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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-Represented Payband N10
Annual Salary: $165,374.00 (minimum) - $250,542.00 (maximum)
Initial negotiable annual starting salary will be between $165,374.00 (minimum) - $207,958.00 (midpoint) to commensurate with education and experience.
Pay Rate
Chief Maintenance Office or designee
Current Assignment
The San Francisco Bay Area Rapid Transit District (BART) is currently recruiting for a highly strategic and experienced leader to serve as the Senior Manager of the Maintenance and Engineering Command Center (MECC).
The Senior Manager, Maintenance Engineering Command Complex (MECC) will assume overall responsibility for the operations of the Maintenance and Engineering Command Center, setting strategic direction, developing policies and procedures, and ensuring high standards of service delivery. The incumbent will lead a team of managers and coordinators responsible for ensuring safe, efficient, and coordinated maintenance activities across the BART system. Key priorities include managing budgetary resources, overseeing training and compliance programs, representing the MECC in high-level internal and external meetings, and ensuring alignment with regulatory requirements, labor agreements, and industry best practices. This leadership role requires excellent management, communication, and problem-solving skills to support the District’s mission of safe, reliable, and effective transit operations.
The most qualified candidates for this position 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:- Management of new “start-up” departments; scratch building policies, procedures, training programs, and performance metrics; setting strategic goals and service standards
- Recruitment of a competent and qualified team to fill all positions in a new department transitioning from pilot program to permanency while maintaining operational continuity
- Champion a robust safety culture, overseeing investigations, incident tracking systems, and preventative safety programs.
- Labor relations and Union negotiation to establish work rules for new, represented job classifications
- Serve as a key liaison with internal departments and external partners, bringing innovation and collaboration to the forefront.
- Departmental budget administration using operating and capital funding for labor and non-labor; public agency procurement practices; labor forecasting; overtime management
- Preparation and delivery of presentations, reports, requests, and investigative findings to superiors, interdepartmental leaders, executive personnel, and board members
- Comprehensive knowledge of all BART maintenance disciplines, BART non-revenue (Blanket) maintenance operations, Roadway Worker Protection rules, and Emergency Operations Control practices
- Requires advanced proficiency in Microsoft Outlook and strong capability in using a variety of software platforms.
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
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. 0. 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.
Applications must be complete by the closing date and time listed on the job announcement.
Examples of Duties
Reviews and ensures the MECC complies with executive directives, policies, and regulatory standards.
Develops, implements, and monitors business metrics and key performance indicators; adjusts assignments, procedures, policies, and training as needed to meet goals.
Acts as the hiring manager for the MECC; serves as the primary contact for correspondence with all divisions within Human Resources, Labor Relations, and the Office of Civil Rights.
Ensures the priorities of the District and the MECC are reflected when facilitating the bid process for work assignments, implementing work rules, or discussing issues with union officials.
Acts as the primary MECC representative in meetings and presentations with other departments, divisions, management, and outside agencies.
Prepares for and represents the District in internal and external hearings, arbitrations, and investigations related to the MECC or its employees, in accordance with District policy.
Plans, directs, coordinates and reviews the work plan for the MECC; assigns work activities, projects and programs; reviews and evaluates work products, methods and procedures; meets with staff to identify and resolve problems.
Manages the development, distribution, control, and maintenance of standard operating procedures for the MECC.
Ensures post-incident investigations, reviews, and reporting are completed in compliance with applicable regulations and District procedures.
Operates District vehicles to perform job site inspections and compliance checks.
Assumes primary responsibility for developing and administering the MECC’s annual budget; forecasts funds needed for staffing, equipment, materials, and supplies; monitors and approves expenditures.
Develops and administers a documentation control plan for the MECC; reviews, organizes, and archives all MECC logs, reports, procedures, and personnel files; maintains security of sensitive information.
Responds to difficult and sensitive inquiries and complaints; involves other departments throughout the District, as appropriate, when responding to sensitive matters.
Prepares written reports, correspondence, and presentations for senior/executive management, other departments throughout the District, and the Board of Directors.
Proposes, develops, reviews, and approves training curriculum; provides or coordinates staff training; monitors training compliance.
Works with employees to correct deficiencies; implements discipline and termination procedures.
Prepares for and participates in both internal and external oversight audits. Provides requested information, negotiates terms, and administers corrective action plans.
Minimum Qualifications
EITHER
Experience :
A minimum of two (2) years of full-time experience as a Manager of the Maintenance and Engineering Command Center (MECC) with the San Francisco Bay Area Rapid Transit District.
OR
Education :
Bachelor's degree in business administration, public administration, transportation management, engineering or a closely related field from an accredited college or university.
Experience :
The equivalent of five (5) years of full-time verifiable experience in the maintenance and repair of wayside equipment and infrastructure, or related experience, which must have included responsibility for ensuring the safety of wayside construction and/or maintenance worksites and at least two (2) years of management experience.
Substitution :
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis.
Other Requirements :
Must assume on-call responsibility for MECC activities and/or problems twenty-four (24) hours, seven (7) days per week.
Must obtain and maintain all required levels of District training certifications.
Must possess a valid California driver’s license and have a satisfactory driving record.
Knowledge and Skills
Knowledge of :- Operational characteristics, services, and activities of a comprehensive maintenance program for a rail transit system for a large metropolitan area.
- Implementing and interpreting goals, objectives, work rules, policies, collective bargaining agreements, procedures, and work standards.
- Tracking maintenance service delivery using business metrics and key performance indicators
- Principles and practices of routine and corrective right-of-way equipment maintenance.
- Methods, materials, tools, and equipment used in the maintenance of right-of-way equipment.
- Procedures for the placement and removal of prohibits, safe clearances, and blanket work area protections.
- Computer-based applications including timekeeping programs, spreadsheet applications, and word processing applications.
- Operations and requirements of an asset management and maintenance reporting system.
- Operations, rules, and procedures pertaining to roadway worker protection and safety.
- Principles of report preparation and documentation control.
- Principles of supervision, training, and performance evaluation.
- Principles and practices of budget preparation and administration.
- Occupational hazards and standard safety practices.
- Principles and practices of program development and administration.
- Related Federal, State, and local codes, laws, and regulations.
- Overseeing and directing the management of a comprehensive systems maintenance command center.
- Assessing various maintenance problems and emergencies, analyzing the scope of response required, and dispatching staff accordingly.
- Departmental budget administration; preparing clear, concise, and complete financial reports and statements.
- Advanced use of computer-based applications such as timekeeping programs, spreadsheet applications, and word processing applications.
- Scheduling, coordinating, and prioritizing wayside construction and maintenance activities.
- Ensuring the adherence to established maintenance and emergency response rules and regulations.
- Development and implementation of standard operating procedures which promote system safety and reflect industry best practices.
- Development and administration of division goals, objectives, and policies.
- Administering document control programs; maintaining the accuracy, integrity, and security of archived logs and documents.
- Data driven decision-making through the use of forecasting tools, key performance indicators, and business metrics.
- Preparing for, participating in, and negotiating terms in various internal and external oversight audits, arbitrations, interviews, and hearings.
- Researching, analyzing, and evaluating new service delivery methods and techniques.
- Interpreting and applying Federal, State, and local policies, laws, and regulations.
- Establishing and maintaining effective working relationships with those contacted in the course of work.
- Selecting, supervising, training, and evaluating staff.
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: 8/29/2025 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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