Note: Provided below is a job class description and minimum qualification. To view this information for other State of Colorado positions, please visit the job classifications and minimum qualifications page.
Class Description
Valid as of: July 1, 2018
This class series uses three levels in the Professional Services Occupational Group and describes work conducting field appraisals to estimate the reasonable market value of residential, agricultural, commercial, and industrial or government property. The work involves the application of property appraisal theories, principles, techniques, methods and practices in collecting and analyzing data, making property inspections, utilizing various approaches to estimate the reasonable market value of property, making findings and testifying in formal hearings and trials on matters related to property formal reports of appraisal. In some cases, positions review appraisals completed by other appraisers. Section 12-61-714 of the Colorado Revised Statutes (C.R.S) requires licensure to perform work in this class.
Professional work is analytical and evaluative in nature. Decisions require the creative and conceptual application of theory and principles of a professional occupational field. A professional field is one in which knowledge is gained by completion of an advanced course of study resulting in a college degree or equivalent specialized experience. The professional nature of the work and the factors determine the level within this series.
APPRAISER I (H1F1XX)
Concept of Class
This class describes the fully operational professional. Positions operate independently in performing a full range of appraisal tasks. For example, this position conducts independent appraisals of vacant land, residences, commercial, and industrial or government property. Work requires the use of discretion and creativity within limits of theory and principles of the profession; management’s program objectives; law and regulations; and, general systems and guidelines. Judgment is used in the adaptation and skilled application of guidelines to solve the full range of problems related to the assignment. For example, the work may involve planning the data collection and analysis techniques used for each parcel or property; making property inspections and interviewing property owners to collect data; gathering market, utility, zoning and other data from public and private sources; compiling and analyzing data in order to estimate the reasonable market value and highest/best use of property before and after the acquisition, damages or benefits to the remaining property in the ownership, and contributing value of improvements before and after the acquisition; preparing appraisal reports and documentation to support findings and valuations; and testifying in formal hearings or court. An employee in this class must anticipate and analyze the impact and
consequences of decisions made. Positions may serve as a resource to others or a specialist in the professional field.
Some assignments will not move beyond this level.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the process level, as described here. Within limits set by professional standards, the agency's available technology and resources, and program objectives and regulations established by a higher management level, choices involve determining the process, including designing the set of operations. For example, positions determine the process for negotiating the acquisition of property and settlement of relocated issues. The general pattern, program or system exists but must be individualized.
This individualization requires analysis of data that is complicated. For example, in estimating a reasonable market value for a property, positions must analyze market data on properties considered to be comparable and factors such as property location, zoning laws, legal recordings, benefits or damages to remaining property, utility availability, contributing value of improvements, and the effect of flood plains, hazardous materials and environmental issues. Analysis is breaking the problem or case into parts, examining these parts and reaching conclusions that result in work processes. This examination requires the application of known and established theory, principles and practices, conceptual models, professional standards and precedents in order to determine their relationship to the problem. New processes or objectives require approval of higher management or the agency with authority and accountability for the program or system.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of theories, concepts, and principles in order to tailor them to develop a different approach or plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. For example, positions in this class draw analogies in determining the appropriate valuation approach(es) to estimate the value of acquisitions, the value of remaining property and the value of damages or benefits to remaining property, where guidelines are only partially relevant or are subject to change based on litigation. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so they can be applied to particular circumstances and to deal with emergencies. For example, positions tailor standard appraisal practices to the condemnation process. At this level, the mere application of theories, concepts and principles is not sufficient. Positions must have full command of all such guidelines in order to determine how each is relevant to the specific assignment and tailor the approach based on such evaluation.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as an individual contributor. The individual contributor may explain work processes and train others. The individual contributor may serve as a resource or guide by advising others on how to use processes within a system or as a member of a collaborative problem-solving team. This level may include positions performing supervisory elements that do not fully meet the criteria for the next level in this factor. Note: some positions may lead or supervise others; however, those subordinate positions are not professionals so the position does not meet all of the criteria for a higher level of Line/Staff Authority in this class series.
