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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
AFSCME Pay Grade A13
Annual Salary: $125,840.00 (Step 1) - $152,942.40 (Step 5)
Note: The starting negotiable salary offer will be $125,840.00 (Step 1) - $138,736.00 (Step 3) to commensurate with experience and education.
Reports To:
Rolling Stock Maintenance Superintendent or designee.
Current Assignment:
This announcement will be used to establish an eligibility pool to fill vacancies that may occur within the next twelve (12) months.
Please note: Applications will be reviewed on a rolling basis in multiple rounds and candidates are encouraged to apply early. Applications for this posting will be reviewed based on the following schedule:- Round 1: May 4 - June 1
- Round 2: June 2 - July 2
- Round 3: July 3 - Aug 3
The San Francisco Bay Area Rapid Transit District (BART) is currently seeking a high-performing candidate with demonstrated ability to operate in a fast-paced, decision-driven Operations Control Center environment for the Central Maintenance Supervisor (CMS) role within our dynamic and dedicated Rolling Stock & Shops Department. In this role, supervisors must make real-time decisions that impact service, safety, and system performance.
You will oversee the supervision and dispatching of technicians responding to mainline revenue vehicle operating issues. You will coordinate activities with internal departments and external agencies, assign work and projects to staff, and provide high-level support to the Rolling Stock & Shops Revenue Vehicle Trouble Desk Superintendent.
The CMS is also responsible for evaluating employee performance, administering corrective actions in accordance with the Collective Bargaining Agreement (CBA), and performing other related duties as assigned.
The most qualified candidate for this position will demonstrate highly developed competencies beyond the minimum qualifications in the following areas. These competencies must be supported by demonstrated work experience and clearly articulated during the selection process:- Rapid Problem Solving & Operational Leadership- Ability to quickly assess multiple real-time operational issues, prioritize based on safety and service impact, make decisive decisions, and effectively direct field personnel in a fast-paced Operations Control Center (OCC) environment.
- Railcar Operations Expertise - Demonstrated experience with mass transit railcar operations and a strong understanding of how system performance impacts service delivery.
- Multi-System Railcar Expertise - In-depth knowledge of railcar systems, including automatic train control, propulsion, braking systems, doors, HVAC, pneumatics, trucks, and suspension, with the ability to diagnose and assess failures in real time.
- Incident Documentation & Reporting Discipline - Ability to produce accurate, timely, and complete incident reports that clearly document issues, actions taken, coordination performed, and final outcomes.
- Decisive Communication & Direction - Ability to communicate clearly, concisely, and with purpose; provide direct, actionable instructions to field personnel and stakeholders; and effectively convey operational decisions under time-sensitive conditions.
- Multitasking Under Pressure - Proven ability to manage multiple simultaneous incidents, maintain situational awareness, and perform effectively in high-pressure, time-critical environments.
- Structured Decision-Making & Accountability - Demonstrated ability to make sound, timely decisions within established policies, take ownership of outcomes, and clearly communicate rationale and next steps to leadership.
- Independent Judgment Within Policy Framework - Ability to exercise independent judgment, adapt to evolving operational conditions, and apply policies and procedures appropriately in dynamic situations.
- Real-Time Decision Skills - Candidates should be prepared to demonstrate their ability to analyze, prioritize, and respond to multiple real-time operational scenarios during the selection process.
Application and Selection Process
This position is represented by American Federation of State, County, and Municipal Employees (AFSCME). All applicants must apply online at www.bart.gov/jobs . Applications must be completed in full and include all requested information, including dates of employment, positions held, hours worked, and a detailed description of duties performed.
Applicants may attach a resume to provide supplemental information; however, the resume does not substitute for completing the application form in its entirety. Only information included in the application at the time of submission will be used to determine whether applicants meet the minimum qualifications for the position. All application materials must be submitted by the closing date and time listed on the job announcement. Applications received after the closing deadline will not be considered.
Applicants who require assistance with the online application process may contact the Talent Acquisition Division at (510) 464-6112 or employment@bart.gov .
The selection process for this position may include one or more of the following: a skills or performance demonstration, written examination, and/or panel or individual interview.
All applications will be reviewed by the Talent Acquisition Division to determine whether applicants meet the established Minimum Qualifications (MQs). Applicants who meet the MQs may be referred to the hiring department for further evaluation as part of the selection process.
