MMS CLASSIFICATION SERIES

PUBLIC SERVICE COORDINATOR I
Positions in this classification provide specialized expertise generally within one or two related functions on various administrative, legislative, or policy matters and their impact. The scope of responsibility is well defined by: statute, regulation; grant or• agency policy and the are moderately complex. Responsibilities include consulting, evaluating and integrating operational practices, procedures and activities in support of outcomes of policy or program initiatives, and may include providing leadership on selected activities involving other personnel, task force or committees, advocates or members of the public. The Coordinator may serve as a chief staff person before the Legislature with limited authority to act on matters. Examples of working titles at this level may be Personnel Officer, Public Information or Special Projects Director, Financial Analyst, State Toxicologist or Policy Development Specialist.

PUBLIC SERVICE COORDINATOR II
Positions. in this classification provide highly specialized expertise on complex, significant issues to management staff on various programs, administrative, legislative, policy matters and their impact. The Coordinator at this level possesses highly technical or scientific knowledge, such as an advanced degree in law, or substantial experience and seasoning in a program area(s). Responsibilities include. consulting, evaluating and integrating operational practices, procedures and activities in support of major program policy or initiatives, having a statewide impact. The Coordinator may serve as a chief staff person before the Legislature with authority to act on matters, and may provide leadership on selected activities involving other personnel, task force or committees, advocates or members of the public. An example of a working title at this level may be Counsel.

PUBLIC SERVICE COORDINATOR III
Positions in this classification provide expertise on significant state-wide issues at the State level to Department management or other agencies, the Governor or the Legislature. The Coordinator at this level possesses highly technical or scientific knowledge generally acquired with post-graduate education, or deep expertise in a complex field of specialization. Responsibilities include consulting, evaluating and integrating operational practices, procedures and activities in support of significant policy or initiatives, which are extensive in nature and have significant state-wide impact. The Coordinator may be a member of the top management staff in an agency commissioner’s office. Examples of working titles at this level may be the State Nuclear Safety Advisor, State Economist or Chief Engineer.

PUBLIC SERVICE MANAGER SERIES

The primary focus of the Public Service Manager series is to administer one or more statewide policies or programs, and to directly manage and oversee operating, support or administrative functions of an agency or agency subdivision with differing levels of scope, accountability and complexity. The manager implements program policies and initiatives in support of agency goals and objectives established by executive management. The manager ‘may be a member of the agency’s senior management team. Supervision is exercised over a variety of personnel and work is performed under administrative direction.

PUBLIC SERVICE MANAGER I
Positions in this classification may direct one or two related functions or a small program. The scope of responsibility is defined by statute, regulation, grant, or agency policy. The manager has some latitude to change the program scope, policy or implementation, and the objectives are clearly defined. Work involves developing and implementing related policies and procedures; directing and performing staff support activities, ,in the’ areas of financial, human resource,. legal; and technology; administering. operations; and/or providing daily program administration. The impact of the program managed has a small relative relationship to the overall mission of the organization. Examples of working titles at this level may be Personnel Manager, Support Services and Operational Managers.

PUBLIC SERVICE MANAGER II
Positions in this classification may direct at least two major programs ‘or manage a small to medium division. The programs are established by statute, regulation, grant, agency mission, but the scope of the program is not well defined and it is the responsibility of the manager to develop the parameters. The manager at this level requires substantial experience and seasoning in the program areas managed or post—graduate education plus experience. Work involves managing the development of technical guidelines, regulations, policies and other materials; directing and performing staff support activities in the areas of financial, human resource, legal,, and technology; approving fiscal transactions within set limits; and/or providing daily program administration of a variety of activities. The impact of the program managed has a small to medium relative relationship to the overall mission of the organization and the manager may contribute to and provide substantive advice on programs managed. Examples of working titles at this level may be Administrative Services,’ Agency Technology or Information Systems, Division, or Program Service Managers.

PUBLIC SERVICE MANAGER III
Positions in this classification may direct more than two programs having major statewide or regional impact to the agency mission. This highest level manager requires substantial, broad-ranging experience and seasoning in the program areas managed or post-graduate education plus experience, or require technical knowledge specific to a particular position. The scope of responsibility includes directing the comprehensive integration and coordination of diversified activities necessary to implement the objectives of a major program(s). Work involves directing the implementation of policies, initiatives and mandate’s of an agency, directing staff support activities including financial, human resource, legal, and technology; authorizing and allocating fiscal transactions; and/or ensuring the management and direction of daily program administration for a variety of diverse activities. The impact of the program managed has a large relationship to the overall mission of the agency and the manager has extensive decision-making authority and may significantly influence the management of the program. Examples of working titles at this level may be Regional Managers or Education and Outreach Managers.

PUBLIC SERVICE EXECUTIVE SERIES

The primary focus of the Public Service Executive series is to direct and control the work of an agency, or major agency subdivision, and to formulate state-wide policy. The executive establishes agency objectives and strategies, ensures that goals, objectives and strategies are met, and allocates the resources and budgets necessary for operation of multiple agency programs and activities. The executive is a member of the agency’s senior leadership staff and/or state management staff and generally is an appointed position. This series differs from Public Service Managers in that the executive is a visionary whom directs and exercises authority of the work man agency rather than managing or implementing programs or policies. Supervision is exercised over a variety of personnel and work is performed under general direction.

PUBLIC SERVICE EXECUTIVE I
This executive classification exercises authority and control over the resources necessary to operate and maintain multiple agency programs and activities having moderate scope and authority. Responsibilities include providing leadership and establishing policy, developing and/or approving operational procedures, and setting program goals and objectives within agency or regulatory guidelines. Work involves applying policies and guidelines, assigning and evaluating the quality of work, and managing the resources and budgets necessary for operations.

PUBLIC SERVICE EXECUTIVE II
This executive classification exercises authority and control over the resources necessary to direct a variety of related statewide programs or major operational units having large scope and authority. Responsibilities include providing leadership and strategic planning for the agency. Work involves establishing goals and objectives, managing the resources to meet those goals, and setting the priorities necessary to ensure programs meet the overall mission of the agency. Responsibilities include coordinating program activities, evaluating the effectiveness of programs, and setting policy that defines operations.

PUBLIC SERVICE EXECUTIVE III
This executive classification exercises authority and control over the resources necessary to operate and maintain highly diversified statewide agency programs having extensive scope and authority. Responsibilities include providing leadership and strategic planning for the agency. Work involves ensuring that goals and objectives are set and met, and includes accountability for securing and allocating financial and operational resources to accomplish the agency’s mission Responsibilities include establishing administrative priorities, evaluating the effectiveness of program administration, and setting broad policies that impact agency operations. The Public Service Executive III is considered a member of the Commissioner’s management staff, and work is often executed in consultation with representatives from other agencies, the legislature, and the Governor’s Office.

The State of Maine has developed a Leadership Competency Model that specifies behaviors for Public Service Coordinators, Public Service Managers, and Public Service Executives. At each level the behavioral expectations change to reflect increasing responsibility and influence. These are detailed on the next several pages.  Click on any of the ten competencies below for more information about each.