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, 2023
This class series uses eight levels in the Enforcement and Protective Services Occupational Group and describes law enforcement work in the Colorado State Patrol. The purpose of this occupation is to enforce the law to protect persons and property, detect and prevent criminal activity, and maintain order. Basic peace officer definitions are found in C.R.S. 16-2.5-114, with specific authorities found in their agency supporting statutes or delegations made by the executive director and shall require P.O.S.T. Board certification. The agency may designate classes with paramilitary ranks, such as sergeant, captain, major, etc.
The work involves enforcing laws and regulations; exercising powers of custody and arrest; restraining citizens suspected of unlawful behavior; detecting criminal activity; investigating complaints, incidents, and accidents; interviewing witnesses; gathering evidence; responding to emergencies and requests for assistance; providing traffic and crowd control; writing appropriate citations and reports; participating in special enforcement, inspection, or regulatory actions or investigations; and testifying in court proceedings. The work may involve conducting safety or crime prevention training, providing first aid, or providing security escort services.
STATE PATROL CADET (A4D1TX)
Concept of Class
This class describes the cadet level. A Cadet is a raw recruit, and is the rank held by all personnel while assigned as a student at the training academy lasting approximately one year. Positions in this level receive classroom and field training designed to familiarize them with the duties of a trooper. Under the supervision of instructors, positions participate in formal classroom training and instruction in law enforcement methods and procedures, weapons use, traffic direction and control, accident investigative techniques, first aid and rescue operations, and agency administrative and work processes.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the defined level, as described here. Within limits prescribed by the operation, choices involve selecting alternatives that affect the manner and speed with which tasks are carried out. These choices do not affect the standards or results of the operation itself because there is typically only one correct way to carry out the operation. These alternatives include an independent choice of things as a priority and personal preference for organizing and processing the work, proper tools or equipment, speed, and appropriate steps in the operation to apply. By nature, the data needed to make decisions can be many but are clear and understandable, so logic is needed to apply the prescribed alternative. Positions can be taught what to do to carry out assignments, and any deviation in the manner in which the work is performed does not change the results of the operation. For example, in training exercises, there is typically only one correct response or action, and decisions are limited to speed and priority.
Complexity
The nature of, and need for, analysis and judgment are prescribed, as described here. Positions apply established, standard guidelines, which cover work situations and alternatives. Action taken is based on learned, specific guidelines that permit little deviation or change as the task is repeated. Any alternatives to choose from are clearly right or wrong at each step. As an example, training instructions, reference manuals, and instructor guidance clearly limit choices.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as an individual contributor.
STATE PATROL TROOPER I (A4D2XX)
Concept of Class
This class describes the operational trooper. Cadets attain state Patrol Trooper I status upon successful completion of the training academy after approximately one year. Typically, individuals will occupy this classification for one to three years. Positions at this level have primary responsibility for enforcing motor vehicle and criminal laws by patrol work that includes traffic control, investigating accidents, helping motorists with emergencies or mechanical breakdowns, and some crime prevention. This position may serve in a specialty role. Areas of specialization include but are not limited to; aircraft pilot, business intelligence, community outreach, executive security, hazardous materials, investigative services, intelligence/CIAC Watch Center, smuggling, trafficking and interdiction, K-9 handler, motor carrier safety, policy and research, public information, recruiter, training academy, etc. Positions at this level can perform enforcement work in a recognized specialty area.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the defined level, as described here. Within limits prescribed by the operation, choices involve selecting alternatives that affect the manner and speed with which tasks are carried out. These choices do not affect the standards or results of the operation itself because there is typically only one correct way to carry out the operation. These alternatives include an independent choice of things as a priority and personal preference for organizing and processing the work, proper tools or equipment, speed, and appropriate steps in the operation to apply. By nature, the data needed to make decisions can be many but are clear and understandable, so logic is needed to apply the prescribed alternative. Positions can be taught what to do to carry out assignments, and any deviation in the manner in which the work is performed does not change the results of the operation. For example, in training exercises, there is typically only one correct response or action, and decisions are limited to speed and priority.
Complexity
The nature of, and need for, analysis and judgment are prescribed, as described here. Positions apply established, standard guidelines, which cover work situations and alternatives. Action taken is based on learned, specific guidelines that permit little deviation or change as the task is repeated. Any alternatives to choose from are clearly right or wrong at each step.
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.
