1. Summary of Discussions with Focus Groups from the
Business & Administrative Occupational Group
Management Systems Analyst (MSA) & Research
Analyst (RA) Series
Overview of Findings
Agencies utilize the classes within the MSA & RA series a variety of ways. There also
appears to be a stretching of the use of these two series, possibly to classify employees
at a higher pay grade. The overlap in the type of work the MSA and RA series performs
lends itself to some blurring of the line between these two series. In both series skills
can be brought from the outside to facilitate the learning process, but in most cases, the
expertise an employee gains through longevity within an agency is valued more.
A typical use of the MSA series (based on the focus group participants) is to fill the
bridge between business and IT. Many of the MSA positions have various levels of
programming responsibilities (e.g. Sequel, SAS, EML, DBA). Other responsibilities of
the participating MSAs involve system testing, budget, fleet and lease management,
and data analysis. Overall these positions have a high degree of latitude in decision
making. Supervisors typically are hands off and tend to be more involved in the
management of the agency than in supervising the work of incumbents. The difference
between the MSA I & II levels is more related to experience and expertise than the
scope of the work. But scope is a factor in distinguishing the work of the MSA III from
MSA I & II. Feedback from the focus group did not indicate that the levels within the
MSA series are being used as a career ladder. The classification is tied closer to the
actual work performed. Often times the knowledge required to do the job could only be
learned on the job. Skill sets could be brought to the job to facilitate the technical
aspect of the positions, but since these positions typically dealt with organizational and
system issues, the learning curve for an external candidate would be much longer than
for an internal candidate.
A typical use of the RA series is to analyze data and in some instances, some
programming knowledge is required to do this task. Other duties of participating RAs
include legal assistant duties, customer service research, tabulating survey responses,
accounting, trend analysis, data base maintenance, program management, collections,
coding and website maintenance.
Excluding the work that does not fit well within the RA series, the work could be grouped
as follows. First of all there is data/information maintenance. This work involves
gathering data, putting the data into the appropriate format (e.g. covert information to a
predetermined coding system) maintaining files and reports, validating data or simply
going out and finding the data then assembling it in a logical manner. Secondly, there is
data/information analysis. This work involves statistical analysis on the data, data
manipulations, trend analysis, more “complex” data validation, analytical write-ups and
knowledge of statistical principles becomes more important. Thirdly, there is data

2. management. These duties involve responsibility for a published product with a broad
reaching impact (not a small newsletter), responding to legislative requests (including
the interpretation), interpreting the data analysis, oversight or responsibility for a
statewide data related program with statewide implications. Examples of data base
develop exists in all three bodies of work, but the complexity of the databases tending to
evolve as the responsibility level increased.
In some cases progression within the RA series is used as a career ladder. Since many
of the RA positions are program driven, value is placed with longevity within an agency
and a longer learning curve would exist for individuals hired externally.
Distinction Between Management Systems Analysts and Research
Analysts
The work of both groups is technical in nature. As previously mentioned, there is
overlap in the type of work done in these two series; both are responsible for dealing
with and analyzing data. However the work of employees in the MSA series is directed
toward the business systems, organizational structure or extremely complex data set
management. In many situations the MSA is the liaison between IT and the business
unit.
The employees in the RA series tend to focus on the data itself or researching
information. Not all the RAs deal with strictly numeric or labeled data, some review or
analyze information or situations. There is little to no focus on the organizational
structure or business systems.
EDI (Electronic Data Interface) work overlaps the MSA/RA series the most. The
responsibility of these positions seems to be for both the data coming in (RA type work)
and the EDI system (MSA type work).
Minimum Qualifications
The majority of the participants agree that the current minimum qualifications are
sufficient with the exception of adding administrative oversight experience to the MSA
III. Some of the other comments from the participants are as follows:
MSA
• Organizational management background is important
• Specialized knowledge of the agency or program is beneficial
• Degrees are not always relevant or beneficial
• MSA III MQ should reflect the broadening scope of responsibility
RA
• Some discrepancy if 1 year of experience is more appropriate than 6 months
• AA degree might give a good background
• Experience often times is more relevant than education
• Communication skills are necessary for positions with a customer service aspect

