Summary

FLSA: Exempt

Note: A training and experience evaluation may be utilized to determine an applicant's ranking among qualified candidates. Based upon information provided in this application including responses to supplemental questions, an applicant's education, training and experience (full-time equivalent) may be evaluated. Applicants should provide thoughtful and thorough responses to supplemental questions as they play an important role in this recruitment process. All qualifying work experience that is described or included in responses to supplemental questions MUST also be included and detailed in the "Work Experience" section of this application. "See Resume" is not an acceptable response for any supplemental question.

DEFINITION

Under general supervision (Capital Improvement Project Manager I) or direction (Capital Improvement Manager II/III), plans, analyzes, and manages capital improvement and construction projects, including alternative energy solutions from inception to completion; performs space assessments and financial and administrative studies related to capital improvement projects; negotiates, oversees, and administers subcontractor and consultant contracts; provides support services to departments on facility related issues; and performs related duties as assigned.

SUPERVISION RECEIVED AND EXERCISED

Receives general supervision (Capital Improvement Manager I) or direction (Capital Improvement Project Manager II/III) from assigned management personnel. Some positions exercise technical and functional direction over and provides training to lower-level staff. Exercises no direct supervision over staff.

CLASS CHARACTERISTICS

Capital Improvement Project Manager I: This is the entry-level classification in the professional Capital Improvement Project Management series. Initially under close supervision, incumbents learn and perform routine project management duties related to facilities maintenance and capital improvement projects. As experience is gained, assignments become more varied and complex; close supervision and frequent review of work lessen as an incumbent demonstrates skill to perform the work independently. Positions at this level usually perform most of the duties required of the positions at the Capital Improvement Project Manager II but are not expected to function at the same skill level and usually exercise less independent discretion and judgment in matters related to work procedures and methods. Work is usually supervised while in progress and fits an established structure or pattern. Exceptions or changes in procedures are explained in detail as they arise.

Capital Improvement Project Manager II: This is the journey-level classification in the professional Capital Improvement Project Management series. Positions at this level are distinguished from the Capital Improvement Project Manager I by the performance of the full range of duties as assigned, working independently, and exercising judgment and initiative. Positions at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit.

This class is distinguished from the Senior Capital Improvement Project Manager in that the latter performs the most complex work assigned to the series and provides technical and functional direction over lower-level staff.

Capital Improvement Project Manager III: This is the advanced journey-level classification in the Capital Improvement Project Manager series responsible for performing the more complex work assigned to the series and may provide training and guidance to new and lower-level staff. Incumbents regularly work on tasks which are varied and complex, requiring considerable discretion and independent judgement. Positions in the classification rely on experience and judgement to perform assigned duties. Assignments are given with general guidelines and incumbents are responsible for establishing objectives, timelines, and methods to deliver services. Work is typically reviewed upon completion for soundness, appropriateness, and conformity to policy and requirements.

Positions in the Capital Improvement Project Manager I/II/III class series are flexibly staffed; positions at the II- and III levels may be filled by advancement from the I-level and the II-level; progression to the II- and III-levels is dependent on (i) management affirmation that the position is performing the full range of duties assigned to the classification; (ii) satisfactory work performance; (iii) the incumbent meeting the minimum qualifications for the classification including any licenses and certifications; and (iv) management approval for progression to the II- and III-levels.

Essential Job Functions

EXAMPLES OF TYPICAL JOB FUNCTIONS

Typical functions may include any of the following tasks, knowledge, abilities, and other characteristics. The list that follows is not intended as a comprehensive list; it is intended to provide a representative summary of the major duties and responsibilities. Incumbent(s) may not be required to perform all duties listed, and may be required to perform additional, position-specific tasks.

Some duties, knowledge, skills, and abilities may be performed in a learning capacity for entry-level (I Level) positions.

• Confers with County departments regarding budget requests for facility maintenance and improvements, space needs, and lease or prospective lease space.
• Gathers and analyzes data and information affecting departmental space and facility needs; and conducts studies concerning suitability of existing and proposed buildings.
• Prepares solicitation documents for construction projects; manages bid process including pre-bid conferences and walk-throughs; provides technical information in response to bidder inquiries; administers construction contracts, including managing project budgets and assists in the regulatory permitting process.
• Confers with County departments in developing project requirements, drawings, and preliminary cost estimates for projects to be used in establishing guidelines for contract architects and engineers.
• Maintains records, analyzes and prepares reports related to the evaluation of energy utilization and the short and long term planning and implementation of energy programs.
• Consults with architects, civil, structural, mechanical, and electrical engineers, as required, to coordinate the preparation of plans and specifications for new buildings and miscellaneous construction projects for construction and bidding purposes.
• Coordinates plan review by County building officials for building permits and coordinates with outside agencies, utilities, and others for ancillary needs for facility development.
• Coordinates approvals of materials and shop drawings; reviews and recommends change orders and progress payments on construction projects; maintains project administration files.
• Inspects or reviews work under construction to ensure that new construction and alteration work complies with plans, specifications, and codes.
• Reviews and checks for accuracy the progress reports submitted by contractors.
• Prepares a variety of written correspondence including cost estimates, project budgets, and operational correspondence; prepares or coordinates special research studies and comprehensive reports related to County building facilities.
• Represents the department in meetings with elected officials, governmental or private sector organizations, and citizens’ groups.
• Performs related duties as assigned.

