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, 2020
This class series uses four levels in the Physical Science and Engineering Occupational Group and describes professional level work applying principles and techniques of electronics engineering. The work includes the acquisition, research, development, design, modification, installation, and maintenance of electronics equipment, components, or systems. The work includes planning, organizing, and implementing state-of-the art electronic capabilities, and advising agency management on the feasibility and associated costs. Positions may work in one or more of the areas of design and installation or the maintenance and repair of existing equipment and capabilities. This class series is for electronics engineers with a broader focus with respect to electronic devices and systems. For positions with a narrower telecommunications focus, utilize the Telecommunications Engineer class series.
I2B1XX ELECTRONICS ENGINEER I
Concept of Class
This class describes the fully-operational level. Positions at this level plan, design, and oversee the installation or maintenance of electronic capabilities throughout the state. Positions identify equipment replacement or upgrade requirements to higher level supervisors and managers for needed funding and planning. Positions work with customers to identify specific needs and capabilities before pursuing solutions. The work may include research of new equipment and contacts with industry sales representatives to identify equipment capabilities, cost, and availability. Positions work with purchasing personnel to develop bid specifications and evaluate proposals for adequacy. Positions may supervise the work of technicians or specialists performing installation or maintenance activities.
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 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. For example, positions decide the maintenance operations needed to repair and maintain electronic systems.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of electronics engineering theories, concepts, and principles in order to tailor them to develop a different approach or tactical plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate so they are relevant only through approximation or analogy. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so they can be applied to particular circumstances and to deal with emergencies. For example, positions analyze the importance of engineering principles when designing replacement systems.
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.
I2B2XX ELECTRONICS ENGINEER II
Concept of Class
This class describes the work leader or staff authority level. In addition to the work described by the lower class, positions in this level have work leader responsibility over other engineers. The work includes assigning or checking work, instructing or answering questions, and providing input to supervisors on performance. This class also includes those positions functioning as staff authorities in a particular field of electronics engineering where managers and peers rely on the position for expert advice. This class differs from the Electronics Engineer I in the Line/Staff Authority factor only.
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 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. For example, positions individualize operational and maintenance processes for electronic services to state and local agencies.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of electronics engineering theories, concepts, and principles in order to tailor them to develop a different approach or tactical plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate so they are relevant only through approximation or analogy. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so they can be applied to particular circumstances and to deal with emergencies. For example, positions analyze the importance of engineering principles when designing replacement systems.
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 in the same series, electronics specialist, 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 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.
I2B3XX ELECTRONICS ENGINEER III
Concept of Class
This class describes the first-level supervisor or senior authority level. Positions in this level direct the operations of a unit accomplishing electronics engineering support for state agencies. In addition to overseeing the work described in lower classes, positions have responsibility for decisions that affect the pay, status, or tenure of others. This class also describes those rare positions functioning as authorities for an electronics engineering field beyond their agency. This class differs from the Electronics Engineer II in the Line/Staff Authority factor only.
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 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. For example, positions decide the appropriate process for identifying and acquiring new electronic transmission capabilities for agencies.
Complexity
The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of electronics engineering theories, concepts, and principles in order to tailor them to develop a different approach or tactical plan to fit specific circumstances. While general policy, precedent, or non-specific practices exist, they are inadequate so they are relevant only through approximation or analogy. In conjunction with theories, concepts, and principles, positions use judgment and resourcefulness in tailoring the existing guidelines so they can be applied to particular circumstances and to deal with emergencies. For example, positions analyze electronics engineering principles in selecting appropriate replacement systems for upgrading capabilities and reliability.
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 the pay, status, and tenure of three or more full-time equivalent positions. At least one of the subordinate positions must be 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 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.
I2B4XX ELECTRONICS ENGINEER IV
Concept of Class
This class describes the second-level supervisor and chief electronics engineer in an agency. Positions in this level establish electronics support programs for the state. The work includes working statewide issues and requirements and coordinating these with managers and directors. Positions also have responsibility for decisions affecting the pay, status, or tenure of other positions. This class differs from the Electronics Engineer III in all factors.
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 higher management (strategic) 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. For example, positions at this level decide the operation and maintenance levels and units to support agency electronics systems. This level includes inventing and changing systems and guidelines that will be applied by others statewide. 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. For example, positions decide which type of equipment will be used for unique types of electronics requirements.
OR
The decisions regularly made are at the programmatic level, as described here. Within limits set by organizational policy, general directives, overall goals and objectives, and allocated resources, choices involve formulating or adjusting programs, specifying program objectives, and allocating human and fiscal resources among constituent programs. This involves independently, and under conditions of uncertainty, determining what has been done, what can be done, proposals for long term policy, and estimates of what new resources are required. For example, positions determine the allocation of fiscal resources between competing electronics projects. The long-term strategic plans, purposes, and staffing determined by this level require integration with other programs in the overall plan. Program, as used here, is defined by the mission of an agency or division as opposed to a segment or piece of a program, such as planning, program evaluation, etc. This level does not describe positions that are applying a program controlled by another agency which has the authority and accountability for it.
Complexity
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. For example, positions establish long range maintenance and repair programs for an agency’s electronic equipment and systems.
Line/Staff Authority
The direct field of influence the work of a position has on the organization is as a manager or leading authority. The manager must be accountable for multiple units through the direct supervision of at least two subordinate Unit Supervisors; and, have signature authority for actions and decisions that directly impact pay, status, and tenure. Elements of formal supervision must include providing documentation to support recommended corrective and disciplinary actions, second-level signature on performance plans and appraisals, and resolving informal grievances. Positions start the hiring process, interview applicants, and recommend hire, promotion, or transfer.
