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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 17
This 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 after working in the position for twelve (12) months, and to Steps 4 and 5 at one (1)-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 is $133,473.60 to $162,240.00 (AFSCME Grade 17).
Negotiable starting salary will be between $133,473.60 to $147,160.00/annually depending on experience and education.
Reports To
Deputy Managing Director of Capitol Corridor
Current Assignment
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 Business Systems Analyst will be a key member of the CCJPA team, managing a wide range of technology-based functions to support CCJPA’s operations, customer service, and data management efforts. Assignments may include overseeing digital platforms, supporting business intelligence and reporting tools, coordinating system integrations, working with third-party vendors, and performing related duties as assigned. The Analyst will also provide technical guidance to staff and act as a liaison to internal and external partners to ensure systems are aligned with operational and strategic needs.
The ideal candidate will demonstrate strong knowledge and experience in the following areas beyond the minimum qualifications including:- Administration of digital systems and platforms, including vendor oversight and stakeholder coordination.
- Managing data analytics projects and ensuring the integrity, accuracy, and usability of performance data.
- Supporting customer-facing systems such as websites, mobile applications, and customer information services.
- Proficiency in troubleshooting, testing, and documenting technology solutions.
- Development and implementation of technology solutions that enhance service delivery, operational efficiency, and customer experience.
- Coordinating cross-departmental needs and technical requirements with external partners and contractors.
- Strong project management skills, including planning, execution, and evaluation of system enhancements.
- Effective verbal and written communication skills, including the ability to translate technical information for non-technical audiences.
- Exceptional organizational and problem-solving abilities, with attention to detail and the ability to prioritize competing tasks.
- A commitment to continuous improvement, innovation, and delivering high-quality service to internal and external stakeholders.
Selections 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
External applicants may only apply online, at www.bart.gov/jobs . Applicants needing assistance with the online application process may receive additional information by calling (510) 464-6112.
Current employees are strongly encouraged to apply online, either at www.bart.gov/jobs , or on WebBART. Current employees may also apply using a BART paper application by delivering the completed form to the Human Resources Department, or by mailing it to P. O. Box 12688, Oakland, CA 94604-2688.
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.
Current employees are strongly encouraged to apply online, either at www.bart.gov/jobs , or on WebBART. Current employees may also apply using a BART paper application by delivering the completed form to the Human Resources Department, or by mailing it to P. O. Box 12688, Oakland, CA 94604-2688.
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.
Examples of Duties
Leads the analysis and evaluation of existing operations processes and systems for the Capitol Corridor Joint Powers Authority (CCJPA) to determine input for proposals of new systems and/or improvement of existing systems.
Oversees the planning and implementation of major upgrades and installation of new hardware, technology, and systems for Capitol Corridor; provides oversight for outside vendors/contractors as needed.
Develops strategic plans for data and systems integration; monitors, troubleshoots, and follows up with staff and outside vendors/contractors to ensure proper functioning of integrated systems.
Provides strategic oversight and ensures proper monitoring and data reporting management for all business systems used in CCJPA operations including, but not limited to, Wi-Fi on revenue service vehicles, contactless payment readers, fare collection management, a real-time passenger information system, customer relationship management systems (CRMs), support desk applications, and interactive voice response systems.
Supports the management of assigned projects by developing budgets, allocating resources, monitoring related deadlines, approving invoices, and coordinating communications.
Collaborates with outside IT staff and various CCJPA business areas in analyzing and adapting business requirements into technical specifications used for system configuration, contract agreements, and supporting documents; may collaborate with staff from the District’s Office of the Chief Information Officer (OCIO) on how to bring in data from multiple external sources via various application programming interfaces (APIs).
Serves as a liaison between department heads or system users and external IT workers, vendors, and contractors.
Provides guidance on and evaluates the potential impact of system complications on business processes; escalates to vendors as required; applies business best practices.
Composes and maintains standards and procedures, ensuring efficient and effective system use.
Conducts research to identify new systems and solutions; assesses the feasibility and requirements of implementing new systems and/or software applications.
Strategically utilizes business system monitoring to rectify and advance system reliability, propose upgrades to system design and monitoring, and coordinate data utilization between business systems for purposes of data reporting and system functionality.
Develops detailed documentation and training materials related to business and system processes; conducts training for end users and developers.
Leads procurement efforts for CCJPA business systems technology by advertising invitations to bid and requests for proposals, participating in vendor selection, negotiating contract conditions and terms, creating contract scopes of work, and updating and amending contracts as needed.
Attends and participates in professional group meetings and conferences; remains informed of new innovations and trends in the field of information systems.
Performs other duties as assigned.
Minimum Qualifications
Education :
A bachelor’s degree in computer science, business administration, engineering, or a closely related field from an accredited college or university.
Experience :
Four (4) years of (full-time equivalent) verifiable professional experience in information systems implementation, business systems analysis, or related experience, which must have included at least two (2) years of project management experience.
Substitution :
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis.
Knowledge and Skills
Knowledge of :- Operational characteristics, services and activities of various IT systems, infrastructure, and software applications.
- Principles and practices of business systems applications related to CCJPA operations.
- Principles and practices of project management techniques and technical planning.
- Principles and practices of budget development.
- Principles and practices of utilizing work directives for vendor/consultant management.
- Principles and practices of translating business needs into system requirements.
- Principles and practices of system configuration documentation and policy development.
- Principles and practices of presenting training materials and technical documentation.
- Principles and practices of professional relationship management.
- Principles and practices of program development and administration.
- Principles and practices of procurement.
- Related Federal, State, and local laws, codes, and regulations.
- Communicating business needs to vendors, consultants, and Capitol Corridor staff.
- Supporting the management of large business and/or system implementation projects.
- Preparing and administering project specifications.
- Collaborating effectively across various teams to achieve project goals.
- Recognizing technical and functional problems related to system applications.
- Developing technical procedures and documentation.
- Adapting language and communication to various departments and staff at all levels of the organization.
- Providing technical guidance and training to others.
- Preparing and maintaining contract terms and agreements.
- Researching, evaluating, and recommending the purchase of new systems, hardware, and technologies.
- Establishing and maintaining positive vendor and contractor relationships.
- Operating modern office equipment including computers and software applications.
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: 5/18/2025 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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