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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
AFSCME Pay Grade AFI
This job classification has moved to a salary step structure as of January 1, 2025. Individuals hired into the classification will typically be appointed at step 1 of the salary range. They will advance to step 2 after working in the position for six (6) months, to step 3 one year from the hire date, and to steps 4 and 5 at one-year intervals thereafter. Each salary step progression will provide a 5% increase to the employee’s base salary until step 5 is reached. The salary range for this job classification is $147,347.20 - $179,088.00 Annually .
The negotiable salary offer for the Maintenance Support Administrator will be between $147,347.20 - $162,448.00/annually commensurate with experience and education.
DEFINITION
Under direction, manages, supervises, and coordinates the capital project control and financial administration activities for engineering projects within a department; reports capital project financial and budgetary information to senior management; tracks, interprets, and analyzes engineering and construction contract and agreement costs, schedules, and funding restrictions; coordinates assigned activities with other divisions and departments; provides complex administrative support to the senior management; and performs related duties as assigned.
CLASS CHARACTERISTICS
This is the first level full supervisory/managerial classification responsible for managing the project control and administration activities for engineering projects, which includes managing the development, administration, and expenditures of capital funds and ensuring compliance with budgets and schedules. Incumbents are responsible for overseeing the work of professional level financial staff responsible for financial analysis and project control work. This class is distinguished from full-scope managerial classifications in that the latter are responsible for all activities and operations of the department.
REPORTS TO
Assigned Department or Senior Manager or his/her designee.
Current Assignment- Supervise the work of staff responsible for financial analysis and project control work. This includes: compliance with policies and guidelines, reviewing and analyzing capital project financial and budgetary information to Project Managers and senior management, ensuring complete, accurate and quality deliverables. Provide backup support for staff level where needed.
- Develop, implement, monitor, and modify procedures, internal controls, and administrative monitoring practices as related to capital project support. Coordinate assigned activities with other divisions and departments. Prepare presentation slide decks for various departmental meeting needs.
- Assist in system implementation and report development projects under the direction of senior management, including process mapping, defining goals, developing milestone plans, data validation/testing, performing UATs.
- Prepare and analyze OID reports on capital spending, operating budget, as-needed projects to make recommendations to senior management.
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.
Application Process
Applications will be screened to assure that minimum qualifications are met. Those applicants who meet minimum qualifications will move forward in accordance with the selection process.
The selection process for this position may include a skills/performance demonstration, a written examination, and/or one or more individual or panel interviews.
Current employees are strongly encouraged to apply online, either at www.bart.gov/jobs , or on Employee Connect. Applicants needing assistance with the online application process may receive additional information by calling (510) 464-6112
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.
This recruitment is to fill one vacancy.
Examples of Duties
Manages capital project control and financial administration activities for engineering projects, including monitoring capital funding sources, capital program financial administration, and authorized capital budget controls.
Analyzes and monitors the execution of approved capital project scopes of work and related activities for compliance with associated funding approvals, grant agreements, and federal, state, and local regulations; verifies that use of funds is in accordance with prevailing agency guidelines.
Analyzes and makes recommendations regarding allocations of funds from outside agencies, projects to put forward for grant applications, and programing decisions for BART’s internal funding sources and partners with other Departments to implement those recommendations.
Monitors and reviews status of department capital funding sources; reviews and takes corrective action on funding issues; coordinates and provides funding information to senior management to support capital project funding actions; oversees distribution of reports to project support staff.
Oversees the approval of capital procurement expenditures within scope of authority, including invoices, purchase requisitions, service agreements, and contract actions.
Administers engineering and professional service contracts and agreements; monitors and analyzes contract expenditures.
When assigned to Project Controls, serves as lead for project scheduling and Earned Value Management (EVM), which includes overseeing the duties of staff assigned to these functions and creating reports as requested by senior management.
Participates in the development and administration of the department’s annual capital budget; participates in the forecast of funds needed for staffing, equipment, materials, and supplies; monitors and approves expenditures; implements adjustments.
Participates in the development and implementation of goals, objectives, policies, and priorities for assigned programs; recommends and administers policies and procedures.
Monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; recommends, within departmental policy, appropriate service and staffing levels.
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.
Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
Conducts a variety of organizational studies, investigations, and operational studies; recommends modifications to capital development programs, policies, and procedures as appropriate; prepares ad-hoc queries and reports to support business unit decision-making.
Responds to, negotiates, and resolves controversial, difficult, and sensitive citizen inquiries and complaints.
Provides staff assistance to senior management.
Minimum Qualifications
Education
A Bachelor’s degree in accounting, business administration, public administration, economics, or a closely related field from an accredited college or university.
Experience
Five (5) years of (full-time equivalent) verifiable capital program and grant development, financial management, or project management experience which must have included at least two (2) years of supervisory experience or experience administering a function in an expert-level role.
Substitution
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis. A bachelor’s degree is preferred.
Knowledge and Skills
Knowledge of :- Operational characteristics, services, and activities of a capital project control program, including grant agreement development and compliance, and capital project control analysis.
- Principles and practices of financial systems management and business processes.
- Principles and practices of program development and administration.
- Principles and practices of general, fund, and government accounting.
- Methods and techniques of capital procurement and acquisition activities, including an understanding of service agreements and their administration.
- Methods and techniques of financial analysis.
- Principles and practices of budget preparation and administration.
- Principles of supervision, training, and performance evaluation.
- Specialized financial computer applications. Principles and practices of District accounting.
- Related Federal, State, and local laws, codes, and regulations.
Skill in :- Overseeing and participating in the financial management of a comprehensive capital project control program.
- Overseeing, directing, and coordinating the work of lower level staff.
- Selecting, supervising, training, and evaluating staff.
- Participating in the development and administration of division goals, objectives, and procedures.
- Performing project/program financial analysis on cash flows, forecasts, and audits.
- Preparing financial reports, studies, and documents.
- Preparing and administering large program budgets.
- Preparing clear and concise administrative and financial reports.
- 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.
- 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)
- 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: 5/23/2025 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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