Supervisory Aviation Technical Systems Specialist

Duties

Directs the work of subordinate employees and/or managers for more than one organizational unit/project/program within a major subdivision. Work usually includes a mixture of routine and complex projects/programs based on the objectives of the major subdivision/LOB/SO. Managerial duties typically affect employees and managers in more than one organizational unit/project/program, and include: planning; communicating the organization's vision and objectives; setting priorities; assigning tasks and responsibilities; monitoring and evaluating performance; coaching and developing employee capabilities; approving leave; and taking, recommending or approving corrective/disciplinary actions as appropriate.

Defines, plans, and organizes assigned budget, staff, and other resources to accomplish objectives for more than one organizational unit/project/program. Manages budget and either reallocates resources among organizational units/projects/programs or requests additional resources, as needed. Performs critical aspects of the budget planning process, including projecting short-term and long-term future needs and justifying resource requirements.

Applies an advanced knowledge of the technical aspects of the work directed, an advanced knowledge of budget, human resource, and other administrative policies and procedures, and an advanced understanding of the objectives of the major subdivision.

Contacts are primarily within the organizational unit, major subdivision and the LOB/SO with subordinates, peers, and higher-level managers to discuss the status of projects/programs and to plan for the future. In some areas, may have frequent contact with customers, other government entities, and other external parties to interpret policies/procedures or for other project/program purposes. Has authority to make commitments for subordinate organizational units, within guidelines.

Work is typically governed by established policies, procedures, and organizational objectives that frequently leave room for discretion. Resolves all but unique problems without the intervention of higher level management. Regularly called upon to identify problem areas and to develop and recommend new policies and procedures for resolution.

Individual and organizational performance is typically reviewed periodically by higher level management, usually through status reports and organizational performance measures. Has discretion to ensure the alignment of projects/programs with the tactical (short-term) objectives of the major subdivision.

Work activities typically impact directly on project/program objectives for more than one organizational unit and for the major subdivision. Work frequently affects the major subdivision's internal and external customers.