city and county of san francisco 1649 accountant intern...

City and County of San Francisco

1649 Accountant Intern Program Mentor and Supervisor’s Program Manual

Office of the Controller

Last Updated: August 2016

City and County of San Francisco 1649 Accountant Intern Program

TABLE OF CONTENTS

OVERVIEW ................................................................................................................................................2

STEERING COMMITTEE ........................................................................................................................2

PROGRAM ADMINISTRATION ............................................................................................................3

PROGRAM ENTRY ...................................................................................................................................3

PARTICIPATING DEPARTMENT’S ROLES AND RESPONSIBILITIES .......................................4

MENTORS AND SUPERVISORS ROLE AND RESPONSIBILITIES ................................................4

COMPETENCIES SKILLS CHECKLIST .................................................................................................5

INTERN PERFORMANCE PLAN ...........................................................................................................7

TRAINING WORKSHOPS .......................................................................................................................8

TRAINING ROTATIONS .........................................................................................................................8

ROTATION 1 .............................................................................................................................................8

PERFORMANCE STANDARDS ..............................................................................................................9

INTERN EVALUATIONS AND OTHER GRADUATING CRITERIA ............................................ 10

ROTATION 1 INTERVIEW ................................................................................................................. 10

PASS-OFF BETWEEN ROTATION 1 AND ROTATION 2 DEPARTMENTS ............................. 10

ROTATION 2 .......................................................................................................................................... 11

ROTATION 2 PRESENTATION WORKSHOPS .............................................................................. 12

ROTATION 2 INTERVIEW ................................................................................................................. 12

RESOURCE SHEET ................................................................................................................................ 13

PROGRAM RESOURCE WEBSITE ..................................................................................................... 13

SUCCESSFUL COMPLETION OF THE PROGRAM ......................................................................... 13

TERMINATION FROM PROGRAM ................................................................................................... 14

APPENDICES COMPETENCIES SKILLS CHECKLIST & INTERN PERFORMANCE PLAN………………………15

TRAINING WORKSHOP SCHEDULE………………………………………………………..…………………17

TRAINING WORKSHOP TOPICS………………………………………………………………..………………19

TRAINING AND EXPERIENCE EVALUATION……………………………………………….……………..23

RESOURCE SHEET………………………………………………………………………………………..…………..38

Office of the Controller 1


Overview The 1649 Accountant Intern Program (Program) was established to ensure excellent performance in the City and County of San Francisco’s (City) Accountant Series. This internship serves as the entry level accountant classification and is endorsed by the International Federation of Professional and Technical Engineers, Local 21, AFL-CIO, the bargaining unit representing the classifications in the Accounting Series. Overall responsibility for the Program resides with the Office of the Controller, by delegation from the Department of Human Resources.

The Program ensures that 1649 Accountant Interns (Interns) are trained properly before they promote to professional-level accounting positions. Interns are trained for eighteen (18) months and are mentored by higher-level, experienced accountants throughout the City. To provide Interns with optimum training and experience citywide, they participate in two nine (9) month rotations, generally at two different departments.

At the conclusion of the Program, successful Interns may be promoted to Permanent Civil Service appointment in classification 1652 Accountant II. For this promotional process, a ranked Civil Service eligibility list is established, using the standard Rule of Three certification. The Departments in which the newly promoted 1652 Accountant IIs are placed is determined by the 1649 Accountant Intern Program Steering Committee (Steering Committee). Interns can only advance to the level of Accountant II by successfully completing the Program.

Steering Committee Under the direction of the Controller of the City and County of San Francisco, the Steering Committee was formed to oversee the Program. The Steering Committee is comprised of chief fiscal and financial officers from various City departments. The Deputy Controller and Director of the Controller’s Office Accounting Operations and Systems division co-chair the Steering Committee. The Controller’s Office Director of Finance and Administration is the Program Administrator and a non-voting member of the Steering Committee. The members of the current Steering Committee are:

• Todd Rydstrom, Deputy Controller, Office of the Controller, Program Co-Chair• Jocelyn Quintos, Director of Accounting Operations and Systems, Office of the Controller,

Program Co-Chair• Frances Lee, Deputy Chief Financial Officer, Public Utilities Commission• Wallace Tang, Airport Controller, San Francisco International Airport• Louise Ho, Financial Reporting Manager, San Francisco International Airport• Julia Dawson, Deputy Director, Finance Management and Administration, Department of

Public Works• Bruce Robertson, Finance Manager, Department of Public Works• Paula Florence, Capital Projects & Grants Accounting Manager, Municipal Transit

Authority• Dora Okai, Chief Financial Officer, City Attorney’s Office

Office of the Controller2


• Chia Ma, Deputy Finance Officer, Department of Public Health – Laguna Honda Hospital • Crispin Hollings, Director of Financial Planning, Public Utilities Commission • Eugene Clendinen, Chief Administrative and Financial Officer, District Attorney’s Office • Jeannie Wong, Director of Finance & Administration, Office of the Controller

The Steering Committee governs and provides oversight to all aspects of the Program. The Steering Committee develops Program policies and makes determinations on Program issues and/or concerns. Its authority includes the oversight of examinations, selection criteria, curricula and other training needs for the Program. The Steering Committee conducts entrance, mid-Program and final interviews of Interns. They monitor Intern progress, finalize intern evaluations and determine departmental placements. The Steering Committee has the final say on whether an Intern has successfully completed the Program and can graduate. Program Administration The Controller’s Office Human Resources Unit, under the direction of the Director of Finance and Administration, is responsible for the administration of the Program for the City. The Controller’s Office Human Resources Unit also serves as liaison for all candidates, 1649 Accountant Interns, Mentors and Supervisors of the Program. The Human Resources Unit is responsible for a variety of duties, including examination development and administration; recruitment and selection; orientation and Program coordination; monitoring Intern progress; coordinating placement; training; and, evaluation data compilation and coordination. The Human Resources Unit members are:

• Louis Voccia, Room 488, City Hall, (415) 554-7552 • Carlos Benitez, Room 482, City Hall, (415) 554-7530 • Vicente Centeno, Room 482, City Hall, (415) 554-7506 • Leslie Long, Room 482, City Hall, (415) 554-5246

Departments’ requests to participate in the Program and departmental vacancies of 1652 Accountant II positions are reviewed by the Controller’s Office Human Resources Unit and the Steering Committee. This review determines the department’s ability to provide supervision and mentorship to potential Interns while ensuring accurate classification of vacancies. Program Entry Accountant II (1652) vacancies in the City are monitored by the Controller’s Office regularly. When a new applicant pool is needed to fill vacancies, the Controller’s Office Examination Unit, following standard City procedures, issues a permanent exempt examination announcement. After the application filing deadline has passed, applications are screened and candidates who demonstrate that they clearly meet the minimum requirements stated in the terms of the announcement are invited to participate in the written examination process. In certain circumstances, provisional employees in higher level accounting classifications may also participate in the examination process for an opportunity to enter the Program.



Once the written examination is administered, tests are scored and results are evaluated. Candidates receiving a passing score in the written examination are invited to participate in the Oral Interviews/Performance Exercise with the Steering Committee. Using a variety of selection criteria/devices, the Steering Committee determines which candidates will enter the Program.

The selected Interns are appointed as permanent exempt (PEX) employees for the duration of the internship. As a result of this type of appointment, unlike permanent Civil Service (PCS) examinations, there is no Civil Service eligibility list for the 1649 Accountant Intern classification.

A goal of the Program is to place every Intern into a permanent 1652 Accountant II position at the end of their final rotation. However, permanent appointments and/or promotions are not automatic or guaranteed.

Participating Department’s Roles and Responsibilities City Departments play an important role and are integral in the Intern’s and Program’s success. As a result, City Departments have several responsibilities:

• Inform the Controller’s Office of expected 1649 and/or 1652 vacancies as early aspossible.

• Work with the Steering Committee, through Controller’s Office Human Resources Unit,to process initial and rotational placements of interns.

• Coordinate time for interns to attend Training Workshops to augment their departmentaltraining experience.

• Foster an environment conducive to learning, where interns can study new concepts andprocesses and prepare for their final presentation.

• Establish and oversee Intern supervision, training, and performance assessment/appraisalplans in conformance with City and Program standards.

• Work with the Controller’s Office to identify performance issues and develop work plansfor performance improvement when necessary.

