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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 Band H (Principal Energy Analyst)
Annual Salary Range $ 135,397.73 (Minimum) - $ 176,016.91 (Maximum)
The negotiable salary offer will be between $135,397.73 - $155,707.32/annually commensurate with experience and education.
Reports To
Manager of Energy
Current Assignment
The San Francisco Bay Area Rapid Transit District (BART) is one of the largest and cleanest rapid transit systems in the country, connecting 50 passenger stations in five Bay Area counties with a fleet of almost 700 electric rail cars. The Principal Energy Analyst plays a central role in managing the District’s energy supply and annual operating budget.
This position resides within the District’s Energy Division responsible for BART’s wholesale electric power and retail gas supply, including all aspects of planning, budgeting, procurement and portfolio management. The Principal Energy Analyst directly supports the District’s wholesale electric planning and procurement; performs tasks related to annual budget planning, management, and reconciliation; oversees counterparty performance and obligations under existing commercial agreements; participates in regulatory engagement and rulemaking processes relating to the District’s wholesale electric procurement; produces quantitative analysis to inform wholesale electric planning activities and other energy-related project evaluation; leads the routine processing and reconciliation of invoices supporting Energy Division operations; prepares routine risk management reporting; and may perform other related duties as assigned.
This is the highest-level classification in the Energy Analyst series. Positions at this level possess a specialized, technical or functional expertise within the area of assignment, and may exercise lead supervision over external consultants and/or other supporting staff. Employees at this level are frequently assigned responsibilities above the journey level and are often required to exercise sound independent judgment in the performance of all duties.
The ideal candidate will demonstrate familiarity with, and/or proficiency in, some of the following areas in addition to the minimum qualifications:
• Demonstrated ability to manage and manipulate large datasets with accuracy and efficiency.
• Various electric sector regulatory agencies and other entities including the California Public Utilities Commission (CPUC), California Energy Commission (CEC), California Air Resources Board (CARB), Federal Energy Regulatory Commission (FERC), California Independent System Operator (CAISO), and the Western Electricity Coordinating Council (WECC)/Peak Reliability.
• Electric sector concepts and practices such as utility ratemaking and tariffs, California Public Utilities Code, CPUC Rules of Practice and Procedure, CAISO wholesale market rules and operations, wholesale electric planning and procurement, and electric load forecasting.
• Wholesale electric products and attributes including energy, Resource Adequacy (RA), renewable energy credits (RECs), congestion revenue rights (CRRs), ancillary services, and greenhouse gas (GHG) compliance instruments.
• Problem-solving skills, including the ability to frame issues and provide quantitative analysis to support recommendations to BART leadership.
• Familiarity with basic financial accounting concepts including budgeting, capital expenditures, operating expenses, depreciation and accruals.
• Strong communication skills in various mediums and forums.
• Ability to quickly develop subject matter expertise and contextual understanding of complex topics related to transit, energy, and sustainability.
• Ability to establish and maintain effective working relationships across business functions and with external parties.
• Ability to lead, collaborate, support and secure buy-in across business functions on high priority, time-sensitive projects.
• Ability to proactively identify opportunities for continuous improvement and effectively develop, communicate and implement recommended solutions.
Selection Process
Initial screening of applications is tentatively set for the week of July 8, 2024.
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.
DEFINITION
Under general supervision, plans and performs the most complex and difficult work of staff responsible for the procurement of wholesale electricity, other wholesale energy products and compliance instruments, and retail natural gas; may supervise, assign, and review the work of staff responsible for coordinating regulatory matters relating to the District’s unbundled power supply; supports the development of budget projections and leads periodic budget reconciliation; oversees invoicing from and payment to District vendors; coordinates energy-related projects and studies; provides staff assistance to the Manager of Energy; and performs other related duties as assigned.
CLASS CHARACTERISTICS
This is the highest working level with the Energy Analyst series. Positions at this master level perform the most technical and complex duties assigned to the series. This classification, requires specialized, technical, or functional expertise, may also be responsible for overseeing the work of lower-level staff, and/or assisting higher-level managerial staff in planning and evaluating the quantity and quality of work performance by subordinate staff. Employees at this level are routinely assigned responsibilities above the journey level and must be capable of exercising independent judgement in the execution of all duties. This position is distinguished from the Manager of Energy in that the latter is responsible for overall management of the Energy Division and serves as the primary point of contact regarding managing and executing the transmission and distribution of energy agreements.
