Occ. Code 2501800

CHIEF CLERK, GRADE 20

New York State Department of Civil Service

Classification Standard

NATURE OF WORK

            Chief Clerks supervise, plan and organize the activities of a very large clerical staff typically engaged in receiving, processing, maintaining and/or distributing state records, documents and/or licenses. These activities are generally performed in support of a major agency mission and, as such, frequently involve the application of legislation in providing services to the public or to the agencys program staff.

Positions in this class exist in a number of State agencies.

CLASSIFICATION CRITERIA AND DISTINGUISHING CHARACTERISTICS

Chief Clerks are characterized by supervising a staff of subordinate employees; planning and organizing the work of a number of inter-related functions; developing and implementing work procedures; and determining priorities in activities that have an immediate effect on the general public or in providing centralized clerical services to an agency program staff where little contact with the public is involved.  In agencies having large electronic data processing installations, incumbents of this class may supervise data entry and quality control activities.

The number of employees supervised may vary considerably from position to position depending upon the emphasis and the other factors noted above. Generally, however, a Chief Clerk supervises a staff of more than 50 to about 150 subordinates. In such cases, the activities directly affect the agencys program and in some cases the general public so that daily operating efficiency must be maintained at a very high level to avoid unnecessary delays and inconvenience.  In some cases where the staffs activity does not involve direct involvement with the public and where the work processing is voluminous but involves few variables the subordinate staff may range from up to about 400.

Positions of Head Clerk are distinguished from those at the Chief level by their having a smaller subordinate staff and less emphasis on determining work procedures and those priorities which have a direct effect on the agencys program. In those cases where such activities are performed, there is usually a higher level clerical or program administrator immediately available to provide assistance when necessary.

TYPICAL ACTIVITIES, TASKS AND ASSIGNMENTS

Supervises a staff of clerical employees through two or more subordinate level supervisors.

• Assigns work activity to each unit supervisor and schedules the sections work flow.

• Observes work performance and production by touring work location and spot checking the work process for compliance with instructions and procedures.

• Reviews inventories of work supplies and equipment to determine that they are sufficient to accomplish work goals at peak efficiency.

• Determines work and production goals and the sections efficiency by reviewing past performance and comparing it to current work demands and available staff.

• Reviews decisions made by subordinate supervisors for compliance with instructions and departmental policies and regulations.

• Reviews production reports submitted by subordinate supervisors to insure that work goals are being met.

• In instances where work goals are not being met, determines nature of the problem by conferring with the appropriate unit supervisor, reviewing work activity, examining work procedures and reviewing employee work habits for the purpose of making appropriate staff or procedure adjustments.

• Conducts staff meetings periodically with unit supervisors to discuss work problems, inform them of new agency policy or new supervisory instructions, and presides over an exchange of ideas and information regarding specific work problems.

• Periodically evaluates subordinate supervisors by comparing-overall work performance with the acceptable performance standard and discusses this evaluation with the employee.

• Reviews disciplinary proposals and grievances and decides issue in accordance with procedures.

Plans, organizes, and schedules the work activity of the subordinate staff.

• Determines work needs by reviewing reports, analyzing new or amended legislation, policies or directives and by conferring with program managers to insure the proper interfacing of their activities with those of the section.

• Reviews both the work performance and occupational abilities of each subordinate supervisor and their staffs to identify specific talents which can best be utilized to meet program needs.

• Establishes work procedures and issues directives to insure the maximum efficient and effective work flow.

• Establishes work priorities based on program needs, available staff and policy direction.

• Utilizing agency resources arranges for the training of subordinate staff where necessary to insure proper performance.

• Establishes work goals and schedules.

• Organizes special projects by outlining objectives and assigning staff and insures their timely completion by periodic reviews of reports.

• Anticipates peak workload periods by review of prior work activity and forecasting future activity.

• Resolves problems presented by subordinate supervisors by interpreting work directives and policies and anticipating those decisions which may be precedent setting.

• Prepares correspondence which generally provides data and information to the public or other State officials.

• May explain legal requirements, procedures and regulations governing the sections operations.

