HomeMy WebLinkAboutResolutions - 1982.03.17 - 13740Miscellaneous Resolution 8,2055 March 4, 1982
PLANNING & BUILDING COMMITTEE-Anne M. Hobart, Chairperson
REO ROAN !ZAPO N OF PROPERTY MANAGEMENT
TO THE OAKLAND COUNTY BOARD OF COMMISSIONERS
Mr, Chairperson, Ladies and Gentlemen:
WHEREAS, the Board of Commissioners by Miscellaneous Resolution #8140I,
dated December 3, 1981, instructed the County Executive to report back to the Board on
further consolidation of the Property Management Division with the Right-of-Way unit of
the Drain Commissioner; and
WHEREAS, five staff members of the Right-of-Way unit have been working on
property management ma tters since July 1, 1981, and a report has been submitted to the
Planning and Building Committee on work accomplished and experience gained during the
intervening period; and
WHEREAS, the aforementioned five positions have been funded only through
March 31, 1982; and
WHEREAS, the future staffing patterns and organization of the Property
Management Division will be determinant of the need for Right-of-Way personnel; and
WHEREAS, a reorganization of the Property Management Division has been
presented with identification of primary responsibilities and activities with staffing pattern.
NOW THEREFORE BE IT RESOLVED that the Oakland County Board of Commissioners
approve reorganization D f Property Management to add three positions as outlined in the
proposal dated February 25, 1982,
Mr. Chairperson, on behalf of the Planning and Building Committee, I move
the adoption of the foregoing resolution.
PLANNING & BUILD IN G CD MMITTEE
Anne M. Hobart, Chairperson
BY:
RE:
REPORT March 18, 1982
BY: PERSONNEL COMMITTEE - John J. McDonald, Chairperson
IN RE: MISCELLANEOUS RESOLUTION 1182055, REORGANIZATION OF PROPERTY MANAGEMENT
TO THE OAKLAND COUNTY BOARD OF COMMISSIONERS
Mr. Chairperson, Ladies and Gentlemen:
The Personnel Committee, having reviewed Miscellaneous Resolution
#82055, reports with the recommendation that the resolution be adopted with
the following amendments necessary to its implementation:
1. To create the classification of Property Management Supervisor
with the following salary range:
BASE 1 YEAR 2 YEAR 3 YEAR 4 YEAR 0/T
23,321 24,382 25,443 26,503 27,563 Reg.
2. To create the classification of Property Management Technician II
with the following salary range:
BASE 1 YEAR 2 YEAR 3 YEAR 0/T
20,192 21,203 22,212 23,220 Reg.
3. To create the classification of Property Management Technician I
with the following salary range:
BASE 1 YEAR 2 YEAR 3 YEAR 4 YEAR 0/T
17,135 17,652 18,168 18,686 19,200 Reg.
4. To establish one (1) budgeted Property Management Supervisor
position and
5. Two (2) budgeted Property Management Technician II positions
in the Property Management unit of the Community Development
and Property Management Division, Department of Public Works.
6. To reclassify one (1) existing Community Development Technician II
position to Property Management Technician II within the same
unit,
Mr. Chairperson, on behalf of the Personnel Committee, I move the
acceptance of the foregoing report.
PERSONNEL COMMITTEE
PROPOSED REORGANIZATION
OF
PROPERTY MANAGEMENT
Report to Planning and Building Committee
February 25, 1982
BACKGROUND
Over the years property management functions were carried out in an
uncoordinated manner because County government was small and departments had
a variety of assignments. As responsibilities in this area increased, more
of the work was given to the Indigent Housing Section of the County Welfare
Department which was responsible for locating housing for the indigent. At
one point in time the County owned more than 100 homes which were used for
this purpose. When this responsibility was transferred to the State of Michigan,
the employees were also transferred. The County subsequently proceeded to dis-
pose of its homes and today only two such homes remain in County ownership.
It is also important to note that the home counseling aspect of Property
Management came out of that past.
