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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
SEIU Professional Grade 14
Step 1: $52.72/hour to Step 5: $68.91/hour
External candidates will start at Step 1 ($52.72/hour)
Reports To
M. Salonga, Director of Technology
Current Assignment
This announcement will be used to establish a pool of eligible candidates for vacancies that may occur within the next 12 months. This position is responsible for participating in the more complex and difficult work of systems applications; providing analysis and design for major business applications, including development, modifications, and enhancements to existing systems; obtaining and analyzing user requirements and recommending appropriate solutions; providing training and technical support to system users and performing related duties as assigned.
The ideal candidate will demonstrate the following beyond the minimum qualifications:- Strong working knowledge and experience in Peoplesoft HCM, including at least large-scale implementations/upgrades of Peoplesoft HCM.
- Strong working knowledge and experience in Peoplesoft Core HR, Recruiting (TAM), Payroll, Time and Labor, and Benefits.
- Strong working knowledge and experience of ERP Systems, specifically PeopleSoft Human Capital Management (HCM) 9.2 - PUM 20 and higher.
- Strong working knowledge of PeopleTools 8.56, Application Designer, Application Packages, Application Engine, BI Publisher reports, Integration Broker, Component Interfaces, AWE, Web Services, DMS, Cobol, and SQR.
- Working experience on PeopleTools 8.56 Fluid framework and Mobile applications technology.
- Strong knowledge and understanding of the integration between PeopleSoft Applications and other internal and external systems using interfaces and web services,
- Strong Working experience in Oracle databases, SQL, and PL/SQL.
- Working experience in HMTL5, JavaScript, and Cascading Style Sheets (CSS).
- Strong working experience in Reporting tools such as SQR, Query, and BI publisher reports
- Strong experience in working with the functional team and business users and explaining concepts and solutions.
- Knowledge and understanding of Peoplesoft Update Manager and methodologies.
- Experience in Project Management
Selection Process
This is a SEIU Local 1021 Bargaining unit position. However, All SEIU members must follow the "Bid Form Process", failure to comply will invalidate an employee's application.
The selection process will include a screening for minimum qualifications as listed in this posting and may additionally involve a skills/performance test, written exam, and/or a panel interview. Outside applicants will not be considered until all employees who have applied have been considered first.
Application Process
This is a SEIU Local 1021 Bargaining unit position. However, all full-time SEIU District employees must follow the "Bid Form" process and deposit their bids in the bid box. Failure to comply may invalidate the employee's bid. As actual vacancies occur, District employees on the internal eligibility list will be considered before outside candidates.
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.
The Employment Office will screen Bid form applications and resumes against the minimum qualifications. Those candidates who meet the minimum qualifications will be referred to the hiring department for further consideration. The selection process may involve a skills/performance test, written exam, and/or a panel interview. Outside applicants will not be considered until all employees who have applied have been considered first.
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.
DEFINITION
Under general supervision, performs applications systems design and modification and programming of a routine to complex nature in support of District administrative and business services; performs related work as assigned.
CLASS CHARACTERISTICS
This is a deep class, in which incumbents may be assigned to any of the three levels, depending upon experience and proficiency gained. Assigned responsibilities include both batch processing and on-line applications and are normally related to one or more functional areas, such as payroll, inventory control, financial reporting, etc. While expertise may be gained in a specific area, incumbents may be expected to become familiar with a number of applications in order to provide back-up and additional support. The work involves substantial contact with user department staff to ascertain system needs and provide user assistance. These classes are distinguished from Real Time Programmer Analyst in that the latter is responsible for real time systems design and programming related to revenue service hardware and software.
Examples of Duties
Gathers and analyzes information regarding user systems and requirements and develops or modifies automated systems to fulfill these needs.
Conducts feasibility studies and develops system, time, equipment and cost requirements.
Using computer generated techniques, simulates hardware and software problems, tests and evaluates alternative solutions, and recommends and implements appropriate applications design.
Develops program logic and processing steps; codes programs in COBOL, FORTRAN, or other appropriate language; plans and develops test data to validate new or modified programs.
Designs input and output forms and documents; writes program documentation and user procedures and instructions and assists user departments and staff in utility programs to support and validate adopted systems and programs.
Confers with user department staff regarding assigned functional program areas; instructs and trains staff in the operation of personal computers.
Keeps abreast of software and hardware improvements and modifications, assesses their applications to District operations and recommends improvements to policies and procedures; maintains records and prepares periodic and special reports of work performed.
Minimum Qualifications
Junior Applications Programmer Analyst
Education :
Any combination of college and experience equivalent to graduation from a four-year college with major course work in computer science, mathematics, business administration or a closely related field.
Substitution :
Additional experience as outlined above may be substituted for the education. Graduation from a four-year college is preferred.
Applications Programmer Analyst
In addition to the above:
Experience :
Two years of experience in programming business applications for computer systems. Additional experience as outlined above may be substituted for the education.
Senior Applications Programmer/Analyst
In addition to the above:
Experience :
Two additional years of experience in systems design and programming business applications for computer systems. Additional experience as outlined above may be substituted for the education.
Knowledge and Skills
Knowledge of:- Computer programming principles, techniques and procedures for administrative and business applications including hierarchical and relational data base programs
- Systems analysis and design procedures and techniques; batch processing and on-line applications techniques
- Forms and documentation design techniques; operation principles and characteristics of the mainframe computer hardware such as utilized by the District
- Job planning, prioritizing and scheduling techniques; appropriate programming languages, including COBAL and FORTRAN
- Basic accounting, statistical, business administration and office procedures
- Operating principles and characteristics and maintenance practices and procedures of IBM compatible personal computers; personal computer languages such as DBASE, Paradox, and Access
- Principles and practices of information engineering
- Personal computer programming tools such as Micro focus, Workbench, Sapiens, Visual Age, and Visual Basic.
Skill in:- Analyzing systems and problems and developing new or modified programs to meet user department needs
- Developing logical procedures and coding their steps into programming instructions; developing tests to validate program design
- Troubleshooting hardware and software problems and debugging programs and applications
- Preparing clear and concise program documentation, user procedures, reports of work performed, and other written materials
- Translating user department needs into operational programs
- Instructing user department staff in the operation of personal computers, new or revised computer applications, including explaining system concepts to nontechnical users
- Applying information engineering concepts to develop high level entity relationship and data flow diagrams
- Making sound independent decisions within established guidelines; establishing and maintaining effective working relationships with those contacted in the course of the work, including working as a member of a joint application development team
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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