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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
Non-Rep Pay Band N10
Annual Salary: $168,682.00 annually (minimum) - $255,553.00 annually (maximum)
The negotiable starting salary will be between $168,682.00 annually - $211,209.68 annually, commensurate with education and experience.
Reports To
Director of Financial Control & Accounting or designee
Current Assignment
San Francisco Bay Area Rapid Transit (BART) is excited to announce an opportunity to join its Financial Control and Accounting Department as a Senior Manager of Finance. Under general direction, this key role provides leadership over multiple divisions within the Finance Department, guiding and supporting staff through direct supervision and collaboration with subordinate managers. The Senior Manager of Finance will play a key role in developing and implementing goals, policies, procedures, and work standards, while shaping strategies that have a meaningful, Districtwide impact. This is an excellent opportunity for a collaborative and forward-thinking finance leader who is passionate about public service and ready to contribute to BART’s financial operations.
The most qualified candidate for this position will have highly developed competencies beyond the minimum qualifications in the following areas, which will be reinforced with related work experience and will be clearly articulated during the selection process:- Strong oral and written communication skills, including the ability to interpret financial data.
- Prepare financial reports and related financial disclosures in accordance with GAAP, GASB, and other applicable standards; and update relevant policy and procedural documents.
- Extensive managerial experience leading teams of Managers and Accountants, including oversight of at least two of the following functional areas: General Accounting, Payroll, Accounts Payable, Time and Labor, Accounts Receivable, and Financial Reporting.
- Experience modernizing financial systems, including Enterprise Resource Planning (ERP) implementations or upgrades, process automation initiatives, and continuous improvement efforts.
- Knowledge of grant accounting and compliance requirements, particularly those associated with federal, state, and regional transportation funding sources.
- Demonstrated ability to lead the planning and coordination of the annual financial statement audit, as well as required compliance or performance audits; establish audit timelines, deliverables, and communication protocols to ensure timely and successful completion.
- Experience overseeing the preparation and review of audit schedules, supporting documentation, financial statements, and other required management reports.
- Experience driving system and process improvements in a financial environment, with the ability to coordinate and execute effective and efficient operational enhancements.
All applicants must apply online, at www.bart.gov/jobs . Applicants needing assistance with the online application process may receive additional information by calling the Talent Acquisition Division at (510) 464-6112 or employment@bart.gov .
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. 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.
Applications must be complete by the closing date and time listed on the job announcement.
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 process.
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. 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
Oversees and directs multiple functional areas of the Finance Department, including at least two of the following divisions: General Accounting, Accounts Receivable and Billing, Payroll, Time and Accounting Administration, and/or Financial Reporting.
Manages, trains and evaluates staff either directly or through subordinate managers and supervisors; and makes or recommends final decisions regarding policies, operational matters, and administrative procedures.
Directs and/or performs a variety of complex financial, statistical, budgetary and accounting analyses and reporting functions.
Monitors, reviews, and ensures assigned areas adapt to changes in applicable legal and procedural requirements.
Assists in the identification, development and implementation of departmental goals, objectives, policies, and priorities; assists in the determination of resource allocation and levels of service according to established policies.
Receives and analyzes financial reports; directs the preparation of monthly and annual reports; directs the gathering and analysis of information and reports necessary to document and evaluate processes.
Directs the allocation of resources to achieve timely outcomes and measurable goals; adjusts plans and programs to meet emerging or new demands, while continuing to address major departmental and District priorities.
Monitors and evaluates the effectiveness of service delivery processes and systems, organizational structure, staff performance, financial systems, and other overall operations; identifies, recommends and implements alternative approaches and improvements as needed.
May serve as liaison for the Department with other departments in the District, policy-making officials, and officials of outside agencies; explains laws, regulations, procedures, policies, and programs to a variety of stakeholders; identifies and resolves difficult and complex issues and problems.
May plan, develop, implement or direct major or complex projects or programs that have significant Districtwide impact; directs the research of complex, highly technical issues; analyzes alternative solutions or approaches; recommends most effective courses of action.
Oversees and administers budget in accordance with the approved budget for assigned areas.
Manages both internal and external audits of the District’s financial records, processes, and performance; coordinates related interactions with regulatory agencies, external partners, and/or internal stakeholders.
Performs other duties as assigned.
Minimum Qualifications
Education: Possession of a bachelor’s degree in Accounting, Business Administration, 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 experience in accounting, auditing, payroll, and/or related public sector fiscal operations, which must have included 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.
Other Requirements: Certification as a Certified Public Accountant (CPA) preferred.
Knowledge and Skills
Knowledge of :- Generally accepted accounting and auditing principles and standards (GAAP, GASB, etc.)
- Applicable state, federal and local government laws and regulations
- Principles and practices of financial record keeping and reporting
- Principles and practices of program development and administration
- Management principles, including strategic work planning and resource allocation
- Principles and practices of supervision, training and performance evaluation
- Contract negotiation and administration
- Effective public speaking and presentation
Skill/ Ability in :- Interpreting and applying general governmental accounting principles and practices
- Utilizing generally accepted auditing standards, including governmental auditing
- Planning, organizing and directing complex financial operations and programs
- Selecting, supervising, training and evaluating staff
- Developing and implementing strategic planning processes
- Identifying, analyzing, and reporting upon activities, issues, and programs and recommending appropriate solutions
- Establishing and maintaining effective working relationships
- Analyzing complex data sets and utilizing insights to identify and resolve issues
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: 3/9/2026 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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