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Job Description
Marketing Statement
Ride BART to a satisfying career that lets you both: 1) make a difference to Bay Area residents, and 2) enjoy excellent pay, benefits, and employment stability. BART is looking for people who like to be challenged, work in a fast-paced environment, and have a passion for connecting riders to work, school and other places they need to go. BART offers a competitive salary, comprehensive health benefits, paid time off, and the CalPERS retirement program.
Job Summary
Pay Rate
Non-Represented Pay Band E07
Annual Salary: $132,346.00 - $200,505.00
Note: The negotiable salary offer will be between $ 132,346.00 /annually - $160,888.80/ annually (commensurate with experience and education)
Note
This job announcement will be used to establish a list of eligible candidates for vacancies that may occur within the next six (6) months.
Reports To
Manager of Electrical Engineering
Current Assignment
This posting covers the Senior Engineer within the Electrical and Traction Power Engineering Divisions of Office of Infrastructure Delivery (OID) Department at the Bay Area Rapid Transit District (BART). Senior Engineers have significant technical expertise, oversee projects, and are role models for more junior staff.
The scope of the Electrical and Traction Power Engineering Divisions includes the development and modification of BART’s facilities and systems such as:- Electrical Division (Lower Voltage - 4 KVAC and below)
- Responsible for complete electrical design and calculations for assets including: facility electrical power; cathodic protection; fire alarm systems; emergency lighting; power distribution, conversion, control, and storage systems; lighting; battery uninterruptible power supplies (UPS) and backup generators.
- Traction Power Division (Higher Voltage - 1KV DC, 35 KV AC and above)
- Responsible for complete electrical design and calculations for assets including: substations, switchgear, rectifiers, traction power distribution, utility power, protective relays and PLCs, grounding, transformers, and power & control cables.
Beyond the minimum qualifications, The ideal Senior Engineers must have experience demonstrating Electrical Engineering skills with a minimum of 3 years of full time variable professional electrical engineering work experience in the field and office; prepare equipment specifications and procurement contracts; be familiar with current code requirements, and industry practices. Assignments include exercising lead supervision over BART and/or contracted staff, leading project teams, and coordinating with other engineering disciplines to ensure high quality designs. Senior Engineers provide leadership in multi-discipline project teams; are responsible for design integration, QA/QC, and coordinating the development of project scopes, schedules, and cost estimates.
Ideal incumbents will demonstrate the following skills beyond the minimum qualifications:- Strong Electrical Engineering skills and experience.
- Excellent problem-solving ability.
- Excellent communication skills, including the ability to make clear presentations, produce concise technical reports, and explain complex/technical issues to BART management and leaders.
- Ability to work with multidisciplinary teams.
- Ability to handle such diverse aspects of the work as project scoping, planning, budgeting, requirements analysis, conceptual engineering, detailed design, implementation planning, installation coordination, performance measurement, and analysis.
- Understanding of Critical path method scheduling.
- Understanding of the different approaches to electrical equipment maintenance.
- Willingness to be on call 24 hours a day, 7 days at a time (in rotation with others), to work occasionally during overnight and weekend maintenance windows, and to work occasionally in noisy and dirty environments or in foul weather and in close proximity to moving trains.
- An understanding of electrical, mechanical, physical, and mathematical principles applicable to the BART train control, traction power, ventilation, HVAC, and other miscellaneous support systems and a keen interest in keeping up to date with emerging technology, developments, and trends in these areas.
Examples of Duties
Performs complex engineering design or construction project duties; as assigned, may serve as Resident Engineer on construction projects; may direct contract resident engineers on assigned project.
Establishes schedules and methods for providing contract administration services; inspects and verifies quantities of materials, and monitors adherence to specifications; identifies resources needed.
Monitors progress of engineering design or construction projects; makes recommendations on resources to be allocated.
Assists in the development of policies and procedures; monitors work activities to ensure compliance with established policies and procedures; makes recommendations for changes and improvements to existing standards and procedures.
Recommends and assists in the implementation of goals and objectives; implements approved policies and procedures.
Recommends approval of and submits contractor's progress payment applications; maintains documentation of contract deficiencies.
Prepares engineering designs, specifications, costs and quantity estimates for engineering projects; reviews the adequacy and accuracy of computations.
Administers control of required documentation for contracts; prepares a variety of reports and correspondence on engineering design or construction matters including Inspector's Daily Reports, monthly and final completion reports, contract modifications and negotiations, field and design engineering changes, and correspondence with the contractor on contractual obligations.
Initiates and evaluates design and field engineering changes during construction; makes field measurements of completed items of work; inspects construction at substantial and final completion states.
As assigned, participates in the selection of engineering staff; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline procedures.
Participates in the preparation and administration of the program budget; submits budget recommendations; monitors expenditures.