APPRAISER II (H1F2XX)
Concept of Class
This class describes the work leader or the staff authority. Work leaders exercise some control over the continual work product of others. Staff authorities possess a unique level of knowledge and expertise in a professional field that is needed by the agency to support its overall mission. Agency management routinely relies on the essential consultation of the authority before deciding broad, critical program and policy direction. The consultation provided is accepted as fact and not refuted on its technical merit, even if management does not act on it for political or budgetary reasons. Staff authorities are authorized to take action and issue expert opinions that provide direction for further action by others. Authorities design strategy, systems, processes, guidelines, rules, and standards that are mission critical and directly impact the agency’s ongoing operation and broad program or policy. Staff authority is delegated by agency management, beyond the immediate supervisor, and has direct influence and impact agency-wide, including clients. For example, positions at this level may be called upon for their expertise by agency management and peers to provide technical guidance and direction on the proper application of appraisal standards and guidelines to acquisition or condemnation activities associated with income-producing and special use properties, properties involving environmental or contamination concerns, or those involving considerable benefits, damages, or unusual remainders; or for the review of appraisals conducted by peers in order to estimate just compensation.
This class differs from the Appraiser I on Line/Staff Authority and possibly Complexity.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the process level, as described here. Within limits set by professional standards, the agency's available technology and resources, and program objectives and regulations established by a higher management level, choices
involve determining the process, including designing the set of operations. For example, positions determine the process for negotiating the acquisition of property and settlement of relocated issues. The general pattern, program or system exists but must be individualized.
This individualization requires analysis of data that is complicated. For example, in estimating a reasonable market value for a property, positions must analyze market data on properties considered to be comparable and factors such as property location, zoning laws, legal recordings, benefits or damages to remaining property, utility availability, contributing value of improvements, and the effect of flood plains, hazardous materials and environmental issues. Analysis is breaking the problem or case into parts, examining these parts and reaching conclusions that result in work processes. This examination requires the application of known and established theory, principles and practices, conceptual models, professional standards and precedents in order to determine their relationship to the problem. New processes or objectives require approval of higher management or the agency with authority and accountability for the program or system.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of theories, concepts, and principles in order to tailor them to develop a different approach or plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. For example, positions in this class draw analogies in determining the appropriate valuation approach(es) to estimate the value of acquisitions, the value of remaining property and the value of damages or benefits to remaining property, where guidelines are only partially relevant or are subject to change based on litigation. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so they can be applied to particular circumstances and to deal with emergencies. For example, positions tailor standard appraisal practices to the condemnation process. At this level, the mere application of theories, concepts and principles is not sufficient. Positions must have full command of all such guidelines in order to determine how each is relevant to the specific assignment and tailor the approach based on such evaluation.
OR
The nature of, and need for, analysis and judgment is strategic, as described here. Positions develop guidelines to implement a program that maintains the agency’s mission. Guidelines do not exist for most situations. In directive situations, positions use judgment and resourcefulness to interpret circumstances in a variety of situations and establish guidelines that direct how a departmental/agency program will be implemented.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as a work leader or staff authority. The work leader is partially accountable for the work product of two or more full-time equivalent positions, including timeliness, correctness, and soundness. At least one of the subordinate positions must be a professional level in the same series or at a comparable conceptual level. Typical elements of direct control over other positions by a work leader include assigning tasks, monitoring progress and workflow, checking the product, scheduling work, and establishing work standards. The work leader provides input into supervisory decisions made at higher levels, including signing leave requests and approving work hours. This level may include positions performing supervisory elements that do not fully meet the criteria for the next level in this factor.
OR
The staff authority is a pacesetter who has a unique level of technical expertise in a field or profession that, as part of the ongoing permanent assignment, is critical to the success of an agency. It is an essential component of the work assignment that has been delegated by management to the position. This authority directly influences management decisions within an agency. For example, management relies on such a position when making decisions regarding the direction that policy or a program should take in the staff authority’s field of expertise. Managers and peers recognize and seek this level of technical guidance and direction regarding the application of a program or system within the agency or to its clients.
