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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
SALARY
AFSCME Pay Band F
Annual Salary Range $123,544.42 (Minimum) - $160,609.16 (Maximum)
The negotiable salary will be between $ 123,544.42 - $ 142,076.79 /annually commensurate with experience and education.
REPORTS TO
Director of Real Estate and Property Management
DEPARTMENT
Real Estate & Property Management
CURRENT ASSIGNMENT
This is a Senior Real Estate Officer position in the Real Estate and Property Management Department. This position that has a strong emphasis on safety and protection of the District’s right-of-way and infrastructure.
The position will primarily be focused on the management and coordination of the District’s permitting and plan review process. The use of the public sector cloud software application, OpenGov, is an integral part of managing the applications that request the use of BART property, and/or review of construction projects that could affect BART infrastructure.
This position performs the work of processing a variety of permits including but not limited to: (i) Permits for Construction, (ii) Permits for Plan Review, (iii) Permits for Special Events, (iv) Permits for the Digital Railway Program, (v) Permits for the Electric Vehicle Charging Station Program, (vi) Permits for parking, and (vii) Extensions to the permits as needed. The position will be providing support for areas including but not limited to: property management, property acquisition, special projects, development of agreements and contracts, and conducting feasibility studies for projects affecting District real property. In addition, the incumbent will perform a variety of technical tasks for the purpose of customizing the OpenGov or other applications for the District’s needs as well as performing other related duties as assigned.
The ideal candidate will demonstrate the following knowledge, skills and abilities beyond the minimum qualifications:
Three (3) or more years’ experience managing projects or providing project management support for a public agency.Two (2) or more years' experience processing permits for a public agency.Two (2) or more years’ experience interfacing with various departments with a public agency such Engineering, Parking, Planning, Real Estate, Police, Risk Management and others.Two (2) or more years’ experience in customizing software applications such as OpenGov or other cloud-based software that serves public and governmental agencies. 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
Examples of Duties
Performs intake and issuance of permits, assists with analyzing USA North tickets and recommending a permit from BART if applicable, utilizes GIS systems, and works on development of agreements with real estate developers.
Performs a variety of duties in the intake and analysis of permits including, but not limited to, construction permits, plan review requests, special event permits, permit extensions, and special project permits; ensures timely delivery of real estate documentation.
Manages a permitting online database by developing workflow strategies, maintaining contact lists, and developing custom permit templates for special projects as needed.
Assists the Transit-Oriented Development (TOD) Department by advising TOD staff and developers on the permitting process with respect to TOD projects proposed to be built on District property.
Coordinates and provides training to various departments throughout the District on utilizing an online database for permit tracking and approvals.
Upon direction, requests assistance from the District’s legal department to advise on permitting matters as appropriate.
Assists with the review of engineering designs as submitted by developers of property adjacent to District property.
Participates in development of the District’s Fee Schedule for permits and in the development of memos informing the District’s Board of Directors of any Fee Schedule changes.
Responds to and assists in the resolution of difficult and sensitive citizen inquiries and complaints.
Prepares monthly reports related to permitting and use of District property; forwards to pertinent management for approval.
Coordinates public real estate internship program; responds to inquiries from potential interns; forwards specific information regarding programs; recommends interns for participation in program.
Trains assigned employees in their area of work including administrative methods, procedures, and techniques.
Minimum Qualifications
Education :
A bachelor’s degree in real estate, business administration, public administration, engineering, information technology, information management, business information systems or a closely related field from an accredited college or university.
Experience :
Three (3) years of (full-time equivalent) verifiable professional experience in the areas of acquisition, permitting, project management, or business information systems.
Substitution :
Additional professional level experience as outlined above may be substituted for the education on a year-for-year basis. Post-graduate education in any of the disciplines listed above may substitute for the required experience on a year-for-year basis.
Knowledge and Skills
Knowledge of :- Operations, services, and activities of a property acquisition program.
- Methods and policies of issuing permits.
- BART’s Zone of Influence and related requirements to obtain a permit.
- Basic principles and practices of construction engineering.
- Basic principles and practices of budget preparation.
- Business information systems, online databases, and cloud-based software.
- Modern office procedures, methods and equipment including computers.
- Methods and techniques of legal documentation of real estate and real estate transactions.
- Pertinent Federal, State, and local codes, laws, and regulations.
- Independently performing analysis of permit applications.
- Interpreting, explaining, and enforcing real estate department policies and procedures.
- Performing manipulation and editing of a complicated online database.
- Drafting real estate related legal documentation.
- Reading basic engineering plans, maps, and related materials.
- Evaluating community services and transportation needs.
- Utilizing office equipment, including computers, and business information systems, online databases, EGIS, word processing and spreadsheet applications, and cloud-based software and content management systems.
- Understanding and following oral and written instructions.
- 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)
- 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: 12/6/2024 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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