Prepares analytical and statistical reports on operations and activities.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of engineering design and construction.
Minimum Qualifications
Education :
Possession of a Bachelor’s degree in engineering or a closely related field from an accredited college of university.
Experience :
Three (3) years of (full-time equivalent) verifiable experience in engineering project administration.
Other Requirements :
Must possess a valid California driver’s license and have a satisfactory driving record. Substitution: Additional professional experience as outlined above may be substituted for the education on a year-for year basis. A college degree is preferred.
Knowledge and Skills
Knowledge of :
Principles and practices of engineering discipline in assigned area
Operations, services and activities of an engineering design and construction program
Principles and practices of project scheduling and oversight
Principles, practices, methods and techniques of contract management
Methods and techniques of field measuring and testing
Principles and practices of engineering cost estimating
Terminology, methods, practices and techniques used in technical engineering report preparation
Advanced mathematical principles
Construction contract administration and management
Principles of lead supervision and training
Current office procedures, methods, and equipment including computers
Specialized computer programs or systems utilized in construction engineering project design including CADD
Materials and equipment used in construction engineering projects
Related building codes, regulations and provisions
Related Federal, State and local laws, codes and regulations
Skill/Ability in :
Developing, reviewing, and modifying complex engineering plans, designs, and specifications
Leading, organizing and reviewing the work of lower level staff
Interpreting and explaining District policies and procedures
Preparing clear and concise reports
Overseeing and administering contracts
Overseeing assigned engineering construction projects
Analyzing engineering problems, evaluating alternatives, and recommending solutions
Interpreting and preparing revisions to engineering plans, drawings, and specifications
Conducting and overseeing field inspections, measurements, and testing
Communicating clearly and concisely, both orally and in writing
Establishing and maintaining effective working relationships with those contacted in the course of the work
Equal Employment Opportunity GroupBox1
The San Francisco Bay Area Rapid Transit District is an equal opportunity employer. Applicants shall not be discriminated against because of race, color, sex, sexual orientation, gender identity, gender expression, age (40 and above), religion, national origin (including language use restrictions), disability (mental and physical, including HIV and AIDS), ancestry, marital status, military status, veteran status, medical condition (cancer/genetic characteristics and information), or any protected category prohibited by local, state or federal laws.
The BART Human Resources Department will make reasonable efforts in the examination process to accommodate persons with disabilities or for religious reasons. Please advise the Human Resources Department of any special needs in advance of the examination by emailing at least 5 days before your examination date at employment@bart.gov .
Qualified veterans may be eligible to obtain additional veteran's credit in the selection process for this recruitment (effective Jan. 1, 2013). To obtain the credit, veterans must attach to the application a DD214 discharge document or proof of disability and complete/submit the Veteran's Preference Application no later than the closing date of the posting. For more information about this credit please go to the Veteran's Preference Policy and Application link at www.bart.gov/jobs .
The San Francisco Bay Area Rapid Transit District (BART) prides itself in offering best in class benefits packages to employees of the District. Currently, the following benefits may be available to employees in this job classification.
Highlights- Medical Coverage (or $350/month if opted out)
- Dental Coverage
- Vision Insurance (Basic and Enhanced Plans Available)
- Retirement Plan through the CA Public Employees’ Retirement System (CalPERS)
- 2% @ 55 (Classic Members)
- 2% @ 62 (PEPRA Members)
- 3% at 50 (Safety Members - Classic)
- 2.7% @ 57 (Safety Members - PEPRA)
- Reciprocity available for existing members of many other public retirement systems (see BART website and/or CalPERS website for details)
- 6.65% employer contribution up to annual maximum of $1,868.65
Closing Date/Time: 11/15/2024 11:59 PM Pacific - Electrical Division (Lower Voltage - 4 KVAC and below)
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ABOUT THE COMPANY
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BART (Bay Area Rapid Transit)
Show moreThe BART story began in 1946. It began not by governmental fiat, but as a concept gradually evolving at informal gatherings of business and civic leaders on both sides of the San Francisco Bay. Facing a heavy post-war migration to the area and its consequent automobile boom, these people discussed ways of easing the mounting congestion that was clogging the bridges spanning the Bay. In 1947, a joint Army-Navy review Board concluded that another connecting link between San Francisco and Oakland would be needed in the years ahead to prevent intolerable congestion on the Bay Bridge. The link? An underwater tube devoted exclusively to high-speed electric trains.
Since 1911, visionaries had periodically brought up this Jules Verne concept. But now, pressure for a traffic solution increased with the population. In 1951, the State Legislature created the 26-member San Francisco Bay Area Rapid Transit Commission, comprised of representatives from each of the nine counties which touch the Bay. The Commission's charge was to study the Bay Area's long range transportation needs in the context of environmental problems and then recommend the best solution.
