Class Description and Minimum Qualifications for H1A -Program Management

Class Description

Valid as of: July 2018

This class series uses four levels in the Professional Services Occupational Group and describes work involved with managing a program area(s) pertaining to an agency operation. Positions are involved in planning, developing, directing, and implementing the overall program operation for an organization to ensure all program activities, functions, and services are provided in a timely and cost effective manner. Positions in this class determine plans, and develop budgets, staffing patterns, work units, guidelines and processes to accomplish work in order to implement and achieve program objectives. 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.

PROGRAM COORDINATOR (H1A1XX)

Concept of Class

This class describes the fully operational professional. Positions in this class participate in the development, implementation, coordination, and supervision of program goals, objectives, and activities. Coordinators work with program stakeholders, and procedures to ensure the implementation and success of programs. Positions operate independently in performing the full range of program coordinator tasks. 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 skill application of guidelines to solve the full range of problems related to the assignment. 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. The program coordinator is distinguished from the program assistant by its responsibility for performing professional level duties requiring analytical decision-making.

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. The general pattern, program, or system exists but must be individualized. This individualization requires analysis of data that is complicated. Analysis is breaking the problem or case into parts, examining the parts, and reaching conclusions that result in work processes. This examination requires application of known and established theory, principles, 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 circ While general policy, precedent, or non-specific practices exist, they are inadequate and are therefore relevant only through approximation or analogy. 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.

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.

PROGRAM MANAGEMENT I (H1A2XX)

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.

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. The general
pattern, program, or system exists but must be individualized. This individualization requires analysis of data that is complicated. 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, 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. 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.

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 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.

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.

PROGRAM MANAGEMENT II (H1A3XX)

Concept of Class

This class describes the first-level of program supervision, including the unit supervisor or any one of the three levels of staff authority who meets the factors identified below for this class. Program supervisors manage the daily operation of a work unit. Positions determine the annual business plans that integrate with the agency’s mission and goals, determine implementation policies and guidelines, develop budgets, establish staffing and directly control the work of others. Work involves directing the implementation of policies, rules, and regulations. Staff, senior, and leading authorities possess a unique level of knowledge and expertise in a professional field that is needed by the agency to support its overall mission. Management, inside and/or outside of the agency, 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. 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, senior, and leading authority is delegated by agency management, beyond the immediate supervisor, and has direct influence and impact within or beyond the agency depending on the level of authority delegated to a position. This class differs from the Program Management I on Decision Making and possibly Complexity and Line/Staff Authority.

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
highest management level. This involves establishing what processes will be done, developing the budget, and developing the staffing patterns and work units in order to deploy staff. This level includes inventing and changing systems and guidelines that will be applied by others statewide. For example, this position may design the strategy, system, process, guidelines, rules and standards that are used by others in state government. 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 which cause uncertainties that must be addressed at this level. Through deliberate analysis and experience with these unique situations, the manager determines the systems, guidelines, and programs for the future.

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. 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 a leading authority, the nature of, and need for, analysis and judgment is unprecedented, as described here. Positions originate models, concepts, and theories that are new to the professional field AND where no prototype exists in state government. At the leading edge, guidelines do not exist so judgment and resourcefulness are needed to develop them.

Line/Staff Authority -- The direct field of influence the work of a position has on the organization is as a unit supervisor or one of the levels of staff 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.

The staff, senior, or leading 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 the agency (staff), within state government agencies (senior), or in the profession itself outside of state government (leading). 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, as the designer of a statewide system or in a subject area for other areas of state government, or as a consultant to management regionally or nationally. Managers and peers, internally (staff) or externally to the agency (senior) or state (leading) rely on this pacesetter when making decisions regarding the direction that policy, programs, and systems should take in the pacesetter’s field of expertise.

PROGRAM MANAGEMENT III (H1A4XX)

Concept of Class

This class describes the second-level program supervisor. Positions manage the daily operation of multiple work units through subordinate professional program supervisors. Positions determine the annual business plans that integrate with the agency’s mission and goals, determine implementation policies and guidelines, develop budgets, establish staffing and directly control the work of others as a second-level supervisor. Work involves directing the implementation of policies, rules, and regulations. This class differs from the Program Management II on Line/Staff Authority and possibly Complexity.

Factors

Allocation must be based on meeting all of the three factors as described below.

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. 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.