Examples of Duties
Performs the most complex and difficult work of staff responsible for the wholesale procurement of electricity and retail procurement of natural gas on behalf of the District; may plan, prioritize, assign, supervise, and review the work of lower level Energy Division staff.
Manages and administers electricity supply and other energy-related contracts, including the oversight and reconciliation of product and service delivery, and resolution of inaccuracies or conflicts with counterparties that may arise.
Negotiates new agreements for energy products or services, including the evaluation of pricing and other terms and conditions.
Responds to data requests from other internal departments, executive management, regulators, the District’s Board of Directors, or the public.
Coordinates utility service connections, generator interconnections, and/or other energy services with local utilities to support the District’s operations and system expansion activities.
Oversees the preparation of annual operating budgets for electricity and natural gas, including development of multi-year budget projections, analysis of quarterly budget variances, and the forecast of long-term energy-related costs and revenues.
Participation in rulemaking, workshops, and regulatory proceedings germane to the District’s acquisition of energy, energy procurement authorities, and/or compliance requirements.
Evaluates proposed tariff or market design modifications, updates, or amendments, with potential impact to the BART’s energy procurement, including advocacy on behalf of the District.
Proposes, plans, and develops draft legislation on energy issues; submits to higher level staff for comment and approval.
Prepares feasibility studies and/or economic evaluations of innovative energy-related projects or technologies to support capital initiatives or the acquisition of the District’s energy supply.
Presents technical analysis to internal committees, executive management, and the BART Board of Directors.
Serves as subject-matter expert to other internal stakeholders with respect to wholesale power procurement, wholesale market tariffs, and electric service contracts and agreements.
Trains assigned employees in their areas of work including energy analysis methods, procedures, and techniques; acts as an internal consultant and expert to other departments on understanding the applicability of electric and natural gas tariffs.
Coordinates the work of outside consultants, experts, and attorneys; coordinates projects and activities; reviews work progress.
Represents the District at a variety of professional meetings associated with energy procurement and planning; stays current on new technologies related to energy utilization and conservation.
Minimum Qualifications
Education :
A Bachelor’s degree in accounting, business administration, economics, or a closely related field from an accredited college or university.
Experience :
Four (4) years of (full-time equivalent) verifiable professional energy program analysis experience.
Substitution:
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis. A college degree is preferred.
Knowledge and Skills
Knowledge of :- Operations, activities, and services comprising wholesale electricity procurement
- Principles of lead supervision and training
- Operations, activities, and services comprising wholesale electricity procurement
- Principles of energy markets and operations
- Advanced methods of quantitative, statistical, and financial analysis
- Methods and techniques to analyze and forecast energy needs and costs
- Principles and practices of contract administration and management
- Prevailing industry practices of the electric power sector
- Advanced principles and practices of energy procurement, utilization, and conservation
- Analytical tools and software to support long-term electric supply planning and procurement
- Federal, state, and local laws, regulations, and utility tariffs governing wholesale electric procurement in California
- Fundamentals of financial and managerial accounting
Skill/ Ability in :- Selecting, supervising, training, and evaluating staff
- Resolving and settling contract disputes
- Leadership and oversight of collaborative activities
- Independent execution of complex analyses related energy supply, usage, and cost
- Execution and enforcement of department policies and procedures
- Interpretation of complex rules and regulations
- Design and execution of technology evaluation and feasibility studies to determine costs and benefits, and other available alternatives
- Development of analytical tools or models to automate existing processes or procedures
- Interpretation of quantitative analysis and presentation of results
- Operation of office equipment, including personal computers and proficiency in Microsoft Office software
- Working independently in the absence of supervision
- Understanding and following oral and written instructions
- Communicating clearly and concisely, both orally and in writing
- Providing excellent customer service to other internal departments, executive management, BART’s Board of Directors, and other stakeholders
- Production of high-quality work in a timely manner and on several activities simultaneously
- 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)
- 6.65% employer contribution up to annual maximum of $1,868.65
Closing Date/Time: 12/31/2024 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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