• Participate and respond to requests for information and feedback from the Controller’sOffice Human Resources Unit.

Departments may also be asked to fund any additional workshops and/or training as determined by the Steering Committee. Departments are invited to provide feedback to the Steering Committee about the Program at any time.

Mentors and Supervisors Role and Responsibilities Interns are assigned Mentors and Supervisors during each rotation to guide and train them. Smaller Departments might be assigned a sitting member of the Steering Committee who serves as a Mentor. Mentors and Supervisors play the most important role in the professional development of Accountant Interns, as they are the primary contacts for the Interns and work



together closely to provide comprehensive, quality training. The roles and responsibilities of the Mentors and Supervisors are as described below.

Mentor: Someone who will provide overall guidance to the Intern relative to Program goals, criteria, and activities, as well as career development counsel. The Mentor will:

• Provide direction and support with clearly articulated and agreed upon goals.• Develop processes through which Interns can accomplish and/or modify rotation goals.• Provide orientation to the Intern on how their Department fits in the overall organizational

structure of the City and how their role affects the accounting process in a governmentagency.

• Serve as a liaison between Interns, Supervisors and the Steering Committee.• Oversee Intern supervision, training and performance, as well as make recommendations for

Program graduation.• With the assistance of the Supervisors, ensure that all competencies planned for the rotation

are met and progress is being monitored or deficiencies addressed appropriately.• Provide Interns with real-life assignments in which Interns can link accounting principles to

practice.• Responsible for the progressive and final assessment of the Intern, which should be linked to

the goals and measurement standards set at the beginning of the Program.• Manage the Interns schedule and workload such that they are able to complete their work,

attend training workshops, develop their Resource Binders, and prepare for their finalpresentation.

Supervisor: Someone who provides day-to-day supervision and training to Interns; someone who supports the Intern’s development into a well-rounded accountant; someone who actively monitors the Intern’s performance with regard to the accounting competencies in the Intern Performance Plan.

The Program may be the Intern’s first exposure to the workforce or the public sector, so Supervisors have an important role in shaping the future of the Accountant Intern and their perception of the accounting profession. Supervisors implement the goals established by the Program and the Intern Performance Plan. Supervisors are responsible for managing the Interns during each rotation and providing Interns with a quality learning experience achieved through the provision of an environment and supervisory structure conducive to professional growth. They also develop performance plans, identify performance issues and create specific work plans when necessary. They prepare the Intern’s draft Training and Experience Evaluations, in conformance with citywide standards.

Competencies Skills Checklist Successful completion of the Program will be partially based on the Intern’s ability to meet specific competencies and demonstrate specific skills. The Competencies Skills Checklist covers a range of areas and skills that Interns are expected to understand, demonstrate and/or articulate.



(Appendices, Competencies Skills Checklist & Intern Performance Plan, Page 15). Interns must achieve a “Competent and Effective” rating in all competencies skills, as listed below, in order to successfully graduate from the Program:

1649 Accountant Intern Program Competencies Skills*

I. Encumbrance, Purchasing and Accounts Payable Process II. Revenue Process

III. Payroll/Personnel ProcessIV. Budget ProcessV. Knowledge of FAMIS (BANNER for City College of SF) Accounting System

VI. Financial Analysis and ReportsVII. General Ledger

VIII. CommunicationIX. Federal and State Grant Reimbursement ProcessX. Demonstrated Knowledge of Existing Legal Authorities

XI. Demonstrated Ability using Personal Computers; including Microsoft Word and Excel*For more information, see Appendices, Competencies Skills Checklist & Intern Performance Plan, Page 15.

The written Training and Experience Evaluations (see Intern Evaluations and Other Graduation Criteria below) of Interns are based upon the Competencies Skills Checklist and are utilized to evaluate how well an Intern has met each competency and/or what improvement is needed. The evaluation is drafted by the Mentors and Supervisors and finalized by the Steering Committee.

What Comprises a Competent & Effective Rating? A “Competent and Effective” Rating indicates that the Intern is independently able to complete assigned tasks without difficulties and with a basic understanding of the concepts and guidelines required to fulfill the job. Please see Competencies Skills Checklist Guidelines for additional detail (Appendices, Competencies Skills Checklist & Intern Performance Plan, Page 15).

Intern Meeting Requirement Regular scheduled meetings between Mentors and Supervisors and their Interns are essential in order to assess application of trainings and job performance. Mentors and Supervisors should plan, prioritize and organize the work effectively to enable Interns to learn and successfully complete relevant areas in the Competencies Skills Checklist.

Consistency in Training The Program’s objective is to provide a learning environment where Interns develop their technical competency so that they are well rounded candidates for advancement in the accounting classification series regardless of which department they are ultimately placed. Therefore, Departments must ensure that Interns are being taught the various accounting processes and requirements, consistent with the Competency Skills Checklist, rather than focusing on Department-specific activities or performing a limited scope of work.



Review Information with Intern Informing Interns about their progress in the Program allows them to adapt to changes, correct deficiencies, emphasize positive outcomes, and modify their behavior to improve the level of job performance in the workplace.

Early Feedback The Program monitors performance of all Interns. Mentors must inform the Program Administrators of behavioral or performance problems early on if there is a possibility of a disruption in the training rotation. Please notify Controller’s Office Human Resources Unit as soon as possible.

Consistency in Ratings Ratings must be consistent between units, divisions and departments in order to provide an equitable experience to all Interns citywide. Please consult the Competencies Skills Checklist with rating guidelines for Mentors and Supervisors (Appendices, Competencies Skills Checklist & Intern Performance Plan, Page 15). Disagreement in ratings between supervisors or between rotations should be resolved as early as possible. Please contact Controller’s Office Human Resources Unit with any questions or concerns.

Intern Performance Plan Mentors and Supervisors are required to develop a performance plan based on the Competencies Skills Checklist for each Intern. The plan can also include training and expectations relative to additional topics and/or areas of work specific to that Department. Elements of a successful performance plan include clearly articulated tasks and activities that will help the Intern demonstrate their ability to achieve a “Competent & Effective” rating in any given Competencies Skills area. Please see the sample Performance Plan (Appendices, Competencies Skills Checklist & Intern Performance Plan, Page 15). Performance Plans must be submitted to the Controller’s Office Human Resources Unit no later than two weeks after the Interns’ start date.

Consider the following SMART Guide to create objectives in the Performance Plan: Specific Motivating Attainable Relevant Trackable

• It is an endresult—not a setof actions steps or“how to’s.”

• It does not containfuzzy words orverbs.

• It is measurable interms of quantity,quality, or percentof change.

• It is a tangibleobservableoutcome.

• Its achievement isa reward in itself.

• It energizes you orbrings you joy.

• It helps you grow,have a satisfyingrelationship, ormake acontribution tosomething greaterthan yourself.

• It is emotionallycompelling to you.

• It is realistic anddoable.

• It has performancestandards—fromacceptable tooutstanding.

• It is within yourcontrol.

• It is not dependenton someone elsedoing his or herjob for you to doyours.

• Does not use termslike, “error free.”

• The goal matters toyou and yourdepartment ordivision.

• It fits in with othergoals.

• It is connected to aCore Competency.

• It has a clear startdate.

• It has a clear andhard end date ordeadline, to createa sense ofurgency.

• Progress andresults aremeasured andtracked.



Training Workshops During the 18-month internship, Interns attend various training workshops to build their technical competencies and develop an understanding of the City’s purchasing and accounting procedures. In addition to specific accounting systems training, the Interns are also familiarized with various City processes, policies and procedures with emphasis on their relationship to accounting when appropriate (Appendices, Training Workshop Schedule, Page 17 and Training Workshop Topics, Page 19).

Training Rotations Interns are expected to successfully complete two 9-month rotations of on-the-job training generally in two different Departments. Intern placement for rotations is determined by the Steering Committee. The exception to this are Interns placed at San Francisco City College. These Interns will remain at City College during their entire 18-month Internship. At the beginning of each rotation, Interns meet with their Mentors and Supervisors to discuss their upcoming rotation and complete a Competencies Skills Checklist and Performance Plan.

Rotation 1 After the Interns are selected and assigned to a department by the Steering Committee, Controller’s Office Human Resources Unit will extend offers of employment to the candidates and notify departments of the following:

• The effective date of the first rotation;• The name, application and resume of the Intern(s) placed in their Department;• Instructions and a timeline on completing the Request to Fill (RTF) process in

PeopleSoft.