In addition, Capital Improvement Project Manager III performs the following:

• Provides technical and functional direction to assigned staff; reviews and controls quality of work; and provides technical project support to County departments.
• Trains employees in work principles, practices, methods, policies, procedures, and applicable federal, state, and local laws, rules, codes, and regulations.
• Performs project management work of a specialized nature in support of assigned County capital improvement and facilities projects that are the most complex in size and budget.

Minimum Qualifications

Knowledge of:

• Organization and management practices as applied to the development, analysis and evaluation of programs, policies, and operational needs of the assigned area of responsibility.
• Principles and practices of leadership.
• Administrative principles, practices, and methods including goal setting, program development, implementation and evaluation, policy and procedure development, quality control and work standards.
• Principles and practices of contract administration, project management, budget development, capital improvement programs, capital project financing, design teams, and project delivery methods.
• Principles and practices of engineering, architecture, construction, maintenance, and critical and essential infrastructures.
• Principles and practices of public works and general contract code requirements.
• Alternative energy technologies and utilities energy savings programs.
• Methods, materials, tools, and equipment used in construction, remodeling, and repair of buildings.
• Safe work methods and safety regulations pertaining to facilities construction and modification.
• Applicable federal, state, and local codes, ordinances, and regulations.
• Principles and techniques for working with groups and fostering effective team interaction to ensure teamwork is conducted smoothly.
• Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and County staff.
• The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
• Modern equipment and communication tools used for business functions and program, project, and task coordination, including computers and software programs relevant to work performed.

In addition, Capital Improvement Project Manager III performs the following:

• Principles and practices of providing guidance and training to new staff.
• Principles, practices, methods, and techniques of strategic communication and public speaking.
• Principles and techniques for working with groups and fostering effective team interaction to ensure project work is conducted smoothly.

Ability To:

• Develop and implement goals, objectives, practices, policies, procedures, and work standards.
• Provide administrative, management and professional leadership for the County’s Facilities Services and Capital Programs.
• Perform complex project management work, including administration of the capital improvement program, and construction programs and projects.
• Prepare and administer capital improvement budgets.
• Analyze complex design, construction, and administrative problems; oversee technical and contractual arrangements.
• Define projects, prepare requests for proposal, evaluate proposals, and negotiate terms, and manage and administer contracts after award.
• Prepare clear, concise, and accurate reports, contracts, records, and correspondence, including a variety of written and computerized records and reports.
• Effectively present technical, complex, and controversial information to the public.
• Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures and standards relevant to work performed.
• Effectively represent the department and the County in meetings with governmental agencies; community groups; various business, professional and regulatory organizations; and in meetings with individuals.
• Independently organize work, set priorities, meet critical deadlines and follow-up on assignments.
• Use tact, initiative, prudence and independent judgment within general policy and procedural guidelines.
• Effectively use computer systems, software applications relevant to work performed and modern business equipment to perform a variety of work tasks.
• Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

In addition, Capital Improvement Project Manager III performs the following:

• Provide training and guidance to ensure that new staff perform work effectively.
• Coordinate the planning and completion of large-scale capital improvement and facilities related projects.

Education and Experience:

Any combination of training, experience and educational degrees that would provide the required knowledge, skills, and abilities is qualifying. Substitutions will be made on a year for year basis. A typical way to obtain the required qualifications would be:

Bachelor’s degree from an accredited four-year college or university with major coursework in construction management, facilities planning, engineering, business administration, construction technology, or a closely related field and;

Capital Improvement Project Manager I: None.

Capital Improvement Project Manager II: Two (2) years of progressively complex construction project management and capital projects planning experience.

Capital Improvement Project Manager III: Two (2) years of professional construction project management experience at a level equivalent to Capital Improvement Project Manager II.

Certifications and Licenses:

• Must possess a valid US driver’s license upon date of application. Must obtain California driver’s license following hire date per California DMV regulations.

Environmental Factors and Conditions/Physical Requirements

PHYSICAL DEMANDS

When assigned to an office environment:

• Mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and visit various County sites; primarily a sedentary office classification although standing in work areas and walking between work areas may be required; occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information; ability to lift, carry, push, and pull materials and objects up to 10 pounds.
• Vision to read printed materials and a computer screen.
• Hearing and speech to communicate in person and over the telephone.
• Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment.

When assigned to field inspection:

• Mobility to work in changing site conditions; to sit, stand and walk on level, uneven or slippery surfaces; to reach, twist, turn, kneel, and bend, to climb and descend ladders and to operate a motor vehicle and visit various County sites.
• Strength and stamina to perform light to medium physical work; lift, carry, push, and pull materials and objects averaginga weight of 40 pounds, or heavier weights, in all cases with the use of proper equipment and/or assistance from other staff.
• Vision to inspect site conditions and work in progress.
• Fieldwork requiring frequent walking in operational areas to identify problems or hazards, with exposure to hazardous materials in some site locations.

WORKING CONDITIONS

• Office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances.
• Also includes field work with exposure to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confining workspace, chemicals, mechanical and/or electrical hazards and hazardous physical substances and fumes.
• Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

EQUIPMENT AND TOOLS UTILIZED

• Equipment utilized includes personal computer, fax machine, standard office equipment, plotter, hand tools, level, tape measure, and ladder.

Disaster Service Worker

All Butte County employees are designated Disaster Service Workers through state and local law (California Government Code Section 3100-3109). Employment with the County requires the affirmation of a loyalty oath to this effect. Employees are required to complete all Disaster Service Worker related training as assigned, and to return to work as ordered in the event of an emergency.