Class Description and Minimum Qualifications for H1S - Public Health & Community Outreach Professional

Class Description

Valid as of: July 2016

This class series uses six levels in the Professional Occupational Group and describes work in public health and community outreach. Positions in this series apply theories, models, and concepts related to the management of an organization’s public health and community outreach programs. Work involves planning, implementing, and evaluating programs that reflect the essential public health services. These positions are responsible for the coordination of complex public and community outreach utilities or programs. The focus of public and community outreach intervention is to improve health and quality of life through prevention and treatment of conditions. Public health interventions are conducted to prevent and manage diseases and the promotion of healthy behaviors, communities and environments. Many diseases are preventable through simple, non-medical methods. Public communications programs, vaccination programs, and distribution programs are examples of common public
health measures.

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.

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL I (H1S1XX)

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 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.

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL II (H1S2XX)

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 Public Health & Community Outreach Professional 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 get practical solutions to problems and tasks. Guidelines in the form of specified 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.

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL III (H1S3XX)

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 Public Health & Community Outreach Professional 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 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 work 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 related to the professional occupational field or specialized subject area 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 example, a position evaluates the relevance of existing guidelines in order to prepare and tailor plans or individualized approaches to resolve specific management and/or program issues.

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. For example, 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.

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL IV (H1S4XX)

Concept of Class

This class describes the work or project leader or the staff authority. Work leaders exercise some control over the continual work product of others. Project leaders do so on an ongoing project basis where the projects are critical to the agency’s mission and fundamental business operations. 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 Public Health & Community Outreach Professional 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 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.

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.

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.

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL V (H1S5XX)

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 Public Health & Community Outreach Professional 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 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.

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.

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.

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL VI (H1S6XX)

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 Public Health & Community Outreach Professional 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 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 the strategy, system, process, guidelines, rules and standards that are used by others in state government. 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 which 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 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 of 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.

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 H1S1TX to H1S1XX per administrative updates.
July 1, 2016: Effective 07/01/2016 (SMS). General Professional Study; deconsolidation and abolishment of
General Professional series. Creation of this class series.

Summary of Factor Ratings

Class Level	Decision Making	Complexity	Line/Staff Authority
Public Health/Community Outreach I	Defined	Prescribed	Individual Contributor
Public Health/Community Outreach II	Operational	Patterned	Individual Contributor
Public Health/Community Outreach III	Process	Formulative	Individual Contributor
Public Health/Community Outreach IV	Process	Formulative or Strategic	Work Leader or Staff Authority
Public Health/Community Outreach V	Process	Formulative or Strategic	Unit Supervisor or Senior Authority
Public Health/Community Outreach VI	Interpretive	Formulative, Strategic or Unprecedented*	Unit Supervisor or Staff, Senior or Leading Authority

*Note: A leading authority must be unprecedented in Complexity.

Minimum Qualifications

Valid as of: February 7, 2024

This document includes the following levels:

Class Title	Class Code
Public Health/Community Outreach I	H1S1XX
Public Health/Community Outreach II	H1S2XX
Public Health/Community Outreach III	H1S3XX
Public Health/Community Outreach IV	H1S4XX
Public Health/Community Outreach V	H1S5XX
Public Health/Community Outreach VI	H1S6XX

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL I (H1S1XX)

Experience Only:

Four (4) 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 four (4) years

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL II (H1S2XX)

Experience Only:

Five (5) 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 five (5) years

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL III (H1S3XX))

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

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL IV (H1S4XX)

Experience Only:

Seven (7) 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 seven (7) years

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL V (H1S5XX))

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

PUBLIC HEALTH & COMMUNITY OUTREACH PROFESSIONAL VI (H1S6XX)

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

History of Changes Made to Minimum Qualification

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

March 20, 2017 (Whole Document)

Part of the 2017 MQ Project
New format

April 4, 2017 (Whole Document)

Standardized language and made the substitution statements consistent with a year-for-year methodology

April 4, 2017 (H1S2XX, H1S3XX, H1S4XX, H1S5XX, H1S6XX)

Language referring to, “at the agency’s discretion,” removed

April 4, 2017 (H1S5XX, H1S6XX)

Language regarding additional special experience/higher-level experience removed. Special qualifications have been removed from the minimum qualification statement.\
Special qualifications 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.

Oct. 31, 2017 (Whole Document)

Made formatting and grammatical changes

July 1, 2018 (H1S1TX changed to H1S1XX)

Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO

Feb. 14, 2024 (Whole Document)

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

Class Description and Minimum Qualifications for H1S - Public Health & Community Outreach Professional