Class Description and Minimum Qualifications for I6B - Telecommunications Engineer

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 assignments in telecommunications. These positions provide technical expertise, training, and support for telephone, radio, microwave, fiber optics, and data communication transmission systems and equipment. The work involves the analysis and design of telecommunications systems and equipment, planning and oversight of telecommunication projects, establishing policies and procedures, evaluating equipment and service vendors, and researching and recommending new technologies.

TELECOMMUNICATIONS ENGINEER I I6B1XX

Concept of Class

This class describes the fully-operational telecommunications engineer. Positions at this level plan, design, and oversee the installation or maintenance of telecommunications 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 telecommunications sites.

Complexity 

The nature of, and need for, analysis and judgment is formulative, as described here. Positions evaluate the relevance and importance of telecommunications 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.

TELECOMMUNICATIONS ENGINEER II I6B2XX

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 telecommunications engineering where managers and peers rely on the position for expert advice. This class differs from the Telecommunications 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 telecommunications 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 telecommunications 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 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.

TELECOMMUNICATIONS ENGINEER III I6B3XX

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 telecommunications 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 the telecommunications engineering field beyond their agency. This class differs from the Telecommunications 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 telecommunications 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 telecommunications 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 telecommunications engineering principles in selecting appropriate replacement systems for upgrading capabilities and reliabilities.

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.

TELECOMMUNICATIONS ENGINEER IV I6B4XX

Concept of Class

This class describes the second-level supervisor and chief telecommunications engineer in an agency. Positions in this level establish telecommunications 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 Telecommunications 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 telecommunications 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 technology equipment will be used for unique types of communications 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. 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. For example, positions at this level decide telecommunications program resources and capabilities for state-wide, government planning.

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 develop guidelines which direct telecommunications programs throughout state agencies.

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 policy, 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.

July 1, 2020

Created. System Maintenance Study. Deconsolidated Telecommunications from Electronics Engineer.

Summary of Factor Ratings

Minimum Qualifications

Valid as of: March 8, 2024

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

TELECOMMUNICATIONS ENGINEER I (I6B1XX)

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.

TELECOMMUNICATIONS ENGINEER II (I6B2XX)

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.

TELECOMMUNICATIONS ENGINEER III (I6B3XX)

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.

TELECOMMUNICATIONS ENGINEER IV (I6B4XX)

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.

History of Changes Made to Minimum Qualification

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

March 8, 2024 (Whole Document)

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

July 1, 2020 (Whole Document)

• New Class Description created from the 2019 system maintenance study
• New format