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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 F (Senior Performance Analyst)
Annual Salary Range $ 123,544.42 (Minimum) - $ 160,609.16 (Maximum).
The negotiable salary offer will be between $123,544.42 - $142,076.79 (mid-point) to commensurate with experience and education.
AFSCME Pay Band G (Principal Performance Analyst)
Annual Salary Range $ 127,505.43 (Minimum) - $ 165,757.06 (Maximum).
The negotiable salary offer will be between $127,505.43 - $152,496.50 (mid-point) to commensurate with experience and education.
Reports To
J. Mazza
Current Assignment
San Francisco Bay Area Rapid Transit District (BART), Procurement Department is currently looking for a Principal Performance Analyst or a Sr. Performance Analyst to join our team!
The Procurement Department is building its capacity for continuous improvement through innovative thinking and implementing business transformation using change management practices. The Procurement Department draws upon change and project management best leading practices to provide services for process improvements and organizational transformation initiatives.
The Principal Performance Analyst or Sr. Performance Analyst will serve facilitate in the design, development, evaluation and implementation of performance analyses, maturity assessments, and process improvements including defining scope, goals and objectives, developing project plans and timelines, and interpreting analytical findings. The position will be responsible for building a strong discipline for continuous improvement throughout the Procurement Department, using globally recognized frameworks to benchmark the Procurement Department’s performance and identify specific targets for improvement using both quantitative and qualitative measures.
The ideal candidate will possess innovative thinking applied to strong analytical capabilities, including the ability to:- Champion and successfully lead execution of new ideas and initiatives.
- Communicate effectively and transmit ideas to managers and other staff.
- Make sound, practical decisions on complex issues and work independently in a resourceful manner.
- Follow-through on assignments and work in a proactive fashion.
- Work cross-functionally in teams and form partnerships to achieve objectives.
- Understand and work with online inventory, procurement, and financial systems such as Maximo and PeopleSoft to implement improvements aligned with business process procedures, working with stakeholders and management.
- Clearly and concisely formulate and present to executive level management, stakeholders, and staff.
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.
Examples of Duties
Examples of Duties (Principal Performance Analyst)
Leads the design, development, evaluation and implementation of performance analyses, maturity assessments, and process improvements including defining scope, goals and objectives, developing project plans and timelines, and interpreting analytical findings. Leads improvement initiatives including transformation projects; conducts training and advisory services; develops training curricula for continous improvement, including lean processes; documents and summarizes lessons learned from transformation projects and initiatives; develops and manages knowledge base of continuous improvement tools suitable for the District.
Leads the development of project management approach for large system transformation or process improvement initiatives; defines scope, goals and objectives, develops project plans, timelines and other monitoring tools to ensure completion of project deliverables; utilizes change management tools to engage and facilitate buy-in from project stakeholders; determines, allocates and monitors project resources; develops status reports and regularly reviews project status with management.
Provides support to the Senior Manager of Performance & Innovation and advises District management on the compliance, effectiveness, and economy of District activities.
Participates in and leads the collection of data, including assisting with designing surveys and questionnaires, developing sample methodologies and overseeing resulting data collection; assists in the identification of data sources, collection, and validation of data.
Coordinates assigned program activities with those of other departments, divisions and outside agencies and organizations; establishes partnerships with internal and external stakeholders and peers to ensure results are achieved.
Prepares and reviews analytical and statistical reports tailored for various levels of District management; assists in systematizing/institutionalizing District-wide performance management analytics.
Participates in and leads program and process evaluations based on outcomes of risk management, strategic planning, budgeting or other Districtwide initiatives; translates stated or implied District needs into researchable management analyses and initiatives.
Participates in the preparation and administration of the department or division program budget; submits budget recommendations; monitors expenditures.
Develops functional relationships with other departments, as assigned, to facilitate activities involving the departments; provides requested consulting services as requested on a broad range of issues.
Leads assigned employees in their areas of work including methods, procedures and techniques.
Assists with and leads monitoring, administering, and negotiating consultant contracts, coordinates consultant work with other departments, and serves as liaison for analyses and projects.