STATE PATROL TROOPER II (A4D3XX)
Concept of Class
This class describes the fully-operational trooper who will typically spend four to seven years in this classification. Positions at this level have primary responsibility for enforcing motor vehicle and criminal laws by patrol work that includes traffic control, investigating accidents, helping motorists with emergencies or mechanical breakdowns, and some crime prevention. This position may serve in a specialty role. Areas of specialization include but are not limited to: aircraft pilot, business intelligence, community outreach, executive security, hazardous materials, investigative services, intelligence/CIAC Watch Center, smuggling, trafficking and interdiction, K-9 handler, motor carrier safety, policy and research, public information, recruiter, training academy, etc. Positions at this level can perform enforcement work in a recognized specialty area. This class differs from the Patrol Trooper I class in the Decision Making and Complexity factors only.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the operational level and are done so more quickly and confidently based on the experience as described here. Within limits set by the specific process, choices involve deciding what operation is required to carry out the process. This includes determining how the operation will be completed. For example, utilizing advanced skills, knowledge, and certifications positions decide the appropriate means to detect criminal activity. By nature, data needed to make decisions are many and variable, so reasoning is needed to develop a practical course of action within the established process. The confidence in reasoning is obtained by the years of experience the member has, which will allow decisions to be more informed and come to a resolution more quickly. Choices are within a range of specified, acceptable standards, alternatives, and technical practices. For example, positions decide how and what areas to patrol in their assigned sectors based on weather, incident frequency, or accident reduction objectives. Based on the years of experience, the decisions made at this level may influence other members to work together as a team to accomplish tasks.
Complexity
The nature of, and need for, analysis and judgment is patterned, as described here. Positions study crash or crime information to determine context, environmental factors, driver behavior, etc., in order to determine how a crash occurred or to establish evidence in a criminal case. Often members have advanced training in crash reconstruction, impaired driving detection, and inspection certifications. Guidelines in the form of statutes, regulations, procedures, or legal precedents exist for most situations. Judgment is needed and will be improved based on experience in locating and selecting the most appropriate of these guidelines, which may change for varying circumstances as the task is repeated. This selection and interpretation of guidelines involve choosing from alternatives where all are correct, but one is better than another depending on the given circumstances of the situation. For example, positions choose the appropriate citation based on the existing choices.
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.
STATE PATROL TROOPER III (A4D4XX)
Concept of Class
This class describes the fully-operational trooper who will typically spend eight or more years in the Trooper series classification. Positions at this level have primary responsibility for enforcing motor vehicle and criminal laws by patrol work that includes traffic control, investigating accidents, helping motorists with emergencies or mechanical breakdowns, and some crime prevention. This position may serve in a specialty role. Areas of specialization include but are not limited to; aircraft pilot, business intelligence, community outreach, executive security, hazardous materials, investigative services, intelligence/CIAC Watch Center, smuggling, trafficking and interdiction, K-9 handler, motor carrier safety, policy and research, public information, recruiter, training academy, etc. Positions at this level can perform enforcement work in a recognized specialty area. This class differs from the Patrol Trooper II class in the Decision Making and Complexity factors only.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the operational level and are done so more quickly and confidently based on the experience as described here. Within limits set by the specific process, choices involve deciding what operation is required to carry out the process. This includes determining how the operation will be completed. For example, utilizing advanced skills, knowledge, and certifications, positions will lead on-scene investigations and tactical decisions in the absence of a supervisor. Trooper III is considered a subject matter expert in traffic safety and other areas of law enforcement. By nature, data needed to make decisions are many and variable, so reasoning is needed to develop a practical course of action within the established process. The confidence in reasoning is obtained by the years of experience the member has, which will allow decisions to be more informed and come to a resolution more quickly. Choices are within a range of specified, acceptable standards, alternatives, and technical practices. For example, positions decide how and what areas to patrol in their assigned sectors based on weather, incident frequency, or accident reduction objectives. Based on the years of experience, the decisions made at this level may lead other members to work together as a team to accomplish tasks.
Complexity
The nature of, and need for, analysis and judgment is patterned, as described here. Positions study crash or other criminal activity data to determine the best solution to increase safety or reduce crime. For example, this position is considered a subject matter expert in the field of traffic safety and criminal interdiction strategies. Guidelines in the form of statutes, regulations, procedures, or legal precedents exist for most situations. Judgment is needed in locating and selecting the most appropriate of these guidelines, which may change for varying circumstances as the task is repeated. This selection and interpretation of guidelines involve choosing from alternatives where all are correct, but one is better than another depending on the given circumstances of the situation. For example, positions choose the appropriate security coverage based on the existing choices or help determine on-scene tactics to respond to an active shooter. This position will additionally take on the responsibility of training and managing training events for a team or group of members. This can be in a number of different skills and certifications. Some examples include; Field Training Officer, Range instructor, DTAC instructor, driving instructor, ALERT instructor, etc.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as an individual contributor or staff authority. 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.