Line/Staff Authority -- The direct field of influence the work of a position has on the organization is as a second-level supervisor. The second-level supervisor must be accountable for multiple units through the direct supervision of at least two subordinate professional 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.

Entrance Requirements

Minimum entry requirements and general competencies for classes in this series are contained in the State of Colorado Department of Personnel web site.

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, 2018: Effective 7/1/18: Update the Class Code of H1A1TX to H1A1XX, H1A2XX, H1A3XX, H1A4XX per
administrative updates.
July 1, 2016: Effective 07/01/2016 (SMS). General Professional Study; deconsolidation and abolishment of
General Professional series.
July 1, 2012: Effective 2012. Job Evaluation System Revision project removed the “Purpose of Contact”
from Job Evaluation.
September 1, 1993: Effective 9/1/93 (CVC). Job Evaluation System Revision project. Published as proposed
6/1/93.
September 1, 1987: Revised 7/1/87. Minimum requirements for A4693 Staff Highway Maintenance Superintendent. Revised 12/1/86. Class code, relationship, nature of work, some examples of work, knowledge, skills and abilities, and minimum requirements for A4693 Staff Highway Maintenance Superintendent.
July 1, 1982: Revised 7/1/82. Grade and relationship for A4693 Staff Highway Maintenance Superintendent.
October 1, 1980: Revised 10/1/80. Minimum requirements for A4693 Staff Highway Maintenance Superintendent. Created 7/1/80. A1010X Program Administrator I.
July 1, 1980: Revised 7/1/80. Class code, title, grade, deletion of options, nature of work, some examples of work, knowledge, skills and abilities, education and experience for A1O11X Program Administrator IT.
June 1, 1978: Created 6/1/78. A5723 Division of Mental Health Development Administrator.
July 1, 1977: Created 7/1/77. A2670X Planetarium Operations Manager.
January 1, 1975: Created 1/1/75. A1O11X Program Administrator II and A4693 Staff Highway Maintenance Superintendent.

Summary of Factor Ratings

Class Level	Decision Making	Complexity	Line/Staff Authority
Program Coordinator	Process	Formulative	Individual Contributor
Program Management I	Process	Formulative or Strategic	Unit Supervisor or Senior Authority
Program Management II	Interpretive	Formulative, Strategic, or Unprecedented*	Unit Supervisor or Staff, Senior or Leading Authority
Program Management III	Interpretive	Formulative or Strategic	Manager

Minimum Qualifications

Valid as of: August 23, 2023

This document includes the following levels:

Class Title	Class Code
Program Coordinator	H1A1XX
Program Management I	H1A2XX
Program Management II	H1A3XX
Program Management III	H1A4XX

PROGRAM COORDINATOR (H1A1XX)

Experience Only:

Six (6) years of relevant experience in an occupation related to the work assigned to this position

Education and Experience:

A combination of related education and/or relevant experience in an occupation related to the work assigned equal to six (6) years

PROGRAM MANAGEMENT I (H1A2XX)

Experience Only:

Eight (8) years of relevant experience in an occupation related to the work assigned to this position

Education and Experience:

A combination of related education and/or relevant experience in an occupation related to the work assigned equal to eight (8) years

PROGRAM MANAGEMENT II (H1A3XX)

Experience Only:

Nine (9) years of relevant experience in an occupation related to the work assigned to this position

Education and Experience:

A combination of related education and/or relevant experience in an occupation related to the work assigned equal to nine (9) years

PROGRAM MANAGEMENT III (H1A4XX)

Experience Only:

Ten (10) years of relevant experience in an occupation related to the work assigned to this position

Education and Experience:

A combination of related education and/or relevant experience in an occupation related to the work assigned equal to ten (10) years

History of Changes Made to Minimum Qualification

The following is a summary of changes made to this minimum qualification.

Sept. 1, 2017 (Whole Document)

Part of the 2017 MQ Project
New format
Standardized language and made the substitution statements consistent with a year-for-year methodology
Removed ‘additional higher level and/or special experience’ language. Special qualifications can appear as a Special Qualification in the job posting, if justified in the position description and job analysis.
Removed language and requirements referring to ‘business project managers’. The positions within this class are very specific to career pathing. Business project managers do not belong in this series.

Sept. 1, 2017 (H1A5XX, H1A6XX, H1A7XX)

Some positions may require one year of program management and/or one year of technical architecture experience

Class Description and Minimum Qualifications for H1A -Program Management