Departments receiving Interns for the first rotation will be asked to submit RTFs and provide the position numbers to Controller’s Office Human Resources Unit as soon as possible. Controller’s Office Human Resources Unit will guide the RTFs through the necessary approval paths and notify departmental Human Resources when RTFs are approved and appointment processing should be completed. Controller’s Office Human Resources Unit will notify Supervisors and Mentors regularly of trainings, workshops, upcoming interviews and other important milestones during each rotation.

Mentors and Supervisors should provide the guidance and support that is given to all of their employees. Within the first week of the first rotation Mentors and Supervisors or Accounting Managers are expected to meet with the Interns and provide an orientation to the Department. Interns should be introduced to everyone they will be working with and provided with all of the tools necessary to succeed. Furthermore, Mentors and Supervisors should meet with the Interns to plan the work and training for the entire rotation, and document the plan by reviewing and assigning the training areas to be covered on the Competencies Skills Checklist as a Performance



Plan for the rotation. The Performance Plan should be initialed by the Supervisor and Mentor and used throughout the rotation for periodic reference to gauge the Intern’s development. It is not required that all the competencies be covered in Rotation 1, but note that all competencies must be completed within both rotations. Mentors and supervisors should take this opportunity to provide as much specific guidance as possible while developing a working relationship with the Intern. Please send completed Performance Plans to Controller’s Office Human Resources Unit in Room 482 of City Hall no later than two weeks after the Intern begins the rotation.

Mentors and supervisors should meet regularly with the Intern to review their performance and goals (desired results) for the rotation; it is further recommended that all these meetings be documented. As Interns complete a competency area, mentors and supervisors may ask them to produce written documentation describing what was learned, specifically linking accounting principles to processes and procedures and highlighting issues and challenges faced. When assigning staff to train Interns, Mentors and Supervisors should be cognizant of the appropriate classification of staff providing training and oversight. Primary supervision and training should be provided by an employee who is in Class 1652 Senior Accountant or higher.

Two weeks prior to the end of the rotation, Supervisors are expected to complete a draft Training and Experience Evaluation and Competencies Skills Checklist, and turn it in to the Controller’s Office Human Resources in Room 482 of City Hall.

Please note that in Section III of the Training and Experience Evaluation, Mentors and Supervisors are required to check off whether or not they would “…accept this employee in his/her unit/division permanently.” If at any point during the rotation there is doubt that the Department would accept this Intern on a permanent basis, please contact Controller’s Office Human Resources at (415) 554-7552. It is the goal of this Program to only pass those individuals who meet all of the performance expectations. The Steering Committee does not expect or encourage supervisors to “pass” employees on to another rotation or department unless they are willing to have the employee remain in their unit permanently.

Performance Standards The Program was established to ensure excellent performance in the City’s Accountant Series. In doing so, we expect Interns to perform at the highest level in order to successfully complete the Program and be appointed to a permanent 1652 Accountant II position. Using the tools and methods described in previous sections, consistent application can help us achieve this goal. Please contact Controller’s Office Human Resources Unit at (415) 554-7552 if you need any assistance or have concerns. In the event Mentors or Supervisors find themselves faced with Interns who are not performing up to standard, please consult with Controller’s Office Human Resources Unit immediately. The Steering Committee expects Supervisors and Mentors to provide the Interns with every opportunity to be successful and will work with Mentors and supervisors and the Department’s Human Resources to effectively address issues.



Intern Evaluations and Other Graduating Criteria The Steering Committee meets as necessary to review the progress of Interns and monitor the Program. At the end of each rotation, Interns receive a completed draft Training and Experience Evaluation by their Mentors and/or Supervisor(s) that is reviewed and finalized by the Steering Committee. If the Intern received, at minimum, a “Competent and Effective” rating in the first rotation, and a position is available, with Steering Committee concurrence, the Intern proceeds on to a second rotation to complete their internship.

At the end of the second rotation, Mentors and/or Supervisors prepare a final draft evaluation of the Interns for final review by the Steering Committee. Again, Interns must receive, at minimum, a “Competent and Effective” rating to be considered for graduation (Appendices, Training and Experience Evaluation, Page 23).

Interns are interviewed by the Steering Committee to determine their overall accounting and communication competencies and to collect feedback on the Program. The Steering Committee may meet with the Mentors and/or Supervisors of the Intern from the final rotation to verify the Intern meets all accounting competencies. Copies of all evaluations and training records are reviewed and finalized by the Steering Committee.

At the conclusion of this final interview, the Interns receive a rating from the Steering Committee representing their overall performance. The ratings are used to determine if the Intern will graduate, have their internship extended, or be terminated from the Program. Ratings are also used in the computation of an intern’s ranked score for placement on the 1652 Accountant II Eligible List, required for permanent placement into the class.

Rotation 1 Interview Rotation 1 interviews generally take place approximately nine months after the beginning of the first rotation. To help with planning, the dates of the Intern rotations have been pre-determined. Depending on time constraints, Supervisors and Mentors may be invited to the rotation interviews, particularly if the Intern has received an “Unsatisfactory” or “Development Needed” rating. The Rotation 1 interviews are comprised of a series of short questions to which the Intern must provide a response. The Competencies Skills Checklist/Performance Plan is reviewed by the Steering Committee and the Intern evaluation is finalized. If the Intern has received, at minimum, a “Competent and Effective” rating in the first rotation, the Steering Committee agrees, and a position is available, the Intern proceeds on to a second rotation to complete the remaining training components. If a Mentor and/or Supervisor want to attend this interview with the Intern, please let the Controller’s Office Human Resources Unit know as soon as possible.

Pass-Off Between Rotation 1 and Rotation 2 Departments When the Rotation 1 interviews are completed and placements for the second rotation are finalized by the Steering Committee, Controller’s Office Human Resources Unit will notify Interns and Departments of the following:



• Effective date of the beginning of the second rotation;• The name, application and resume of the second rotation Intern placed in their

Department;• Instructions and a timeline on completing the Request to Fill (RTF) process in

PeopleSoft.

Controller’s Office Human Resources Unit will coordinate the pass-off of Interns from Rotation 1 to Rotation 2. Departments receiving Interns for Rotation 2 will be requested to submit RTFs and provide the position numbers to Controller’s Office Human Resources Unit as soon as possible. Controller’s Office Human Resources Unit will guide the RTFs through the approval paths and notify departmental Human Resources when RTFs are approved and appointment processing should be completed. From time to time, Controller’s Office Human Resources Unit may need the Department’s assistance to process the pass-off.

Mentors and Supervisors from Departments in Rotation 1 and the corresponding Department in Rotation 2 are expected to fully discuss the development of the Intern through each of the accounting competencies. The Mentors and Supervisors from the two corresponding Departments will jointly determine how best to communicate all relevant information regarding the status of their Intern’s progression through the Program. Mentors and Supervisors may refer to the Intern’s Performance Plan, supervisory notes, training records, and/or any relevant observations or recommendations gleaned from the Intern’s performance and behavior in Rotation 1. Furthermore, Rotation 1 Mentors and Supervisors will share the nature and scope of accounting activities the Intern has performed to date. This pass-off also serves as an opportunity for Rotation 2 Mentors and Supervisors to ask questions of their counterparts regarding the overall development of the Intern, potential concerns, or areas of focus needed.

At the conclusion of the rotational pass-off, Rotation 2 Mentors and Supervisors are expected to be fully aware of which trainings and competencies their Intern(s) still needs to complete or develop to be deemed “Competent and Effective” and successfully graduate from the program. If Mentors and Supervisors have any questions regarding any aspect of the pass-off of the Intern, please contact Louis Voccia, Controller’s Office Human Resources at (415) 554-7552.