• May correspond with a member of the public to explain the basis for a determination or an agencys policy.

Periodically prepares narrative and statistical activity reports.

• Insures through the issuance of written directives that appropriate records and statistics are maintained by subordinate supervisors.

• Compiles information from periodic reports submitted by subordinate supervisors.

• Based on these reports, identifies production, operational and/or organizational problems and reports on them.

• Identifies and reports significant accomplishments and problems which affect the staffs work.

Prepares annual and periodic budget requests.

• Based on section work records, identifies significant workload data and forecasts future workload.

• Based on staffing formulas related to workload, translates anticipated activities into required staffing needs.

• Prepares narrative and statistical justification for any additional staff requested.

• May prepare a duties description for each position requested or for reclassification of an existing position.

• May prepare periodic requests and justification for temporary or part time staff to accommodate peak activity periods.

• Prepares specifications for additional or replacement equipment and then prepares a justification based on the sections needs.

Insures that subordinate staff is adequately trained.

• Identifies training needs of subordinates by a review of activity reports, personnel evaluation reports, and interviews with subordinate supervisors.

• Recommends that individual employees participate in training courses offered by the agencys training office or other training source.

• Personally conducts on-the-job training related to supervision, the implementation of new work procedures or the remedying of work problems.

• Evaluates the results of training by comparing the efficiency and effectiveness of the staff prior to and after the training.

Interviews applicants and selects individuals for employment by determining their suitability for a particular vacancy in the section.

RELATIONSHIPS WITH OTHERS

Chief Clerks have frequent and continuing verbal communication with subordinate level supervisors at meetings and staff conferences for the purpose of exchanging information and organizing the work force to accomplish the organizations objectives. In addition, Chief Clerks typically confer with program managers and administrators to insure that the support services for which the incumbent is responsible are adequate and also to discuss and present alternative solutions to operational problems. They also participate at meetings at the agency director level for the purpose of discussing ideas and exchanging information in the development of policies governing specific operations.

Communication with the general public varies depending upon the specific activity supervised. However, typical of this class is frequent communication with the public in matters regarding agency services or operations which are subject to frequent public criticism, i.e., licensing and revenue collecting. Communication with the public is both written and face-to-face in response to either a question or a complaint about the agencys service or a determination. The latter may involve emotional stressful situations.

NATURE OF SUPERVISION

An incumbent of a position in this class is responsible for supervising a large number of subordinate employees through two or more subordinate level supervisors. They assign work activity, set goals and measure each supervisors performance in meeting such goals; provide written and verbal guidelines and instructions; observe work performance; and take remedial action when performance is deficient.

A Chief Clerk reports to either a program manager or an administrator who has significant supervisory and program responsibilities in addition to that which is supervised by the Chief Clerk. As such, the Chief operates independent of direct supervision in terms of work procedures and the setting of priorities. However, they are guided by agency policy and specific guidelines in terms of services to be provided.

JOB REQUIREMENTS

• Good knowledge of the principles and practices of supervision.

• Good knowledge of the legislation, rules, regulations and procedures governing the agencys mission.

• Good knowledge of the principles of organization and management practices.

• Working knowledge of records processing and storage.

• Ability to determine work priorities and establish realistic goals.

• Ability to plan and organize varied activities for a large subordinate staff.

• Ability to delegate decision-making authority to subordinate supervisors.

• Ability to prepare narrative and statistical material in providing data and information to the public and to agency administrators.

• Ability to train subordinate staff.

• Ability to prepare written instructions.

• Ability to verbally communicate clearly and concisely.

MINIMUM QUALIFICATIONS

Positions in this class are normally filled by the promotion of employees with at least one year of permanent service in a clerical position allocated to Grade 15 or higher.

Reviewed:  6/04

NOTE:  Classification Standards illustrate the nature, extent and scope of duties and responsibilities of the classes they describe.  Standards cannot and do not include all of the work that might be appropriately performed by a class.  The minimum qualifications above are those which were required for appointment at the time the Classification Standard was written.  Please contact the Division of Staffing Services for current information on minimum qualification requirements for appointment or examination.