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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
*Initial review of applications will begin on November 25, 2024
Non-Rep Payband 9
Annual Salary Range: $151,524.00 (Minimum) - $229,559.00 (Maximum)
*Starting negotiable annual salary will be between $151,524.00 - $176,080.74 to commensurate with education and experience.
Reports To:
Superintendent of Rolling Stock and Shops or designee
Current Assignment:
Under the direction of the Rolling Stock Maintenance Superintendent, the Assistant Rolling Stock Maintenance Superintendent selected for this role will be responsible for, through subordinate professionals, planning and coordinating preventive maintenance, repair, modification, and inspection of fixed rail transit vehicles.
In this role, the selected candidate will plan and coordinate shop activities including staffing and scheduling; provide responsible support to the Rolling Stock Maintenance Superintendent; and provide highly responsible and complex administrative support to the Rolling Stock Maintenance Superintendent.
The ideal candidate has demonstrated leadership skills above the minimum qualifications to include:- Demonstrated supervision and/or management reliability and quality initiatives in a rail transit vehicle repair shop.
- Experience fostering and maintaining a working relationship with union represented personnel.
- Experience conducting thorough investigations relating to accidents, unusual occurrences, and root causes.
- Demonstrated administrative skills in in Microsoft Office products including Excel and PowerPoint, and experience using MAXIMO, Citrix WMS, SAP and other maintenance management systems.
- A high level of leadership, communication skills, and ability to motivate front line supervisors and maintenance employees is a must.
- Experience in a maintenance environment driving performance to goals and objectives; be focused on metrics and continuous improvement; and have experience successfully developing and implementing corrective action plans.
- Experience demonstrating principles of Six Sigma, or other “Lean” methodologies preferred.
- Knowledge of ISO 9001 standards is also highly desirable.
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).
Examples of Duties
Manages and coordinates the daily operations and activities of the Rolling Stock and Shop Department including preventive maintenance, repair, modification, and inspection of fixed rail transit vehicles; responsible for effective service delivery, incident management, service recovery and corrective actions.
Participates in the development and implementation of goals, objectives, policies, and priorities for assigned programs; recommends and administers policies and procedures; assures adherence to department goals and objectives, enforces policies rules and procedures.
Plans and coordinates shop activities including staffing, parts, availability, and scheduling; monitors and evaluates shop operations and production and makes appropriate adjustments as required to meet customer demand.
Investigates accidents and unusual occurrences in a timely manner; determines cause; develops and implements resolutions or corrective actions, Ensures compliance with all applicable regulatory agencies (i.e., CPUC, EPA, OSHA, etc.), water district, sanitary district, and fire department rules and regulations.
Assesses revenue vehicle needs of various transportation lines; ensures transit vehicles are prepared for transfer in support of operational needs; confers with transportation managers concerning vehicle and operational problems.
Schedules modifications and updates to revenue vehicle computers including time changes to revenue vehicle components.
Ensures availability and reliability of component parts.
Identifies new equipment needed to repair vehicles.
Coordinates with outside vendors and contractors to build, repair, and replace equipment and services.
Participates in the development and administration of the annual budget; participates in the forecast of funds needed for staffing, equipment, materials, and supplies; monitors and approves expenditures; implements adjustments.
Assists in the selection, motivation, and evaluation of assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures, appropriately applying labor agreement provisions.
Monitors employee safety compliance daily; conducts monthly shop safety meetings and takes corrective actions.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of transit vehicle maintenance.
Provides staff assistance to the Rolling Stock Maintenance Superintendent; participates on a variety of boards, commissions, and committees; prepares and presents staff reports and other necessary correspondence.
Provides counsel and guidance, manages personnel, conducts, and oversees the completion of personnel matters and related documentation. Manages the resources assigned to the shop, to optimize utilization of all resources, including personnel and non-personnel. Identifies training needs for all personnel within car maintenance and coordinates the training for shop personnel.
Responsible for yearly vacation schedule for labor force and managing attendance and pay approval.
Minimum Qualifications
Education:
Bachelor’s degree in Engineering, Mechanical Maintenance or a related field from an accredited college or university.
Experience:
Five (5) years of (full-time) professional verifiable experience in fixed rail vehicle maintenance or related experience which must include at least two (2) years of management experience.
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
Responsible for revenue vehicle and shop problems 24 hours, 7 day per week on-call.
Knowledge and Skills
Knowledge of:- Revenue cars system mechanical and electrical components and functions
- Rail Vehicle Repair policies and procedures
- Operations of a comprehensive fixed rail transit vehicle maintenance program
- Principles, practices, methods, materials, tools, and equipment used in the preventive maintenance of fixed rail transit vehicles
- Rail transit vehicle maintenance planning, scheduling, and control
- Methods and techniques of investigating rail transit vehicle incidents, accidents, and malfunctions
- Principles and practices of budget preparation and administration
- Principles and procedures of financial record keeping and reporting
- Principles of supervision, training, and performance evaluation
- Principles of business letter writing and basic report preparation
- Occupational hazards and standard safety practices
- Related Federal, State and local laws, codes, and regulations including OSHA and environmental rules and regulations
Skill/Ability in:- Assisting in the management of a comprehensive fixed rail transit vehicle maintenance program
- Selecting, supervising, training, and evaluating staff
- Preparing, maintaining, and reviewing vehicle maintenance schedules
- Participating in the development and administration of division goals, objectives, and procedures
- Investigating and resolving rail transit vehicle incidents, accidents, and malfunctions
- Preparing and administering program budgets
- Preparing clear and concise administrative and financial reports
- Planning and coordinating shop activities
- Assessing revenue vehicle needs of various transportation lines
- Analyzing problems, identifying alternative solutions, projecting consequences of proposed actions, and implementing recommendations in support of goals
- Ensuring compliance with applicable EPA, OSHA and other mandated rules and regulations
- 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
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)
- 6.65% employer contribution up to annual maximum of $1,868.65
Closing Date/Time: Continuous -
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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