Rotation 2 Mentors and Supervisors should follow the guidelines in previous sections and provide the guidance and support that is given to all of their employees. Within the first week of the second rotation, Mentors and Supervisors are expected to meet with the Interns and provide an orientation to the department. They should review the evaluations and Competencies Skills Checklists from the Intern’s first rotation to assess the Intern’s progress and develop a comprehensive performance plan for the second rotation. Interns should be introduced to everyone they will be working with and provided with all of the tools necessary to succeed. During this first week, Supervisors should meet with the Interns to plan the work and training for the entire rotation and document the plan by completing the Competencies Skill Checklist as a Performance Plan. The Plan should be initialed by the Supervisor and Mentor, and used



throughout the rotation for periodic reference to gauge the Intern’s development. Competencies not covered in Rotation 1 must be covered in Rotation 2. The Steering Committee reviews the Performance Plans and Training and Experience Evaluations from Rotation 1 to determine the best department for the Intern to complete Rotation 2. Mentors and supervisors should take this opportunity to provide as much specific guidance as possible while developing a working relationship with the Intern. Please send completed Performance Plans to Controller’s Office Human Resources in Room 482 of City Hall no later than one week after the Intern(s) begins the rotation.

Mentors and supervisors should meet regularly with the Intern to review their performance and goals (desired results) for the rotation; it is further recommended that all these meetings be documented. As Interns complete a competency area, Mentors and Supervisors may want to have them produce written documentation describing what was learned, specifically linking accounting principles to processes and procedures and highlighting issues and challenges faced. When assigning staff to train, please be cognizant of the appropriate classification of staff providing training and oversight. Primary supervision and training should be provided by an employee who is in Class 1652 Accountant II or higher.

Rotation 2 Presentation Workshops In the second rotation of the Program, the Interns will receive a three-day training session (funded by Department at which intern is assigned to) in which they will learn how to create and present effective oral presentations for a variety of audiences. In addition, Interns will learn how to develop an effective written Executive Summary of their presentation. The first session is a comprehensive training on the subject matter. As a “homework” assignment for the second session, the Interns will draft their final presentation. At the second session, the presentations will be given to the class, recorded on a DVD and critiqued as a final preparation for the final delivery to the 1649 Accountant Intern Steering Committee during their Rotation 2 interview. The Interns will be allowed to keep their own DVD copy.

Rotation 2 Interview At the beginning of the second rotation, Mentors and Supervisors developed a performance plan for each Intern as described in a previous section, taking into consideration the remaining areas from the Competencies Skills Checklist that need to be covered.

At the end of the second 9-month rotation, Mentors and/or Supervisors prepare a final draft evaluation of the Interns and a Competencies Skills Checklist. Again, Interns must receive, at minimum, a “Competent and Effective” rating from the Steering Committee to be considered for graduation, and confirmation from the Mentor or Supervisor completing the Training and Experience Evaluation that they would be willing to accept this intern into his/her work division permanently. In the event Mentors or Supervisors find themselves faced with Interns who are not performing up to standard, please consult with Controller’s Office Human Resources Unit immediately.



The Steering Committee may meet with the Mentors and/or Supervisors of the Intern to assess the Intern’s overall accounting competencies. Copies of all training records are reviewed by the Steering Committee and evaluations are finalized. At the same meeting, the Interns are interviewed by the Steering Committee to determine their overall accounting and communication competencies. Feedback from the Interns about their experience with the Program will be solicited in another format after graduation.

At the conclusion of this final interview, the Interns receive a rating from the Steering Committee representing their overall performance. The ratings are used to determine if the Intern will graduate or be terminated from the Program. Ratings are also used in the computation of an Intern’s ranked score for placement on the 1652 Accountant II Eligible List, required for permanent placement into the class.

Resource Sheet Interns will be provided with a Resource Sheet (Appendices, Resources Sheet, Page 38) that will give links to important information. This information will include general information about the City, Departments, accounting policies and procedures, and other relevant topics.

Working with Mentors and Supervisors, it is the Intern’s responsibility to familiarize themselves with this information and how it applies to their work. Interns are strongly encouraged to create a Resource Binder where they can compile and organize information they receive during the course of their training. Interns are also encouraged to supplement their Resource Binders with other information that they come across during their Internship.

Program Resource Website Another resource for the Interns is the Program Resources Website, where information about the Program will be posted. The Website will include such information as: General Program information, 1649 Classification Specifications, Program Manual, Resource Sheet links, etc. The website URL is: http://sfcontroller.org/index.aspx?page=463.

Successful Completion of the Program Interns receive official notification of successful completion of the Program from the Controller’s Office Human Resources Unit. Copies of this notice are also sent to the corresponding Departments to which Interns will be permanently assigned. Successful Interns who complete the Program must then submit applications for the 1652 Accountant II Examination. Controller’s Office Human Resources Unit administers this examination.

A combination of assessments from the Internship Program, as specified in the 1652 Accountant II examination announcement, may be used to score the Interns for the 1652 Accountant II Eligible list. Using approved criteria, the list is ranked in order of final scores, using the City’s standard 700-1000 point scale. This list is posted and adopted following Civil Service Rules. The eligibles are certified and permanent placements are made.


http://sfcontroller.org/index.aspx?page=463


When the Rotation 2 interviews are completed and permanent placements are determined by the Steering Committee, Controller’s Office Human Resources will notify Interns and departments of the following:

• Effective date of Permanent Civil Service Status in Class 1652; (Date has been pre-determined)

• The name, application and resume of the Intern placed in their Department;• Instructions and a timeline on completing the Request to Fill (RTF) process in

PeopleSoft.

Departments receiving permanent 1652 Accountant II probationary employees will be asked to submit RTFs and provide position numbers to Controller’s Office Human Resources Unit as soon as possible. Controller’s Office Human Resources Unit will guide the RTFs through the approval paths. They will notify the Referral Unit of the Department of Human Resources of the placements and associated position numbers to assist departments in completing the referral, and notify departmental Human Resources when RTFs are approved and appointment processing should be completed. Newly appointed 1652 Accountant II employees will be required to serve a full probationary period as specified by the IFPTE Local 21 Memorandum of Understanding (MOU). Departmental Human Resources should check the appropriate paragraph of the MOU to determine the proper probationary period for each individual employee based on prior service.

Termination from Program Generally, Interns serve as permanent exempt employees for the duration of the Internship. There is no Civil Service list for the 1649 classification and Civil Service Rules and procedures do not apply. Interns can be terminated from the Program at any time during the course of the Internship for unsatisfactory performance or for budgetary reasons. The decision to terminate an Intern is made by the Steering Committee and is not subject to the Civil Service Appeal process. Interns that have other permanent positions with the City may be able to return to their former classification. Controller’s Office Human Resources will work with Mentors, Supervisors and departmental Human Resources to address these issues if they arise.

Thank you for being an important part of this program.


1649 Accountant Intern

Competencies Skills Checklist

All noted below have reviewed this Performance Plan. Please initial and Date.

Mentor ________ Supervisor ________ Intern ________

COMPETENT & EFFECTIVE RATING Sample Performance Plan - Rotation 1

I. Encumbrance, Purchasing and Accounts Payable Process

* Contracts: Legality, encumbrance processing, payment processing,

retentions/escrow accounts, stop notices, liens

* Department revolving fund

* Work order process (as both requesting and performing depts)

* Department Blanket Purchase Orders (DBPOs) releases and payments

* Prop Q purchases/purchase requisitions

* Knowledge of appropriations, expenditures and encumbrances, data

structure, subobjects

II. Revenue Process

* Revenue receipts, deposits, CR, RA, RT documents

* Knowledge of revenue classifications, data structure

* Legal authorities for collecting department revenues

III. Payroll/Personnel Process

* Familiarity with general processing procedures, knowledge of use of payroll

form (how and why) such as pay roster or timeroll, familiarity with

Appointment Processing Form and Labor Distribution System.

IV. Budget Process

* Direct participation in budget preparation - includes salary projections, line

item explanations, revenue reports, etc.

* Awareness of budget submission phases and deadlines

V. Knowledge of FAMIS (BANNER for City College of SF) Accounting

System* Hands-on experience with FAMIS to include proficiency in journalizing

adjustments, transfers of funds, knowledge of both ADPICS and FAMIS* When, Why and How to use ADPICS and FAMIS screens for inquiry and

data entry (or SFUSD, CCSF equivalent systems such as EIS, BPMS and

other budget systems)

VI. Financial Analysis and Reports

* Should be demonstrated in all assigned tasks. Financial analysis may

include budget vs. actual, revenue vs. expenditures, current fiscal year vs.

prior fiscal year, expenditures vs. recoveries, requesting vs. performing work

orders, funding analysis, rate calculations, etc.* Financial reports may include revenue and expenditure reports, hiring plan,

projections, cost reports, claims for reimbursement, etc.

VII. General Ledger

* Trial Balance of Special Revenue Fund Projects and Grants.

