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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-Rep Pay Band-E10
$162,131.00 (Minimum) - $245,629.00 (Maximum)
Initial salary offer will be between $ 162,131.00 /annually - $212,550.00 /annually (commensurate with experience and education)
Reports To
District Architect or designee
Current Assignment
The incumbent must demonstrate experience as a programmatic and seasoned engineering/architectural manager, with proven leadership qualities and strong organizational skills, effectively working with a broad range of stakeholders within BART.
Reporting to District Architect, the Senior Manager of Engineering Programs is responsible for managing the development, update, and administration of BART Facilities Standards (BFS).- Oversee and execute on-going administrative activities required for the BFS.
- Manage updating cycle for new release of BFS.
- Understand the data and document migration of BFS from Fusion to Sharepoint.
- Processing on-going Request For Variance (RFV).
- Preparing and delivering BFS training materials and presentations.
- Resolve BFS related issues including inter-departmental and inter-disciplinary coordination.
- Manage scope, budgets, resources, and schedule for BFS revisions and updates.
Reporting to District Architect, the Senior Manager of Engineering Programs is also responsible for managing District’s infrastructure resilience program.- Managing the current engineering design projects for flood adaptation.
- Managing current project consultants per agreement.
- Manage on-going activities of Infrastructure/climate resiliency program with district-wide stakeholders.
- Update and maintain District’s Local Hazard Mitigation Plans (LHMP).
- Look for opportunities and prepare for grant applications with internal and external entities to seek fundings from state and federal agencies.
- Coordinate with internal and external stakeholders to advance infrastructure resilience initiatives.
The most qualified candidates for this position will have highly developed competencies beyond the minimum qualifications in the following areas, which will be reinforced with related work experience and will be clearly articulated during the selection process:- Hold a professional license in the State of California to practice engineering or architecture.
- Demonstrated knowledge of BART’s infrastructure, engineering, operations, and maintenance.
- Proven experience in working with district-wide stakeholders in a matrix fashion.
- Advanced understanding of objectives and best practices of creating and implementing design and construction standards for rail transit systems.
- Ability to improve processes and methodologies in program management.
- Effective communication skills and excellent technical writing ability.
- Ability to write technical content and compile technical documentation for grant applications.
*This is a capital position and is subject to time and funding limitations.
DEFINITION
Under general direction, drives the initiation, preparation, delivery, and oversight of multiple complex program portfolios of engineering projects across multiple disciplines impacting critical assets and strategic initiatives, including all aspects of contract and construction execution; coordinates assigned activities with other departments and outside agencies; provides highly responsible, complex senior management support to the Assistant Chief Maintenance & Engineering Officer, and performs related duties as assigned.
CLASS CHARACTERISTICS
This is the full-scope senior-level manager classification responsible for managing activities and operations of assigned engineering portfolios and programs related to District strategic priorities for Civil/Structural, Power/Mechanical, Integration Engineering, Operating/Capital Programs and Systems. This classification is fully accountable for accomplishing successful delivery of multiple complex programs and designs program objectives to effectively execute elements of the strategic plan. This classification provides leadership to create engineering projects and programs related to safety, reliability, efficiency, and innovation which support the District Strategic Plan, and is distinguished from Manager of Engineering Programs in that this classification’s broad oversight requires the responsibility of developing long term strategic department plans including governance of engineering and operational plans.
Selection Process
Applications will be screened to assure that minimum qualifications are met. Those applicants who meet minimum qualifications will then be referred to the hiring department for the completion of further selection processes.
The selection process for this position may include a skills/performance demonstration, a written examination, and a panel and/or individual interview.
The successful candidate must have an employment history demonstrating reliability and dependability; provide copies of certificates, diplomas or other documents as required by law, including those establishing his/her right to work in the U. S; pass a pre-employment medical examination which may include a drug and alcohol screen, and which is specific to the essential job functions and requirements. Pre-employment processing will also include a background check. (Does not apply to current full-time District employees unless specific job requires additional evaluations).
Application Process
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.
Current employees are strongly encouraged to apply online, either at www.bart.gov/jobs , or on EmployeeConnect. Current employees may also apply using a BART paper application by delivering the completed form to the Human Resources Department, or by mailing it to P.O. Box 12688, Oakland, CA 94604-2688.
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. 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 application form itself.
Examples of Duties
Assumes overall leadership responsibility for the development and execution of District engineering programs, such as Engineering Risk Assessment for Maintenance and Engineering (M&E) systemwide infrastructure assets and associated projects for Capital Improvement.
Drives the development and implementation of reliability-based maintenance programs for the M&E Department.
Hires and develops innovative program management and other staff to align with changing technology environments impact on legacy systems.
Monitors and evaluates the efficiency and effectiveness of project commissioning methods and procedures, insuring improved program deliveries.
