Class Description and Minimum Qualifications for H1O - Community Programs Specialist

Class Description

Valid as of: July 1, 2018

This class series uses six levels in the Professional Services Occupational Group and describes community corrections work in transitioning adult residents from the institutional setting back into the community. Work in this class includes performing reviews of community corrections halfway house operations and implementing community corrections programs to accomplish supervision system objectives. The work primarily deals with community-based correctional services to insure standards of operations are maintained and making recommendations on community program changes to local boards. The work involves guiding, evaluating, and negotiating with local corrections boards and their contracted community halfway houses to insure residents receive the specified level of supervision and care. The work also includes investigations of complaints, mediation of disputes between residents and the halfway houses, auditing operations, training and advising halfway house managers and staff, review of incidents, and interpreting standards and guidelines.

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.

COMMUNITY PROGRAMS SPECIALIST I (H1O1XX)

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 require following 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 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. 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.

COMMUNITY PROGRAMS SPECIALIST II (H1O2XX)

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. Positions review the operations and supervision of residents by half-way houses to insure standards are being met. Positions in this class respond to resident complaints and resolve disagreements on services provided.

This class differs from the Community Programs Specialist 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. For example, positions decide the best way to monitor halfway houses' activities under varying types of supervision. 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. For example, positions choose the appropriate remedial action when community-based services are inadequate to provide the necessary therapy, counseling, or supervision of residents.

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 get practical solutions to problems and tasks. 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.

COMMUNITY PROGRAMS SPECIALIST III (H1O3XX)

Concept of Class

This class describes the fully operational professional. Positions operate independently in performing the full range of professional tasks. For example, positions may determine their own community oversight processes. This includes deciding how to monitor, evaluate, and guide the halfway house programs as they manage case loads. 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. For example, this position may work with judicial, law enforcement, and community boards or agencies involved in the community programs management process. Judgment is used in the adaptation and skilled application of guidelines to solve the full range of problems related to the assignment. For example, positions may evaluate and recommend changes in community-based, contracted resident services. 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 Community Programs Specialist 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. For example, this position may decide the monitoring and evaluation process to use when residents’ needs change. The general pattern, program, or system exists but must be individualized.

This individualization requires analysis of data that is complicated. As an example, positions analyze treatment, work, and violation reports on residents and judge the appropriate steps needed to correct problems or to initiate revocation of contracts. Analysis is breaking the problem or case into parts, examining these parts, and reaching conclusions that result in work processes. For example, this position may decide the monitoring process under the intensive supervision program within the limits of available technology and manpower. 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. For example, this position may decide which models of criminal recidivism to apply in designing monitoring plans. 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. For example, this position may develop plans to move residents when halfway houses close or provide inadequate supervision. As existing practices may be inadequate, the positions draw upon previous, analogous cases to tailor the guidelines. 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 intensive supervision plans to account for residency in a remote area without normal monitoring equipment.

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.

COMMUNITY PROGRAMS SPECIALIST IV (H1O4XX)

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 Community Programs Specialist III class 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, this position may decide the monitoring and evaluation process to use when residents’ needs change. The general pattern, program, or system exists but must be individualized.

This individualization requires analysis of data that is complicated. As an example, positions analyze treatment, work, and violation reports on residents and judge the appropriate steps needed to correct problems or to initiate revocation of contracts. Analysis is breaking the problem or case into parts, examining these parts, and reaching conclusions that result in work processes. For example, this position may decide the monitoring process under the intensive supervision program within the limits of available technology and manpower. 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. For example, this position may decide which models of criminal recidivism to apply in designing monitoring plans. 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. For example, this position may develop plans to move residents when halfway houses close or provide inadequate supervision. As existing practices may be inadequate, the positions draw upon previous, analogous cases to tailor the guidelines. 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 intensive supervision plans to account for residency in a remote area without normal monitoring equipment.

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. For example, this position could act as the agency's authority on handling cases dealing with substance abuse treatment where current supervision models are inadequate.

COMMUNITY PROGRAMS SPECIALIST V (H1O5XX)

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. Positions in this level may oversee units responsible for community program activities. Such positions monitor community program management actions; resolve problems and differences of opinion on the more difficult, critical issues between correctional, judicial, and communities requiring modifications of programs or guidelines; coordinate multi-agency cooperative efforts; and evaluate programs' effectiveness.

