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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
Non-Rep Payband N10
Annual Rate: $162,131.00 (Minimum) - $245,629.00 (Maximum)
*starting negotiable annual salary will be $162,131.00 - $188,477.64 to commensurate with education and experience
Reports To:
Assistant Chief Maintenance Officer of Maintenance and Engineering
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).
Current Assignment:
Under the direction of the Assistant Chief Maintenance Officer of Maintenance & Engineering, the Senior Manager of Fleet Management will be primarily responsible for managing and directing operations of the non-revenue vehicle fleet and fixed on rail equipment. The primary shop is located in Oakland which is responsible for conducting fleet vehicle preventative maintenance, troubleshooting, repairs, modifications and required regulatory inspections.
BART’s NRVE shop maintains a rubber tire fleet of 733 vehicles and 350+ pieces of equipment to include heavy construction fixed rail equipment and related assets. Additionally, the position is responsible for ensuring NRVE Shop becomes ISO 9001:2015 complaint with aspiration of being fully certified in the future.
Additionally, the Senior Manager of Fleet Management will be responsible for:- Working closely with vehicle maintenance engineering and Production Support staff to coordinate and complete activities to maximize vehicle reliability and availability to provide the necessary number of vehicles needed to support the mobility and equipment needs of over 30 departments across the District.
- Managing the 1,100+ assets and leading a department of 40 personnel, overseeing and continued development of multiple programs and improve based on industry best practices.
- Administering the District’s vehicle management policy in accordance with the District Employee Pull Notice program requiring daily interfacing with the district third party administrator to ensure only members with valid CA driver license operate district vehicles and ensuring the District’s Commercial Driver policy and program that all 250+ operators must be monitored and compliant with CA state law.
- Overseeing the District’s Bulk fuel program and contract ensuring accurate invoicing, weight & measures deliveries, and fuel taxing including monitoring and enforcing fuel dispensing to only appropriate district approved vehicles.
- Managing purchase orders (PO) production for materials or services that aid in supporting the NRVE operation in a timely manner, often with a sense of urgency to prevent extended out of service time.
- Partnering with Asset Management and Sustainability, implement a 15-year strategic electric vehicle (EV) fleet replacement program to comply with CARB, include a robust district EV charging infrastructure focused on efficiency and accessibility.
- Coordinating assigned activities with other divisions, departments, and outside agencies, etc.
Other Requirements:- Must respond to non-revenue vehicle and shop issues 24 hours per day, 7 days per week (on-call).
- Ensure coordination of emergency response team during unforeseen circumstances.
- May be required to work shifts of varying hours, days, and duty assignments on a short notice as required by management.
Examples of Duties
Directs and manages the daily administration and operations of the fleet management division, including planning, organizing, staffing, and implementing the Districtwide Vehicle Use Policy, which ensures that all District-owned vehicles and private or rental vehicles authorized for use on District business are operated in accordance with all state and local laws.
Oversees the administration of the District’s EPN program; oversees the coordination of information between the District and DMV; oversees the administration of third-party systems designed for monitoring driver’s license information and generating motor vehicle reports.
Prepares written reports and correspondence relating to the fleet management division for senior management, customer departments, business contracts, the general manager, and the board of directors.
Develops and prepares bid specifications for vehicles and equipment for all District departments.
Assesses funding availability, vehicle and equipment condition, and the vehicle and equipment needs of various users to formulate recommendations for replacements.
Administers the acquisition of vehicles and equipment, including alternative fueled ones, disposal of obsolete and surplus vehicles and equipment.
Conducts utilization and evaluation studies of the condition of the fleet on an ongoing basis.
Manages and monitors the acquisition and disposal of all District Non-Revenue Fleet vehicles and equipment.
Assists in the management, development, and implementation of goals, objectives, policies, and priorities for assigned programs; recommends and administers policies and procedures.
Monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; recommends, within departmental policy, appropriate service and staffing levels.
Plans, directs, coordinates, and reviews the work plan for assigned staff; assigns work activities, projects and programs; reviews and evaluates work products, methods and procedures; meets with staff to identify and resolve problems.
Monitors developments and legislation related to assigned area of responsibility; evaluates impact upon district operations; recommends and implements equipment, practice, and procedural improvements.
Selects, trains, motivates and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
Participates in the development and administration of the division's annual budget; participates in the forecast of funds needed for staffing, equipment, materials and supplies; monitors and approves expenditures; implements adjustments.
Serves as the liaison for the Fleet Management Division with other divisions, departments and outside agencies; negotiates and resolves sensitive and controversial issues.
Conducts a variety of organizational studies, investigations, and operational studies; recommends modifications to track and structures maintenance programs, policies and procedures as appropriate.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of way and facilities repair and maintenance.
Minimum Qualifications
Education :
Bachelor’s degree in facilities management, public administration, business administration, or a related field from an accredited college or university.
Experience :
Five (5) years of (full-time) professional verifiable experience in fleet management or related experience which must include at least two (2) years of management level responsibilities.
Substitution :
Additional 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 :- Operational characteristics, services, and activities of comprehensive automotive and equipment maintenance program
- The principles of fleet management and vehicle maintenance for a wide variety of vehicles and equipment
- Techniques used for researching, analyzing and determining equipment needs and utilization
- Administrations, budgeting, and personnel management
- Bid specifications for acquisition of vehicles and equipment
- Applicable laws, regulations, codes, policies, and procedures related to fleet administration and operation
- Funding constraints and regulations as they apply to BART or similar agencies
- Principles and practices of procurement, purchasing, ordering and requisitioning
- Principles and practices of budget preparation and administration
- Principles of supervision, training, and performance evaluation
- Related Federal, State and local laws, codes and regulations
- Principles and practices of industrial safety policies and procedures.
Skill in :- Planning, organizing, administering, and evaluating staff performance and the work product for the fleet management division
- Planning, organizing, and implementing cost effective programs for fleet operations
- Analyzing, planning, and making recommendations regarding District fleet operational and vehicle replacement budgets
- Responding rapidly to handle non-standard service requirements
- Understanding, interpreting, and administering applicable federal, state and local laws, regulations, and policies including those related to health and safety
- Preparing, maintaining and using computer software programs to maintain records, reports and correspondence
- Communicating effectively with subordinate staff, co-workers, senior management, customer department representatives, vendors, and members of the board of directors
- Using problem solving techniques to avoid or resolve fleet maintenance issues
- Implementing techniques used for researching, analyzing and determining equipment needs and utilization
- Selecting, supervising, training and evaluating staff
- Participating in the development and administration of division goals, objectives and procedures
- 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
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)
- 6.65% employer contribution up to annual maximum of $1,868.65
Closing Date/Time: Continuous -
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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