* Subsidiary Accounts of General Ledger Accounts

* Gifts, Trust and Agency Funds

VIII. Communication

* Effective written communication through e-mail, memos, written

presentations and reports.

* Clear and effective oral communication

* Oral presentations

INTERN NAME:

Proficient in the use of FAMIS screens; understanding document types

and transaction codes; understanding index code structure and

appropriation controls; ability to analyze FAMIS accounts; ability to

resolve errors in FAMIS/ADPICS processing.

Ability to prepare memos and communicate effectively with peers,

staff, managers, other agencies and the public. Interns will make a

presentation (on a topic selected from the Documentation Binder) to

the Steering Committee at their Rotation 2 Interviews. In addition,

Interns will provide an Executive Summary of their presentation.

Ability to certify funding availability within budget constraints;

knowledge of legal requirements such as Admin Code Chapter 21;

knowledge of Departmental and Controller's Encumbrance, Purchasing

and Payable policies and procedures; ability to analyze contracts and

reconcile contract language, contract terms, reimbursement and

funding requirements and invoicing; ability to work independently and

resolve routine errors.

Ability to process CR, RA or RT documents; ability to analyze revenue

accounts and process adjustments if necessary; familiar with the

Departmental and Controller's Cash Receipt Policies and Procedures;

familiar with internal control process and procedures; familiar with legal

authorities; knowledge of pertinent transaction codes and effect on

GLs.

Knowledge of PPSD process and Labor Distribution System; ability to

reconcile and adjust payroll transactions; familiar with Position Control.

Knowledge of budget process and timelines; ability to prepare, project

and reconcile budgets; familiar with BPMS reports; ability to prepare

budget narratives; ability to effectively resolve issues & communicate

with budget managers.

Ability to analyze revenue and expenditure accounts; ability to prepare

financial reports; ability to compile and gather financial audit papers;

ability to explain and interpret financial transactions; knowledge of

accounting principles.

Ability to reconcile General Ledger accounts and their relationship to

the appropriations or operating files; ability to identify key general

ledger elements of financial statements.

15


Competencies Skills Checklist

All noted below have reviewed this Performance Plan. Please initial and Date.

Mentor ________ Supervisor ________ Intern ________

COMPETENT & EFFECTIVE RATING Sample Performance Plan - Rotation 1

INTERN NAME:

IX. Federal and State Grant Reimbursement Process

* Knowledge of process for requesting grants, submitting claims and

documenting expenditures, including review of granting agency requirements,

grant accounting principles and procedures.

X. Demonstrated Knowledge of Existing Legal Authorities

* Charter - cite authority for payment, etc

* Codes - aware of Administrative Code sections specific to employee

organizations* State and federal laws as applicable to specific department/assignments,

Ordinances, budget, salary and appropriation ordinances, expenditure limits,

transfer processXI. Demonstrated Ability using Personal Computers; including Microsoft

Word and Excel.Ability to create complex spreadsheets with minimal supervision.

INSTRUCTIONS TO MENTORS & SUPERVISORS:

3. Attendance to workshops should not be rated, but noted as "completed" in the Intern's Training & Performance Evaluation. You may include additional narrative if appropriate.

1. Mentors and/or Supervisor(s) meet with each Intern at the beginning of each rotation to review the Competencies Skill Checklist and the Intern's Performance Plan.

2. As each training area is successfully completed, the Supervisor should initial and date the block in the grid above on associated with that training area - far right column.

Ability to reconcile grant budgets; familiar with the Accept and Expend

Resolution; knowledge of terms of the grant and agency requirements;

ability to process claims for reimbursement; ability to analyze and

close grant accounts. May participate in Single Audit process.

Additional information should be noted in the Intern's Training & Performance Evaluation.

Familiarity with legal authorities, adherence to Controller's

departmental instructions. Ability to research and interpret local, State

or Federal laws as they relate to funding, collection, spending, term

limits, FAMIS account set up, etc. Familiarity with AAO and ASO.

16

Topic Presenter (s) Date Time Location

1 2016 Class Orientation 1649 Steering Committee, CON-HR Wednesday, August 31, 2016 9:00 - 10:00am OSVN, 8th Floor2 FAMIS Accounting - Overview Min Fang Friday, September 02, 2016 8:30-12:00pm OSVN, 8th Floor3 FAMIS Purchasing - Intro & Blanket PO Min Fang Tuesday, September 06, 2016 8:30-12:00pm OSVN, 8th Floor4 FAMIS Purchasing - Direct PO & Requisition Min Fang Tuesday, September 06, 2016 1:00-4:30pm OSVN, 8th Floor5 FAMIS Purchasing - Accounts Payable Min Fang Wednesday, September 07, 2016 8:30-12:00pm OSVN, 8th Floor6 FAMIS Accounting - Accounts Payable/Cash Receipts Min Fang Wednesday, September 07, 2016 1:00-4:30pm OSVN, 8th Floor7 EIS Flexible Reports - Operating Min Fang Friday, September 09, 2016 10:00-12:00pm OSVN, 8th Floor8 EIS Flexible Reports - Encumbrance Min Fang Friday, September 09, 2016 1:00-3:30pm OSVN, 8th Floor9 Project Costing Business Process Walk-Throughs (BPW) F$P Wednesday, September 14, 2016 1:00-5:00pm WebEx

10 Overview - Budget Process Theresa Kao Thursday, September 15, 2016 3:30-4:30pm City Hall, Room 305

11 AOSD Accounts Payable BPW F$P Tuesday, September 20, 2016 1:00-5:00pm WebEx

12 Overview - Professional Service Contracts Melissa Ng and Keith Miller Wednesday, September 21, 2016 10:00-11:00am City Hall, Room 305

13 Overview - Civil Service Commission Michael Brown Wednesday, September 21, 2016 11:00-12:00pm City Hall, Room 305

14 Overview - Board of Supervisors - Legislative Process Alisa Somera Thursday, September 22, 2016 9:00-10:00am City Hall, Room 305

15 Overview - Office of Public Finance Nadia Sesay Thursday, September 22, 2016 10:00-11:00am City Hall, Room 305

16 Inventory for DPH BPW F$P Tuesday, September 27, 2016 8:30-12:30pm WebEx

17 Cash Management BPW FSP Thursday, September 29, 2016 8:30-11:30am WebEx

18 Overview - Disaster Preparedness Mark McLean Friday, September 30, 2016 10:00-11:00am City Hall, Room 305

19 Overview - Payroll Christie Beetz Friday, September 30, 2016 11:00-12:00pm City Hall, Room 305

20 Overview - Interdepartmental Services Min Fang Friday, September 30, 2016 2:00-3:00pm City Hall, Room 305

21 Overview - Grants Lourdes Nicomedes Friday, September 30, 2016 3:00-4:00pm City Hall, Room 305

22 Vendor Management BPW F$P Wednesday, October 12, 2016 9:00-12:00pm Koret Aud./WebEx

23 Ch. 21 Purchasing Commodities BPW F$P Wednesday, October 12, 2016 1:00-5:00pm Koret Aud./WebEx

24 Ch. 21 Professional Services & Grants to Supplier BPW F$P Monday, October 17, 2016 9:00-12:00pm Koret Aud./WebEx

25 Ch. 6 Procurement BPW F$P Monday, October 17, 2016 1:00-5:00pm Koret Aud./WebEx

26 Accounts Payable BPW F$P Tuesday, October 18, 2016 1:00-5:00pm Koret Aud./WebEx

27 Expenses BPW F$P Wednesday, October 26, 2016 2:00-5:00pm Koret Aud./WebEx

28 Overview - City Attorney TBD

29 Overview - Audits Tonia Lediju/Mark delaRosa

30 Overview - Treasurer/Tax Collector Pauline Marx

31 Presentation Workshop, Part 1 Gloria Louie



TBD - Fall 2017

TBD - Winter 2017

TBD - Winter 2017

TBD

TBD

TBD

17

Training Workshop Schedule - 2016 Class

19

1649 ACCOUNTANT INTERN PROGRAM TRAINING WORKSHOP TOPICS

FAMIS Accounting System Overview: This class introduces the inquiry screens to view financial information from summary to detailed inquiries for operating accounts, projects, and grants. It also covers special inquiries, monitoring expenditures, and approval processing. Prerequisite: Introduction to Financial Systems.