The Commission advised, in its final report in 1957, that any transportation plan must be coordinated with the area's total plan for future development. Since no development plan existed, the Commission prepared one itself. The result of their thoroughness is a master plan which did much to bring about coordinated planning in the Bay Area, and which was adopted a decade later by the Association of Bay Area Governments (ABAG).
The BART Concept is Born
The Commission's least-cost solution to traffic tie-ups was to recommend forming a five-county rapid transit district, whose mandate would be to build and operate a high-speed rapid rail network linking major commercial centers with suburban sub-centers.The Commission stated that, "If the Bay Area is to be preserved as a fine place to live and work, a regional rapid transit system is essential to prevent total dependence on automobiles and freeways."
Thus was born the environmental concept underlying BART. Acting on the Commission's recommendations, in 1957, the Legislature formed the San Francisco Bay Area Rapid Transit District, comprising the five counties of Alameda, Contra Costa, Marin, San Francisco and San Mateo. At this time, the District was granted a taxing power of five cents per $100 of assessed valuation. It also had authority to levy property taxes to support a general obligation bond issue, if approved by District voters. The State Legislature lowered the requirement for voter approval from 66 percent to 60 percent.
Between 1957 and 1962, engineering plans were developed for a system that would usher in a new era in rapid transit. Electric trains would run on grade-separated right-of-ways, reaching maximum speeds of 75-80 mph, averaging perhaps 45 mph, including station stops. Advanced transit cars, with sophisticated suspensions, braking and propulsion systems, and luxurious interiors, would be strong competition to "King Car " in the Bay Area. Stations would be pleasant, conveniently located, and striking architectural enhancements to their respective on-line communities.
BART employees in the 1970s.
Hundreds of meetings were held in the District communities to encourage local citizen participation in the development of routes and station locations. By midsummer, 1961, the final plan was submitted to the supervisors of the five District counties for approval. San Mateo County Supervisors were cool to the plan. Citing the high costs of a new system-plus adequate existing service from Southern Pacific commuter trains - they voted to withdraw their county from the District in December 1961.
With the District-wide tax base thus weakened by the withdrawal of San Mateo County, Marin County was forced to withdraw in early 1962 because its marginal tax base could not adequately absorb its share of BART's projected cost. Another important factor in Marin's withdrawal was an engineering controversy over the feasibility of carrying trains across the Golden Gate Bridge.
BART had started with a 16-member governing Board of Directors apportioned on county population size: four from Alameda and San Francisco Counties, three from Contra Costa and San Mateo, and two from Marin. When the District was reduced to three counties, the Board was reduced to 11 members: four from San Francisco and Alameda, and three from Contra Costa. Subsequently, in 1965, the District's enabling legislation was changed to apportion the BART Board with four Directors from each county, thus giving Contra Costa its fourth member on a 12-person Board. Two directors from each county, hence forth, were appointed by the County Board of Supervisors. The other two directors were appointed by committees of mayors of each county (with the exception of the City and County of San Francisco, whose sole mayor made these appointments).
The five-county plan was quickly revised to a three-county plan emphasizing rapid transit between San Francisco and the East Bay cities and suburbs of Contra Costa and Alameda counties. The new plan, elaborately detailed and presented as the "BART Composite Report, " was approved by supervisors of the three counties in July 1962, and placed on the ballot for the following November general election.
The plan required approval of 60 percent of the District's voters. It narrowly passed with a 61.2 percent vote District-wide, much to the surprise of many political experts who were confident it would fail. Indeed, one influential executive was reported to have said: "If I'd known the damn thing would have passed, I'd never have supported it. "
The voters approved a $792 million bond issue to finance a 71.5 mile high-speed transit system, consisting of 33 stations serving 17 communities in the three counties. The proposal also included another needed transit project: rebuilding 3.5 miles of the San Francisco Municipal Railway. The new line would link muni streetcar lines directly with BART and Market Street stations, and four new Muni stations would be built.
The additional cost of the transbay tube -- estimated at $133 million -- was to come from bonds issued by the California Toll Bridge Authority and secured by future Bay Area Bridge revenues. The additional cost of rolling stock, estimated at $71 million, was to be funded primarily from bonds issued against future operating revenues. Thus, the total cost of the system, as of 1962, was projected at $996 million. It would be the largest single public works project ever undertaken in the U.S. by the local citizenry.
After the election, engineers immediately started work on the final system designs, only to be halted by a taxpayer's suit filed against the District a month later. The validity of the bond election, and the legality of the District itself, were challenged. While the court ruled in favor of the District on both counts, six months of litigation cost $12 million in construction delays. This would be the first of many delays from litigation and time-consuming negotiations involving 166 separate agreements reached with on-line cities, counties, and other special districts. The democratic processes of building a new transit system would prove to be major cost factors that, however necessary, were not foreseen.
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