APPRAISER III (H1F3XX)
Concept of Class
This class describes the unit supervisor or senior authority. Supervisors exercise direct, formal control over others. Senior authorities possess a unique level of knowledge and expertise in a professional field that is needed by the agency to support its overall mission. Agency management routinely relies on the essential consultation of the authority before deciding broad, critical program and policy direction. The consultation provided is accepted as fact and not refuted on its technical merit, even if management does not act on it for political or budgetary reasons. Senior authorities are authorized to take action and issue expert opinions that provide direction for further action by others. Authorities design strategy, systems, processes, guidelines, rules, and standards that are mission critical and directly impact the agency’s ongoing operation and broad program or policy. Senior authority is delegated by agency management, beyond the immediate supervisor, and has direct influence and impact outside the agency to others in state government.
This class differs from the Appraiser II on Line/Staff Authority and possibly Complexity.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the process level, as described here. Within limits set by professional standards, the agency's available technology and resources, and program objectives and regulations established by a higher management level, choices
involve determining the process, including designing the set of operations. For example, positions determine the process for negotiating the acquisition of property and settlement of relocated issues. The general pattern, program or system exists but must be individualized.
This individualization requires analysis of data that is complicated. For example, in estimating a reasonable market value for a property, positions must analyze market data on properties considered to be comparable and factors such as property location, zoning laws, legal recordings, benefits or damages to remaining property, utility availability, contributing value of improvements, and the effect of flood plains, hazardous materials and environmental issues. Analysis is breaking the problem or case into parts, examining these parts and reaching conclusions that result in work processes. This examination requires the application of known and established theory, principles and practices, conceptual models, professional standards and precedents in order to determine their relationship to the problem. New processes or objectives require approval of higher management or the agency with authority and accountability for the program or system.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of theories, concepts, and principles in order to tailor them to develop a different approach or plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. For example, positions in this class draw analogies in determining the appropriate valuation approach(es) to estimate the value of acquisitions, the value of remaining property and the value of damages or benefits to remaining property, where guidelines are only partially relevant or are subject to change based on litigation. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so they can be applied to particular circumstances and to deal with emergencies. For example, positions tailor standard appraisal practices to the condemnation process. At this level, the mere application of theories, concepts and principles is not sufficient. Positions must have full command of all such guidelines in order to determine how each is relevant to the specific assignment and tailor the approach based on such evaluation.
OR
The nature of, and need for, analysis and judgment is strategic, as described here. Positions develop guidelines to implement a program that maintains the agency’s mission. For example, positions in this class design, plan and implement the program guidelines for the agency; develop and implement project schedules and time frames; author appraisal manuals; and devise new litigation valuation appraisal guidelines for partial and total acquisitions for the agency. Guidelines do not exist for most situations. In directive situations, positions use judgment and resourcefulness to interpret circumstances in a variety of situations and establish guidelines that direct how a departmental/agency program will be implemented. For example, positions develop the guidelines and directives to implement new state legislation or to address court decisions affecting property valuations.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as a unit supervisor or senior authority. The unit supervisor is accountable, including signature authority, for actions and decisions that directly impact pay, status, and tenure of three or more full-time equivalent positions. At least one of the subordinate positions must be a professional level in the same series or at a comparable conceptual level. The elements of formal supervision must include providing documentation to support
recommended corrective and disciplinary actions, signing performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer.
OR
The senior authority is a pacesetter who has a unique level of technical expertise in a field or profession that, as part of the ongoing permanent assignment, is critical to the success of an agency. It is an essential component of the work assignment that has been delegated by management to the position. This authority directly influences management decisions beyond the agency. Managers and peers seek this level of technical guidance and direction as the designer of a statewide system or in a subject area for other areas of state government. Managers and peers, both internally and externally to the agency, rely on this pacesetter when making decisions regarding the direction that policy, programs, and systems should take in the pacesetter’s field of expertise.