3. Full Performance
Amount of Time to Reach Full Performance
Depending on the classification level, the time range to reach full performance is from
six months on the RA I to three years on the RA IV and MSA III. Internal agency or
program knowledge (depending on the position) will shorten the time it takes an
individual to reach full performance. The specialized duties and/or work of a cyclical
nature contribute to a longer time to reach full performance.
SUPERVISION
Type of Supervision Received & Type of Work Done
The MSAs in the focus group typically report to a manager whose responsibility is more
organizational than supervisory. Therefore, the MSAs are given latitude to make the
day-to-day decisions, and contact is typically through weekly meetings or status reports.
The RAs indicate the direct supervision they receive is minimal, and typically the
supervisor does different work. However, often times the work of the RA is a
contribution toward a larger goal or project which the supervisory has ultimate
responsibility for.
Teams & collaboration were repeated themes during the supervisory portion of the
discussion.
COMPENSATION
What Criteria Should Compensation be Based?
There seems to be a consensus that performance and other personal characteristics
that the employee brings to the job (such as initiative, ability to work well with others,
taking on more tasks etc.) should be one of, if not the primary criteria for the basis of
compensation. Longevity has its place in a compensation system, but longevity alone
is not always of benefit to an organization. Skills and what an employee contributes are
more important for the sake of compensation than longevity.
Others thought that education (related to the job) should be recognized and position
management or change management roles deserved extra. Diversity in an individual’s
job specific knowledge should also be recognized.
There is also some concern about the ability/desire of supervisors to administer a non-
longevity based system equitably and not play favorites. For those who just did status
quo type work, job security should be ample reward.

4. The group differed in opinion on whether a differential for a given responsibility (e.g.
supervising) should be removed when that individual is no longer performing that
responsibility.

5. Occupational Survey Summary on the MSA & RA
Series (excluded RA V)
SUMMARY BY SERIES
MSA RA (I – IV)
Participation Rate: 83%
RA II – best represent class
Time Worked in
Occupation:
=< 1 yr 12%
>1yr - 3yrs 26%
>3yrs - 5 yrs 14%
>5yrs - 10 yrs 31%
>10 yrs 17%
Education, Training and
Experience:
100% feel at least a HS
diploma or equivalent is
required.
36% feel a BS is required
35% feel some college or AA
is required
Related work experience
>6 months – 1 yr 25%
>1yr - 2yrs 30%
>2yrs - 4yrs 28%
>4yrs 9%
On –the-job Training
Required
<3 months 38%
>3 months – 6 months 14%
>6 months – 1 yr 23%
>1yr 25%
Knowledge:
(Extremely or Very
Important)
1. Law and Government
Skills:
(Extremely or Very
Important)
1. Reading Comprehension
2. Active Listening
3. Speaking
4. Writing
5. Time Management
Behavioral:
(Core)
1. Achievement Orientation
2. Building Relationships
3. Communication
4. Problem Resolution
Work Context: 1.Contact with Others

6. (Every Day) 2. Face to face Discussions
3. Decisions affect other
people
4. Work in teams
5. Interaction with external
customer/public
6. Writes letters and memos
Level of Complexity:
(Level 4 or Higher)
57% - Level 4 -You evaluate
the relevance and importance
of theories, concepts, and
principles. You develop
different approaches or
tactical plans to fit specific
circumstances. Guidelines
may, exist, but are flexible
and open to considerable
interpretation. Independent
judgment, personal direction,
and resourcefulness are
needed to interpret and apply
guidelines
Supervision
Received/Independence:
(Level 4 or Higher)
63.9% - Level 4 - Receive
limited supervision and the
work requires employees to
use independent judgment or
act on their own discretion.
Requires the use of initiative
and creativity to resolve
problems or interpret policy to
develop solutions. A
manager may be available to
provide general direction or
advice, but employees usually
act independently based on
their own judgment.
Supervision Given: 75.3% - Majority of positions
have no supervisory
responsibilities
Knowledge within the
Field or Specialty:
73.2% - Majority of positions
require at a minimum an in-
depth knowledge of concepts,
practices and procedures with
ability to use in varied

7. situations.
Decision Making: 1. 42.7% - Decisions may
affect a work unit or area
within a
department/division. May
contribute to business and
operational decisions that
affect the department/
division.
2. 25%- Decisions have
major implications on the
management and
operations of an area
within a
department/division. Job
may contribute to
important strategy,
operational and business
decisions that affect the
department/division.
Problem Solving: 1. 57.7% - Problems are
varied, requiring analysis
or interpretation of the
situation. Problems are
solved using knowledge
and skills, general
precedents and practices.
2. 28.9% - Problems are
highly varied, complex
and often non-recurring,
requiring novel and
creative approaches to
resolution. New concepts
and approaches may
have to be developed.
Fiscal Responsibility: Only 20% of the positions
require assisting in planning,
monitoring and/or managing
budget in functional area of a
program.
Licenses/Certifications: Only 14% of position requires
a licenses or certification.