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 assignment, is critical to the success of an agency. It is an essential component of the work assignment that is 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.
STATE PATROL SUPERVISOR I (CORPORAL, A4D5XX)
Concept of Class
This class describes a work lead. In addition to work described in lower classes, positions at this level lead the work of two or more full-time equivalent (FTE) positions. Sergeants typically supervise an entire watch/shift. Work leads duties include decisions that affect operations, schedules, and equipment. This class differs from the Patrol Trooper I, II, and III classes in the Complexity, and Line/Staff Authority factors.
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 decide the type of patrol activity to schedule, the coverage and man-hour allocations by activity, and the backup support needed. The general pattern, program, or system exists but must be individualized. This individualization requires the analysis of data that is complicated. The analysis is breaking the problem or case into parts, examining these parts, and reaching conclusions that result in processes. This examination requires the application of known and established theories, principles, conceptual models, professional standards, and precedents to determine their relationship to the problem. For example, positions analyze traffic accident prevention models in relation to unusual accident rates for a particular area and decide the most effective means of reducing accidents. New processes or objectives require the approval of higher management or the agency with authority and accountability for the program or system. The Corporal will be asked to advise and ultimately make decisions for other members of the team.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of law enforcement theories, concepts, and principles in order to tailor them to develop a different approach or tactical plan to fit specific circumstances. For example, as on-scene commander, positions evaluate the importance of investigative principles versus removal of persons with injuries or casualties at large scale accidents. While general policy, precedent, or non-specific practices exist, they are inadequate so they are relevant only through approximation or analogy. Together 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 existing guidelines to deal with emergencies, such as back up communications plans when the primary centers are destroyed by catastrophic weather.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as a work leader. The work lead is partially accountable for the work product of two or more full-time equivalent positions, including timeliness, correctness, and soundness. Typical elements of direct control over other positions by a work lead 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.
STATE PATROL SUPERVISOR II (SERGEANT, A4D6XX)
Concept of Class
This class describes the formal first line supervisor of the Trooper classification series. In addition to work described in lower classes, positions in this level supervise the work of three or more full time equivalent (FTE) positions. Sergeants typically supervise an entire watch/shift team. Supervisory duties include decisions that affect the pay, status, or tenure of others. This class differs from the Patrol Trooper I, II and III and Supervisor I classes in the Complexity and Line/Staff Authority factors.
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 decide the type of patrol activity to schedule, the coverage and man-hour allocations by activity, and the backup support needed. The general pattern, program, or system exists but must be individualized. This individualization requires the analysis of data that is complicated. The analysis is breaking the problem or case into parts, examining these parts, and reaching conclusions that result in processes. This examination requires the application of known and established theories, principles, conceptual models, professional standards, and precedents to determine their relationship to the problem. For example, positions analyze traffic accident prevention models in relation to unusual accident rates for a particular area and decide the most effective means of reducing accidents. New processes or objectives require the approval of higher management or the agency with authority and accountability for the program or system. The Sergeant will be asked to advise and ultimately made decisions for members of the entire team/shift.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of law enforcement theories, concepts, and principles in order to tailor them to develop a different approach or tactical plan to fit specific circumstances. For example, as on-scene commander, positions evaluate the importance of investigative principles versus removal of persons with injuries or casualties at large scale accidents. While general policy, precedent, or non-specific practices exist, they are inadequate so they are relevant only through approximation or analogy. Together 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 existing guidelines to deal with managing critical incidents utilizing incident command system principles and best practices.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as a unit supervisor or staff authority. The unit supervisor is accountable, including signature authority, for actions and decisions regarding performance for three or more full-time equivalent positions. At least one subordinate position must be 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 may participate in the hiring process, interview applicants, and recommend hire, promotion, or transfer.
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 assignment, is critical to the success of an agency. It is an essential component of the work assignment that is 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.
