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1、AASHTO TITLE TRW-2 75 = Ob39804 0032592 683 =- AN INFORMATION GUIDE FOR A TRAINING PROGRAM OF RIGHT-OF-WAY PERSONNEL Published by the AMERICAN ASSOCIATION OF STATE HIGHWAY AND TRANSPORTATION OFFICIALS 341 National Press Building Washington, D.C. 20045 Copyright American Association of State Highway
2、and Transportation Officials Provided by IHS under license with AASHTO Licensee=University of Texas Revised Sub Account/5620001114 Not for Resale, 12/25/2008 06:21:59 MSTNo reproduction or networking permitted without license from IHS -,-,- AASHTO TITLE TRW-2 75 0639804 0032593 5LT - This sudy was f
3、inanced through an educational grant from The American Right of Way Association. MODELS AND GUIDELINES FOR TRAINING, DEVELOPMENT, AND CERTIFICATION OF PROFESSIONAL PUBLIC LAND ACQUISITION AGENTS An Informational Guide for Developing and Managing a Training and Professional Development Program for Ri
4、ght-of-way Personnel Developed by the Special Subcommittee on the FUW Training Program Guide of the FUW Committee of AASHTO W. C. HENNESSY, New York J. W. BAILEY, West Virginia R. G. BRENNAN, Minnesota HARRY L. KAGAN, California (Chm.) Research and technical assistance for this report were provided
5、by Dr. H. Charles Pyron and Mr. Jerold House, College of Business Administration, University of Oregon, Eugene, Oregon. June, 1975 Copyright American Association of State Highway and Transportation Officials Provided by IHS under license with AASHTO Licensee=University of Texas Revised Sub Account/5
6、620001114 Not for Resale, 12/25/2008 06:21:59 MSTNo reproduction or networking permitted without license from IHS -,-,- AASHTO TITLE TRW-2 75 w Ob39804 0032594 45b OFFICERS FOR 1 g 7 5 EXECUTIVE COMMIITEE PRESIDENT: William S. Ritchie, Jr., West Virginia, 1975)* VICE-PRESIDENT (Vacant) ELECTED REGIO
7、NAL MEMBERS: Region I Region II Region III Region IV John Gray, Vermont, (1975) David. C. Sims, Pennsylvania, (1976) (Interim) (1975)* T. D. Moreland, a. Henry Gray, Arkansas, (1976) Maynard C. Sommer, South Dakota, (1975) Thomas D. Doyle, Nebraska, (1976) B. Luther DeBerry, Texas, (1975) Grant Bast
8、ian, Nevada, (1976) PAST PRESIDENTS: (ex oficio) Charles E. Shumate, Colorado Douglas B. Fugate, Virginia George H. Andrews, Washington SECRETARY OF TRANSPORTATION: Wm. T. Coleman, Jr. (ex officio) TREASURER: William N. Price, Arizona (ex officio) CHAIRMEN OF THE STANDING COMMITTEES: (ex-oficio) Mor
9、ris Chorney, Rhode Island, Standing Committee on Administration John P. Woodford, Michigan, Standing Committee on Planning Jay W. Brown, Florida, Standing Committee on Engineering and as each of these fields continues to become more complex, continuing education is necessary. Further, these agents a
10、re essentially self-supenised. They are called on to make many complex decisions in judging land values and dealing with owners problems, and many of these decisions involve large sums of money. 1 Copyright American Association of State Highway and Transportation Officials Provided by IHS under lice
11、nse with AASHTO Licensee=University of Texas Revised Sub Account/5620001114 Not for Resale, 12/25/2008 06:21:59 MSTNo reproduction or networking permitted without license from IHS -,-,- AASHTO TITLE TRW-2 75 m Ob39804 O012598 O T 1 m Finally, there has been a growing body of educational materiais an
12、d programs developing during the past ten years. Several state Highway Departments have developed books and comprehensive training programs in a variety of subdisci- plines associated with R/W acquisition. These organizations havE also developed standards for the practice of appraisal and acquisitio
13、n and have set up procedures for the certification of professional competency and for monitoring professional ethics. Probably the most obvious consequence of all of these changes toward the professionalization of R/W personnel has been the growing importance of contin- uing education. First, becaus
14、e most agencies cannot hire trained R/W agents, they usually hire a college graduate in a related field (like economics) and therefore have to develop some kind of training program in R/W methods and skills. Second, the technical information involved in a successful R/W acquisition program is growin
15、g.and changing at such a rapid rate that any acquiring agency must have some program for keeping their agents up-to-date on these changes. Third, because there is a growing recognition that new forms of management and organization built around teamwork are far more efficient than the more tradi- tio
16、nal approaches of dividing up the job into narrow specialties, there is little doubt that in the near future more R/W departments will experience the need for retraining of narrow specialists so that they can work effectively on project teams. Fourth, as land values and public resistance increase, s
