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, 2024
This class series uses five levels in the Professional Services Occupational Group. Professional works performed by positions in this series involves providing a variety of services pertaining to the operation and administration of program areas and activities within an agency that cannot be adequately described by another state class. Positions coordinate and facilitate technologies, people and processes that relate to the delivery of products and services. Functions include coordinating projects, supervising quality control and management procedures and managing the logistics of different program and any external vendors and/or partners involved in delivery of products and services. Examples of primary administrator duties include work that significantly affects the operation of a program area, formulation or execution of management policies or programs, and general management, operational and administrative work.
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.
ADMINISTRATOR I (H1B1XX)
Concept of Class
This class describes the entry or clearly defined level. Entry level positions perform tasks that are structured and designed to provide training and experience. Tasks are performed under direct supervision and detailed instruction and guidance is received. Employees in this class learn to apply theories and principles of the professional field. Positions used for training purposes do not remain at this level indefinitely.
Clearly defined assignments are where the position follows established work processes and procedures. Positions operate within standard processes and alternatives that are known and any deviation from such requires prior approval. These 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 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. Alternatives include independent choice of such things as 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 numerous 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 end result of the operation.
Complexity
The nature of, and need for, analysis and judgment is prescribed, as described here. Positions apply established, standard guidelines that 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 from which to choose 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. 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.
ADMINISTRATOR II (H1B2XX)
Concept of Class
This class describes the intermediate level. Positions operate independently in performing assignments that are limited to phases of a fully operational professional assignment or which may be designed to provide continued training and experience. Work requires determining solutions to practical problems using specified professional standards and established criteria. Judgment is used to select and apply existing guidelines to solve problems and accomplish the assignment.
This class differs from the Administrator I on Decision Making and Complexity. 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 operational level, 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. By nature, data needed to make decisions are numerous and variable so reasoning is needed to develop the practical course of action within the established process. Choices are within a range of specified, acceptable standards, alternatives, and technical practices.
Complexity
The nature of, and need for, analysis and judgment is patterned, as described here. Positions study technical information to determine what it means and how it fits together in order to solve specific problems. Guidelines in the form of specific processes, techniques, and methods 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 involves choosing from alternatives where all are correct but one is better than another depending on the given circumstances of the situation.
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.
ADMINISTRATOR III (H1B3XX)
Concept of Class
This class describes the fully operational professional. Positions operate independently in performing the full range of professional 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 skilled 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.
This class differs from the Administrator II on Decision Making and Complexity. 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. The general pattern, program or system exists but must be individualized.
This individualization requires analysis of data that are 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.
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.
ADMINISTRATOR IV (H1B4XX)
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.
This class differs from the Administrator III 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. The general pattern, program or system exists but must be individualized.
This individualization requires analysis of data that are 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 so they are 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.
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 work flow, 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.
ADMINISTRATOR V (H1B5XX)
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 Administrator IV 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. The general pattern, program or system exists but must be individualized.
This individualization requires analysis of data that are 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 so they are 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.
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 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 class minimum qualifications document.
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.
- July 1, 2018
Effective 7/1/18: Update the Class Code of H1B1TX to H1B1XX per administrative updates.
- July 1, 2016
Effective 07/01/2016 (SMS). General Professional Study; deconsolidation and abolishment of General Professional series.
- 2012
Effective 2012. Job Evaluation System Revision project removed the “Purpose of Contact” from Job Evaluation.
- Sept. 11, 1993
Effective 9/11/93 (CVC). Job Evaluation System Revision project. Published as proposed 6/1/93.
- Dec. 1, 1986
Revised 12/1/86. Class code, title, grade, and relationship for A4690 Highway Equipment Maintenance Coordinator.
- Jan. 1, 1985
Created 1/1/85. A0604X Broadcast Program Director.
- Oct. 1, 1982
Revised 10/1/82. Nature of work for A1009X Administrative Officer III.
- July 1, 1980
Revised 7/1/80. Class code, title, grade, nature of work, some examples of work, knowledge’s, skills and abilities, education and experience for A1006X Administrative Officer I-A, A1007X Administrative Officer I-B, A1008X Administrative Officer II and A1009X Administrative Officer III.
- Nov. 1, 1977
Revised 11/1/77. Education and experience and addition of substitution for A1048X Elections Officer.
- Jan. 1, 1975
Created 1/1/75. A0241X Public Health Educator I-A, A0242X Public Health Educator I-B, A0244X Public Health Educator II, A1006X Administrative Officer I-A, A1007X Administrative Officer I-B, A1008X Administrative Officer II, A1009X Administrative Officer III and A1048X Elections Officer, A4690 Highway Equipment Maintenance Coordinator.
Summary of Factor Ratings
| Class Level | Decision Making | Complexity | Line/Staff Authority |
|---|---|---|---|
| Administrator I | Defined | Prescribed | Individual Contributor |
| Administrator II | Operational | Patterned | Individual Contributor |
| Administrator III | Process | Formulative | Individual Contributor |
| Administrator IV | Process | Formulative or Strategic | Work Leader or Staff Authority |
| Administrator V | 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 |
|---|---|
| Administrator I | H1B1XX |
| Administrator II | H1B2XX |
| Administrator III | H1B3XX |
| Administrator IV | H1B4XX |
| Administrator V | H1B5XX |
ADMINISTRATOR I (H1B1XX)
Experience Only:
- Four (4) years of relevant experience in an occupation related to the work assigned to this position
OR
Education and Experience:
- A combination of related education and/or relevant experience in an occupation related to the work assigned equal to four (4) years
ADMINISTRATOR II (H1B2XX)
Experience Only:
- Five (5) years of relevant experience in an occupation related to the work assigned to this position
OR
Education and Experience:
- A combination of related education and/or relevant experience in an occupation related to the work assigned equal to five (5) years
ADMINISTRATOR III (H1B3XX)
Experience Only:
- Six (6) years of relevant experience in an occupation related to the work assigned to this position
OR
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
ADMINISTRATOR IV (H1B4XX)
Experience Only:
- Seven (7) years of relevant experience in an occupation related to the work assigned to this position
OR
Education and Experience:
- A combination of related education and/or relevant experience in an occupation related to the work assigned equal to seven (7) years
ADMINISTRATOR V (H1B5XX)
Experience Only:
- Eight (8) years of relevant experience in an occupation related to the work assigned to this position
OR
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
History of Changes Made to Minimum Qualification
The following is a summary of changes made to this minimum qualification.
- Aug. 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
- Aug. 1, 2017 (H1B5XX)
- 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.
- Aug. 1, 2017 (H1B2XX, H1B3XX, H1B4XX, H1B5XX)
- Language referring to “at the agency’s discretion” was removed
- Made language consistent with a year-for-year approach to substitutions for both education and experience
- July 1, 2018 (H1B1TX changed to H1B1XX)
Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO
- Jan. 25, 2024 (Whole Document)
- New format (updating to adhere to accessibility standards)
- Updated minimum qualifications to align with the Skills-based Hiring initiative