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POSITION ADJUSTMENT REQUEST 1—Oti2 No. /3g�
Date: 9/11/85
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Dept. No./ Copers
Department puhl is Works Budget Unit , �,, br`nr No. Agency No. 65
.M 6jaAction Requested: Study the position of Associate Real Property Agent oslt;nn no 65-274 to
properly classify the incumbent
Proposed Effective Date: ASAP
Explain why adjustment is needed: To properly classify incumbent who is working ata Senior
Real Property Agent level
Classification Questionnaire attached: Yes No []
Estimated cost of adjustment: $ ZAP°
Cost is within department's budget: Yes ® No []
If not within budget, use reverse side to explain how costs are to be fund
Department must initiate necessary appropriation adjustment.
Use additional sheets for further explanations or comments.
for D Otment Head
Personnel Department Recommendation
Date: May 22, 1986
Establish the class of Senior Real Property Agent and allocate to the Basic
Salary Schedule at level C5-1870 ($2946-3581). Reclassify person and position
(R. Frost, post. #65-274) of Associate. Real Property Agent at salary level
C5-1756 ($2629-3196) to Seniror Real Property Agent. Increase salary range of
Senior Real Property Agent to C5-1928 ;($3122-3795) effective 7/1/86.
Amend Resolution 71/17 establishing positions and resolutions allocating classes to the
Basic/Exempt Salary Schedule, as described above.
Effective: Zday following Board action.
C1
Date for Director ers nnel
County Administrator Recommendation
Date: SG
Ll Approve Recommendation of Director of Personnel
D Disapprove Recommendation of Director of Personnel
0 Other:
for unty Administrator
Board of Supervisors Action ,JUN 17 1986
Adjustment APPROVED/ on Phil Batchelor, Clerk of the Board of
JUN 17 1986 Supervisors and County Administrator
Date: By:
APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL/SALARY RESOLUTION AMENDMENT.
M347 6/82
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CONTRA COSTA COUNTY
C ASSMCMIGN QCW. ICNNAIRE
Roger H. Frost Public Works Department Real Property_
NAME DEPARTMENT DIVISION
Associate Real Property Agent Same 255 Glacier Drive, Martinez
OFFICIAL JOB CLASSIFICATION WDRKING JOB TITLE PLACE OF WORK AND ASSIGNED HOURS
TIME REQUIRED
DESCRIPTION OF WORK:
The standard County utilized classification questionnaire does not lend itself to
accurately describing the work I do. To allocate my time as requested in said
formate is meaningless for the most part, as my work assigrnments are so varied and
non-repetitive that it becomes almost nonsensical to qualify "time required". I can
make one allocation however, probably close to 95% of my work is non-supervised and
passed to me in such a format that I an responsible for its direction, control and
any intra/inter divisional or departmental coordination. I am also responsible for
the interpretation of work assignments, that is, being required to establish the
scope and nature of the work request.
I will attempt to show by example in this work description that the work I've done
for the last several years has been characterized by often a high degree of difficul-
ty, unique in format, certainly non-routine or, repetitive, and has required a great
deal of original thought and reliance on past work experiences in consummating the
particular tasks. I have also been required to represent the Real Property Division
in many meetings where the lowest position represented has been a division head.
Current Work Description:
1. As Real Property representative on the jail site assignment team, I have
had the main responsibility for locating a site for the proposed Detention
Facility. This has involved helping to select location parameters and working
closely with the C.A.O and Sheriff's offices, as well as the Architectural
Division. Site selection strategy has involved sensitive and cm vlex relation-
ships with both the process and the individuals involved. My work in this area
is being done basically independently of the Division I work out of.
2. I am working on an oil and gas leasing program which will allow the County to
process the leases that have been ignored in the past; working with the State
Land Commission to develop a cost effective approach that will minimize the
paperwork. The County currently has one oil/gas lease which was entered into
over 20 years ago. This will be a new procedure with same potential of generat-
ing revenues the County deserves.
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3. I have done a lot of work in setting up acquisition procedures and other
property related matters for the new Redevelopment Agency. A lot of this work
has been self initiated, as before the capable Agency Director was hired, this
was a going no-where program. Between myself and Paul Gavey, our Division was
in a large part responsible for getting things done when nothing else had
direction. _ A lot ! of my work in this area now originates directly from the
Agency Director.
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4. I do a lot of work;' for the Airport Manager with respect to property acquisition
and encumbrances. Most of this work was done in the past by either the Princi.pal
Real Property AGent or Supervising Real Property Agent. This work often
involves working with the F.A.A. in order to comply with their rather burdensome
requirements. Most of the Airport work is self-directed after work requests
are received from the Airport Manager.
5. Currently working with the C.A.O. to relocate the Family Stress Center, this
work is fairly political and I receive direction directly from the C.A.O.
Policies and procedures are established by consensus at the meetings I attend
on this and I both advise the C.A.O. and implement their decisions.
6. I an currently supervising and directing the work of two others in selling
County excess property. While I try to keep my involvement minimal, most time
is' spent in matters of clarifying County policies involved in procedures, and
identifying and solving potential problems before they became problems.