In early 1970 when the State prevailed upon the County to assume the
indigent housing assignment, the Housing and Real Estate Section was organized
with a single person doing this work. In 1975 only a skeleton force was available
to handle an increasing number of requests by departments for assistance in prop-
erty related work. Easements were needed and family and business relocation
obligations were an increasing burden together with leases needed for expanding
and changing departments. At this time the newly created HUD directed Community
Development Block Grant Program was assigned : to this skeleton force. This program
grew from a modest $954,000 Federal allocation to $5,256,000 today, For a time
both responsibilities lacked adequate staffing until Community Development re-
organized in 1977.
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In an effort: to strengthen the property management aspect of the joint
operation, five persons were transferred from the Right-of-Way-Section of the
Drain Commissioner on July 1, 1981. These persons became available because of
a decrease in workload at the Drain Commission due to a reduction in the number
of easements needed for large projects. Inasmuch as easement work is related
to properties and workers are familiar with terms, documents and laws pertaining
to land transactions, it was believed the transition from one assignment to
the other would be accomplished in a brief time This transfer would then make
it possible to carry out property management assignments which have been left
undone.
PROPERTY NANAGENENT OPERATIONS PRIOR TO JULY I, 1981
Property Management operations were closely integrated with the Community
Development program in the period between July 1, 1975 and July 1, 1981 because
of the interdependence of staff members working in the two programs. When the
workload was heavy in Property Management, administrative and clerical staff
could be diverted to that section to prepare formal documents, resolve landlord-
tenant problems or take care of related matters. Similar assistance was also
available to Community Development during peak periods represented by preparation
of Federal applications and reports. •
The 1981 County Budget included salary and fringe benefit costs for the
following staff members in Property Management:
Percent of Time -Classification
10% Manager, Community Development
10% Manager, Housing Property Mgmt. Opr.
1007 Community Development Technician II
507 Office Leader
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The flexibility provided by the joint operation made it possible for
the Property Management section to meet priority and emergency situations but
most of the general responsibilities which needed doing were often left undone.
Decisions and recommendations were made in response to specific requests but
initiatives by the section without this impetus were not the general rule.
One of the important functions of Property Management which often was
postponed when higher priority work was introduced was that of home counseling.
Referrals which were made to this section by the Department of Housing and
Urban Development, Department of Social Services and other social agencies
were adjusted to fit into the time available to the staff.
PROPERTY MANAGEMENT AFTER CONSOLIDATION WITH RIGHT-OF-WAY
On July 1, 1981, five members remaining on the Right-of-Way Unit of the
Drain Commissioner were transferred to Property Management to increase staff
resources to do the general routine work and serve as a more stable base fo.':
the operation, Integration of this staff into Property Management operatials
was accomplished with relative ease because staff members had occasion in the
past to work together on easements, relocation -obligationa and drainage projects
carried out in the County.
With the addition of the Right-of-Way Personnel and anticipating the
additional production this promised, Community Development staff time was re-
duced. On July 1, 1981 staffing of Property Management was as follows:
Percent of Time . Classification
5% Manager, Community Development
100% Community Development Technician 11
50% Office Leader
100% Chief Right-of-Way
100% Right-of-Way Technician
100% (3) Senior Right-of-Way Agent
-3-,
During the first six months after the departmental consolidation, a
number of neglected assignments were undertaken. Procedures for the depart-
ment were developed, an inventory of County owned properties initiated and
consideration and recommendations made on transferring title to and from the
County on various properties. These activities were being carried out at the
same time a residual group of easements from the Drain Commissioner was being.
obtained and routine work of Property Management was being effectively handled.
PROPOSED REORGANIZATION
At the time transfer was made of Right-of-Way personnel to Property
Management, it was anticipated that there would be a continued, but on a lesser
scale, need for easement acquisitions on behalf of the Drain Commission and the
Department of Sewer, Water and Solid Waste. This need has not been experienced
over the past seven months and the easement: wark has been generally the carry-
over from past projects and court preparation and appearance on condemnation
cases. Because of this drop in anticipated easement workload, the proposed
reorganization reflects a reduction in staff.