STATE PATROL ADMINISTRATOR I (CAPTAIN, A4D7XX)
Concept of Class
This class describes the formal second supervisory level. Positions in this level supervise two or more subordinate supervisors and have responsibility for a designated unit (troop or section). This responsibility includes oversight of teams of troopers and entails such things as planning, scheduling, and evaluating operations. In addition to evaluating and controlling law enforcement patrol activities, positions in this class may have duties relating to oversight of facilities, communications, maintenance, and equipment. This class differs from the Patrol Supervisor II class on the Decision Making, Complexity, and Line/Staff Authority factors.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the interpretive level, as described here. Within limits of the strategic master plan and allocated human and fiscal resources, choices involve determining tactical plans to achieve the objectives established by the higher management (strategic) level. This involves establishing what processes will be done, developing the budget, and developing the staffing patterns and work units to deploy staff. As an example, positions decide budget requests and work units for their district. This level includes inventing and changing systems and guidelines that will be applied by others statewide. By nature, this is the first level where positions are not bound by processes and operations in their own programs as a framework for decision making and there are novel or unique situations that cause uncertainties that must be addressed at this level. Through deliberate analysis and experience with these unique situations, the manager or expert determines the systems, guidelines, and programs for the future. As an example, a staff branch position decides the tactical plans for implementing a change in emphasis on law enforcement, such as new computerized processes of analyzing traffic accidents to determine
causes.
Complexity
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. For example, as a unit commander, sets strategic direction through operational and tactical plans to achieve the organization’s mission. While general policy, precedent, or non-specific practices exist, they are inadequate so they are relevant only through approximation or analogy. Together 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 existing guidelines to implement complex continuity plans during natural or man-made disasters to provide law enforcement services.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as a second level supervisor/manager. The manager must be accountable for multiple units through the direct supervision of at least two subordinate Unit Supervisors; and, have signature authority for actions and decisions that directly impact pay, status, and tenure. Elements of formal supervision must include providing documentation to support recommended corrective and disciplinary actions, second-level signature on performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer.
STATE PATROL ADMINISTRATOR II (MAJOR, A4D8XX)
Concept of Class
This class describes the third-level supervisor. Positions in this level have supervisory and administrative responsibilities directing a district or branch. The work includes planning and evaluating patrol operations, interpreting patrol policies, and resolving inter-agency jurisdictional issues and problems. Positions at this level work inter-district projects and issues and are responsible for communications to and from headquarters. Those positions in a staff branch work on agency-wide projects, issues, and objectives to support field operations. This class differs from the Patrol Administrator I class in the Decision Making, Complexity, and Line/Staff Authority factors.
Factors
Allocation must be based on meeting all of the three factors as described below.
Decision Making
The decisions regularly made are at the interpretive level, as described here. Within the limits of the strategic master plan and allocated human and fiscal resources, choices involve determining tactical plans to achieve the objectives established by the higher management (strategic) level. This involves establishing what processes will be done, developing the budget, and developing the staffing patterns and work units to deploy staff. As an example, positions decide budget requests and work units for their district or branch. This level includes inventing and changing systems and guidelines that will be applied by others statewide. By nature, this is the first level where positions are not bound by processes and operations in their own programs as a framework for decision making and there are novel or unique situations that cause uncertainties that must be addressed at this level. Through deliberate analysis and experience with these unique situations, the manager or expert determines the systems, guidelines, and programs for the future. As an example, a staff branch position decides the tactical plans for implementing a change in emphasis on law enforcement, such as new computerized processes of analyzing traffic accidents to determine causes.
Complexity
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. For example, positions develop agency law enforcement programs for such things as enforcing commercial trucking regulations with other agencies. 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, district commanders interpret their unique district problems to set up special law enforcement actions, such as temporary site activations for commercial trucking inspections and enforcement.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as a third-level supervisor/manager or leading authority. The third-level supervisor must be accountable for multiple units through the direct supervision of at least two subordinate second-level supervisors; and, have signature authority for actions and decisions that directly impact pay, status, and tenure. Elements of formal supervision must include providing documentation to support recommended corrective and disciplinary actions, second level signature on performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer.
OR
The leading authority is a pacesetter who has a rare level of technical expertise in a field or profession that, as part of the assignment, is critical to the success of an agency. It is an essential component of the work assignment that is delegated by management to the position. This authority directly influences management decisions and peers in the profession outside state government. Managers and peers beyond state government recognize and seek this level of technical guidance and direction because of the recognized expertise in a subject area. For example, program managers and colleagues in other states rely on this regional or national pacesetter when making decisions regarding the direction of their policy, programs, and systems in the pacesetter's field of expertise. This reliance on, and delegation of, primary responsibility for influencing management direction, including representing the state regionally or nationally, separates this level of staff authority from all others.
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, 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.
- July 1, 2023
Revised and added two levels.
- June 30, 2015
Updated and removed the purpose of contact. Changed Intern to Cadet.
- Effective July 1, 2005
Date and statute citation updated. Published as proposed 10/25/04.