The selected candidate must demonstrate a work history reflecting reliability and dependability and may be required to provide copies of certificates, diplomas, or other documentation required by law, including proof of authorization to work in the United States, and pass a pre-employment medical examination which includes a drug screen, which is specific to the essential job functions and requirements. Pre-employment processing will also include a background check. This requirement does not apply to current full-time District employees unless the position requires additional evaluations or clearances.
Examples of Duties
Coordinates the organization, staffing and operational activities for dispatching technicians in response to on-line revenue vehicle operating problems.
Participates in the development and implementation of goals, objectives, policies and priorities; recommends and implements resulting policies and procedures.
Identifies opportunities for improving service delivery methods and procedures; identifies resource needs; reviews improvement recommendations with appropriate management staff; implements improvements.
Directs, coordinates, and reviews the work plan for assigned maintenance services and activities; assigns work activities and projects; monitors work flow; reviews and evaluates work products, methods and procedures; meets with staff to identify and resolve problems.
Receives and analyzes reported vehicle failures; determines technical support required and dispatches appropriate staff; maintains documentation of vehicle failures including actions taken to correct problems.
Monitors transit vehicle status, operating problems and trouble patterns via radio, telephone communications, handheld devices, and visual displays.
Advises higher level supervisory staff on the probability of successful train movement and the likelihood of on-site repair and continued operation.
Maintains vehicle history records; informs higher-level staff of repair and failure history and other information relevant to the maintenance and repair of transit vehicles; provides safety information to managers on a daily, weekly, and monthly basis.
Selects, trains, motivates and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
As needed provides staff assistance to the Rolling Stock Maintenance Superintendent; participates on a variety of committees; prepares and presents staff reports and other correspondence as appropriate and necessary.
Coordinates maintenance technician services with those of other divisions, outside contractors and agencies; inspects tech offices to maintain and assess the quality of environments; creates training materials for the mainline technicians.
Estimates time, materials and equipment required for assigned jobs; requisitions materials as required.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of transit vehicle system operation and repair; attends class or courses to learn more skills and improve existing skills.
Minimum Qualifications
Education
Possession of associate degree in Electronic Technology from an accredited college or university, at least two (2) years of college, or completion of military training in electronics.
Experience
The equivalent of four (4) years of full-time verifiable experience in the maintenance of transit vehicles which must have included at least six months of administrative and/or lead or supervisory experience or certification in supervision, business administration, or a closely related field from an accredited college or university.
Substitution
Additional experience in electronic or electrical transit vehicle systems repair may be substituted for the education on a year-for-year basis. An A.S. degree is preferred.
Other Requirements
Must possess and maintain a Main Line Technician Certification, Wayside Certification, and a Radio Operator Certification upon completion of the probationary period.
Knowledge and Skills
Knowledge of:- Operational characteristics, services, and activities of a revenue vehicle maintenance program
- Current and complex principles and practices of revenue vehicle maintenance, repair, and troubleshooting
- Tools and equipment utilized in transit vehicle maintenance and repair
- Operational characteristics of transit revenue vehicles
- Transit vehicle electronic and electro-mechanical systems and components
- Principles and procedures of record keeping
- Methods and techniques of troubleshooting, diagnosing, evaluating, and assessing transit vehicle malfunction
- Principles of business letter writing and basic report preparation
- Principles of using technology as the primary mode of work communication
- Principles of supervision, training and performance evaluation
- Occupational hazards and standard safety practice
- Related Federal, State and local laws, codes and regulations
- Supervising and coordinating revenue vehicle maintenance services
- Selecting, supervising, training and evaluating staff
- Documenting safety hazards and operational failures over time
- Analyzing transit vehicle failures and determining repairs
- Analyzing historical operational failures and predicting future problems
- Operating a variety of radio and visual communication devices
- Understanding, interpreting and applying information in maintenance manuals, bulletins and technical publications
- Monitoring transit vehicle status, operating problems and trouble patterns
- Interpreting and explaining District revenue vehicle maintenance policies and procedures
- Operating office equipment including computers and supporting word processing and spreadsheet applications
- Preparing clear and concise reports
- Communicating clearly and concisely, both orally and in writing
- Effectively using social media as a tool to interact with and/or respond to patrons
- Establishing and maintaining effective working relationships with those contacted in the course of 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)
- 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 4 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: 8/3/2026 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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