POSITION IDENTIFICATION
TITLE Director, Center for Resource Planning and Management
CLASSIFICATION NUMBER 2521
GRADE 45
CLASSIFICATION Exempt
IMMEDIATE SUPERVISOR Department Head, Geography, Geology, and Planning
MAJOR ADMINISTRATOR Dean, College of Natural and Applied Sciences
GENERAL FUNCTION
The Director of the Center for Resource Planning and Management (CRPM) helps to assure
that CRPM operates in accordance with its mission to expand the University’s capacity
to address the region’s comprehensive planning and community development needs and
promote the academic Planning program by raising awareness and facilitating experiential
learning and professional development opportunities for student, faculty, and staff.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Bachelor’s degree in Planning or a closely related discipline is required.
A Master’s degree is preferred.
Experience: At least five years of progressively responsible practical experience
in comprehensive planning, regional and city planning, small town planning, or economic
development is required; experience in multiple areas is preferred. Experience in
giving oral and written presentations is required. Administrative experience related
to planning or community development projects is required. Experience in selecting
and supervising employees is preferred. Experience working in a higher education
setting is preferred.
Licensure/Certification: Certification by the American Institute of Certified Planners
(AICP) is required.
Skills: Demonstrable knowledge of the principles and practices of planning is required.
Strong verbal and written communication skills, interpersonal skills, computer skills,
and the ability to analyze and compile technical and statistical data is required.
The ability to supervise personnel, manage multiple projects, meet deadlines, and
work efficiently in non-routine situations is required. The ability to develop knowledge
of, respect for, and skills to engage with those of other cultures or backgrounds
is required.
Other: Occasional evening and weekend work is required. Occasional travel throughout
the region is required. Occasional overnight, out-of-town travel is required. Access
to one’s own transportation is required; a valid Missouri driver’s license and insurance
as required by Missouri state law is required.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Leads and administers the CRPM.
2. Serves as the Executive Director of the Southwest Missouri Council of Governments
(SMCOG) and, as such, is responsive to the SMCOG Board of Directors.
3. Directs the CPRM’s efforts to provide technical and advisory services in comprehensive
planning and community development to local governments and private entities.
4. Facilitates academic partnerships between CRPM and the students and faculty in
the Geography, Geology, and Planning department.
5. Raises the awareness of the role of planning and the academic Planning program
in the state and region, particularly as this relates to helping to fulfill the Public
Affairs mission of Missouri State University and its Long-Range Plan.
6. Seeks, obtains, negotiates, and administers grants and contracts for CRPM.
7. Ensures the timely completion of CRPM projects and deliverables.
8. Assures the financial viability of the CRPM and stewardship of its funding.
9. Selects, supervises, and evaluates CRPM personnel.
SUPERVISION
The Director, Center for Resource Planning and Management is supervised by the Department
Head, Geography, Geology, and Planning and supervises full- and part-time employees
and graduate assistants.
OFFICE OF HUMAN RESOURCES
JULY 2016
JOB FAMILY 4
Factor 1: Professional Knowledge, Skill, and Technical Mastery
Level 4.0 - 2300 Points: Knowledge of the principles, concepts, practices, methods and techniques of an administrative, managerial, or professional field such as accounting or auditing, financial management, business administration, human resources, engineering, social sciences, communications, education, law, or medicine. Knowledge permits the employee to complete assignments by applying established methods to recurring types of projects/problems susceptible to well-documented precedents or to schedule, plan, and carry out precedented projects. Alternatively, knowledge at this level might also permit the employee to carry out precedented projects requiring considerable experience in specific areas within higher education. Knowledge at this level is typically acquired through a combination of formal education and/or training and experience that includes a requirement for a college degree in a specific technical or professional specialty along with significant related work experience. Alternatively, equivalent knowledge requirements at this level include a non-technical or general Bachelor's degree requirement with substantial work experience or a non-specific Master's degree requirement with substantial work experience. Knowledge requirements generally also include a significant amount of related work experience and may include administrative or supervisory experience.
Factor 2: Supervisory Responsibility
Level 4.0 - 470 Points: Supervision of (a) a moderate number of operative, administrative support, or paraprofessional employees who do not exercise a full range of supervisory responsibilities over other full-time employees, (b) a small number of professional employees who exercise limited supervision of others, or (c) large numbers of student workers or graduate assistants, or some equivalent combination of the above. The incumbent performs a full range of supervisory responsibilities including performance reviews of subordinates. The incumbent is responsible for training, planning, and directing the work of permanent employees, and generally controls hiring decisions. Supervisory responsibilities consume moderate amounts of work time and may include general work planning tasks.
Factor 3: Interactions with Others
Level 4.0 - 500 Points: Interactions with others are somewhat unstructured. The purpose may be to influence or motivate others, to obtain information, or to control situations and resolve problems. Interactions may be with individuals or groups of co-workers, students, or the general public, may be moderately unstructured, and may involve persons who hold differing goals and objectives. Individuals at this level often act as a liaison between groups with a focus on solving particular unstructured problems. Interactions at this level require considerable interpersonal skill and the ability to resolve conflict.
Factor 4: Job Controls and Guidelines
Level 3.0 - 500 Points: The employee operates under general supervision expressed in terms of program goals and objectives, priorities, and deadlines. Administrative supervision is given through statements of overall program or project objectives and available resources. Administrative guidelines are relatively comprehensive and the employee need only to fill in gaps in interpretation and adapt established methods to perform recurring activities. In unforeseen situations, the employee must interpret inadequate or incomplete guidelines, develop plans, and initiate new methods to complete assignments based on those interpretations. Assignments are normally related in function, but the work requires many different processes and methods applied to an established administrative or professional field. Problems are typically the result of unusual circumstances, variations in approach, or incomplete or conflicting data. The employee must interpret and refine methods to complete assignments. Characteristic jobs at this level may involve directing single-purpose programs or performing complex, but precedented, technical or professional work.
Factor 5: Managerial Responsibility
Level 4.0 - 1500 Points: Work involves the primary accountability for a smaller department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University. Work activities have a direct and substantial impact on the department. While work activities do have some effect on the efficiency and reputation of the cost center, departments, programs, or processes at this level represent a relatively minor function within the cost center. Employees in jobs at this level may have responsibility for developing budgets, distributing budgeted funds, and exercising the primary control over a relatively small budget.