- Effective July 1, 2000
Change grade on Patrol Intern (A4A1), abolish Patrol Trooper I (A4A2TX), change title and class code of Trooper II (A4A3XX) to Patrol Trooper (A4A3TX) class. Published as proposed 12/1/1999.
- Effective September 1, 1993
Job Evaluation System Revision project. Published as proposed 5/24/1993.
- Revised October 1, 1987
Nature of work and entrance requirements (A7340-62).
- Revised July 1, 1979
Title and nature of work (A7361 and A7362).
- Revised January 1, 1979
Examples of work and entrance requirements (A7343 -A7348).
- Created October 1, 1976
State Patrol Cadet A7340.
- Created January 1, 1975
Trooper A through Patrol Captain (A7343-62).
Summary of Factor Ratings
| Class Level | Decision Making | Complexity | Line/Staff Authority |
|---|---|---|---|
| State Patrol Cadet | Defined | Prescribed | Individual Contributor |
| State Patrol Trooper I | Defined | Prescribed | Individual Contributor |
| State Patrol Trooper II | Operational | Patterned | Individual Contributor |
| State Patrol Trooper III | Operational | Patterned | Individual Contributor or Staff Authority |
| State Patrol Supervisor I (Corporal) | Process | Formulative | Work Lead |
| State Patrol Supervisor II (Sergeant) | Process | Formulative | First Level Supervisor or Staff Authority |
| State Patrol Administrator I (Captain) | Interpretive | Strategic | Second Level Supervisor |
| State Patrol Administrator II (Major) | Interpretive | Strategic | Third Level Supervisor/Manager or Leading Authority |
Minimum Qualifications
Valid as of: November 16, 2023
This document includes the following levels:
| Class Title | Class Code |
|---|---|
| State Patrol Cadet | A4D1TX |
| State Patrol Trooper I | A4D2XX |
| State Patrol Trooper II | A4D3XX |
| State Patrol Trooper III | A4D4XX |
| State Patrol Supervisor I (Corporal) | A4D5XX |
| State Patrol Supervisor II (Sergeant) | A4D6XX |
| State Patrol Administrator I (Captain) | A4D7XX |
| State Patrol Administrator II (Major) | A4D8XX |
STATE PATROL CADET (A4D1TX)
Education/Licensure/Certification/Experience:
High school diploma or General Education Diploma (GED).
No substitutions.
STATE PATROL TROOPER I (A4D2XX)
Education/Licensure/Certification/Experience:
Current, valid Basic Peace Officer Certification from the State Patrol Training Academy and successful completion of the CSP Cadet academy.
No substitutions.
STATE PATROL TROOPER II (A4D3XX)
Education/Licensure/Certification/Experience:
Three (3) years experience as a State Patrol Trooper I.
No substitutions.
STATE PATROL TROOPER III (A4D4XX)
Education/Licensure/Certification/Experience:
Four (4) years of experience as a State Patrol Trooper II.
No substitutions.
STATE PATROL SUPERVISOR I (A4D5XX)
Education/Licensure/Certification/Experience:
Two (2) years of experience as a State Patrol Trooper.
No substitutions.
STATE PATROL SUPERVISOR II (A4D6XX)
Education/Licensure/Certification/Experience:
Three (3) years of experience as a State Patrol Trooper.
No substitutions.
STATE PATROL ADMINISTRATOR I (A4D7XX)
Education/Licensure/Certification/Experience:
One (1) year of experience as a State Patrol Supervisor II.
No substitutions.
STATE PATROL ADMINISTRATOR II (A4D8XX)
Education/Licensure/Certification/Experience:
One (1) year of experience as a State Patrol Administrator I.
No substitutions.
History of Changes Made to Minimum Qualification
The following is a summary of changes made to this minimum qualification.
- Nov. 16, 2023 (Whole Document)
New format (updating to adhere to accessibility standards).
- July 1, 2023 (Whole Document)
Added two new levels to the class series and minimum qualifications and changed the job codes.
- Nov. 2, 2017 (A4A3TX, A4A4XX, A4A5XX, A4A6XX, A4A7XX)
Removed the GED requirement. POST certification requires a high school diploma or GED.
- Nov. 1, 2017 (Whole Document)
Made grammatical changes.
- May 1, 2017 (A4A5XX)
- At this level, the existing language was somewhat confusing: Three years of experience as a State Patrol Trooper or a combination of three years experience as a State Patrol Trooper.
- Statement was simplified.
- May 1, 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.
- Education requirement language standardized and added to all statements for consistency.