Senior Manager of Engineering Programs

BART
Oakland, California United States  View Map
Posted: May 13, 2026
  • Salary: $168,682.00 - $255,553.00 Annually USD
  • Full Time
  • Administration and Management
  • Engineering
  • 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
    Pay Band E10 (Non-Rep)

    $ 168,682.00 /year (minimum) - $ 255,553.00 /year (maximum)

    Note: The negotiable salary offer will be between $ 168,682.00 - $224,815.74, commensurate with education and experience.

    Reports To
    Assistant Chief Maintenance & Engineering Officer

    Current Assignments
    This recruitment will fill two (2) vacancies: one position in BART’s Innovations & Resiliency Division and one position in the Integration Engineering Division.

    Innovations & Resiliency Division

    The San Francisco Bay Area Rapid Transit District (BART) is seeking an experienced, strategic, and visionary engineering leader to serve as Senior Manager of Engineering Programs within the Office of Infrastructure Delivery (OID). This role offers a rare opportunity to shape the future of one of the nation’s most complex and heavily utilized transit systems while directly influencing regional mobility, sustainability, safety, and infrastructure resilience.

    The successful candidate will lead high-impact capital delivery initiatives, oversee multidisciplinary engineering teams, and drive the execution of transformative infrastructure programs that support BART’s long-term modernization and expansion goals. This position requires a collaborative leader capable of navigating complex stakeholder environments, advancing innovation and operational excellence, and ensuring projects are delivered efficiently, safely, and in alignment with the agency’s mission to provide reliable, equitable, and environmentally responsible public transportation for the Bay Area.

    The most qualified candidates for this position within the Innovations & Resiliency Division will have highly developed competencies in the following area, which will be reinforced with related work experience and will be clearly articulated during the selection process:
    • Strategic leadership of large-scale engineering program portfolios supporting complex infrastructure systems
    • Expertise in coordinating between various engineering groups, Operations, Real Estate & Property Development, Planning and external entities including but not limited to developers, contractors, permittees, public utilities, transit agencies, municipalities, and regulatory agencies for successful delivery of Transit-Oriented Development (TOD) projects and permit work.
    • Delivery of multidisciplinary capital and operating engineering programs within public sector or transit environments
    • Experience in supporting and managing implementation of (TOD) projects, permitted installations, and adjacent developments and ensuring their compliance to facilities standards, safety regulations, operational requirements, and asset management.
    • Executive-level decision making supported by risk analysis, performance metrics, and data-driven program management
    • Oversight of engineering governance, program controls, and portfolio performance management
    • Leadership of diverse technical teams within matrixed organizational structures
    • Knowledge of transit agencies TOD policies in supporting regional housing needs and community development. Ability to make decisions that balance TOD objectives and safeguarding transit infrastructure and operational safety.
    • Contract negotiation, stakeholder coordination, and interagency collaboration for complex infrastructure programs.
    • Change leadership supporting innovation, modernization, and continuous improvement across engineering organizations.

    Integration Engineering Division

    The San Francisco Bay Area Rapid Transit District (BART) is seeking a highly experienced and strategic engineering leader to serve as Senior Manager of Engineering Programs within the Maintenance & Engineering (M&E) organization. This role is responsible for leading enterprise-level engineering program portfolios that span multiple projects, disciplines, and operational interfaces across the District.

    This position provides program and portfolio leadership by translating executive direction into coordinated engineering initiatives aligned with capital delivery, maintenance, and operations. The Senior Manager oversees complex, multi-disciplinary programs that modernize infrastructure, improve system reliability, and advance State of Good Repair (SOGR) and innovation objectives.

    The role is responsible for program integration, governance, prioritization, and performance management across multiple concurrent initiatives, serving as a key liaison between executive leadership and delivery teams to ensure consistent standards, system integration, and alignment with District-wide goals.

    The most qualified candidates for this position within the Integration Engineering Division will have highly developed competencies in the following areas, which will be reinforced with related work experience and will be clearly articulated during the selection process:
    • Deep understanding of complex, interdependent transit systems (e.g., train control, communications, traction power, SCADA, facilities systems)
    • Demonstrated ability to ensure end-to-end system integration across design, construction, testing, and operations environments
    • Experience resolving cross-system interface issues, integration risks, and operational challenges
    • Demonstrated leadership in conducting structured root cause analysis (RCA) for complex system failures and operation incidents
    • Experience leading cross-functional incident response efforts in live operational environments to support timely restoration and decision-making
    • Ability to translate incident findings into corrective actions, design improvements, and long-term reliability enhancements
    • Strong executive presence with experience supporting senior leadership decision-making through data, risk analysis, and performance metrics
    • Experience overseeing design reviews, technical compliance, system acceptance processes, and delivery coordination
    • Experience implementing reliability-centered maintenance (RCM), asset management, and State of Good Repair (SOGR) initiatives
    • Experience leading multidisciplinary teams and coordinating across internal departments, external agencies, consultants, and regulatory stakeholders


    Application & Selection Process

    All applicants must apply online at www.bart.gov/jobs . Applications must be completed in full and include all requested information, including dates of employment, positions held, hours worked, and a detailed description of duties performed.

    Applicants may attach a resume to provide supplemental information; however, the resume does not substitute for completing the application form in its entirety. Only information included in the application at the time of submission will be used to determine whether applicants meet the minimum qualifications for the position. All application materials must be submitted by the closing date and time listed on the job announcement. Applications received after the closing deadline will not be considered.

    Applicants who require assistance with the online application process may contact the Talent Acquisition Division at (510) 464-6112 or employment@bart.gov .