Percent of Time Classification
,5% Manager, Community Development
100% Community Development Technician
50% Office Leader
100% Chief Right-of-Way
100% Right-of-Way Technician
100% Senior Right-of-Way Agent
(If the proposed reorganization is approved , appropriate job classifications
and salary range will be developed in cooperation with the Personnel Department.)
The proposed reorganization anticipates continued assistance from Community
Development staff at peak periods with compensating assistance from Property
Management at other times. It also continues with reporting responsibilities
-4-
to the Manager of Community Development. It has an organizational structuTe
which reflects the primary areas of responsibility of:
1, Property Search and Title
2, Property Inventory
3. Property Transactions and Home Counseling
(An organizational chart identifying the proposed reorganization is inclu-
ded as an exhibit.)
T.E.4222,r_Ly Search and Title Section has served a number of County departments
but has been of particular value to the Drain Commissioner and the housing re-
habilitation program of Community Development. It has generated income for the
Department and under usual circumstances would be more than self-supporting.
Activities of the section are:
I. Search County records for ownership, location, tax status on
property.
2. Search liens, divorce status and pertinent personal information
related to property.
3. Review wills and judgements pertaining to property,
4. Identify, select and order documents which respond to request on
property.
5. Prepare and submit invoice for billing for services rendered.
Property Inventory Section is a formalization of a function that has been
done in piecemeal fashion. All requests from outside parties for information
on availability of properties, specifics on location and current and proposed
use will be the responsibility of this section. It will serve as the central
informational storage area of County properties including working records of
the County cemetery. Functions of this section include:
1. Develop and maintain a file on each piece of County owned property.
2. Inspect and monitor use of vacant property and respond to complaints
from general public on such property.
3. Recommend highest and best use of property to proper officials.
4. Provide information to other County eepartments and public on use
of property.
5. Appraise property for internal use and for other purposes as deter-
mined by the Board of Commissioners.
6. Serve as an informational center for matters pertaining to County
cemetery.
7. Submit periodic reports on status of property,
Property Transaction and Home Counseling is a multipurpose section which
carries responsibility for a variety of property matters which can consume an
inordinate amount of time or have little or no need for staff time from one year
to another. Examples of this situation would be securing a lease for a district
court facility, purchase of a landfill, or complete the sale of a large parcel
of property.
The responsibilities include acquiring or granting of easements, real
property acquisition or sales, property leasing for County purposes, management
of County owned buildings, and home counseling. Because of the multiplicity
of assignments inherent in the above responsibilities, many of the duties
fall to the Supervisor of Property Management.
This secticn will require a person with versatility in real estate an
property management affairs. Staffing by a single person as proposed is predi-
cated upon a very occasional request for easements and the present level of
activity in the other areas. Functions of this section include:
1. Negotiation with landlords for facilities or property required for
County purposes.
2. Arrange for the sale or acquisitiOn of property through current real
estate sales techniques or through other parties.
3. Prepare, negotiate and recommend granting or obtaining easements for
County purposes.
4. Meet with property, owners and resolve problems connected with occupancy
of leased buildings by County departments.
5. Resolve differences and problems connected with lease of County build-
inga by outside parties.
-6-
6. Arrange for rental and general maintenance of homes owned by the
County and rented to outside parties,
7. Provide counseling to persons seeking assistance in locating suit-
able housing, threatened by foreclosure or otherwise experiencing
problems in the area of housing.
8. Follow-up and reporting on HUD referrals on payment, delinquencies
and tenant complaints.
9. Review and report on eligibility for housing assistance payments as
requested by the Michigan Department of Social Services.