OR
The leading authority is a pacesetter who has a rare level of technical expertise in a field or profession that, as part of the 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 and peers in the profession outside of state government. Managers and peers beyond state government recognize and seek this level of technical guidance and direction because of the recognized expertise in a subject area. For example, program managers and colleagues in other states rely on this regional or national pacesetter when making decisions regarding the direction of their policies, programs, and systems in the pacesetter's field of expertise. This reliance on, and delegation of, primary responsibility for influencing management direction, including representing the state regionally or nationally, separates this level of staff authority from all others.
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, 2020 (Document)
System Maintenance Study. Moved Telecommunications to a separate class series. Updated title from Electronic Engineer to Electronics Engineer.
- Effective July 1, 2018 (Document)
Update the Class Code of I2B1TX to I2B1XX per administrative updates.
- Effective June 30, 2015 (Factors)
Updated and removed the purpose of contact.
- Effective July 1, 2002 (Document)
PSE System Maintenance Study. No changes. Published as proposed 5/15/2002.
- Effective September 1, 1993 (Document)
Job Evaluation System Revision project. Published as proposed 6/1/1993.
- Effective January 1, 1992 (Occupational Group)
Changed occupational group, State Communications Director (A2571).
- Effective July 1, 1986 (Document)
Changed grades and relationships, Electronic Engineers (A2555-57).
- Effective July 1, 1985 (Document)
Changed nature of work and entrance requirements, Electronic Engineers (A2555-57).
- Effective July 1, 1981 (Document)
Changed relationship, State Communications Director (A2571).
- Effective March 1, 1981 (Document)
Changed nature of work and entrance requirements, State Communications Director (A2571).
- Effective March 1, 1980 (Document)
Changed relationship, State Communications Director (A2571).
- January 1, 1975
Created.
Summary of Factor Ratings
| Class Level | Decision Making | Complexity | Line/Staff Authority |
|---|---|---|---|
| Electronics Engineer I | Process | Formulative | Individual Contributor |
| Electronics Engineer II | Process | Formulative | Work Leader or Staff Authority |
| Electronics Engineer III | Process | Formulative | Unit Supervisor or Senior Authority |
| Electronics Engineer IV | Interpretive or Programmatic | Strategic | Manager or Leading Authority |
Minimum Qualifications
Valid as of: March 7, 2024
This document includes the following levels:
| Class Title | Class Code |
|---|---|
| Electronics Engineer I | I2B1XX |
| Electronics Engineer II | I2B2XX |
| Electronics Engineer III | I2B3XX |
| Electronics Engineer IV | I2B4XX |
ELECTRONICS ENGINEER I (I2B1XX)
Education/Licensure/Certification/Experience:
Current, valid licensure as a Professional Engineer where the specialty is in electronic engineering or a closely related field from the Colorado State Board of Licensure for Architects, Professional Engineers and Professional Land Surveyors.
Substitutions
None.
ELECTRONICS ENGINEER II (I2B2XX)
Education/Licensure/Certification/Experience:
- Current, valid licensure as a Professional Engineer where the specialty is in electronic engineering or a closely related field from the Colorado State Board of Licensure for Architects, Professional Engineers and Professional Land Surveyors
- One (1) year of experience in an occupational field related to the work assigned to the position
Substitutions
Appropriate education in addition to that required for the license will substitute for the required experience on a year-for-year basis.
ELECTRONICS ENGINEER III (I2B3XX)
Education/Licensure/Certification/Experience:
- Current, valid license as a Professional Engineer where the specialty is in electronic engineering or a closely related field from the Colorado State Board of Licensure for Architects, Professional Engineers and Professional Land Surveyors
- Two (2) years of experience in an occupational field related to the work assigned to the position, one of which must have been at the level of a work leader, staff authority, or equivalent
Substitutions
Appropriate education in addition to that required for the license will substitute for the required experience on a year-for-year basis.
ELECTRONICS ENGINEER IV (I2B4XX)
Education/Licensure/Certification/Experience:
- Current, valid licensure as a Professional Engineer where the specialty is in electronic engineering or a closely related field from the Colorado State Board of Licensure for Architects, Professional Engineers and Professional Land Surveyors
- Three (3) years of experience in an occupational field related to the work assigned to the position, two of which must have been at the level of a unit supervisor, senior authority, or equivalent
Substitutions
Appropriate education in addition to that required for the license will substitute for the required experience on a year-for-year basis.
History of Changes Made to Minimum Qualification
The following is a summary of changes made to this minimum qualification.
- March 7, 2024 (Whole Document)
New format (updating to adhere to accessibility standards).
- July 1, 2020 (Whole Document)
- Reviewed MQs and changed the title from electronic to electronics because of the 2019 system maintenance study
- New Format
- July 1, 2018 (I2B1TX changed to I2B1XX)
Review and correction of the classification codes to align with the 2018-19 pay plan and compensation grades approved by the CHRO.
- Oct. 18, 2017 (Whole Document)
Made grammatical changes.
- Sept. 1, 2017 (Whole Document)
- Part of the 2017 MQ Project
- New Format
- Standardized language and made the substitution statements consistent with a year-for-year methodology
- Removed language referring to specific experience requirements from MQ space
- Removed language referring to ‘some positions may require’