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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 N09
Annual Salary: $151,524.00 (Minimum) - $229,559.00 (Maximum)
Reports To
Director of Funding Strategy
Current Assignment
*Initial review of applications will begin the week of September 8, 2024
Come join the BART Funding Advocacy Team and help fund the infrastructure that keeps the Bay Area moving! The Manager of Grants and Funding Advocacy plays a pivotal role in developing and leading the District's funding strategy. The is key position works within the Funding Strategy Department in the Office of Performance and Budget and is responsible for overall management and oversight of the activities and operations of the Grants and Funding Advocacy Division, including the development of grant applications and the negotiation and execution of funding agreements with federal, state, regional and local agencies for the District’s capital program.
The Manager of Grants and Funding Advocacy will focus on managing all aspects of the District’s grant development program and, in collaboration with the District’s Capital Financial Planning Division, design and deploy funding strategies for the District’s capital program, including representing the District to funding agencies and elected officials with respect to BART capital program funding priorities.
The ideal candidate will the possess the following qualifications in addition to meeting the minimum qualifications for the role:- Material experience in applying for and securing federal, State and local transit grants, including a strong grounding in federal grant guidelines;
- Will be a strong and persuasive communicator, both verbally and in writing
- Possess a strategic and problem-solving mindset;
- Strong demonstrated ability to effectively collaborate with internal and external stakeholders and build lasting partnerships; and
- Possess a thoughtful approach to managing a diverse team of individual contributors.
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).
Examples of Duties
Assumes management responsibility for all grant development activities and assigns roles, responsibilities and activities to Grants & Funding Advocacy Division staff.
Supervises all federal, State, regional and local funding applications, funding agreements, funding requests and allocations and materials for Board presentations and complex financial plans.
Negotiates funding agreements with State, regional and local agencies; coordinates negotiations with the Office of the General Counsel, the Office of the Controller-Treasurer and project development and project delivery Executive Offices; assesses financial exposure and represents District financial interests.
Provides strategic advice and informational briefings to the Director of Funding Strategy.
Collaborates with the Capital Financial Planning Division on: (1) capital project prioritization, funding strategies and project selection for funding opportunities to advance the District’s capital priorities; (2) forecasting of capital sources for the Capital Improvement Program; and (3) the development and implementation of capital project funding plans.
Collaborates with the Director of Funding Strategy and the Capital Financial Planning Division to develop comprehensive funding strategy, reflecting the District’s priorities and a deep understanding of funding program requirements, constraints and considerations.
Collaborates with the Government & Community Relations Department on federal, State, regional and local funding advocacy.
Collaborates with the Capital Budget & Funds Management Division on grant management, reporting, extension requests, close outs and audits.
Manages and participates in the development, implementation and regular review of goals, objectives, policies and procedures.
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; recommends, within departmental policy, appropriate service and staffing levels.
Oversees and participates in the development and administration of the Grants & Funding Advocacy 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 Grants & Funding Advocacy Division with other divisions, departments and outside agencies; negotiates and resolves sensitive and controversial issues.
Serves as staff on a variety of boards, commissions and committees; prepares and presents staff reports and other necessary correspondence.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of grant development and transit funding.
Minimum Qualifications
Education :
Possession of a bachelor's degree in Business Administration, Public Administration, Accounting, Economics, or a related field from an accredited college or university.
Experience :
Five (5) years of (full-time) professional verifiable public sector grant management, financial management or related experience which must include two (2) years of supervisory experience.
Substitution:
Additional qualifying experience as outlined above may be substituted for the education on a year-for-year basis.
Knowledge and Skills
Knowledge of :- Development of funding strategy, including knowledge of transit funding landscape, District capital program priorities, and understanding of decision-maker issues.
- Operational requirements and activities of a grant development program
- Principles and practices of grant funding and allocation
- Principles and practices of program development and administration.
- Methods and techniques of public sector program administration and financial analysis.
- Policies, procedures, rules and regulations governing federal, State, regional and local funding programs. Principles and practices of budget preparation and administration.
- Principles of supervision, training and performance evaluation.
- Public transit agency operating and capital programs administration.
- Federal and State budget appropriation process.
- Related Federal, State and local laws, codes and regulations.
- Transit funding legislative and regulatory ecosystem.
Skill/Ability in :- Overseeing and participating in the management of a comprehensive grant development program.
- Selecting, supervising, training and evaluating staff
- Leading the development and administration of Division goals, objectives and procedures.
- Preparing comprehensive, clear and concise administrative and financial reports.
- Analyzing and developing capital project funding plans.
- Developing complex, compelling grant proposals.
- Negotiating complex grant issues and funding agreements with federal, State, regional and local funding agencies.
- Analyzing problems, identifying alternative solutions, projecting consequences of proposed actions and implementing recommendations in support of goals.
- Assessing capital program funding risks and developing risk mitigation plans
- Researching, analyzing and evaluating new funding methods and techniques.
- Interpreting and applying Federal, State and local policies, laws and regulations.
- Communicating coherently and concisely, both verbally and in writing.
- Establishing and maintaining effective working relationships within BART and with external partners and counterparties.
- Developing, using, and reviewing Excel models.
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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