10. Prepare and submit periodic reports as required by HUD,
FINANCIAL IMPLICATIONS
Prior to consolidation with Right-of-Way, reimbursement for services
rendered to other County departments or outside governmental units was not
sought by Property Management. The department was viewed principally in a
staff relationship to other departments and: provided its expertise much in the
same manner as services are rendered by the Civil Counsel,
On January 1, 1981 the County budgeted the following for operation of
Property Management with staffing shown on Page 2 of this report:
Salaries $39,105
• Fringe Benefits 9,095
Operating Expense 10,892
$59,092
The 1982 proposed budget based on existing staffing patterns after trans-
fer of the Right-of-Way unit as shown on Page 2 was projected to be:
Salaries $160,732
Fringe Benefits 48,729
Operating Expense 56,378
$265,839
Less Anticipated Revenue -66,000
$199,839
It is expected that the proposed reorganization will reduce the cost of
Salaries and Fringe Benefits by $59,799 and Operating Costs by $7,500. However,
we would anticipate a substantial reduction in revenues because much of the
anticipated revenue would be from easement work performed for the Drain
Commission. A preliminary budget based upon current salaries is expected
to be:
Salaries $112,693
Fringe Benefits 36,969
Operatmg Expense 48;878
$198,540
Less Anticipated Revenue -46,000
$15,540
OTHER CONSIDERATIONS
It is quite likely that there will be increasing demands for increased
capacity in property management affairs, As more responsibilities fall to
local governments, such as a State recommendation that local Community Men'78.1
Health Boards become more involved with the lease arrangements for specialized
residential homes, it is likely the demand for assistance from other departments
will grow. The availability of specialized and experienced persons available
to work in this area will be of great benefit to the County. The Right-of-Way
personnel currently working in Property Management represent more than 90 years
combined County work experience.
MANAGER
COMMUNITY DEVELOPMENT
AND
PROPERTY MANAGEMENT
PROPERTY SEARCH
AND TITLE SECTION
• PROPERTY INVENTORY
SECTION
COUNTY
EXECUTIVE
DIRECTOR
DEPARTMENT
OF PUBLIC WORKS
-
BY FINANCE COY,XITTEE,- G. WILLIAM CADDET,L, CTTPEF.;O:N
IN RE: r.',ISCELLT.--.NEOUS RESOLUTION 982055, REORGANIZATION OF PROPERTY
MANAGEYENT-
TO THE OAKLAND COUNTY BOARD OF COISSIONES
Mr. Chairperson, Ladies and Gentlemenq
Pursuant to Rule NI-C of this Board, the Finance Committee has re-
viewed Miscellaneous Resolution 4:432055 and .finds the Property Man.a(3eent
Reorganization to be effective April 1, 1982. It is estimated the cost of •
said reorganization will be $86,968 for the remainder of 1982 as detailed
in the attached chedules. The Finance Committee finds $66,896 available in the
1982 Contingency Account for salary and operating' cost and $20,072 in the 1982.
Fringe Benefit. Adjustment Account for associated fringe benefit costs.
Further, the Board of Commissioners appropriates- $66,896 from the 1982
Contingency Account and $20,072 from the 192 Fringe Benefit Adjustment.
Account and transfers said funds to the app.7priate line-items in. the 1982
Property Management Budget as follows
Appropriation
44-1 -0100-;146-01-00-1 001 - Salaries-Regular $'40,094
-1003 -Holiday 2,346
-1005 -Annual Leave 3,127
-1007 -Holiday Comp. 223
-1008 -Sick, Leave 1,732
-1015 -Service Increment 4,884
-1017 -Other Sick Leave 168
-1019 -Workers' Comp. 112
-1020 -Death Leave 56 •
-2075 Fringe Benefits-Workers' Comp. 923
-2076 -Group Life 467
-2077 , -Retirement 8,965
-2078 ., -Hospitalization 4,517
-.f-2079 ..' .'.',. , '..- -Social_Sequrity .: _ 4,069
-20E30 - - ,-- ----'-'. ':' ---- -Dental ,- 5-65
208.1 , .:.. .. --. ' ', -DiSabdlity -- 7: - : :- 119 .
'-'2U2'. - _ ., - p t 447 .Unemloymen ' - '
. . ... _
73278 - .--: Communications - _-_.- , --. L - ,._.,: 1,080
-3291 Copier Rental 515
-3340 Equiry7ent Rental 225
-3514 1-:,-,nerships, Dues & publications 112
-3746 Transportation 2,970
-4898 Office Supplies 1,252
990-02-00-9990 Contingency (66,896)
995-02-00-9995 Fringe Benefit Adjustment (20,072)
'-0--
COMMITTEE VOTE:
Ayes: Caddell, Cogney, Hobart, Moffitt, Page, GosPrig
Nays: Lanni, Perirv-iff, Pernick, Fortino, Dorn FINANCE C=TTTZ,7 Absent: Peterson
Motion cared,
(88,927)
$ 68,551
— 5 49565
(23,049)
$ 26,516 .