    The selection process for this position may include one or more of the following: a skills or performance demonstration, a written examination, and/or a panel or individual interview.

    All applications will be reviewed by the Talent Acquisition Division to determine whether applicants meet the established Minimum Qualifications (MQs). Applicants who meet the MQs may be referred to the hiring department for further evaluation as part of the selection process.

    The selected candidate must demonstrate a work history reflecting reliability and dependability, and may be required to provide copies of certificates, diplomas, or other documentation required by law, including proof of authorization to work in the United States.

    Pre-employment processing will include a background check. This requirement does not apply to current full-time District employees unless the position requires additional evaluations or clearances.

    Examples of Duties

    Assumes overall leadership responsibility for the development and execution of District engineering programs, such as Engineering Risk Assessment for Maintenance and Engineering (M&E) systemwide infrastructure assets and associated projects for Capital Improvement.

    Drives the development and implementation of reliability-based maintenance programs for the M&E Department.
    Hires and develops innovative program management and other staff to align with changing technology environments impact on legacy systems.
    Monitors and evaluates the efficiency and effectiveness of project commissioning methods and procedures, insuring improved program deliveries.
    Proactively executes, within departmental policy, continuous application of lessons learned to drive improved safety, reliability, and efficiency.
    Oversees and manages Engineering support of operations and maintenance.
    Systematically identifies and reduces risk to ensure that projects meet scope, schedule, budget, and quality requirements.
    Identify, create, and implement via collaborative methods with appropriate levels of authorization, new programs as required by regulatory compliance, customer requirements, system needs, or efficiency improvements.
    Oversees effective negotiations of contracts and agreements related to programs and insures compliance and continued progress towards completion.
    Develops efficiencies for complex outage planning, including project consolidation which minimizes impacts to operations and patron service.
    Provides executive level recommendations for asset assessment program implementation to comply with FTA requirements for State of Good Repair.
    Establishes benchmarks, measurement methods, and reporting for accountability and adherences to tactical and strategic goals.
    Prepares, reviews and provides project portfolio status reports and updates to managers and executives.

    Minimum Qualifications

    Education :
    A Bachelor’s degree in engineering, construction management, business administration or a closely related field from an accredited college or university. A master’s degree is preferred.

    Experience:
    Nine (9) years of (full-time equivalent) verifiable experience with full responsibility for managing large and complex projects through all phases, including strategic planning and policy analysis, design, construction and implementation. Five (5) years of this experience must have included program management of engineering employees across multiple departments or programs. Multidisciplinary experience is preferred.

    Substitution :
    Additional qualifying experience as outlined above may be substituted for the education on a two-for-one basis.

    Other Requirements :
    Must possess sufficient physical mobility to inspect construction in progress or review other projects.
    Must be willing to occasionally work off-hour shifts, weekends, and holidays.
    Certification as a Project Management Professional (PMP) is preferred.
    Registration as a Professional Engineer (PE) in the state of California is preferred.

    Knowledge and Skills

    Knowledge of :
    • Mentoring and development of technical management staff in a matrix management environment
    • Value Engineering including integration of new technology
    • Incorporation of state of the art technology in monitoring and operations of complex equipment and processes
    • Principles and Practices of program/portfolio coordination and management.
    • Principles and practices across multiple engineering/technical disciplines.
    • Principles and practices of engineering design and construction.
    • Principles and practices of project/program management.
    • Principles and practices of intra agency negotiation and administration
    • Principles and practices used in the preparation of designs, plans, specifications and cost estimates.
    • Principles and practices of strategic planning, risk analysis and measurement systems.
    • Methods and techniques of coordinating and scheduling project work.
    • Methods and techniques of research, analysis and validation.
    • Principles and practices of procurement.
    • Principles and practices of budget development and administration.
    • Principles and practices of supervision, training and performance evaluation.
    • Current office procedures, methods and equipment including computers.
    • Microsoft Office suite or equivalent and analysis software including scheduling tools/techniques.
    • Related Federal, State, local and professional technical codes, laws and regulations.

    Skill/Ability in :
    • Demonstrating a constant risk-based mindset that is comfortable and productive in an uncertain environment
    • Exhibiting a strong and committed leadership that will motivate the operational team to perform to project expectations
    • Developing systems and commissioning of new assets, processes, and programs
    • Advocating for maintenance stakeholders to minimize operational and human impacts
    • Prioritizing issues as they develop, identifying resources, and presenting proposed solutions with alternatives analyses
    • Managing, supervising and coordinating implementation of multiple complex programs simultaneously
    • Inspiring stakeholder performance and executing significant changes and improvements
    • Developing and implementing program goals, objectives and procedures.
    • Planning, organizing, directing, and coordinating the work of professional staff
    • and contract consultants.
    • Performing professional level analytical support services.
    • Exercising sound independent judgment within general policy and management guidelines.
    • Planning, organizing and scheduling engineering or maintenance department priorities.
    • Preparing and administering department and project portfolio budgets and responsible cost reduction recommendations.
    • Responding to requests and inquiries from the general public.
    • Understanding the organization and function of a public agency.
    • Interpreting and explaining District policies and procedures.
    • Analyzing problems, identifying alternative solutions and making recommendations. Establishing and maintaining effective working relationships with those contacted in the course of work.
    • Communicating clearly and concisely to inspire action, both orally and in writing.


    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)
    • 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 5 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: 5/29/2026 11:59 PM Pacific
  • ABOUT THE COMPANY

    • BART (Bay Area Rapid Transit)
    • BART (Bay Area Rapid Transit)

    The 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

    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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