7. Another recent project is involved with the potential sale and relocation of
the Martinez animal control facility. This is involving myself, Animal Services,
Architectural Division, and the C.A.O. in coordinating a proposal to be made to
the interested purchasing party.
Going back in time, the variety and complexity of the work assignments I receive is
illustrated by the following projects:
1. The appraisal in 1984 of the County Library and County Administration Building
for the purpose of refinancing the County debt. This was a rush assignment
from the C.A.O. which resulted in an appraisal of $19,500,000 worth of property.
In various meetings, I had to justify this valuation to members of the Retirement
Board and the lending bank; the results of which was an additional #3,000,000
of lending capacity vital to the County at that time. Technically, the responsi-
bility for this work should have gone to either the Principal or Supervising
property agent in this Division.
2. The development and sale of the Blum Road Corporation yard was another project
I worked on in 84-85. Many meetings have been held on this and in most of the
early meetings I was the only non-Division head or higher position participat-
ing. The concept of developing the site as approved to a raw lana sale was in
fact jointly developed by Milton Kubicek and myself.
3. I developed the leasing concept for the Flood Control excess on Reliez Station
Road and under Kubicek's direction developed a four party lease and agreement
between the City of Lafayette, the County, Flood Control and Regional Parks for
use of the lands as a riding and staging area. This was a fairly complex
process and involved considerable coordination amongst the parties involved,
the bulk of which fell to me,
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4. Another fairly complex project I worked on in 84-85 was the sale of sand out of
an Oakley detention basin. This involved one of the few sales of personal
property ever handled by our Division and was further complicated by the fact
it was a two-year, project with certain protections built into the eventual
agreement in favr of the Flood Control District. The concept of someone
paying us to develop the basin arose out of a project I was given to clear this
same land of an orchard. It was determined at that time there was a market for
the sand and this led to a revenue situation as opposed to spending thousands
to excavate the basin. The conception, implementation and direction under
which the project progressed, were basically self directed.
5. To digress: In 1984 I was invited to a meeting of ,Public Works officials to
discuss how to pay $40,000 to the Pacheco Tann Council to remove "their"
library from County property. As a result of the information I brought to that
meeting, we paid $2,000 to the Town Council and they removed the building. To
make it more interesting, I was invited to the meeting because someone made a
mistake and invited the "wrong" Roger. The point I make here is the experience
and exposure that comes with time seems (self-serving!) to indicate that a
greater role than associate should be acknowledged.
6. A late 1984 project I worked on was a federally funded Appian Way project that
was going no where due to lack of direction in processing and the timing of
certain right of way related functions. While this job is now in the capable
hands of others in the Division, I at least got it authorized for commencement.
Again, experience and self direction got this rolling, as the basic planning
organization and control of the project were delegated to me with little
outside direction thereof.
7. Another 1984 project given to me and for which I had sole responsibility for
direction and control was the property exchange and improvement agreement for
the Pinole Animal Shelter. This involved working directly with one department
head, an assistant division head, and a developer to hammer out a rather
complex agreement. This was a first, with little direction given but with
satisfactory results, I hope.
8. In 1982-83 I also developed two leases for communication sites. This involved
working with the Sheriff's Department and Lease Management to develop the first
two 99 year leases the County has entered into. Because of the long term
nature of the commitment, both leases were very complex and the greater portion
of both were my doing. Top officials of the C.A.O. , Planning Department, and
County Counsel were all involved at one time or other with Real Property being
the basic coordinator. . .to make it worse one of the nastiest lawyers in Contra
Costa County represented both owners; fortunately we both liked to fish.
9. Another 1984 project that was very important to the County was the sale-leaseback
of the Lafayette Corporation yard, another first of sorts that involved some
sensitive P. R. work.
10. In 1983-84, I was assigned to work with the Assistant Fire Chief of Consolidated
to review and evaluate for purchase/disposal some 30 existing and potential
fire station sites. I essentially self-directed this study, which was to be
used as the basis for a future realignment of station location, and for their
budgeting process. All reports were sent directly to the Fire District without
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:review in Division.
11. Over the last several years I have been asked to complete several complex
appraisals, the results of which dictated the direction of capitol project
acquisitions. These were not "copy jobs" but original works ranging in one
case of a $1,000,000+ property on Aspen Way to $5-6 million dollar for the
Walnut Creek Court complex, to a leasehold interest valuation of the Buchanan
Field Golf Course - the latter valuation leading to abandonment of the
ill-advised push to buy them out.
As I go over past timesheets, what stands out is all the "odd-ball" transactions and
situaL"ions I've been asked to face, not a lot of which were routine, and a lot of
which were either complex, sensitive, or both. Most of these were handled with
little or no direction and no large amount of any superior's time has been spent
giving either general or specific instructions/directions.
The basic difference between my level of work for the last several years and what is
called for in the associate specs is the degree of difficulty in the project assign-
ments; the ccxnplexity/sensitivity of various projects; and the originality in both
the work situations and the thinking necessary to resolve these situations. Also
prevalent is a large amount of time dealing with outside divisions, departments. and
the C.A.O. 's Office.
