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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
Job Summary
Pay Rate
Non-Rep Pay Band N11
Annual Salary Range: $180,489.00/year (minimum) - $273,443.00/year (maximum)
Note: The starting negotiable salary offer for this position will be $180,489.00 - $241,282.16 to commensurate with education and experience.
Reports To
Assistant Chief Infrastructure Delivery Officer
Current Assignment
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 20 - June 19
- Round 2: June 20 - July 20
The District intends to conduct up to two rounds of application reviews; however, the recruitment may close at any time if a sufficient number of qualified applications are received or if a candidate is identified during an earlier review round. Therefore, applicants are encouraged to apply as early as possible.
This is a capital position and is subject to time and funding limitations. The BART Silicon Valley Extension Phase II (BSVII) Team is seeking a highly motivated and exceptionally innovative Group Manager to work with our partner, Santa Clara Valley Transportation Authority (VTA) and leading the project team in the design, construction, testing, commissioning of BSVII. The Group Manager will be responsible for overseeing the implementation of major capital projects and program through the various project development and delivery phases. The incumbent will work in Office of Infrastructure Delivery overseeing and leading the diversified team of engineering, construction, project control and project management staff, while partnering with VTA on the strategy for delivering the BSV Phase II project.
The Group Manager should have extensive experience in leading multiple complex work programs with significant impact to the organization and be a performance and quality standard driven change agent. This senior role requires experience in the creation of new processes and methodologies in complex environments and large infrastructure delivery capital improvement program. This role currently has direct and indirect reports and operates in a matrix management style across the organization.
This role requires strong ownership skills and the capacity to professionally drive results despite obstacles or bureaucracy. This position must demonstrate excellent stewardship of public funds for the entire department, outstanding written and verbal communication skills at the intersection of safety, schedule, quality, budget, and operational excellence are needed. Demonstrates the ability to present complex topics to executive audiences with a concise and articulated manner may include program/project delivery and controls reporting, funding utilization, and innovative improvement programs.
The most qualified candidates for this position will have highly developed competencies in the following areas, which will be reinforced with related work experience and will be clearly articulated during the selection process:- Develop processes and possess knowledge in compliance with regulatory agency policies and procedures and applicable state, federal and local regulations, and laws in capital project management.
- Quality assurance in design and construction to meet operations and maintenance quality standards and expectations.
- Provide recommendations, technical assistance and information to the executive management, and departments involved in the design, construction, and management of capital projects.
- Acceleration & Innovation in Program and Project Delivery
- Project Controls (Quality, Scheduling, Cost Estimate and forecast)
- Experience working with FTA, PMOC, and using alternative delivery methods
- Asset & Project Risk Management (ISO, IAM, or FTA background preferred)
- Design Engineering, leading technical teams through complex Engineering Challenges
- Experience with funding including complex grant management and contracts
- Building technical teams & growing/retaining personnel
- Value Engineering, including documenting analysis for investments and alternatives.
- Manages and directs third-party coordination and public affairs activities related to project design and construction
- Directs performance of services by consultants and contractors for successful project completion
- Establishes and monitors short- and long-range project goals, budgets schedules, progress, and strategies.
- Demonstrates success in establishing Project Management functions and guiding complex capital initiatives in highly regulated sectors/environment.
Application & Selection Process
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.
Pre-employment processing will 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
Supervises and manages the implementation of various capital projects by directly interfacing with the lead BART personnel for each project, other BART departments, outside stakeholders, and design/construction management consultants.
Manages the development and implementation of program goals, objectives, policies and priorities for each assigned area.
Establishes, within District policy, appropriate service and staffing levels; monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; allocates resource accordingly.
Assigns projects and programmatic areas of responsibility; reviews and evaluates work methods and procedures; meets with key staff to identify and resolve problems.
Assesses and monitors workload, administrative and support systems, and internal reporting relationships; identifies opportunities for improvement; directs and implements changes.
Plans, manages and coordinates with internal and external project stakeholders to discuss and resolve various project implementation issues.
Oversees the management of engineering projects and administration of construction contracts; resolves the most complex design and safety issues; provides contract oversight for consultant services.
Oversees the production of contract documents including specifications, manuals, agreements, and related documents.
Manages the administration of construction and design/build contracts; develops requests for proposal; evaluates bids; makes recommendations on contract award; negotiates contracts; oversees and administers contracts; ensures appropriate technical, legal, and fiscal controls exist within contracts.
Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
Oversees and participates in the development and administration of the program budget; approves the forecast of funds needed for staffing, equipment, materials, and supplies; approves expenditures and implements budgetary adjustments as appropriate and necessary.
Explains, justifies, and defends programs, policies, and activities; negotiates and resolves sensitive and controversial issues.
Provides staff assistance to the Assistant Chief; participates on a variety of boards, commissions, and committees; prepares and presents staff reports and other necessary correspondence.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of engineering and construction management.
Responds to and resolves difficult and sensitive citizen inquiries and complaints.
Minimum Qualifications
Education
Possession of a bachelor’s degree in engineering, construction management, or a related field from an accredited college or university.
Experience
Six (6) years of professional (full-time equivalent) verifiable experience in engineering, project management or related experience which must have included at least two (2) years of management experience.
License or Certificate
Registration as a Professional Engineer in the State of California preferred.
Substitution
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis. A college degree is preferred.
Other Requirements
May require work outside of normal business hours.
Knowledge and Skills
Knowledge of :- Operations of a comprehensive capital engineering and construction program.
- Principles and practices of program and project management.
- Principles and practices of construction management.
- Principles and practices of contract administration.
- Principles and practices of policy development and administration.
- Methods and techniques of developing engineering and construction specifications, manuals, and related documents.
- Project funding types and sources.
- Complex design plans and specifications.
- Principles and practices of budget preparation and administration.
- Principles of supervision, training, and performance evaluation.
- Related Federal, State, and local laws, codes, and regulations.
Skill in :- Managing assigned program area within a comprehensive capital engineering and construction program.
- Developing and administering program goals, objectives, and procedures.
- Analyzing and assessing policies and operational needs and making appropriate adjustments.
- Identifying and responding to sensitive community and organizational issues, concerns and needs.
- Planning, organizing, directing, and coordinating the work of lower-level staff.
- Selecting, supervising, training, and evaluating staff.
- Delegating authority and responsibility.
- Performing complex project management duties.
- Developing engineering plans, specifications, and estimates.
- Identifying project risks and formulating mitigation measures.
- Preparing clear and concise administrative and financial reports.
- Preparing and administering large and complex budgets.
- Conflict resolution and mediation.
- Negotiating agreements with external entities.
- Establishing and maintaining effective working relationships with those contacted in the course of work.
- Researching, analyzing, and evaluating new service delivery methods and techniques.
- Communicating clearly and concisely, 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: 7/20/2026 12:00 AM 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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