Entrance Requirements
Minimum entry requirements and general competencies for classes in this series are contained in the State of Colorado Department of Personnel website. For purposes of the Americans with Disabilities Act Amendments Act (ADAAA), the essential
functions of specific positions are identified in the position description questionnaires and job analyses.
History of Changes Made to Class Description
The following is a summary of changes made to this class description.
- Effective July 1, 2018
Update the Class Code of H1F1TX to H1F3XX per administrative updates.
- Effective July 1, 2016
General Professional Study; deconsolidation and abolishment of General Professional series.
- Effective 2012
Job Evaluation System Revision project removed the “Purpose of Contact” from Job Evaluation.
- Revised August 1, 1994
Adjustments to factors.
- Effective September 1, 1993
Job Evaluation System Revision project. Published as proposed 6/1/1993.
- Revised September 1, 1986
Changed class code for Property Appraiser.
- Revised July 1, 1980
Created new A level. Changed title of existing Property Appraiser A to Property Appraiser B, and existing Property Appraiser B to Property Appraiser C. Changed class codes and entrance requirements for Property Appraiser, Senior Property Appraiser, and Supervising Property Appraiser. Changed KSAs for Senior Property Appraiser.
- Created January 1, 1975
Summary of Factor Ratings
| Class Level | Decision Making | Complexity | Line/Staff Authority |
|---|---|---|---|
| Appraiser I | Process | Formulative | Individual Contributor |
| Appraiser II | Process | Formulative or Strategic | Work Leader or Staff Authority |
| Appraiser III | Process | Formulative or Strategic | Unit Supervisor or Senior Authority |
Minimum Qualifications
Valid as of: July 1, 2024
This document includes the following levels:
| Class Title | Class Code |
|---|---|
| Appraiser I | H1F1XX |
| Appraiser II | H1F2XX |
| Appraiser III | H1F3XX |
APPRAISER I (H1F1XX)
Education/Licensure/Certification/Experience:
Current, valid licensure as a Certified General Appraiser from the Colorado Real Estate Appraiser Program.
No substitutions.
APPRAISER II (H1F2XX)
Education/Licensure/Certification/Experience:
Current, valid licensure as a Certified General Appraiser from the Colorado Real Estate Appraiser Program One (1) year of professional experience in an occupational field related to the work assigned to the position.
Substitutions:
Appropriate education will substitute for the required experience on a year-for-year basis.
APPRAISER III (H1F3XX)
Education/Licensure/Certification/Experience:
- Current, valid licensure as a Certified General Appraiser from the Colorado Real Estate Appraiser Program
- Two (2) years of professional experience in an occupational field related to the work assigned to the position
Substitutions:
Appropriate education will substitute for the required experience on a year-for-year basis.
History of Changes Made to Minimum Qualification
The following is a summary of changes made to this minimum qualification.
- January 10, 2024 (Whole Document)
New format (updating to adhere to accessibility standards).
- July 1, 2018 (H1F3XX changed to H1F1XX, H1F4XX changed to H1F2XX, H1F5XX changed to H1F3XX)
Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO.
- Oct. 20, 2017 (H1F3XX)
Replaced blank cell with, “None.”
- Oct. 20, 2017 (Whole Document)
- Made grammatical changes
- Added “Colorado Real Estate Appraiser Program” to the certification requirement for clarification
- March 20, 2017 (Whole Document)
- Part of the 2017 MQ Project
- New Format
- Conditions of employment (COEs) have been removed from the minimum qualifications statement. COEs are position specific, and should be documented in the position description (PD) and job analysis. Further, all COEs should be placed in the Conditions of Employment section of the job announcement
- Degree requirements were removed due to the statutory requirement for the Certified General Appraiser. Licensure requires a bachelor’s degree and 3000 hours in order to qualify for the Certified General Appraiser License
- Experience requirements were adjusted based on the requirements for licensure (3000 hours)
- Substitutions: Removed language referring to, “one or two year, at agency’s discretion,”. Made substitution for experience year-for-year