MANAGEMENT
MENTORSHIP
PROGRAM
For Gila River Indian Community Members
Overview
To participate in the economic growth of the Gila River Indian Community (GRIC) and to provide employment opportunities for enrolled members of the Tribe (“Tribal Members” or “Members”), the GRICUA Management Mentorship Program (“GMMP” or “Program” or “Mentorship Program”) has been created to build upon community development initiatives. The Mentorship Program will provide access to professional development opportunities to support the successful transition of Tribal Members into senior management level positions within the Tribe’s wholly-owned business entity, the Gila River Indian Community Utility Authority (GRICUA).
The Program is designed to support the transition of Tribal Members into upper-level management positions currently held by non-Member employees. This program, by design, is structured, intensive, and tailored to build skills, knowledge, and networks pertinent to the industry depending on the varying education and experience of the candidate. Tribal electric distribution utilities are unique organizations, Tribal-owned, with a focus on delivering reliable, safe, cost-effective electricity to Tribal communities. The General Manager and other executive management roles demand a blend of technical understanding, leadership, financial acumen, regulatory knowledge, and community engagement.
The following is a summary of the Program. However, this written summary and the Program itself may be modified from time to time, in GRICUA’s sole discretion without prior advance oral and/or written notice to any participants, and such participants shall, be bound by the terms of the modified Program summary. Further, such modification shall not constitute a breach of any employment agreement that refers to or involves the Program.
MENTORSHIP PROGRAM
Program Summary:
This Program is designed to support the transition of Tribal Members into upper-level management positions currently held by non-Member employees.
Successful Tribal Member candidates (“Participants” or “Mentees”) would begin the Mentorship Program by working for one (1) year completing the GRICUA Technical Training Program (TTP). After completion of the TTP, a Development Work Plan will be created based on the successful candidates’ current education, skills, and experience. Such plan identifies development activities and competency measurements to address gaps in qualifications and or knowledge as identified in the job description and GMMP Training Tables below.
| Level | Program Length |
|---|---|
| Supervisor / Manager | 2 - 5 years |
| Assistant Director / Director | 6 - 7 years |
| Assistant GM / GM | 8 - 10 years |
Years 2 – 5 will include approximately one year each in learning Utility Line Work, Utility Operations, Utility Engineering, and Finance. Human Resource training to be mixed in at appropriate times to round things out. When appropriate and applicable, candidate may serve as a Supervisor, Assistant Manager, or Manager. Specific training is outlined in the training tables below. Candidate may be encouraged to complete additional college level coursework in engineering, business administration, or accounting.
Years 6 – 7 will include Director / Assistant Director tasks in Operations, Engineering, or Finance. This will further refine the skills obtained during years 2 – 5, but include direct responsibility and accountability for managed projects and departments. Candidate may be encouraged to complete additional advanced college level coursework such as an MBA.
Years 8 – 10 are considered the Capstone of the Program. Candidate will be asked to complete the NRECA Management Intern Program (MIP) which includes management of a capstone project. Training will be more focused on power supply, transmission, and executive management roles and responsibilities. Candidate may be asked to represent GRICUA as Director or Assistant Director of the various external organizations to which GRICUA belongs.
NOTE: These timeframes are intended as guidelines only. The timeframes set forth above may be shortened or extended by recommendation of the General Manager and final approval by the Board of Directors.
Under the Program, the completion of a post-secondary degree may be required. In such cases, GRICUA will work to provide the necessary resources in compliance with company policy, up to and including certain time from work and tuition reimbursement based on achieving minimum grade-point standards.
Development Work Plan:
Creation of the Development Work Plan:
- Functional areas for the position are identified based on the duties, responsibilities, and qualifications as outlined in the position description.
- Function areas are expanded to include specific areas of competency such as those listed in the GMMP Training Tables.
- Knowledge, skills, abilities that are required to demonstrate each competency are established.
- Activities and actions to provide learning and practice opportunities for the employee are assigned for each evaluation cycle (i.e. job shadowing, registration in courses / certifications / seminars, assignment of projects, tasks, etc.)
- Activities and actions for which the employee will be measured in regards to the level of competency he/she has achieved in each area are assigned (i.e. tests, successful course completion, attainment of certification, project results, etc.)