Proactively executes, within departmental policy, continuous application of lessons learned to drive improved safety, reliability, and efficiency.
Oversees and manages Engineering support of operations and maintenance.
Systematically identifies and reduces risk to ensure that projects meet scope, schedule, budget, and quality requirements.
Identify, create, and implement via collaborative methods with appropriate levels of authorization, new programs as required by regulatory compliance, customer requirements, system needs, or efficiency improvements.
Oversees effective negotiations of contracts and agreements related to programs and insures compliance and continued progress towards completion.
Develops efficiencies for complex outage planning, including project consolidation which minimizes impacts to operations and patron service.
Provides executive level recommendations for asset assessment program implementation to comply with FTA requirements for State of Good Repair.
Establishes benchmarks, measurement methods, and reporting for accountability and adherences to tactical and strategic goals.
Prepares, reviews and provides project portfolio status reports and updates to managers and executives.
Minimum Qualifications
Education :
A Bachelor’s degree in engineering, construction management, business administration or a closely related field from an accredited college or university. A master’s degree is preferred.
Experience:
Nine (9) years of (full-time equivalent) verifiable experience with full responsibility for managing large and complex projects through all phases, including strategic planning and policy analysis, design, construction and implementation. Five (5) years of this experience must have included program management of engineering employees across multiple departments or programs. Multidisciplinary experience is preferred.
Substitution :
Additional qualifying experience as outlined above may be substituted for the education on a two-for-one basis.
Other Requirements :
Must possess sufficient physical mobility to inspect construction in progress or review other projects.
Must be willing to occasionally work off-hour shifts, weekends, and holidays.
Certification as a Project Management Professional (PMP) is preferred.
Registration as a Professional Engineer (PE) in the state of California is preferred.
Knowledge and Skills
Knowledge of :- Mentoring and development of technical management staff in a matrix management environment
- Value Engineering including integration of new technology
- Incorporation of state of the art technology in monitoring and operations of complex equipment and processes
- Principles and Practices of program/portfolio coordination and management.
- Principles and practices across multiple engineering/technical disciplines.
- Principles and practices of engineering design and construction.
- Principles and practices of project/program management.
- Principles and practices of intra agency negotiation and administration
- Principles and practices used in the preparation of designs, plans, specifications and cost estimates.
- Principles and practices of strategic planning, risk analysis and measurement systems.
- Methods and techniques of coordinating and scheduling project work.
- Methods and techniques of research, analysis and validation.
- Principles and practices of procurement.
- Principles and practices of budget development and administration.
- Principles and practices of supervision, training and performance evaluation.
- Current office procedures, methods and equipment including computers.
- Microsoft Office suite or equivalent and analysis software including scheduling tools/techniques.
- Related Federal, State, local and professional technical codes, laws and regulations.
Skill in :- Demonstrating a constant risk-based mindset that is comfortable and productive in an uncertain environment
- Exhibiting a strong and committed leadership that will motivate the operational team to perform to project expectations
- Developing systems and commissioning of new assets, processes, and programs
- Advocating for maintenance stakeholders to minimize operational and human impacts
- Prioritizing issues as they develop, identifying resources, and presenting proposed solutions with alternatives analyses
- Managing, supervising and coordinating implementation of multiple complex programs simultaneously
- Inspiring stakeholder performance and executing significant changes and improvements
- Developing and implementing program goals, objectives and procedures.
- Planning, organizing, directing, and coordinating the work of professional staff
- and contract consultants.
- Performing professional level analytical support services.
- Exercising sound independent judgment within general policy and management guidelines.
- Planning, organizing and scheduling engineering or maintenance department priorities.
- Preparing and administering department and project portfolio budgets and responsible cost reduction recommendations.
- Responding to requests and inquiries from the general public.
- Understanding the organization and function of a public agency.
- Interpreting and explaining District policies and procedures.
- Analyzing problems, identifying alternative solutions and making recommendations. Establishing and maintaining effective working relationships with those contacted in the course of work.
- Communicating clearly and concisely to inspire action, both orally and in writing.
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)
- Money Purchase Pension Plan (in-lieu of participating in Social Security tax)
- 6.65% employer contribution up to annual maximum of $1,868.65
- Deferred Compensation & Roth 457
- Sick Leave Accruals (12 days per year)
- Vacation Accruals (3-6 weeks based on time worked w/ the District)
- Holidays: 9 observed holidays and 5 floating holidays
- Life Insurance w/ ability to obtain additional coverage
- Accidental Death and Dismemberment (AD&D) Insurance
- Survivor Benefits through BART
- Short-Term Disability Insurance
- Long-Term Disability Insurance
- Flexible Spending Accounts: Health and Dependent Care
- Commuter Benefits
- Free BART Passes for BART employees and eligible family members.
Closing Date/Time: 7/11/2025 11:59 PM Pacific - Oversee and execute on-going administrative activities required for the BFS.
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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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