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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
AFSCME Payband G
Annual Salary: $132,605.65 (Minimum) - $172,387.34 (Maximum)
*Initial negotiable annual salary will be between $ 132,605.65 - $160,121.32 to commensurate with education and experience
Current Assignment:
This announcement will be used to create an eligibility list to backfill future vacancies that may occur within the next twelve (12) months.
The Transportation Supervisor supervises, and coordinates revenue systems support operations; provides management direction and oversight of day-to-day station/train operations. Directs and instructs assigned employees with all work-related policies, practices, procedures, and collective bargaining agreements; provides administrative and analytical support on special assignments; coordinates assigned activities with other divisions, outside agencies and the public; provides highly responsible and complex staff assistance to higher-level management staff; and performs other related duties as assigned.
Knowledge in customer service and providing safe and timely revenue service. Responsibilities of this classification may also include assignment to any number of administrative support functions for the Transportation Department. Must be proficiency in report writing and knowledgeable in computer software suites.
Reports to:
As assigned
Selection Process
This position is represented by American Federation of State, County, and Municipal Employees (AFSCME). 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/or an individual or panel 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 includes 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)
The selection process for this position will be in accordance with the applicable collective bargaining agreement.
Examples of Duties
Coordinates the organization, staffing and operational activities for revenue system support program in the areas of line, rail, and station operations; provides oversight of staff involved in line, rail, and station operations; provides administrative and analytical support on projects and special assignments.
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 with appropriate management staff; implements improvements.
Conducts special studies and evaluates passenger services; ensures existing systems are functioning at optimum levels; monitors the adherence to District policies, procedures, rules, and regulations.
Ensures vehicles and equipment are operated safely and within established guidelines; coordinates on-site and remote activities during emergency situations.
Oversees all aspects of Station Operations including customer service, station operating systems and appearance; works special events; ensures all staff comply with District standards and policies.
Coordinates labor relation matters; investigates rule violations; documents and applies disciplinary procedures; researches grievances to check for contractual violations and develop solutions for avoiding future violations.
Directs, coordinates, and reviews the work plan for assigned services and activities; assigns work activities and projects.
Monitors workflow; reviews and evaluates work products, methods, and procedures; meets with staff to identify and resolve problems.
Selects, trains, motivates, and evaluates personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
Plans daily, weekly, and longer-term work schedules and projects; ensures full coverage of revenue vehicles and passenger station locations during operating shifts.
Coordinates operational aspects of station renovation and rehabilitation projects; liaises with other departments on contract activities and service operation scheduling.
Responds first to rail safety incidents, which may require the use of a District vehicle and may consist of walking wayside on ballast, stepping over high-voltage third rail, climbing aerial structures, stairs, and onto trains; acts as the Incident Commander or liaison and makes decisions as the incident develops; holds an immediate fact-finding; and makes sure all paperwork is competed per Human Resources, safety, and insurance guidelines.
Participates on a variety of committees; prepares and presents staff reports and other correspondence as appropriate and necessary; provides staff assistance to the high-level management staff.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of transit operations management.
Minimum Qualifications
Education :
Possession of a bachelor’s degree in Business, Public Administration, or a closely related field from an accredited college or university.
Experience :
The equivalent of four (4) years of full-time verifiable operational, maintenance or administrative experience in transportation. Prior supervisory experience in a transportation setting is preferred.
Substitution :
Additional closely related work experience as outlined above may be substituted for the education on a year-for-year basis. A college degree is preferred.
Other Requirements :
Must be willing to work off-hour shifts, weekends and holidays and be subject to overtime.
Must possess and maintain appropriate levels of District operating certifications.
Must possess a valid California driver’s license and have a satisfactory driving record.
Must be physically able to walk wayside on ballast for one mile.
Must be physically able to climb aerial structures.
Must be physically able to climb stairways to tower locations.
Knowledge and Skills
Knowledge of :- Operational characteristics, services, and activities of rail transportation system operations
- District operational, safety and emergency policies and procedures
- Principles and practices of safety in transit vehicle and facility operation
- Transit system operational principles, rules, regulations, policies, and procedures
- Train and schedule operations
- Analytical and mathematical skills
- Customer service principles and practices
- Procedures and requirements for record keeping of incidents, emergencies, labor hours and related topics
- Current office procedures, methods and equipment including computers
- Techniques and methods of administrative analysis
- Principles of supervision, training, and performance evaluation
- System lay-out and understanding of job expectations
- Occupational health and safety rules and regulations
- Related safety rules, regulations, and guidelines
- Related Federal, State, and local laws, codes, and regulations
Skill/Ability in :- Managing, supervising, and coordinating revenue system rail or station operations
- Interpreting and explaining the District's maintenance policies and procedures
- Selecting, supervising, training, and evaluating staff
- Performing the duties of Foreworkers when a shortage or vacancy occurs
- Operating radio communication equipment
- Preparing clear and concise administrative, procedural, and operational reports, logs and records
- Analyzing problems, identifying alternative solutions, projecting consequences of proposed actions, and implementing recommendations in support of goals
- Researching, analyzing, and evaluating new service delivery methods and techniques
- Researching a variety of topics including utilization, payroll, safety, and grievances
- Interpreting and applying Federal, State, and local policies, laws, and regulations
- Communicating clearly and concisely, both orally and in writing
- Establishing and maintaining effective working relationships with those contacted in the course of work
- Conducting safety checks on trains, stations, and yards
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: 10/30/2024 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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