Development criteria are as follows:
- Knowledge: Specific body(s) of information required to gain / maintain competency
- Skills & Abilities: Specific intellectual and/or technical capabilities necessary to demonstrate competency.
- Development Resources
- Specific information and activities identified for the employee to facilitate the development of the skills / abilities necessary to be proficient in the competency area (i.e. projects, formal training, on the-job training, etc.)
- Competency Measurement: Specific tools and / or activities for which the level of proficiency in the competency area can be measured (i.e. outcome of assigned projects, presentations, tests, etc.)
Training Tables:
Utility Training - Line Work
- Safety - Line work
- Groundman
- Apprentice Program
- Overhead (OH) Line Work
- Underground (OH) Line Work
Utility Training - Operations
- Safety - Operations
- Metering / AMI
- Locating
- Warehouse
- Purchasing
- GIS
- SCADA
- Solar Tech
- Substation Maintenance
- Outage Management Systems (OMS)
- Work Order Management
- Security / IT / Network
- Vegetation Management (VM)
- Easements / Rights of Way
- Surveying / COC / LUAR
Utility Training - Engineering
- Safety - design standards
- Staking
- Permits
- Distribution Design
- Transmission Planning
- System Modeling
- Outage / Circuit Analysis
- System Reliability
- Protective Device Coordination
- System Impact Studies
- Facilities Studies
- Generation Interconnection
Utility Training - Finance
- Load Forecasting
- Enterprise Software Management - Meridian Insurance
- Financial Institutions
- Accounting
- Billing Administration
- Budgeting / Budgetary Controls
- Accounts Payable
- Reconciliation
- Audits / Fraud Controls
- Customer Service
- Rate Design
Utility Training - Human Resources
- Policies & Procedures
- Benefits Administration / Coordination
- Hiring / On-Boarding
- Disciplinary Policies & Practices
- Employee Training Records
- Youth Programs - STEAAAM / WYT / Intern Communication - Newsletter
- Communication - Website
- Communication - Social Media
Utility Training - Transmission Power and Supply
- Southwest Public Power Association (SPPA) Western Area Power Administration (WAPA) AZ G&T (AEPCO)
- Balancing Authorities
- Transmission Providers and Contracts
- Energy Markets - Electricity
- Energy Markets - Natural Gas
- Energy Markets - Propane
- FERC & NERC Compliance
- Resource Planning
- Natural Gas Hedging
Utility Training - Executive Management Board/Committee/Council Relationships
- External Utility Relationships
- Strategic Planning
- SPPA Director Responsibilities
- GCSECA Director Responsibilities
- NRECA Voting Member Responsibilities CFC Voting Member Responsibilities
Candidate Requirements
| Entry Level | Supervisor / Manager | Director / Assistant Director | Executive / Assistant General Manager |
|---|---|---|---|
| Enrolled GRIC Member Satisfactory employment screen Successful interview Willingness to be enrolled in GRICUA TTP for minimum 12 months |
All of previous level requirements Satisfactory attendanceCompletion of TTP (internal) Willingness to be enrolled in GRICUA TTP (external) Discipline free for a minimum of 12 months (internal) Verifiable Supervisor / Manager level work experience |
All of previous level requirements Willingness to be enrolled in GRICUA TTP (external) Discipline free for a minimum of 18 months (internal) Verifiable Director / Assistant Director level work experience |
All of previous level requirements Discipline free for a minimum of 24 months (internal) Completion of GMMP Development Plan Willingness to be enrolled in NRECA Management Intern Program (MIP) 10 years of electric distribution utility experience (external) |
Compensation:
Every position is assigned a salary range. Mentees are paid up to 20% less than starting pay range for the position. To offset any substantial decrease in a Participant's current salary at GRICUA (if already employed at GRICUA), at the discretion of General Manager, a Participant's starting salary may be between the MIN and MID range of the position.
Upon successful completion of the Program, the Mentee is paid between the minimum and midpoint of the position range.
If applicable, the Mentee may receive an additional pay increase when the employee assumes full time status once the non-Member employee retires, resigns, or vacates his/her position.
Mentees are not eligible for merit increases until he/she successfully completes the requirement of the Development Work Plan, but will be eligible for Cost of Living increases.
Mentor Roles and Responsibilities
The Mentor is a member of the supervisory/management team in the department for which the employee has been selected for participation in the Mentorship Program. The General Manager will determine the choice of Mentor. Mentors are not paid additional monies for their mentorship duties, unless otherwise outlined in an employment agreement.