This class differs from the Community Programs Specialist 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. For example, this position may decide the monitoring and evaluation process to use when residents’ needs change. The general pattern, program, or system exists but must be individualized.

This individualization requires analysis of data that is complicated. As an example, positions analyze treatment, work, and violation reports on residents and judge the appropriate steps needed to correct problems or to initiate revocation of contracts. Analysis is breaking the problem or case into parts, examining these parts, and reaching conclusions that result in work processes. For example, this position may decide the monitoring process under the intensive supervision program within the limits of available technology and manpower. 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. For example, this position may decide which models of criminal recidivism to apply in designing monitoring plans. 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. For example, this position may develop plans to move residents when halfway houses close or provide inadequate supervision. As existing practices may be inadequate, the positions draw upon previous, analogous cases to tailor the guidelines. 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 intensive supervision plans to account for residency in a remote area without normal monitoring equipment.

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 fulltime 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. An example might be the state’s authority on a specific type of community based supervision program.

COMMUNITY PROGRAMS SPECIALIST VI (H1O6XX)

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 meet 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 Community Programs Specialist V 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 regional 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, authorities design strategy, system, process, guidelines that will be applied by others statewide. While an authority may not directly supervise staff or a budget, such a position is often involved in formulation of budgets and staffing patterns as part of the design of a system. 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.

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. For example, this position may develop plans to move residents when halfway houses close or provide inadequate supervision. As existing practices may be inadequate, the positions draw upon previous, analogous cases to tailor the guidelines. 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 intensive supervision plans to account for residency in a remote area without normal monitoring equipment.

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.

OR

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 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.

OR

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.

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.

Effective July 1, 2018

Update the Class Code of H1O1TX to H1O1XX per administrative updates.

Effective July 1, 2016

General Professional Study; deconsolidation and abolishment of General Professional series. Placed in the Professional Occupational group from the EPS Occupational group.

Effective 2012

Job Evaluation System Revision project removed the “Purpose of Contact” from Job Evaluation.

Effective July 1, 2002

EPS Consolidation Study. Consolidated Community Programs Specialist class series (A3A1-6) and Parole Officer class series (A3B1-6) into the Community Parole Officer series (A1C3-4). Broadbanded the previous Intern, I, and II classes into a single class and pay grade. Published as proposed 5/8/2002.

Effective September 1, 1993

Job Evaluation System Revision project. Published draft 6/1/1993.

Summary of Factor Ratings

Minimum Qualifications

Valid as of: November 16, 2023

This​ ​document​ ​includes​ ​the​ ​following​ ​levels:
 

COMMUNITY PROGRAMS SPECIALIST I (H1O1XX)

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.

COMMUNITY PROGRAMS SPECIALIST II (H1O2XX)

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.

COMMUNITY PROGRAMS SPECIALIST III (H1O3XX)

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.

COMMUNITY PROGRAMS SPECIALIST IV (H1O4XX)

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.

COMMUNITY PROGRAM SPECIALIST V (H1O5XX)

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.

COMMUNITY PROGRAMS SPECIALIST VI (H1O6XX)

Experience Only:

Nine (9) 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 nine (9) years.

History of Changes Made to Minimum Qualification

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

Feb. 14, 2024 (Whole Document)

• New format (updating to adhere to accessibility standards)
• Updated minimum qualifications to align with the Skills-based Hiring initiative

July 1, 2018 (H1O1TX changed to H1O1XX)

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 (Whole Document)

Made grammatical changes.

Apr. 4, 2017 (H1O5XX, H1O6XX)

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.

Apr. 4, 2017 (H1O3XX, H1O4XX, H1O5XX, H1O6XX)

Made language consistent with a year-for-year approach to substitutions for both education and experience.

Apr. 4, 2017 (Whole Document)

• 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.
• Removed Special Requirements. Special requirements or qualifications can appear as a special qualification in the job posting, if justified in the position description and job analysis.

Mar. 1, 2017 (Whole Document)

• Part of the 2017 MQ Project
• New format