BART (Bay Area Rapid Transit)

  • Principal Administrative Analyst

  • BART
  • Oakland, California United States View Map
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 17
Annual Salary: $141,668.80 (Step 1) - $172,224.00 (Step 5)
Note: The negotiable salary offer will be commensurate with education and experience.
Reports To

Rolling Stock Acquisition Administrator

Current Assignment

BART’s Rolling Stock & Shops Department is seeking an experienced administrative/procurement professional to provide support across procurement, contract administration, and operational coordination for RS&S. This role will contribute directly to the District’s fleet maintenance operations and seven maintenance facilities. The selected incumbent will oversee a substantial volume of procurement and contract activities, including the development of contracting plans, preparation of solicitations, processing of requisitions, purchase order monitoring, execution of amendments and renewals, resolution of invoice issues, vendor communication, and preparation of documentation required for EDD/Board submissions and other formal approvals.

The Principal Administrative Analyst requires effective collaboration with Procurement, Legal, Office of Civil Rights, Finance, Budget, Accounts Payable, Risk Management, technical teams, and external vendors to advance procurement activities, maintain accurate documentation, track deadlines, resolve issues, and support time-sensitive operational needs within the maintenance shops.

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:
  • Procurement and contract support - providing administrative and technical assistance across procurement and contract administration activities.
  • Development of technical documentation - preparing or coordinating scopes of work, specifications, independent cost estimates, bid schedules, requisitions, and related materials.
  • Contract lifecycle tracking - monitoring milestones, funding, renewals, amendments, and closeout requirements.
  • Troubleshooting & resolution - addressing vendor concerns, invoice discrepancies, insurance compliance, and purchase order challenges.
  • Technical software skills - demonstrating strong capabilities in Excel, Word, Outlook, and tracking/reporting tools.
  • Workload prioritization - managing multiple concurrent assignments effectively within a maintenance or operational environment.

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 theTalent 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

Performs the most technical and complex tasks of the work unit including special projects which have a major impact on departmental efficiency, economy, operations and activities; defines project scope, goals and objectives; conducts research; develops and presents recommendations; coordinates project implementation.

Establishes schedules and methods for providing administrative services; identifies resource needs; reviews needs with appropriate management staff; allocates resources accordingly.

Participates 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.

Participates in the preparation and administration of the department or division program budget; submits budget recommendations; monitors expenditures.

Prepares analytical and statistical reports on operations and activities.

Continuously monitors and evaluates the quality, responsiveness, efficiency and effectiveness of assigned District department or division service programs, service delivery methods and procedures; works with co-workers on the continuous improvement of District services.

Implements new systems, methods and procedures; monitors program progress in meeting goals and objectives; conducts updates with management staff to inform and advise project progress; makes adjustments as necessary.

Provides staff assistance to higher level management; participates on a variety of committees; prepares and presents staff reports and other correspondence as appropriate and necessary.

Coordinates assigned program activities with those of other departments, divisions and outside agencies and organizations.

Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of public administration, business administration, finance, human resources and related areas.

As required, conducts public meetings and hearings on department activities.

May participate in the selection of assigned staff; provides or coordinates staff training; may work with employees to correct deficiencies; may implement discipline procedures.

May plan, prioritize, assign, supervise, review and participate in the work of staff responsible for administrative, financial or operational program activities within an assigned division or department; ensures work quality and adherence to established policies and procedures.



Minimum Qualifications

Education :
Possession of a Bachelor’s degree in Public Administration, Business Administration, Accounting, Economics or a closely related field from an accredited college or university.

Experience :
Four (4) years of (full-time equivalent) verifiable administrative, analytical and/or budgetary experience which must have included at least one (1) year of administrative and/or lead supervisory experience.

Substitution :
Additional professional administrative, analytical and/or budgetary experience, as outlined above, may be substituted for the education on a year-for-year basis.

Knowledge and Skills

Knowledge of :
  • Operational characteristics, services and activities of assigned program area including administrative, financial or operations functions
  • Principles of supervision, training and performance evaluation
  • Principles and practices of program development and implementation
  • Principles and practices of budget preparation and administration
  • Methods of administrative, organizational, economic and procedural analysis
  • Organization objectives, procedures, policies and regulations
  • Methods and techniques of statistical and financial analysis
  • Principles and practices of procurement and purchasing
  • Principles and practices of accounting
  • Methods and techniques used to conduct a variety of analytical studies
  • Principles, practices, methods and techniques of report preparation
  • Principles and procedures of record keeping
  • Office equipment including computers and supporting word processing and spreadsheet applications
  • Related Federal, state and local laws, codes and regulations.

Skill/Ability in :
  • Supervising, organizing and reviewing the work of lower level staff
  • Selecting, supervising, training and evaluating subordinate co-workers
  • Recommending and implementing goals and objectives for providing effective
  • services
  • Reviewing and analyzing complex technical documents and proposals
  • Planning and supervising research projects for assigned District department or division functions and operations
  • Applying practices, theories, techniques and management methodology to assigned area
  • Coordinating and administering budget process for assigned department or division
  • Researching, analyzing, and evaluating programs, policies, and procedures
  • Communicating clearly and concisely, both orally and in writing
  • Interpreting and explaining District policies and procedures
  • Preparing clear and concise reports
  • 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: 8/9/2026 11:59 PM Pacific
BART (Bay Area Rapid Transit)

BART (Bay Area Rapid Transit)

The 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

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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