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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
Pay Rate
Non-Rep Payband N10
Annual Salary: $162,131.00 (Minimum) - $245,629.00 (Maximum)
*Starting negotiable annual salary rate will be between $161,131.00 - $203,880.00
Reports To
Deputy Managing Director, Capitol Corridor or designee
Current Assignment
*Initial screening of applications will begin on COB on Friday, January 17, 2025.
Capitol Corridor is an intercity passenger rail service connecting Auburn/Sacramento to Silicon Valley, including San Francisco, Oakland, and Berkeley. Fully funded by the State of California, Capitol Corridor receives administrative support from BART through a managing agency agreement and is a department within BART.
The Manager of Capitol Corridor Transportation Support will be an integral member of CCJPA’s team, managing a wide range of operational, capital, and administrative functions. Assignments may include overseeing third-party service agreements, administering safety programs, managing capital projects, coordinating with stakeholders to resolve operational challenges, and performing related duties as assigned. The Manager will also provide guidance and oversight to staff and contractors and may act as a liaison to external agencies to ensure efficient and safe transportation operations.
The ideal candidate will demonstrate strong knowledge and experience in the following areas beyond the minimum qualifications including:- Administration of service delivery systems, including contract oversight and collaboration with external stakeholders such as Amtrak and Union Pacific
- Conducting audits, compliance reviews, and safety assessments for rail transportation operations
- Managing professional service agreements and ensuring capital projects are delivered on time, within scope, and within budget
- Proficiency in analyzing data, preparing reports, and using findings to inform operational strategies
- Development and implementation of operational goals, policies, and programs related to safety, security, and service efficiency
- Managing customer service programs and initiatives aimed at enhancing the passenger experience through innovation and process improvements
- Strong project management skills, including troubleshooting and resolving operational challenges
- Effective verbal and written communication skills, with the ability to engage stakeholders and represent the organization in professional forums
- Exceptional organizational and leadership abilities, ensuring tasks are prioritized and completed efficiently
- A commitment to continuous improvement and delivering high-quality service to internal and external customers
Selection Process
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).
Application Process
Current employees are strongly encouraged to apply online, either at www.bart.gov , or on EmployeeConnect.
All applicants are asked to complete the application in full, indicating dates of employment, all positions held, hours worked, and a full description of duties. Online applicants are invited to electronically attach a resume to the application form to provide supplemental information, but should not consider the resume a substitute for the application form itself.
Applications must be complete by the closing date and time listed on the job announcement.
When you have successfully applied for this position you will receive an auto reply e-mail acknowledging that your application was received for this position. Please retain a copy of the e-mail for your records. If you receive an auto reply that does not specifically reference this position, please email Employment Help at employment@bart.gov for assistance.
Examples of Duties
Administers, through District and contracted staff, the delivery of services for the Capitol Corridor Route; works with key staff and contract partners (e.g., Amtrak, Union Pacific, Caltrans) to identify and resolve problems.
Assumes contract oversight and management responsibility for assigned third party services for all activities and operations related to bolstering the safety and efficiency of revenue operations.
Manages and administers professional service agreements pertaining to capital projects for CCJPA; ensures projects are delivered on-time, within scope and budget, and troubleshoots and resolves operational challenges during project closeout.
Conducts outreach with local law enforcement and the Amtrak Police Department to provide training and information on how best to respond to safety incidents.
Provides direction to contractors regarding safety enforcement along the right of way, works with external stakeholders to monitor and identify the cause of service disruptions, and communicates significant findings to the Deputy Managing Director and/or other executive staff as needed.
Manages and participates in the development and implementation of goals, objectives, policies and priorities for assigned programs; recommends and administers policies and procedures.
Conducts audits of passenger stations and contracted bus services; coordinates efforts with vendors and external stakeholders to address identified deficiencies.
Works with internal and external stakeholders to coordinate services for special events.
Manages contracts for Wi-Fi systems on board passenger vehicles and for pilot programs which aim to improve the passenger experience (e.g., new payment systems).