Develops standard operating procedures and policies; monitors and supports transition from project phase to regular operations; conducts follow-up assessments as needed.
Attends, leads, and participates in professional group meetings and a variety of committees; stays abreast of new trends and innovations in the field; prepares and presents staff reports and other correspondence as appropriate and necessary.
May participate in the selection and training of assigned staff.
Participates in special projects as assigned.
Examples of Duties (Senior Performance Analyst)
Supports districtwide transformation initiatives, including documenting business processes, applying efficiencies to those processes, implementing large process or system transformation programs; implements concepts of change management.
Researches, conducts and coordinates working sessions with District stakeholders to define performance metrics; assists with conducting studies to determine opportunities for measuring performance; maintains an awareness of performance management best practices.
Participates in the collection of data, including assisting with designing surveys and questionnaires, developing sample methodologies and overseeing resulting data collection; assists in the identification of data sources, collection, and validation of data.
Prepares analytical and statistical reports tailored for various levels of District management; assists in systematizing/institutionalizing the Districtwide performance management analytics.
Participates in the analysis of program and process evaluations based on outcomes of risk management, strategic planning, budgeting or other Districtwide initiatives; translates stated or implied District needs into researchable management analyses and initiatives.
Assists with the design, development, evaluation and implementation of performance analyses and assessments; assists with defining scope, goals and objectives; building project plans, timelines; interpreting analytical findings.
Participates in the documentation and summary of lessons learned from transformation projects to develop a knowledge base of continuous improvement tools suitable for the District.
Participates in developing project management approach for systems transformation or process improvement initiatives; participates in defining scope, goals and objectives, project plans, timelines and other monitoring tools for transformational projects; assists with the transitioning projects implementation and administration; prepares status reports for transformational projects (as needed).
Assist with monitoring and administering consultant contracts, coordinates consultant work with other departments, and serves as liaison for analyses and projects.
Attends and participates in professional group meetings and a variety of committees; stays abreast of new trends and innovations in the field of performance management; prepares and presents staff reports and other correspondence as appropriate and necessary.
Participates in special projects as assigned.
Minimum Qualifications
Principal Performance Analyst
Education :
A Bachelor’s degree in business administration, public administration, accounting, finance, statistics, data analytics or a closely related field from an accredited college or university.
Experience :
Four (4) years of (full-time equivalent) verifiable professional experience in operational or financial performance management, organizational development, lean process improvement, change management, policy analysis or project management experience, which must have included at least one (1) year of lead experience.
Substitution :
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis. A Bachelor’s degree is preferred.
Other Requirements :
Possession of a valid certificate as a Project Management Professional (PMP) is desirable.
Education :
A Bachelor’s degree in business administration, public administration, accounting, finance, statistics, data analytics or a closely related field from an accredited college or university.
Senior Performance Analyst
Experience :
Three (3) years of (full-time equivalent) verifiable professional experience in operational or financial performance management, organizational development, change management, policy analysis or project management experience.
Substitution :
Additional professional administrative, analytical and/or budgetary experience as outlined above, may be substituted for the education on a year-for-year basis. A college degree is preferred.
Other Requirements :
Possession of a valid certificate as a Project Management Professional (PMP) is desirable.
Knowledge and Skills
Principal Performance Analyst
Knowledge of :- Continuous improvement, including practices and concepts of process management systems and Lean methodology.
- Methods and techniques of change management, strategic planning, enterprise risk management and transit strategic asset management; translation of stated or implied needs into researchable management analyses and initiatives.
- Principles of performance management, analysis, assessments, and improvement.
- Principles and practices of policy analysis, development and administration.
- Principles and practices of business systems applications and operational analysis.
- Methods and techniques of advanced data analysis, investigative and quantitative analysis, and quantitative methods such as statistical sampling and regression analysis.
- Funding policies of various government entities and commissions.
- Principles of lead supervision and training.
- Business and audit ethics.
- Current office procedures, methods, equipment, and applications.
- Principles of business letter writing and financial report preparation.