17、ociety will increasingly demand that acquisition be done by personnel who are professionally certified, such as is implied in the designations of SRWA and MAI. It is therefore highly appropriate (possibly even essential) that AASHTO undertake to revise and republish the Informational Guidefor a Trai
18、ning Program of R/W Personnel. The document is designed to help R/W management, and those who have been delegated the training and developmental responsibility for the R/W department plan more effectively for their training needs in the coming decade. Specifically, this publication is designed to he
19、lp in the: (1) identification of training needs; (2) planning and implementation of an effective professional training program: and (3) identification of training resources. The content has been constructed so that the planning process can be presented in a relatively simple manner for use as a guid
20、e for interested agencies. Further information is included in later chapters in the form of models as examples of performance standards and training programs that could be implemented. Finally, more detailed research and documentation is presented in the appendix for those who need this information.
21、 2 Copyright American Association of State Highway and Transportation Officials Provided by IHS under license with AASHTO Licensee=University of Texas Revised Sub Account/5620001114 Not for Resale, 12/25/2008 06:21:59 MSTNo reproduction or networking permitted without license from IHS -,-,- AASHTO T
22、ITLE TRW-2 75 = Ob39804 0032599 T38 I THE NEED FOR PROFESSIONALISM In establishing guidelines for the diagnosis of training needs and the consequent development of a training program to meet these needs, it is important that an appropriate frame of reference be established. Therefore, this section o
23、f the report will establish and develop the following rationale: a. If a R/W acquisition program desires to operate in the most efficient and manner, it is necessary that management encourage agents to think and act like “professionals” rather than “workers.” b. If an acquisition agent is expected t
24、o think and perform in a professional manner, he must be encouraged to strive for continual self-development. The job of a professional calls for independent thought, judgment, and action, and this sets him aside from workers who traditionally are expected simply to follow orders. Likewise, workers
25、are generally supervised rather closely while professionals usually work in an environment where their work is essentially self-supervised. Both of these criteria apply directly to the expectations for success in both appraising and negotiating. The concept of professionalism also implies the existe
26、nce of a body of technical knowledge which is necessary for successful practice. It further implies that the necessary knowledge is continually growing and changing in both quantity and direction. The concept likewise implies a set of skills that must be continually examined and sharpened. Even a ca
27、sual observation of the rapid expansion of both technical and legal knowledge related to R/W and prediction of what will continue in the future should demonstrate clearly that the right-of-way agent must be encouraged to think (and act) about his continuing education as a professional, not simply as
28、 a worker. Another important reason for wanting R/W agents to think and perform like professionals is the growing suspicion and hostility of the general public toward land acquisition. There is an obvious need for agents to reflect a strong professional image in terms of knowledge and independent ju
29、dgment, but also in terms of a professional code of ethics. The often heard public attitude “Oh, youre just an employee of the state and youre just doing or saying what they tell you to” can be dealt with if the work of the agent and agency can be “monitored” by a strict code of professional e t h k
30、 Thus agencies should encourage their agents to strive for the excellence of performance reflected in the professional certification programs designated by such terms as MAI and SRWA. If the right-of-way agency wants its agents to excel in terms of effective job performance, then it must realize the
31、 need for agents to think professionally, act professionally, and thus the need to grow professionally. Agencies must encourage agents to attend courses that will expand their knowledge of right-of-way related 3 Copyright American Association of State Highway and Transportation Officials Provided by
32、 IHS under license with AASHTO Licensee=University of Texas Revised Sub Account/5620001114 Not for Resale, 12/25/2008 06:21:59 MSTNo reproduction or networking permitted without license from IHS -,-,- AASHTO T I T L E TRW-2 75 m Ob39804 0012b00 5 T m materials. This is a joint endeavor. An agent sho
33、uld develop his own need to better himself. He should see it as his responsibility to actively seek out new educational materials and training in those subjects that will improve his job performance. He should also seek contact wth other professional agents in a mutual search for further knowledge.
