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, 2018
This class series uses six levels in the Professional Services Occupational Group and describes work in a variety of program compliance and management review activities pertaining to state supervised social services or public assistance programs. Positions in this series may also deliver services directly to specifically targeted clients. Work includes reviewing county departments of social services and public assistance programs. Work involves conducting reviews of public assistance recipients and counties, facilities, businesses, and providers who administer and deliver various social services programs to determine compliance with applicable social services program statutes, regulations, and quality standards; conducting management reviews of county social services departments which includes evaluating human resource and fiscal management practices and program delivery systems and procedures to assure programs are managed effectively.
Some positions may assist and provide services directly to clients by: explaining benefit information, claims processing procedures, and eligibility requirements; assuring claim data is complete and submitted accurately; representing clients as an advocate in hearings on appeals of benefits and presenting arguments on behalf of clients to support the awarding of benefits; assessing client needs and prescribing remedies to problems and needs; and, assuring clients receive appropriate services and entitlements.
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.
SOCIAL SERVICES SPECIALIST I (H1T1XX)
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 which cover work situations and alternatives. Action taken is based on learned, specific guidelines that permit little deviation or change as the task is repeated. Any alternatives to choose from are clearly right or wrong at each step.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as an individual contributor. The individual contributor may explain work processes and train others. The individual contributor may serve as a resource or guide by advising others on how to use processes within a system or as a member of a collaborative problem-solving team. 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.
SOCIAL SERVICES SPECIALIST II (H1T2XX)
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 Social Services 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 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.
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.
SOCIAL SERVICES SPECIALIST III (H1T3XX)
Concept of Class
This class describes 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. For example, this position may explain benefit information, claims processing procedures, and eligibility requirements; assuring claim data is complete and submitted accurately; representing clients as an advocate in hearings on appeals of benefits and presenting persuasive arguments to support the awarding of benefits; assessing client needs and prescribing remedies to problems and needs; and, assuring clients receive appropriate services and entitlements.
This class differs from the Social Services Specialist II on the 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 theory, principles, conceptual models, professional standards, and precedents in order to determine their relationship to the problem. For example, a position may plan and design action plans based on evaluation of client needs which outline processes that clients follow in order to obtain benefits. 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 and 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, this position may evaluate the relevance of existing program guidelines which change often or are conflicting, prepare and tailor a plan or individualized approach to resolve specific public assistance program issues; or, develop plans to provide services to clients based on an assessment of their individual needs and eligibility for benefits.
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.
SOCIAL SERVICES SPECIALIST IV (H1T4XX)
Concept of Class
This class describes the work leader or 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.
The class differs from the Social Services Specialist 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 used. 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. For example, a position may plan and design action plans based on evaluation of client needs which outline processes that clients follow in order to obtain benefits. 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 and 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, this position may evaluate the relevance of existing program guidelines which change often or are conflicting, prepare and tailor a plan or individualized approach to resolve specific public assistance program issues; or, develop plans to provide services to clients based on an assessment of their individual needs and eligibility for benefits.
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. For example, a position in this function may be a recognized expert in specific public assistance programs, such as child care licensing, veteran benefits, Medicaid, nursing homes, or other programs, and ensures public assistance programs are operated effectively and provides technical guidance and direction on the proper application of public assistance policies, regulations, and resolution of program issues and problems to others within and outside the agency.
SOCIAL SERVICES SPECIALIST V (H1T5XX)
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 Social Services 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 used. 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. For example, a position may plan and design action plans based on evaluation of client needs which outline processes that clients follow in order to obtain benefits. 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 and 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, this position may evaluate the relevance of existing program guidelines which change often or are conflicting, prepare and tailor a plan or individualized approach to resolve specific public assistance program issues; or, develop plans to provide services to clients based on an assessment of their individual needs and eligibility for benefits.
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. For example, this position may provide direction and guidance to state and county management and governing boards in the formulation of policies and practices to assure county departments, social services, and public assistance programs are managed and operated effectively.
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.
SOCIAL SERVICES SPECIALIST VI (H1T6XX)
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 Social Services 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 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. For example, a position in this class may also direct the establishment of county management practices and operating policies to achieve public assistance program objectives and assure programs are in compliance with the intent of applicable statutes. 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 and 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, this position may evaluate the relevance of existing program guidelines which change often or are conflicting, prepare and tailor a plan or individualized approach to resolve specific public assistance program issues; or, develop plans to provide services to clients based on an assessment of their individual needs and eligibility for benefits.
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 a unit supervisor or one of the levels of staff authority. The unit supervisor is accountable, including signature authority, for actions and decisions that directly impact pay, status, and tenure of three or more full-time equivalent positions. At least one of the subordinate positions must be a professional level in the same series or at a comparable conceptual level. The elements of formal supervision must include providing documentation to support recommended corrective and disciplinary actions, signing performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer. For example, this position may provide direction and guidance to state and county management and governing boards in the formulation of policies and practices to assure county departments, social services, and public assistance programs are managed and operated effectively.