The Mentor provides career-advancing skills to guide the Mentee in positioning and presenting themselves in a manner which results in professional development. Specifically, the Mentor is responsible for providing counseling and guidance to the Mentee to enhance:
- Mentee performance excellence
- Mentee self-confidence
- Organizational performance and leadership
- Organizational communication
- Creativity and idea exposure
- Development of a cooperative and productive, service oriented, environment
By providing feedback in such areas as job performance, relationships, technical information and expectations, the Mentor passes on lessons learned throughout his/her career.
If the Mentor determines the need to make changes to the Development Work Plan during an evaluation period, all requests must be submitted in writing with accompanying rationale to the General Manager.
Note: Depending on the nature of the Mentee’s position, additional Mentors within GRICUA may be assigned throughout the course of the Mentee’s participation in the Program.
Mentee Roles and Responsibilities
The Mentee is the driving force behind the Mentorship Program. The Development Work Plan is tailored to meet the specific requirements and qualifications of the mentorship position. The Mentee may be at various stages in his or her career development, from entry level to highly experienced. However, specific qualities identified as being critical to success within the Program include:
- Genuine interest in professional and personal growth
- Open and receptive to feedback and coaching
- Commitment to learning
- Self-management skills
It is the Mentee’s responsibility to promptly communicate to his/her Mentor any challenges or difficulties that may impact his/her ability to successfully meet the Development Work Plan requirements during any given evaluation period.
All requests to modify the Development Work Plan during an evaluation period must be submitted in writing with accompanying rationale, and approved by the General Manager.
Success will be determined by the scheduled evaluation for the position level.
Coaching and Evaluation
Participants’ progress toward completing the requirements of the Development Work Plan will be assessed regularly to ensure he/she receives ample feedback and coaching prior to evaluation.
Review schedules are as follows:
| Level | Progress Assessment | Performance Evaluation |
|---|---|---|
| Entry | Monthly | Not less than semi-annually |
| Supervisor/ Manager |
Monthly | Not less than semi-annually |
| Director | Monthly | Not less than semi-annually |
| Executive | Monthly | Quarterly verbal, written every 6 months, annual meeting with Board of Directors |
Program Completion
Program Disqualification:
The determination to remove a Participant from the Mentorship Program may be deemed necessary due to:
- Performance
- Disciplinary action resulting from violation(s) of GRICUA’s Policies and Procedures;
- Unsatisfactory attendance;
- Repeated failure to complete Program Development Plan criteria as scheduled; or
- Failure to complete education/certification requirements during established timeline.
- Suitability
- All efforts will be made at the point of hire to ensure selected candidates possess the skills and aptitude to successfully complete program requirements, which may include pre and post testing/assessment. However, it may be identified by the Participant and/or the Mentor that the Participant is not suitable for the position. Evidence of non-suitability may include:
- Repeated technical errors which are critical to success within the position (despite training and coaching); or
- Repeated demonstration of inability to make sound managerial decisions and / or perform core tasks required of the position.
Disqualification Process:
Step 1 – Notice
Upon the first unsatisfactory evaluation or the issuance of disciplinary action, the Participant will be given written notice that he / she is at risk of being removed from the Program. Specific areas of concern and corrective measures with reasonable timelines will be outlined in writing and presented to the Participant.
Step 2a – Disqualified Review
If the Participant fails to correct deficiencies identified in Step 1, or he / she has received two consecutive evaluations ratings of unsatisfactory or is in serious violation of GRICUA Policy & Procedures, the Participant’s continuation in the Program will be reviewed and decided upon by the General Manager and the Board.
Step 2b – Final Notice
If it has been identified during Step 2a that extenuating circumstances exist for which the decision making body determines continuation in the Program is warranted, the Participant may be placed on final written notice. Specific areas of concern and corrective measures with reasonable timelines will be outlined in writing and presented to the Participant.
Step 3 – Removal
- In cases where a Participant is removed from the Program for performance reasons, employment at GRICUA will be immediately terminated.
- Due to the specialized nature of the position, GRICUA Disciplinary Grievance Policy and Procedures do not apply to this position.
- Terminated employees will be required to return all GRICUA property in their possession prior to their final paycheck being released.