$60,742*
- ' - $20-;072
$20,072*
(88,927)
$129,293
_
69-,637
(2$„049)
--$71.6';57;
• - PROTY G7 .NT DIVISTOL - •
Salaries
1882 MENDED EibDGE7
1982 . Cost for 1982
Adopted The Period Amended
Budget 4/1/82-12/31/82 Bud(V-t
$157,478 $.60,742 $238,220
Salaries Reimbursement
Total Salaries
_ Fringe Benefits
Fringe Benefit Reimbursement
Total Fringe Benefits
.
Operating
Communications $ 6,048
Copier Rental 485
Equipment Rental 275
Memberships, Dues & publications 88
Bldg. Space Cost Allocation 31,812
Transportation 2,697
Travel & Conference 380
Office Supplies 1,248
Total Operating $ 43 1 033
I,080 $ 7,128
515 1,000
225 500
112 200
31,812
2,970
390
.1,252 . 2,500
$6,154 $-49,f87-7
GRAND TOTAL $138,100 $86,968
* Eased on 19.7 Pay Periods
$30,319
: 50,155
$80,474
$2248E35
.37,857
$60 742*
$ 9,631
16,962
$26,593
$ 7,269.-
12,803
$20,072*
GR:=-ND TOT'AL $115,274 $8C,96B
PROP7PTY
•O.AE, COST AND COST OF TEF PFRIOD
4/1/82 - 12/31/82 FOR PROPERTY !VAGEME-NT 5E05(75NnATION
1982 Cost for the Period
T,nnual Cost 4/1/82-12/31/0
Salaries - Classification
1-Property Management Supervisor
2-Property Management Technician II
Total Salaries
Fringe Benefits - Classification
1-Property Management Supervisor
- 2-Property Management Technician II
Total Fringe Benefits .
Operating Expense
Communications .
Copier Rental
Equipment Rental
Memberships, Dues & Publications
Transportation
Office- Supplies
Total Operating
$ 1,440 $ 1,080
687 515
300 225
150 112
3,960 • . 7,970
1,670 1,252'
$ 8,207 $ 6,154
* Based on 1 9_7 Pay Periods
#82055 March 18, 1982
18th day of 19 82
ALLE
Counly Clerk/Register of Deeds
#8 2 Moved by Hobart supported by Lanni the report be accepted and Resolution
be adopted.
Moved by Hobart supported by Lanni the resolution he amended to include the
Personnel Committee Report as a part of the resolution.
A sufficient majority having voted therefor, the motion carried.
Moved by Calandro supported by Gosling the resolution be amended on page
in the second sentence under Financial Implications to read: "The Division was
viewed principally in a staff relationship with other Departments.", and delete
"and provided its expertise much in the same manner as services are rendered by
the Civil Counsel".
A sufficient majority having voted therefor, the amendment carried.
Vote on resolution as amended:
AYES; Whitlock, Wilcox, Cagney, Calandro, DiGiovanni, Gabler, Gosling,
Hobart, Jackson, McDonald, Moffitt, Montante, Page, Patterson, (1)4)
NAYS: Pernick, Price, Doyon, Fortino, Geary, Lanni, Moore, (7)
A sufficient majority having voted therefor, the resolution, as amended,
was adopted.
7,
STATE OF MICHIGAN)
COUNTY OF OAKLANO)
.• •1, Lynn D. Allen, 'Clerk of the County of Oakland.and -havinrg -a Seal, •
do hereby certify that i have compared the annexed copy . of
Miscellaneous Resolution §5T adopted by the Oakland County Board of Commissioners
at theiT meetfta h qilisli_Illarch 18, 1982
with the orginial record thereof now remaining in my office, and
that it is a true and correct transcript therefrom, and of the
whole thereof.
In Testimony Whereof, 1 havehereunto set my hand and affixed the
seal of said County at Pontiac, Michigan
this