-
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
Note : Initial review of applications received will commence on May 19, 2025. Any applications received after this date will be placed on hold until screening and selection process of initial applications received has been fulfilled.
Pay Rate
Non-Represented Payband N10
$162,131.00 (minimum) - $245,629.00 (maximum)
Initial negotiable starting salary will be between $162,131.00/annually - $199,727.14/annually, commensurate with education and experience.
Current Assignment
This job announcement is to fill a Senior Quality Manager vacancy in the Quality Assurance department within the Office of Infrastructure Delivery. Primarily, this position will be tasked with executing a robust Quality Assurance Program for the District, including developing, implementing, and updating the Quality Management System and Quality Management Plans to support the quality of capital, and non-capital project delivery during both design and construction as well maintenance activities in addition to supervising and managing quality assurance staff.
In addition, this position will be accountable for project oversight, implementation, reporting and ongoing operational support of project management practices in support of effective and efficient project execution within the Quality Assurance unit. The incumbent will act as the primary liaison and subject matter expert on Quality Assurance practices and processes. The position will also be responsible for performing project audits, surveillances and assessments, identifying at risk practices, mentoring and coaching individuals in quality management; performs related duties as assigned and coordinates activities with other divisions, outside agencies and the general public; provides highly responsible and complex assistance to the Group Manager, Configuration.
The successful candidate will demonstrate the following beyond minimum qualifications:- Knowledge of ISO -9001, ISO-55000, Asset Management
- Knowledge of continuous improvement principles
- Knowledge of Maintenance best practices
- Knowledge of Project Quality Practices in Design and Construction
- Knowledge of CMMS and RCM
- Experience with managing Quality staff
- Experience with developing metrics pertaining to Quality Assurance programs
- Experience with project reporting and data management
- Experience with the implementation and sustainability of a Quality Assurance program that achieved targeted results
- Experience with developing and improving quality assurance products
- Experience with the formulation of Quality control policies that establish Quality standards
- Comprehensive knowledge of project and program management processes and best practices
- Demonstrated proven leadership skills and ability
Examples of Duties
Assumes management responsibility for assigned services and activities of the Quality Assurance Division within the M&E Department, responsible for on-going systemwide support of quality assurance activities.
Leads the effort to obtain ISO-9001 Certification for the M&E Department and ensure certification is continually evaluated and achieved; aligns M&E’s Quality Program with other departments within the District.
Manages and participates in the development and implementation of goals, objectives, policies and priorities for assigned programs; recommends and administers policies and procedures.
Provides direction on the BART Quality Management System (QMS), including the development of quality assurance procedures and preparation and implementation of quality management plans; manages the performance of scheduled quality audits of BART personnel, contractors, and subconsultants.
Develops quality assurance training modules, conducts outreach and makes presentations regarding quality assurance activities; educates the organization on the value and benefits of applying the quality program throughout M&E; expands quality program throughout the District.
Develops, maintains, and posts metrics on quality activities, including all findings and resolutions to mitigate reoccurrence (for example, from California Public Utilities Commission or BART System Safety); maintains a Lessons Learned database for M&E (including eBART, Warm Springs and Silicon Valley extensions).
Manages the Documentation Division, including the implementation of the document control and configuration management processes; gathers rules and system requirements to develop and execute a configuration control plan as well as to implement a document control plan systemwide.
Educates and influences various M&E divisions in how to apply quality activities and principles to their everyday tasks automatically.
Manages quality oversight for Core Capacity, Measure RR and other Capital Projects, including the review of design/construction submittals for compliance with BART QMS and contract requirements.
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.
Selects, trains, motivates and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
Oversees and 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.
Conducts a variety of organizational studies, investigations and operational studies; recommends modifications to community programs, policies and procedures as appropriate.
Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of quality management.
Minimum Qualifications
Education :
Possession of a bachelor’s degree in Business, Public Administration, or a closely related field from an accredited college or university.
Experience :
The equivalent of five (5) years of full-time professional verifiable quality assurance experience, which must have included at least two (2) years of management-level experience.
Substitution:
Additional 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 certification as a Manager of Quality/Organizational Excellence (CMQ/OE) or a Quality Auditor (CQA) issued by the American Society for Quality (ASQ) or similar certification is desirable.
Knowledge and Skills
Knowledge of :- Operational characteristics, services and activities of a comprehensive quality management program
- Operational characteristics, services and activities of a technical documentation control program
- ISO-9001 quality management systems standards
- ISO-55000 asset management standards
- Rules, regulations, standards and codes of technical documentation creation and control
- Principles and practices of budget preparation and administration
- Principles and practices of quality assurance inspection, testing and record keeping
- Principles and practices of program development and administration
- Principles and procedures of contract administration
- Principles and practices of continuous improvement
- Principles and practices of material requisition and procurement
- Principles of supervision, training and performance evaluation
- Methods and techniques of project reporting and data management
- Occupational hazards and standard safety practices
- Related Federal, State and local laws, codes and regulations
Skill/ Ability in :- Planning, organizing, implementing and evaluating quality assurance programs
- Overseeing and participating in the management of a comprehensive technical document control program
- Analyzing computer quality assurance issues; evaluating alternatives and developing recommendations
- Implementing and sustaining a quality assurance program that achieves targeted results
- Participating in the development and administration of division goals, objectives, and procedures
- Researching, analyzing and evaluating new service delivery methods and techniques
- Overseeing, directing and coordinating the work of lower-level staff
- Evaluating technical documentation project requirements
- Analyzing or directing the analysis of complex documentation issues
- Supervising and coordinating quality assurance and inspection services
- Performing contract administration duties
- Selecting, supervising, training and evaluating staff
- Ensuring adherence to safe work practices
- Developing, applying and interpreting quality assurance policies and procedures
- Maintaining complex quality assurance documents and records
- Preparing clear and concise reports
- Communicating clearly and concisely, both orally and in writing
- Establishing and maintaining effective working relationships with those contacted in the course of the 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)
- Money Purchase Pension Plan (in-lieu of participating in Social Security tax)
- 6.65% employer contribution up to annual maximum of $1,868.65
- Deferred Compensation & Roth 457
- Sick Leave Accruals (12 days per year)
- Vacation Accruals (3-6 weeks based on time worked w/ the District)
- Holidays: 9 observed holidays and 5 floating holidays
- Life Insurance w/ ability to obtain additional coverage
- Accidental Death and Dismemberment (AD&D) Insurance
- Survivor Benefits through BART
- Short-Term Disability Insurance
- Long-Term Disability Insurance
- Flexible Spending Accounts: Health and Dependent Care
- Commuter Benefits
- Free BART Passes for BART employees and eligible family members.
Closing Date/Time: Continuous -
ABOUT THE COMPANY
-
-
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.
-