Introduction to Financial Systems: This is an introduction to the City’s accounting system. It consists of an overview of the systems and a review of the key elements of the accounting classification structure. This class is a pre-requisite for FAMIS Accounting System Overview Class. This class is NOT intended for casual users.

FAMIS Accounting – Accounts Payable: This class is designed for staff who process accounts payable transactions in Financial & Accounting Management Information System (FAMIS) Accounting. It provides information on financial processing, payment processing, entering adjusting and reclassification entries, and responding to vendor inquiries in FAMIS Accounting. Prerequisite: FAMIS Accounting System Overview.

FAMIS Accounting – Cash Receipts: This class is designed for those individuals who

process cash receipts or are interested in learning about this process. It provides information

about the process for recording revenues and receipt of cash along with the accounting

impact of these transactions. Cash receipts are recorded as revenue, expenditure credits,

reduction in accounts receivable and other transactions as appropriate to record the

accounting event. Tracing of revenue/receipts transactions to their respective index codes

will be demonstrated. Prerequisite: FAMIS Accounting System Overview.

FAMIS Purchasing – Accounts Payable (Invoice/Voucher/Direct Voucher): Instruction with on-line training in the process of setting up payments against FAMIS Purchasing Orders and creating Standard Direct Voucher.

FAMIS Purchasing – Blanket Purchase Orders: Instruction on when to use the various types of Blanket Purchase Orders with on-line training on how to create Blanket Purchase Orders. The Inquiry, Change Order and Copy processes related to Blanket Purchase Orders are also included.

FAMIS Purchasing – Direct Purchase Orders: Instruction on when and how to use Direct Purchase Orders with on-line training on how to create Direct Purchase Orders, including Blanket Purchase Order Releases. The Inquiry and Change Order processes are also included.

FAMIS Purchasing – Introduction: Overview of FAMIS Purchasing, the system that the City uses to purchase majority of its goods and services. Participants receive on-line training in navigation within the system and use of various functions and inquiry screens. Also included are high level overview of the City’s purchasing and payment rules and regulations.

FAMIS Purchasing – Requisitions: This session provides instruction on when and how to create Requisitions for Purchase Orders in the purchasing system, with on-line training in creation, copy, change order and inquiry processes.

Proposition-Q Purchasing: This session provides instruction on City policies and procedures for the use of this special purchasing authority, Prop-Q purchasing, by City departments, with on-line training in the creation of a Prop-Q type Direct Purchase Order.

20

EIS Flexible Reports – Operating: General overview of the Executive Information System

(EIS) Flexible Reports and a detailed review of the Operating Report. Participants will get

hands-on practice on how to create budget vs. actual expenditure reports and how to drill

down to the transactions to see the financial activities. Prerequisite: Introduction to Financial

Systems.

EIS Flexible Reports – Encumbrance: A detailed review on how to use EIS Encumbrance

Report and Voucher Report to see encumbrance balance, purchase orders, payments made

and workorders. The class will also introduce the Continuing Monitoring Reports.

Prerequisite: EIS Flexible Reports – Operating.

Audits: The Controller’s City Services Auditor performs audits of City departments,

agencies, services, contractors and nonprofits that receive City funding. Their goals are to

ensure efficient, effective, and accountable government and to support informed policy

decisions by providing timely information in high-quality, reliable reports. A member of the

Audits Division provides an overview of auditing in the City and County of San Francisco.

Board of Supervisors – Legislative Process: The Board of Supervisors is the legislative

branch of the City and County of San Francisco. The Board consists of 11 members. Each

member is elected on a non-partisan basis from a district where he or she lives. A

representative of the Board of Supervisors provides an overview.

Budget Process: The Budget and Analysis Division of the Controller’s Office provides fiscal

management oversight, budgetary planning and public policy analysis for the City. A

representative within the Division provides an overview of the city’s budget process.

CAFR: The Comprehensive Annual Financial Report (CAFR) is submitted in compliance with

City Charter sections 2.115 and 3.105, and California Government Code Sections 25250 and

25253. The Office of the Controller prepares the CAFR in conformance with the principles

and standards for financial reporting set forth by the Governmental Accounting Standards

Board (GASB). A representative from the Office of the Controller CAFR unit provides a brief

overview of the process.

City Attorney: The City Attorney's Office is committed to providing the highest quality legal

services to the Mayor, Board of Supervisors, San Francisco Unified School District and the

94 departments, boards, commissions and offices of the City and County of San Francisco.

A representative of the City Attorney’s Office provides an overview of the department.

Civil Service: The Civil Service Commission oversees the merit system (Personnel and

Human Resources) for the City and County of San Francisco. The Civil Service Commission

establishes rules and policies; hears appeals on examinations, eligible lists, minimum

qualifications, classification, discrimination complaints, future employment with the City; and,

other merit system matters. They also provide rules and policy interpretation; review and

audit merit system operations; approve contracting out based on the scope of services; and,

conduct training and outreach on the merit system. A member Civil Service provides an

overview.

Grants: Information about Grant funding. Topics include a definition of a grant and how it

differs from other funding sources; the lifecycle of grants – from how they are awarded to how

they are processed and closed; types of grants; and, the Controller’s Office’s role in grant

administration.

21

Interdepartmental Services: Information about the work order process for a variety of

services that are performed between departments is presented. Topics include budgeting of

the services by both the requesting and performing departments; the reimbursement process

to pay for the service; and, fiscal year end appropriations carry forwards, in the event that the

service crosses fiscal years. Examples of Interdepartmental Services are when the

Controller’s Office performs audits for departments, or when Reproduction Services does

copying, printing and mailing for a department.

Office of Public Finance Overview: The Controller’s Office of Public Finance (OPF) is responsible for issuing and managing the City’s general fund debt obligations. Its mission is to provide and manage low-cost debt financing of large-scale, long-term capital projects and improvements that produce social and economic benefit to the City and its citizens while balancing market and credit risk with appropriate benefits, mitigations and controls. A representative within the division of the Controller’s Office provides an overview.

Payroll: The Controller’s Office Payroll/Personnel Service Division (PPSD) is the central payroll-processing center for the City and County of San Francisco. It pays all city employees and issues 30,000 payroll checks and advices every two weeks. This workshop provides Accounting Interns with a brief overview of how PPSD processes payroll, the products and services it provides and the roles and responsibilities of each of its organizational units: Adjustments, Deductions, Audits, Tax, Distribution and IT Analysts contribute to the process.

Professional Service Contracts: The City spends roughly 10% of its annual budget on professional services contracts. In FY13-14, the City spent $791M. Understanding how to administer a contract is important for those seeking a career in City finance and/or operations. The objective of this training is to provide Interns with a close view of professional services contracting. This includes the contracting process; the "what, when and how" of contracting. Interns learn about the agencies involved and who is part of the process. The workshop also covers principles of City contracting; why we handle contracting the way we do. A representative from the Office of the Controller’s Contracts Unit provides an overview.

Presentation Workshop – 3 days: This workshop is funded by the Department to which the

Intern is assigned. In the first few weeks of the 2nd

Rotation, Interns receive three days of

training sessions where they learn how to create and present effective oral presentations for

a variety of audiences. Interns also learn how to develop an effective written Executive

Summary of their presentation. The first session is an overview training of Creating and

Making Presentations. As “homework” and practical assignment for the second and third

sessions, the interns draft their final work products and practice their presentation and review

the Executive Summary to the Intern class. The presentation is recorded on a DVD and

critiqued by the instructor and the class in preparation for the final delivery to the 1649

Accountant Intern Steering Committee. The Interns are allowed to keep their own DVD copy

of their presentation. The workshop is provided by the Org. Development & Training

Programs Director and is located at the Airport’s Training and Conference Center at SFO.

Transaction Codes: This presents brief overviews of transaction codes that are used in the

accounting process. Interns learn about transaction code decision tables, encumbrances,

encumbrance payments, direct payments and journal entries.

Treasurer / Tax Collector: Overview of the Treasurer / Tax Collector Office and its functions

including Banking Functions and Treasury Accounting. A representative from the Office of

the Controller CAFR unit provides a brief overview of the process.

22

HIGHLY RECOMMENDED, but not required

Municipal Government Accounting (ACCT 56) is a 3-unit, semester long class offered at

City College through City University with the Department of Human Resources (DHR).