Plans, directs, coordinates and reviews the work plan for assigned staff; assigns work activities, projects and programs; reviews and evaluates work products, methods and procedures; meets with staff to identify and resolve problems.
Collaborates with service planning staff and external stakeholders to implement both short- and long-term changes to passenger service which optimize service schedules and address issues encountered with current passenger service.
Develops, prepares, and evaluates operational strategies and directs the dissemination of methods and procedures for safety, security, station and rail operations, and appearance and performance reporting.
Assists in the development and monitoring of the annual business plan for the Capitol Corridor Joint Powers Board.
Meets with representatives of Amtrak to ensure safe and efficient revenue operations; coordinates activities related to transportation operations with those of other departments and divisions.
Oversees customer service programs and activities related to Capitol Corridor passenger rail service.
Develops and administers Capitol Corridor’s safety program and related activities for assigned personnel; implements safety rules, regulations and procedures; develops and disseminates safety bulletins; organizes and schedules safety training workshops.
Analyzes and evaluates transportation operations to determine budgetary and customer impact in the event of service delivery changes; reports findings to the Deputy Managing Director and/or other executive staff as requested.
Directs the preparation and submission of a variety of technical and complex reports regarding Capitol Corridor operations; analyzes reports and presents key findings to executive staff.
Prepares, reviews, submits and approves purchase orders, purchase requisitions, and invoices for all services pertaining to Capitol Corridor revenue operations.
Monitors regulatory changes related to services provided by CCJPA and evaluates impact upon CCJPA operations; recommends and implements equipment, practice and procedural improvements.
Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
Serves as the liaison on activities impacting Capitol Corridor operations and coordinates with other divisions, departments and outside agencies; negotiates and resolves sensitive and controversial issues.
Serves as liaison 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 rail operations, safety, and revenue operations.
Responds to and resolves difficult and sensitive citizen inquiries and complaints.
Responds to and coordinates resolution of major delays and incidents in rail service delivery.
Minimum Qualifications
Education :
A bachelor’s degree in business administration, engineering, public administration or a closely related field from an accredited college or university.
Experience :
Six (6) years of (full-time equivalent) verifiable professional experience in transit, passenger rail, or rail operations program administration, which must have included at least three (3) years of supervisory experience.
Substitution :
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis.
Other Requirements :
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 two-story stairway to tower locations.
Knowledge and Skills
Knowledge of :- Operational characteristics, scheduling, services and activities of a comprehensive rail transportation system.
- Principles, practices, methods and techniques of study and project management and implementation.
- Principles and practices of public transit station and rail operations and administration.
- Principles and practices of program development and administration.
- Methods and techniques of evaluating station and rail operations and activities.
- Methods and techniques of developing operational procedures, rules and regulations.
- Administrative policies and procedures governing station and rail operations.
- Principles of transit passenger and employee safety.
- Principles of research, analysis and report preparation.
- Principles and practices of transit revenue operations.
- Principles and practices of budget preparation and administration.
- Principles of supervision, training and performance evaluation.
- Related Federal, State and local laws, codes and regulations.
- Overseeing and participating in the development and administration of policies and procedures for station and rail operations in a large metropolitan public transportation system or passenger rail system.
- Overseeing, directing and coordinating the work of lower-level staff.
- Selecting, supervising, training and evaluating staff.
- Participating in the development and administration of department goals, objectives and procedures.
- Overseeing and participating in the execution and coordination of complex projects.
- Preparing and administering large program budgets.
- Preparing clear and concise administrative and financial reports.
- Analyzing problems, identifying alternative solutions, projecting consequences of proposed actions
- Researching, analyzing and evaluating new service delivery methods and techniques.
- Directing the development of procedures and standards for transportation operations.
- Assessing budgetary impact of service delivery changes.
- Developing and administering a safety program.
- 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 the work.
- Data Analysis and working with excel, databases, and the Microsoft Suite
- Managing vendor contracts including contract operations
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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