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 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 minimum qualifications.
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 H1T1TX to H1T1XX per administrative updates.
- Effective July 1, 2016
General Professional Study; deconsolidation and abolishment of General Professional series.
- Effective 2012
Job Evaluation System Revision project removed the “Purpose of Contact” from Job Evaluation.
- Effective September 1, 1993
Job Evaluation System Revision project. Published as proposed 6/1/1993.
- Revised July 1, 1984
Grade, relationship, nature of work, some examples of work, education and experience for A8271X Veterans Service Officer A and A8272X Veterans Service Officer B.
- Revised July 1, 1982
Create C range, title, relationship, nature of work, some examples of work, knowledge’s, skills and abilities, education and experience, note for A8100X Compliance Reviewer I-A, A8101X Compliance Reviewer I-B and A8105X Compliance Reviewer I-C. Relationship, nature of work, some examples of work, knowledge’s, skills and abilities, education and experience, substitution, deletion of necessary special requirements for A8106X Compliance Reviewer II. Class code, relationship, nature of work, some examples of work, knowledge’s, skills and abilities, education and experience for A8107X Supervisor Compliance Reviewer. Education and experience, addition of substitution for A8145X Social Services Field Administrator I.
- Revised July 1, 1980
Title, nature of work, education and experience for A8271X Veterans Service Officer A and A8272X Veterans Service Officer B.
- Revised October 1, 1978
Title, nature of work, some examples of work, knowledge’s, skills and abilities, addition of necessary special requirement for A8107X Supervisor Compliance Reviewer.
- Created October 1, 1978
A8106X Compliance Reviewer II.
- Revised June 1, 1978
Title, grade, relationship, nature of work, some examples of work, knowledge’s, skills and abilities, education and experience, deletion of substitution for A8145X Social Services Field Administrator I.
- Revised July 1, 1977
Class converted for A8131X Social Services License Specialist I-A, A8132X Social Services License Specialist I-B and A8133X Social Services License Specialist II.
- Created January 1, 1975
A8100X Compliance Reviewer I-A, A8101X Compliance Reviewer 1-B, A8105X Compliance Reviewer I-C, A8107X Supervisor Compliance Reviewer, A8131X Social Services License Specialist I-A, A8132X Social Services License Specialist I-B, A8133X Social Services License Specialist II, A8145X Social Services Field Administrator I, A8271X Veterans Service Officer A and A8272X Veterans Service Officer B.
Summary of Factor Ratings
| Class Level | Decision Making | Complexity | Line/Staff Authority |
|---|---|---|---|
| Social Services Specialist I | Defined | Prescribed | Individual Contributor |
| Social Services Specialist II | Operational | Patterned | Individual Contributor |
| Social Services Specialist III | Process | Formulative | Individual Contributor |
| Social Services Specialist IV | Process | Formulative or Strategic | Work Leader or Staff Authority |
| Social Services Specialist V | Process | Formulative or Strategic | Unit Supervisor or Senior Authority |
| Social Services Specialist VI | Interpretive | Formulative, Strategic or Unprecedented (Note: A leading authority must be unprecedented in Complexity.) | Unit Supervisor or Staff, Senior or Leading Authority |
Minimum Qualifications
Valid as of: February 9, 2024
This document includes the following levels:
| Class Title | Class Code |
|---|---|
| Social Services Specialist I | H1T1XX |
| Social Services Specialist II | H1T2XX |
| Social Services Specialist III | H1T3XX |
| Social Services Specialist IV | H1T4XX |
| Social Services Specialist V | H1T5XX |
| Social Services Specialist VI | H1T6XX |
SOCIAL SERVICES SPECIALIST I (H1T1XX)
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.
SOCIAL SERVICES SPECIALIST II (H1T2XX)
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.
SOCIAL SERVICES SPECIALIST III (H1T3XX)
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.
SOCIAL SERVICES SPECIALIST IV (H1T4XX)
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.
SOCIAL SERVICES SPECIALIST V (H1T5XX)
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.
SOCIAL SERVICES SPECIALIST VI (H1T6XX)
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. 12, 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 (H1T1TX Changed to H1T1XX)
Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO.
- Aug. 1, 2017 (H1T5XX, H1T6XX)
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 (H1T2XX, H1T3XX, H1T4XX, H1T5XX, H1T6XX)
- Made language consistent with a year-for-year approach to substitutions for both education and experience
- Language referring to “at the agency’s discretion” was removed from substitutions
- Aug. 1, 2017 (Whole Document)
- Part of the 2017 MQ Project
- New format
- Standardized language regarding education and experience requirement and substitution