Currently it is not required, but we strongly recommend interns complete this class during

their internship. It meets weekly on Thursdays, from 4:30 pm to 7:30 pm. The prerequisite is

a solid understanding of financial accounting consistent with a 3-unit introductory accounting

course. Accounting 56 presents theory and the practice of government accounting and

reporting. Experts from City departments are often invited to discuss select topics that

illustrate how accounting and financial information is used in managing City operations and

projects. DHR’s City University pays the tuition for employees who complete the Participation

Form with supervisor approval. Interns should inquire directly with their mentors/supervisors.

23

City and

County of San Francisco

Training and Experience

Evaluation 1. EMPLOYEE NAME (LAST NAME, FIRST NAME, MIDDLE

INITIAL)

3. STATUS

Permanent Exempt

2. CLASS No. AND TITLE


4. 1ST

DATE IN CLASS

ROTATION 1

5. WORK LOCATION & DIVISION

6. DEPARTMENT

7. REASON FOR REPORT

8. PERIOD OF REPORT

9. PROBATION ENDS

ROTATION 2

5. WORK LOCATION & DIVISION

6. DEPARTMENT

7. REASON FOR REPORT

8. PERIOD OF REPORT

9. PROBATION ENDS

CITY AND COUNTY OF SAN FRANCISCO/PERFORMANCE APPRAISAL REPORT/CSC 8-05

24

Instructions for Completing This Form

1. Prior to end of rotation or when requested, supervisor fills out copy of

performance ratings and narrative for each section of the performance

appraisal that is applicable.

2. In each section, provide an appropriate rating based on the 1-5 scale and

include a brief/descriptive narrative supporting the rating.

3. Provide overall narrative and rating recommendation in Section III that

supports your rating. Do not provide a final rating until confirmed with a

Super Mentor. Include whether or not you would accept this intern into

your division permanently.

4. In cases where more than one supervisor is contributing to the

performance appraisal, please ensure there are no discrepancies,

disagreements or inconsistencies between the rating and the narrative

between supervisors before submitting it to the 1649 Accountant Intern

Program Steering Committee.

5. Consult with Super Mentor to get concurrence on final evaluation (prior to

discussing ratings with employees).

Note: If your Department does not have a Super Mentor, you must

forward draft evaluation to Controller’s Office Human Resources two

weeks prior to Interviews. CON-HR will then share with Steering

Committee Member for review and return to Department’s Mentor to

finalize.

6. Supervisors may share general comments and general ratings

recommendations with employees, but please be clear that the evaluation

will be reviewed and finalized by the 1649 Accountant Intern Program

Steering Committee. Supervisor/Mentor and Intern signatures (on last

page) occurs after a Super Mentor reviews evaluation.

7. For sections where the employee did nothing more than attend/complete

training, please do not rate but include narrative explaining training.

8. Once evaluation finalized, send via email (as “PDF” or Word file) of

evaluations and checklists to Controller’s Office c/o Controller’s Office

Human Resources by the close of business on the Friday prior to the

rotation interviews.

9. Mentors must send original copies of final evaluations and checklists to the

Department’s Human Resources representative for inclusion in the Intern’s

Personnel file.

10. For employees who rated either as “Unacceptable” or “Development

Needed,” supervisors and/or mentors should plan on meeting with Steering

Committee during the rotation interviews. Information about this will be

sent under separate cover.

25

JOB DESCRIPTION

Working Title: 1649 Accountant Intern

Position Summary: The 1649 Accountant Intern class exists to allow incumbents to develop

professional competence as journey level accountants while working under the guidance and supervision of fully trained Professional Accountants. Accountant Interns initially perform relatively simple accounting tasks in the Controller’s Office and other departments. Assigned duties increase in scope and difficulty as the Accountant Intern demonstrates skill in performing moderately complex accounting duties. Work is evaluated on the basis of progress in the Accountant Intern Program. Incumbents work with increased independence as professional competence is demonstrated.

JOB DESCRIPTION: Records and processes a variety of accounting data into computerized accounting systems; analyzes transactions to insure proper recordation; prepares and maintains expenditures and budgetary control accounts; prepares reports on status of such accounts; maintains various payroll accounts relative to appropriate accounts, processes rate changes and payroll deductions; distributes personnel service costs to appropriate accounts; assists in the maintenance of accounting systems; reconciles internal departmental records with Controller’s and other agency reports; processes and clears encumbrance documents and vendor payment documents; assists in external reporting assignments as assigned; performs related duties as assigned.

In order to successfully complete the internship in Class 1649, an employee must

demonstrate competence in the above areas. Operating departments participating

in the mentoring program should ensure that the intern is given assignments that

enable the intern to demonstrate the required competencies. Successfully

completing the program means an employee must demonstrate at least competent

and effective performance. This means the interns have learned the skills or have

been trained on them and the mentor or supervisor is comfortable with the intern’s

performance and would recommend keeping them in the unit.

Reporting Relationships:

26

JOB TITLE: EMPLOYEE TITLE

Employee Name: Rating Period: From _______ To _______

Rating Period: From _______ To _______

I Performance Criteria II Rating and Comments

1st

Rotation

II Rating and Comments

2nd

Rotation

Performance Elements and Standards Rating/Comments on Actual

Performance Select a rating number and comment on all

sections.

1-Unacceptable 2-Development Needed

3-Competent & Effective 4-Exceeds Standards

5- Outstanding

Rating/Comments on Actual

Performance Select a rating number and comment on all

sections.

1-Unacceptable 2-Development Needed

3-Competent & Effective 4-Exceeds Standards

5- Outstanding

I. Encumbrance, Purchasing and Accounts Payable

Process

Contracts: Legality, encumbrance processing,payment processing, retentions/escrow accounts,stop notices, liens

Department revolving fund

Work order process (as both requesting andperforming depts)

Department Blanket Purchase Orders (DBPOs)releases and payments

Prop Q purchases/purchase requisitions

Knowledge of appropriations, expenditures andencumbrances, data structure, subobjects

Rating/Comments: Rating/Comments:

27

II. Revenue Process

Revenue receipts, deposits, CR, RA, RT documents

Knowledge of revenue classifications, data structure

Legal authorities for collecting department revenues


III. Payroll/Personnel Process

Familiarity with general processing procedures,knowledge of use of payroll form (how and why) suchas pay roster or timeroll, familiarity with AppointmentProcessing Form and Labor Distribution System.


28

IV. Budget Process

Direct participation in budget preparation -includes salary projections, line itemexplanations, revenue reports, etc.

Awareness of budget submission phases anddeadlines


V. Knowledge of FAMIS (BANNER for City College of

SF) Accounting System

Hands-on experience with FAMIS to includeproficiency in journalizing adjustments, transfersof funds, knowledge of both ADPICS and FAMIS

When, Why and How to use ADPICS and FAMISscreens for inquiry and data entry (or SFUSD,CCSF equivalent systems such as EIS, BPMSand other budget systems)


29

VI. Financial Analysis and Reports

Should be demonstrated in all assigned tasks.Financial analysis may include budget vs. actual,revenue vs. expenditures, current fiscal year vs. priorfiscal year, expenditures vs. recoveries, requestingvs. performing work orders, funding analysis, ratecalculations, etc.

Financial reports may include revenue andexpenditure reports, hiring plan, projections, costreports, claims for reimbursement, etc.


VII. General Ledger

Trial Balance of Special Revenue Fund Projects andGrants.

Subsidiary Accounts of General Ledger Accounts

Gifts, Trust and Agency Funds


30

VIII. Communication

Effective written communication through e-mail,memos, written presentations and reports.

Clear and effective oral communication

Oral presentations


IX. Federal and State Grant Reimbursement Process

Knowledge of process for requesting grants,submitting claims and documenting expenditures,including review of granting agency requirements,grant accounting principles and procedures.


31

X. Demonstrated Knowledge of Existing Legal

Authorities

Charter - cite authority for payment, etc

Codes - aware of Administrative Code sectionsspecific to employee organizations

State and federal laws as applicable to specificdepartment/assignments, Ordinances, budget,salary and appropriation ordinances, expenditurelimits, transfer process


XI. Demonstrated Ability using Personal Computers;

including Microsoft Word and Excel. Rating/Comments: Rating/Comments:

32

XII. Statement of Incompatible Activities:

Fully comply with the department’sStatement of Incompatible Activities asapproved by the Ethics Commission.Compliance includes, but is not limited to:Restrictions on Incompatible Activities;Restrictions on Use of City Resources, CityWork-Product and Prestige; and Prohibitionon Gifts for Assistance with City Services.


