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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
SEIU Professional Grade 05
$35.61 per hour (Step 1 / Minimum) to $46.54 per hour (Step 5 / Maximum)
Note: External candidates to start at minimum (Step 1)
DEFINITION
Under general supervision, performs professional accounting work of a routine to moderately difficult nature; performs related work as assigned.
CLASS CHARACTERISTICS
Junior Accountant is the entry level class of the professional accounting series. Initially under close supervision, incumbents perform more routine accounting duties while learning District policies and procedures and becoming familiar with the variety of departmental systems and practices. As experience is gained, duties gradually become more diversified and are performed under more general supervision.
REPORTS TO
Manager of Accounting, Accounts Payable
Current Assignment
This announcement will be used to establish a pool of eligible candidates for vacancies that may occur within the next twelve (12) months.
The ideal candidate, under general supervision, will perform professional accounting work of a routine to moderately difficult nature, including but not limited to: process reimbursement of employee travel and business expenses and petty cash replenishments in compliance with guidelines and procedures; process payments for inventory / non-inventory materials invoices, services invoices, and payroll deduction payments; process cancellation and stop payments of checks, and issue replacement checks; perform calculation of sales tax accrual, reclassification of company credit card transactions, and reconcile month-end reports with general ledger reports; review and resolve voucher exceptions of moderately difficult nature that require constant and close coordination with various departments and initiate necessary corrections and adjustments; review and analyze accounting transactions for proper coding and ensure accuracy of information and calculations and prepare necessary accrual / correcting entries; reconcile and of transmittal of checks to Treasury using Excel spreadsheet; upload spreadsheets to create vouchers in accounting system; retrieve and file records; interact with vendors, budget coordinators and other department personnel; and perform other accounts payable functions as assigned by the Accounts Payable Manager.
SELECTION PROCESS
This is a SEIU Local 1021 Bargaining unit position. However, All SEIU members must follow the "Bid Form Process", failure to comply will invalidate an employee's application.
The Employment Office will screen bids/applications/resumes against the minimum qualifications. Those candidates who meet the minimum qualifications will be referred to the hiring department for further consideration. The selection process may involve a skills/performance test, written exam, and/or a panel interview. Outside applicants will not be considered until all employees who have applied have been considered first.
All applicants are asked to complete the application and/or Bid Form in full, indicating dates of employment, all positions held, hours worked, and a full description of duties. Online applicants are invited to electronically attach a resume to the application form to provide supplemental information, but should not consider the resume a substitute for the Bid or application form.
The selection process will include a screening for minimum qualifications as listed in this posting and may additionally involve a skills/performance test, written exam, and/or a panel interview. Outside applicants will not be considered until all employees who have applied have been considered first.
APPLICATION PROCESS
This is a SEIU Local 1021 Bargaining unit position. However, all full-time SEIU District employees must follow the "Bid Form" process and deposit their bids in the bid box. Failure to comply may invalidate the employee's bid. As actual vacancies occur, District employees on the internal eligibility list will be considered before outside candidates.
External applicants may only apply online, at www.bart.gov/jobs. Applicants needing assistance with the online application process may receive additional information by calling (510) 464-6112.
The Employment Office will screen Bid form applications and resumes against the minimum qualifications. Those candidates who meet the minimum qualifications will be referred to the hiring department for further consideration. The selection process may involve a skills/performance test, written exam, and/or a panel interview. Outside applicants will not be considered until all employees who have applied have been considered first.
All applicants are asked to complete the application in full, indicating dates of employment, all positions held, hours worked, and a full description of duties. On line applicants are invited to electronically attach a resume to the application form to provide supplemental information, but should not consider the resume a substitute for the application form itself.
Examples of Duties
Reviews and analyzes accounting documents and transactions for proper coding and to ensure accuracy of information and calculations.
Examines supporting documents to establish proper authorization and conformance with agreements, contracts and state and federal regulations; prepares cash receipt vouchers and appropriate journal entries.
Assists in compiling and preparing financial statements, general and subsidiary ledgers and supporting schedules; maintains expenditure and budgetary control accounts.
Posts property tax entries, inventory build-up and debt service fund entries; analyzes and reconciles bank statements and accounts as assigned; reimburses petty cash accounts.
Reviews monthly performance reports to ensure accurate reporting; reviews and provides financial information for quarterly performance reports.
Analyzes accrual accounts as established by the budget; prepares monthly, quarterly and annual financial statements reporting the use of state and federal monies; processes accounts payable and payroll documents.
Communicates with necessary parties inside and outside District to resolve accounting questions; interprets and applies rules and regulations of the District and government legislation affecting the District in accounting matters.
Proofreads financial reports, reconciles accounts for periodic closing and analyzes Financial Management System reports to assure accuracy; provides technical support to other departments and clerical staff.
Reviews and processes expense reports; reviews and verifies daily cash handling reports; analyzes variances in cash collections and reports reason to management.
Prepares work papers, financial statements and reports for submission to federal, state, and other agencies and for internal accounting and budgetary purposes; prepares input to the Fixed Asset Information System from payment documents, journal vouchers, cost reports and other documents.
May assist Cash Handlers and Senior Cash Handlers in sorting and counting money.
Minimum Qualifications
Education
Any combination of college and experience equivalent to graduation from a four-year college with major course work in accounting or a closely related field with significant course work in accounting.
Substitution
Sub-professional accounting support work may be substituted for the education. Graduation from a four-year college is preferred.
Knowledge and Skills
Knowledge of:- Principles, practices and terminology of general, commercial, fund and governmental accounting
- Basic principles and practices of business data processing, particularly as related to the processing and analysis of accounting information
- Basic principles of payroll processing and wage and benefit plan concepts
- Preparation, interpretation and analysis of computer and manual input/output documents
- Applicable laws and regulations
- Basic budgeting principles and terminology
- Standard office practices and procedure
Skill/ Ability in:- Verifying the accuracy of financial data
- Ensuring proper authorization and documentation for disbursements
- Analyzing, posting, balancing and reconciling financial data and accounts
- Making accurate mathematical calculations
- Preparing clear, concise and complete financial reports and statements
- Establishing and maintaining effective working relationships with those contacted in the course of work
- Explaining technical subjects to non-technical personnel and others
- Quickly learn the organization and structure of District work and the policies and procedures related to 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)
- 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: 12/23/2024 11:59 PM Pacific -
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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