Skill in :- Recommending and leading the implementation of goals and objectives for performance management, transformation initiatives, and continuous improvement programs.
- Leading and supporting transformation initiatives, utilizing Lean process improvements and change management concepts.
- Leading performance or program evaluations and maturity assessments.
- Developing performance measures and Key Performance Indicators (KPIs), determining performance targets, evaluating results, and conducting benchmarking and comparative studies of progressive and innovative organizations.
- Data analytics; familiarity with designing and maintaining data associated with the delivery of regular reports and visualizations, including the design, maintenance, and updates to dashboards and other forms of communication.
- Ability to organize, combine, and tabulate large amounts of data into clear reports, charts, and dashboards that are understandable to stakeholders.
- Supervising analytical and technical staff; managing vendors, contractors and other parties.
- Supervising, organizing and reviewing the work of lower level staff.
- Selecting, supervising, training and evaluating subordinate co-workers.
- Partnering and collaborating with a broad range of peers and stakeholders for joint initiatives, coordinating participation and buy-in. Planning, supervising and designing research and evaluation projects.
- Applying practices and theories, techniques and management methodologies to assigned projects.
- Coordinating and administering budget processes for assigned departments or divisions.
- Researching, analyzing and evaluating programs, policies and procedures.
- Interpreting, explaining and enforcing division/department policies and procedures.
- Performing complex statistical, financial and other mathematical analyses.
- Operating office equipment and supporting software, including word processing and spreadsheet applications.
- Understanding the environment, demands, and consequences of evaluation/ assessment results and the impact of associated findings and reports.
- Making prudent, defensible and timely decisions.
- Exercising judgment in determining materiality of evaluation/ assessment results.
- Working independently in the absence of supervision.
- Understanding and following oral and written instructions.
- Communicating clearly and concisely, both orally and in writing; ability to identify stakeholder sensitivities and adapt communications as necessary.
- Ability to organize, structure and frame ideas, issues, and strategies in a clear, focused, and persuasive manner.
- Establishing and maintaining effective working relationships with those contacted in the course of the work.
- Writing clear and concise reports.
Senior Performance Analyst
Knowledge of :- Knowledge of and experience in performance or program evaluations, maturity assessments, and process improvements.
- Knowledge of and experience in continuous improvement, including practices and concepts of process management systems and Lean methodology.
- Principles and practices of policy analysis, development and administration.
- Principles and practices of business systems applications and operational analysis.
- Methods and techniques of data science through advanced analysis, investigative and quantitative analysis, and quantitative methods such as statistical sampling and regression analysis.
- Methods and techniques of change management and enterprise risk management.
- Principles and practices of general, fund, and government accounting.
- Principles of strategic asset management and strategic planning.
- Funding policies of various government entities and commissions.
- Related Federal, State and local laws, codes and regulations.
Skill in :- Developing performance measures and Key Performance Indicators (KPIs), determining performance targets, evaluating results, and conducting benchmarking and comparative studies of progressive and innovative organizations.
- Designing and maintaining data associated with the delivery of regular reports and visualizations, including the design, maintenance, and updates to dashboards and other forms of communication.
- Partnering and collaborating with a broad range of peers and stakeholders for joint initiatives, coordinating participation and buy-in.
- Recommending and implementing goals and objectives for performance management programs.
- Planning, supervising and designing research and evaluation projects.
- Applying practices and theories, techniques and management methodologies to assigned projects.
- Coordinating and administering budget process for assigned department or division.
- Researching, analyzing and evaluating programs, policies and procedures.
- Communicating clearly and concisely, both orally and in writing.
- Interpreting and explaining District policies and procedures.
- Identifying stakeholder sensitivities and adapt communications as necessary.
- Establishing and maintaining effective working relationships with those contacted in the course of work.
- Organizing, structuring and frame ideas, issues, and strategies in a clear, focused, and persuasive manner.
- Ability to organize, combine, and tabulate large amounts of data into clear reports, charts, and dashboards that are understandable to stakeholders.
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: 10/6/2024 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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