XIII. Use of City and County Resources for

Business Purposes Only

All City equipment, devices, and materials(i.e., photocopiers, telephones, computers,vehicles, stationery, fax machines, emailaccounts, etc.) must be used only forconducting City business.


33

XIV. DSW Preparedness:

Take all necessary steps to prepare yourselffor an emergency, in your capacity as aDisaster Service Worker; provide updatedpersonal contact information to yourdepartment so that you can be contacted in theevent of an emergency; report in and respondpromptly to instructions by the City and/or yourdepartment in the event of an emergency;participate in any drills or emergency exercisesas notified; and carry out disaster-related workassignments as required.


XV. DSW Training:

Complete DSW and Personal Preparednesstraining. Complete NIMS training as assigned.


34

XVI. Customer Service:

As a representative of the City, be efficient,professional, accountable, and courteous inyour interactions with the public, fellowemployees, and external business partners.


XVII. Attendance:

Regular and prompt attendance is required foryour job. All planned absences must berequested and approved in advance. Forillness, emergencies or other unplanned andunforeseeable absences, notify yoursupervisor as soon as possible, but no laterthan the beginning of the work day on the firstday of the absence


35

XVIII. Compliance with Rules, Policies and

Procedures:

Compliance with Rules, Policies andProcedures: Fully comply with all Departmentalrules, policies and procedures. Also complywith City rules and policies in the EmployeeHandbook including, but not limited to: Policyon Equal Employment Opportunity; Policy onEqual Opportunity and ReasonableAccommodation for Individuals withDisabilities; Policy Prohibiting Harassment;Policy Prohibiting Employee Violence in theWorkplace; Policy Regarding the Treatment ofCo-Workers and Members of the Public;Responsibility for Responding to and ReportingDiscrimination, Retaliation and Harassment;Reporting and Responding to WorkforceViolence; etc. .


36

1649 ACCOUNTANT INTERN 2016 WORKSHOP CHECKLIST

TOPIC COMPLETED DATE

1 Introduction to Financial Systems Yes No

2 FAMIS Accounting – Overview Yes No

3 FAMIS Purchasing – Intro & Blanket PO Yes No

4 FAMIS Purchasing – Direct PO & Requisition Yes No

5 FAMIS Purchasing - Accounts Payable Yes No

6 FAMIS Accounting - Accounts Payable Yes No

7 FAMIS Accounting - Cash Receipts Yes No

8 EIS Flexible Reports – Operating Yes No

9 EIS Flexible Reports – Encumbrance Yes No

10 Transaction Codes Yes No

11 Interdepartmental Services Yes No

12 Grants Yes No

13 Professional Service Contracts Yes No

14 Budget Process Yes No

15 Treasurer / Tax Collector Yes No

16 Civil Service Yes No

17 Board of Supervisors - Legislative Process Yes No

18 City Attorney Yes No

19 Payroll Yes No

20 Audits Yes No

21 CAFR Yes No

22 Office of Public Finance Overview Yes No

23 Presentation Workshop, Part 1 Yes No



Additional Departmental-specific information related to above training topics:

37

III. Overall Evaluation (up to this point in the program) The appraisal report on overall performance should include a consideration of all items in the Job

Description, Departmental policies and procedures, and the Performance Plan’s Key Objectives for the review period. Circle the appropriate number on the continuum.

1 2 3 4 5

Unacceptable Development Needed Competent & Effective Exceeds Standards Outstanding

The rater would accept this employee in his/her unit division permanently: (Please check one) ___Yes ___No If no, explain and

contact Controller’s Human Resources immediately:

Comments:

IV. Skills that need to be addressed during the next reporting period:

VI. Reporting Supervisor1. NAME, WORK ADDRESS 2. CLASS No. AND TITLE 4. CONFERENCE REPORT WITH (Manager's Signature)

3. DATE OF REPORT 5. SIGNATURE

VII. Employee's Statement

1. I AGREE WITH THIS REPORT. I DO NOT AGREE WITH THIS REPORT: SECT. ___ NO.__

I REQUEST A CONFERENCE WITH THE REVIEWER REBUTTAL ATTACHED.

2. DATE OF COUNSELING INTERVIEW

3. SIGNATURE CERTIFIES I HAVE READ REPORT

VIII. Mentor's Certification1. NAME, WORK ADDRESS 2. CLASS No. AND TITLE 4. DATE OF CONFERENCE / INITIALS OF THOSE PRESENT

I CERTIFY THAT I HAVE REVIEWED THIS REPORT

I HAVE TAKEN THE FOLLOWING ACTION:

6. SIGNATURE

1649 Accountant Intern Program

Resource Website Links

Subject Matter Web Site Resources

General Resources for the City and County

City's Official Web Site sfgov.org

City's Intranet Website From www.sfgov.org type in "intranet" in the address bar

and it should take you to the http://intranet/ website

Mayor’s Website http://sfmayor.org

Guidebook for New Department Heads and Senior http://sfgsa.org/index.aspx?page=4613

San Francisco Charter and Municipal

http://www.bixby.org/charter/charters/San%20Francisco.pd

http://www.amlegal.com/nxt/gateway.dll?f=templates&fn=d

efault.htm&vid=amlegal:sanfrancisco_ca

http://www.municode.com/Library/Library.aspx

Controller's Office Resources

Controller's Website http://www.sfcontroller.org/

Controller's Intranet Page http://famis.sfgov.org/controllerspolicies/

Controller's AOSD Home page http://sfcontroller.org/aosd

Controller's Accounting Guidelines and Procedures http://sfcontroller.org/index.aspx?page=437

Controller-Accounting, Purchasing, EIS, and Grants http://www.sfcontroller.org/index.aspx?page=452

EIS Financial Reporting Upgrade Project http://budget.sfgov.org/eis

Famis Web Login http://famisweb.sfgov.org/famisweb/

Paperless Pay Login

https://paperlesspay.talx.com/PreAuthenticated/EnterEmpl

oyerCode.aspx

Contracting Policies & Procedures including: http://www.amlegal.com/library/ca/sfrancisco.shtml

Local Business Enterprise and Non-Discrimination in

Contracting Ordinance

Payroll Procedures

Permit Fees and Occupancy Assessments

Financial Provisions

Municipal Codes-American Publishing Online Library

Human Rights Commission Information and

Architecture, Engineering, & Professional Services http://sf-hrc.org/index.aspx?page=73

Construction Contracts in Excess of $400,000

Requirements for General Services Contracts

Integrated Project Delivery Construction Contracts in

Excess of $400,000

Micro-LBE Set-Aside Architecture, Engineering,

Professional Services, & General Services Contracts

Micro-LBE Set-Aside Construction Contracts

City Budget Process

Guide to the Budget http://www.sfcontroller.org/Modules/ShowDocument.aspx?

documentid=184

Budget and Performance Measurement System http://budget.sfgov.org

About Municipal Government http://www.smartvoter.org/gtg/ca/state/overview/municipal.

html

38

http://sfmayor.org/

http://sfgsa.org/index.aspx?page=4613

http://www.bixby.org/charter/charters/San Francisco.pdf

http://www.amlegal.com/nxt/gateway.dll?f=templates&fn=default.htm&vid=amlegal:sanfrancisco_ca

http://www.amlegal.com/nxt/gateway.dll?f=templates&fn=default.htm&vid=amlegal:sanfrancisco_ca

http://www.municode.com/Library/Library.aspx

http://sfcontroller.org/aosd

http://www.sfcontroller.org/index.aspx?page=452

http://budget.sfgov.org/eis

http://famisweb.sfgov.org/famisweb/

https://paperlesspay.talx.com/PreAuthenticated/EnterEmployerCode.aspx

https://paperlesspay.talx.com/PreAuthenticated/EnterEmployerCode.aspx

http://www.amlegal.com/library/ca/sfrancisco.shtml

http://sf-hrc.org/index.aspx?page=73

http://www.sfcontroller.org/Modules/ShowDocument.aspx?documentid=184

http://www.sfcontroller.org/Modules/ShowDocument.aspx?documentid=184

http://budget.sfgov.org/

http://www.smartvoter.org/gtg/ca/state/overview/municipal.html

http://www.smartvoter.org/gtg/ca/state/overview/municipal.html

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