rules

fo r the

co

mmitte

es are

adhe r

ed to

He also

helps

t

o res

olve is

sues a

nd disp

utes th

at aris

e at

th

e mee

tings. I

f he or

the JL

MCs a

re not

ab le to

resolv

e the i

ssues,

the iss

ues w

ill be

routed

to

the

app rop

riate gr

ou p by

Mr. Po

korski

for res

olution

.

T

he JLM

C Grou

p,

i

n c

on junc

tion wit

h the J

TI, offe

rs clas

ses

in Mutual

Gains

Bargai

ning

to IB

EW L

ocal

18 and

mana

ge men

t emp

loyees

who

will pa

rticipat

e in

th

e Joi

nt

Lab o

r/Mana

ge men

t Proce

ss. To

date,

over 1

000 em

ploye

es hav

e been

traine

d

in

th i

s

pro

cess.

XII.

RESO

URCES

On

e o th

e uniq

ue and

distin

ct adva

ntage s

of the

partne

rship b

etwee

n IB EW

Loca

l 18

and LA

DWP

is the a

bi lity to

leve

rage th

e strea

mlined

appro

va l pro

ce ss f

or aw a

rd of

co ntrac

ts to fa

cilitate

the m

any ac

tivities

coming

out o

f the J

TI. This

allow

s fo r q

uicker

access to training co ntracto rs and programs.

Som

e of the

contra

ctors

that the

JTI ha

s hired

to fac

ilitate t

he train

ing de

scr ibe

d

in

th i

s

doc

ument

are list

ed belo

w with

the as

sociate

d expe

nditure

s

a

s of

Dece m

ber 5

2014.

Co

ntracto

r

E

ffective

Dates

of Con

tract

To

ta l Ex

penditu

res

(D

uration

)

E

TOP, In

c.

1

1/20/0

3-8/22/

06

115 ,11

0

Sco

pe of W

ork: E

TOP

ag rees

to

per

form P

hase I

o f a c

om preh

ensive

trainin

g nee

ds

an

alysis

relative

to

tar

ge ted

intervie

ws and

focus

groups

for st

ake ho l

ders im

pa cted

by

existing

and fu

ture tr

aining p

rogram

s for e

mploy

ees rep

resen t

ed by I

BEW L

ocal18

.

Decis ion Po int,

Inc.

I

12/19/03-4/28/04

I

59 ,342

Sc

ope o

Work:

DPI

ag rees

t

o pe r

form P

hase

II

o

a

co mpre

hensiv

e train

ing ne

eds

a

na lysis

relativ

e to de

velopm

ent an

d adm

inistrat

ion of a

custom

-desig

ne d q

uestion

naire

fo r all

em plo

yees re

presen

ted by

IBEW,

Local 1

8 (app

roxim a

tely 6,5

00 em

ployee

s).

1

1 /29/

05-6/14

/06

Pa

ge 4


65/88

and new domain for up to 10 users. Set up remote access for approx. 8 Windows XP

Pro Clients through internet. Set-up internet access for approx. 7 users through wireless

network. Provide graphic cards upgrade. Provide maintenance.

Information, Inc.

I

7/14/06-6/19/09

I

75,750

Scope of Work: A monthly on-line newsletter that consists of up to 12 abstracts of news

and information gathered according to the criteria established by JTI.

Topics pertained to Water and Power that were relevant to the Department of Water

and Power employees.

Pasadena Web Design I 9/18/06-8/19/08

I

9,719

Scope of Work: Set up server for joint use for the JSI/JTI. Install Windows server 2003

and new domain for up to 10 users. Set

up

remote access for approximately eight

Windows XP

Pro

Clients through internet. Set-up internet access for approximately

seven users through wireless network. Provide graphic cards upgrade. Provide

maintenance.

The Whitener Group, Inc. I 4/17/07-9/13/07

I

12,781

Scope of Work: Used

on

an as-needed basis,

EGI

agrees to perform training and skills

needs analyses as well as

recommended assessments

and

skill certifications for

existing

and

future training programs for employees represented by IBEW Local 18.

WGI also agrees to serve

as

a resource for the

JTI

in the areas of education and

training.

Antioch University I 8/14-07-8/27/08 I 220,968

Scope of Work: Phase : Antioch shall conduct a detailed job task analysis

of

the six

levels

of

trainers to uncover the key tasks that each level performs and the underlying

knowledge, skill and attitudes required to perform the job well. Phase II For Phase II

Antioch will design and develop a Train-the-Trainer curriculum specifically tailored

to

the

needs of LADWP's internal trainers. Prior to the curriculum development. Contractor

terminated before contract is completed.

Solutions Strategies, Inc. I 8/24/07-6/12/08 I 133,700

Scope of Work: Provide Peer Mentoring workshops and assist the JTI

in

institutionalizing the program concept

and

its tools. This training will be offered to

employees who,

as

part of their responsibilities, are required to training or teach other

employees on-the-job. Workshop will serve as the basic foundational training for

all

trainers

in

the Department. The purpose of the Workshop

is

to

improve the delivery

quality of on-the-job training and to reduce the amount of time

it

takes to bring an

apprentice/trainee

up

to speed.

Stephen Kaye I 10/27/09-4/20/11 I 3,656

Scope of Work: Facilitate specified meetings and lessons sessions, conduct pre

meeting interviews as necessary, hand over all meeting notes, meeting materials to

Page

E

5


66/88

LA

DWP

or JTI

upon c

omple

tion of

work,

a final

report

shall be

subm

itted

to LAD

WP

and/or

JTI su

mmariz

ing th

e mee

ting or

sessio

ns, an

d sha

ll clear

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sugge

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Foster

11/1

2/09-4

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$16,

171

Sc

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This o

ne-tim

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nditure

was fo

r the p

urchas

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techn

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program

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d to au

gment

the ne

wly up

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curricu

lum for

the M

achinis

t Appre

ntice

traini

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ram .

H

aig Ba

rrett, In

c.

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4/12/

10 10

/25/10

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$428,7

74

Sc

ope o

f Work:

To c

onduct

a com

plete r

eview of

the

Service

Plann

ing org

anizat

ion,

a

long

with i

nternal

and

extern

al sta

kehold

ers, to

iden

tify p

roblem

s, pot

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impro

vemen

ts, and

mak

e reco

mmen

dations

for p

erman

ent pr

ocess

improv

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s

thro

ughout

the or

ganizat

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Joint L

abor/M

anage

ment t

eams w

ere e

stablish

ed to

identif

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for im

prove

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look

at be

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other

utilitie

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and

valid

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ecomm

endatio

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plemen

tation.

Thes

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ms id

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areas

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re

comm

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1

Enhan

ce cus

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andlin

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ccess to

Pow

er Sys

tem org

anizati

on.

2

Man

age job

s more

effect

ively ac

ross th

e

auditors' report on ladwp trusts

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