34、An agent seeking professional status will want to do everything to better himself, to gain all the information he can that will assist him in his job. But it is also important to emphasize the role of the right-of-way agency. By helping the agent identify his training needs and then facilitating the
35、 achievement of these objectives through funding outside classes or organizing in-house pro- grams or both, the agency is investing in raising its ability to perform its mission more effectively and efficiently.,* in an era of extreme concern for governmental efficiency, a proposal for an expansion
36、of a training program may raise serious questions about the values of such a training program for the agency. Although the answer has been implied already, it may be important in summary to list some of the specific advantages to the agency in promoting professional development. Dr. Charles Pyron, M
37、anage- ment Professor at the University of Oregon, has studied right-of-way organhations for the past eight years and has compiled this list of costs that can be reduced through professional development: 1. Condemnation cases can be significantly reduced by professional perfor- mance. A large percen
38、tage of owners who go to court do so for emotional reasons, usually resulting from blunders in appraisal and/or negotiations. 2. Lead time problems can be reduced significantly by professional perfor- mance. Shorter than desirable lead time seems to be a normal part of R/W acquisition, but when an a
39、gency is staffed with professional agents the response to this problem can prevent the costly errors commonly experienced by most agencies. Some of these costs are monetary (Le. having to pay more than appraised value, administrative costs resulting from the need for reappraisals, repetitive negotia
40、tion, etc.), and some costs are in terms of poor public relations which may raise costs of future acquisitions (i.e. bad publicity in the papers, perceived uneven payments for comparable property in a neighborhood, etc.). 3. Professional agents can produce a higher quantity of work and at the same t
41、ime better quality. Only a few agencies have measured the effect of professional training on improved work output. The available evidence Bppears to indicate that quality of appraisal and negotiation work does not suffer when the quantity of production increases, ifthe quantity improvement results f
42、rom training or some form of improvement in method rather than from a management edict to produce more. 4. Professional training and development also reduce the “hidden” costs of personnel management. Agencies that invest in professional development can, for example, reduce employee turnover costs.
43、Likewise, professional development and effectiveness in the teamwork management approach can combine to reduce costly interdepartmental communication breakdowns. -. An instrument to assist the agency is the individual career development plan. A formal On-the-job training is another method an agency
44、may use to further educate its agents career plan assists the employee in identifying and obtaining his career objectives. toward professional competence. 4 . Copyright American Association of State Highway and Transportation Officials Provided by IHS under license with AASHTO Licensee=University of
45、 Texas Revised Sub Account/5620001114 Not for Resale, 12/25/2008 06:21:59 MSTNo reproduction or networking permitted without license from IHS -,-,- I. AASHTO TITLE TRW-17 75 Ob39804 OOL2bOL 4Lb W 5 . Professional development of right-of-way agents can also help an agency reduce the costs associated
46、with having to hire many specialists (such as might be required to meet environmental impact study needs or appraisers for trail testimony). Training agents to perform secondary tasks (such as conducting environmental impact studies) can keep agents busy during the slack times often experienced by m
47、any smaller right-of-way agencies. 5 Copyright American Association of State Highway and Transportation Officials Provided by IHS under license with AASHTO Licensee=University of Texas Revised Sub Account/5620001114 Not for Resale, 12/25/2008 06:21:59 MSTNo reproduction or networking permitted witho
48、ut license from IHS -,-,- AASHTO TITLE TRW-2 75 = Ob39804 0032602 352 I II I PLANNING FOR A TRAINING PROGRAM This chapter will be devoted to the steps that are necessary for planning an effective professional right-of-way training program. A. The R/W organizations mission and its goals to obtain that mission should be consulted (or specified, if not presently available). The specific yearly objectives for reaching these goals should also be examined (or determined and listed). The overall training program should be focused on that training necessary foc the organization to reach its