Last but not least, in mid-1981 I was given two days notice that I was to run the
Division for the next three weeks, due to a vacation by one supervisor and illness
of the other. This was done along with their work and mine, and since I was never
thanked or complained to, I assume the work was done properly. (This was prior to
Paul Gavey being made division head)
I believe I am being fairly objective in stating that a good deal of what I do and
have done in this Division over the last several years has transgressed into the
responsibilities of both the Principal and Supervising Real Property Agents and
beyond.
RF:ama
FrostClassQuest.t9
(September 11, 1985)
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D R A F T Proposed Salary: C5-1852 ($2894-3518)
Contra Costa County June 1986
SENIOR REAL PROPERTY AGENT
DEFINITION:
Under general direction to appraise, acquire, exchange, manage,
lease, rent or sell real property or property rights for public use and
improvement projects involving the most complex and responsible transactions;
to obtain, analyze and use a variety of data related to property use, value,
location and other aspects of real property or lease management; and to per-
form other related work as required.
DISTINGUISHING CHARACTERISTICS:
This class performs the highest level of non-supervisory technical
real property or lease management work in the Real Property Division of the
Public Works Department or the Lease Management Division of the General Services
Department. It receives broad program direction from the Principal Real Property
Agent or Lease Manager in the conduct of complex real property or lease manage-
ment matters involving questions of policy which have departmental or County-wide
implications not found at lower levels. An essential characteristic of this
class is the complex and sensitive nature of projects undertaken which demand
of the incumbent the highest degree of discretion, technical knowledge, initiative
and judgement. On occasion a Senior Real Property Agent may receive
direction from a representative of the County Administrator's Office.
this classification is not flexibly staffed because work at this level
of complexity is not assigned to more than. one position within a division.
This class is distinguished from the journey level class of Associate
Real Property Agent by work elements including complexity of negotiations, legal
and political implications, public relations and considerations and monetary
value. An incumbent in this classificaton provides technical advice and direct-
ion to other staff and consultants.
TYPICAL TASKS:
Performs the most complex and unique appraisals, negotiations, or
lease management projects; reviews appraisals conducted by professional fee
appraisers; conducts site locations for major buildings and building complexes;
reviews, evaluates and develops long term purchase, disposal , or Teasing pro-
rams for existing and potential building sites; manages the most complex real
property or lease management projects to include activities such as review of
construction or remodeling plans, determination and application of related laws,
guidelines or regulations, estimation of costs, preparation of contracts or
lease agreements, condemnation procedures and preparation of specifications,
deeds or other documents; provides lead direction and technical assistance to
subordinate personnel ; prepares written reports and correspondence and makes
presentations at public meetings or to the Board of Supervisors.
MINIMUM QUALIFICATIONS:
Education: Possession of a baccalaureate degree from an accredited
college or university with a major in real estate or possession of a baccalaureate
degree and successful completion of courses approved by the appointing authority
in the following subjects: 1) Principles of Real Estate Acquisition;
2) Communications in Real Estate acquisition; 3) Real Estate Appraisal ; and
4) any five of the following courses: Real Estate Finance, Real Estate Econo-
mics, Advanced Communications Course, Advanced Appraisal , Supervision and
Management, Property Management, Legal Aspects of Real Estate, Business Law
and Relocation Assistance, or equivalent courses approved by the appointing
authority.
Experience: Four years of full-time or its equivalent experience
in the appraisal and negotiation for the acquisition of real property for
public use, and/or negotiating for leasing and management of properties for
public use. One year of qualifying experience must have been at the level
of Associate Real Property Agent in Contra Costa County or its equivalent.
Substitution of Experience for Education: Additional experience
as identified in the experience requirement may be substituted for up to two
years of the required education on a year-for-year basis but no substitution
is allowed for the required course work.
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KNOWLEDGES, SKILLS AND ABILITIES:
Knowledge of accepted principles and practices of appraising and
negotiating for real property, property rights or leased property; laws and
legal procedures pertaining to real property or lease management; data collect-
ion, research and analysis. Ability to read and interpret right-of-way,
engineering construction or remodeling plans, related laws, deeds, leases,
contracts and applicable regulations; prepare clear and concise property descript-
ions and reports for real property or lease management; prepare appraisals for
real property transactions or market and investment analyses for lease management
transactions; interact on a professional basis with attorneys, engineers,
architects, property owners, leassees and others; analyze complex real property
or lease management situations, evaluate different courses of action, and make
a recommendation on the most appropriate course of action based on technical
expertise and problem solving techniques; successfully interact with personnel
at all organizational levels of government, non-profit private agencies, and
private industry and with members of the general public; to effectively initiate,
negotiate and complete real property or lease management transactions and related
matters; provide technical direction to other staff and consultants; work in-
dependently or as a member of a team.
Class Code:
7
3
cc: HDC, 58, WGR, WPH, EK, Safety
Departmental Approval
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Departmental Approval
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Departmental Approval
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Personnel Department Approval
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