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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
Note: The first review of applications will be Sunday, November 16 2025.
Pay Rate
AFSCME Pay Grade 19
This job classification has moved to a salary step structure as of January 1, 2025. Individuals hired into the classification will typically be appointed at step 1 of the salary range. They will advance to step 2 after working in the position for six (6) months, to step 3 one year from the hire date, and to steps 4 and 5 at one-year intervals thereafter. Each salary step progression will provide a 5% increase to the employee’s base salary until step 5 is reached. The salary range for this job classification is $ 151,840.00 to 184,537.60 per year.
The negotiable salary offer will be $ 151,840.00 (Step 1), commensurate with experience and education.
Who May Apply
All current BART employees and qualified individuals who are not yet BART employees.
Reports To
Chief Safety Officer or designee.
Current Assignment
Bay Area Rapid Transit (BART) District is seeking a Strategic Data Administrator who is passionate about using data to shape the future of public transportation. The Strategic Data Administrator will play a key role in driving data-informed decision-making across departments by applying advanced analytics, predictive modeling, and business intelligence strategies.
The selected candidate will be responsible for overseeing projects focused on analyzing safety data within the District, using data-driven insights to identify trends, potential hazards, and areas for improvement to proactively prevent workplace accidents and enhance overall safety performance across the District. The initial focus will be on maintenance capital projects managed by the Maintenance Department and/or Office of Infrastructure Delivery.
This role will provide targeted safety oversight for capital and construction projects, partnering closely with project teams to strengthen safety culture and performance through:- Conducting continuous safety support including safety risk assessments and data analyses
- Developing safety dashboards including key performance indicators
- Manage and implement safety analytics initiatives using safety management system (SMS) software or tool for advanced trend and risk-based analyses
The most qualified candidates for this position will have highly developed competencies in the following areas, which will be reinforced with related work experience and will be clearly articulated during the selection process:- Safety Risk Management & Assessment Methodologies - Familiarity with hazard identification, risk matrices, root cause analysis, and failure mode and effects analysis (FMEA).
- Dashboard Development & Data Visualization - Skilled in designing interactive dashboards that clearly communicate safety performance metrics and trends.
- Key Performance Indicators (KPIs) for Safety & Operations - Understanding of how to define, monitor, and report on safety-related KPIs across complex systems.
- Software Development Lifecycle & IT Collaboration - Knowledge of how to collaborate with IT teams to develop or enhance systems and applications that support safety analytics.
Selection Process
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 supplemental questionnaire, skills/performance demonstration, and a panel and/or individual interview. Then selection process will include the following phases:
Phase 1: Minimum Qualification Screening (may include additional screening criteria beyond the minimum qualifications)
Phase 2: Supplemental Questionnaire Screening
Phase 3: Panel 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 includes 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)
The selection process for this position will be in accordance with the applicable collective bargaining agreement.
Application Process
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.
Current employees are strongly encouraged to apply online, either at www.bart.gov/jobs , or on Employee Connect. Current employees may also apply using a BART paper application by delivering the completed form to the Human Resources Department, or by mailing it to P.O. Box 12688, Oakland, CA 94604-2688.
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.
Applications must be complete by the closing date and time listed on the job announcement.
Examples of Duties
Designs, develops, monitors, and maintains scalable data pipelines and analytics workflows; collects, cleans, integrates, and analyzes large, complex datasets, interprets trends and patterns to meet department needs and support enterprise-level data initiatives.Builds advanced predictive models and machine-learning algorithms for all aspects of department operations to discover insights, provide actionable recommendations, and drive likely outcomes; combines models through ensemble modeling to reduce the generalization error of prediction in forecasting likely outcomes; develops and implements predictive models like decision tree regression using R or a similar programming language.Creates and utilizes advanced data visualization tools to conduct the extraction, manipulation, and analysis of data to forecast operational needs, resource utilization, efficiency, reliability, and other variables critical to department and organizational performance.Leads or conducts ad hoc and ongoing research and analysis projects utilizing the latest information and plans to evaluate operational, program, and resource performance; provides management with strategic operational scenarios for decision making and implementation.Contributes to defining key metrics and key performance indicators that measure outcomes and deliver appropriate solutions; builds dashboards, scorecards, reports and any other graphical documentation to meet service level and other operational requirements.Serves as a subject matter expert for management in the areas of data analytics, business intelligence and reporting data related to operational, programmatic, compliance, and financial performance.Makes recommendations for policy and programmatic changes within the assigned department; drives those recommendations through to action as appropriate.Evaluates effectiveness of models, reports, and programs; conducts field reviews with front-line staff to validate data and assess operations; prepares analytical and ad hoc reports with actionable insights to help better decision making.Supports the advancement of analytical capabilities within the department.Communicates, disseminates and presents analysis to management staff on an ongoing basis.Utilizes excellent people, organizational, and communication skills to interface with a cross section of staff.
Minimum Qualifications
Experience:
Current employment with the Bay Area Rapid Transit District (BART) and at least two (2) years of experience as a Principal in the assigned area, along with demonstrated knowledge of data analysis, reporting, and evaluation relevant to departmental needs.
OR
Education:
A bachelor’s degree in computer science, information systems, statistics, math, data analytics, or related data-oriented field of study from an accredited college or university.
Experience:
Four (4) years of (full-time equivalent) verifiable data analytics or modeling experience.
Substitution:
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis. A college degree is preferred.
Work Conditions
Environmental Conditions:
Office environment; exposure to computer screens; shops and maintenance facility environment.
Physical Conditions:
May require maintaining physical condition necessary for walking, standing, or sitting for prolonged periods of time.
Knowledge and Skills
Knowledge of:- Advanced Excel and other data visualization tools to extract, manipulate, integrate, and analyze data including SQL, DAX, Power BI, Python, R and/or other coding languages and data visualization tools.
- Principles and practices of operations, services and activities of an operation, maintenance, transit and/or production-based department.
- Concepts and techniques related to operations-based and financial modeling and analysis.
- Comparative analysis techniques and formulas.
- Methods and techniques for assessing performance against established objectives.
- Principles and practices of project management.
- Principles and practices of program development and administration.
- Principles and practices of budget preparation and administration.
- Principles and practices of policy development and administration.
- Principles and practices of recordkeeping and reporting.
- Principles and practices of Reliability Centered Maintenance
- Principles and practices of effective written and oral communication.
- Related Federal, State, and local laws, codes, and regulations.
Skill in:- Advanced data visualization and mining technologies, applications and practices for the collection, manipulation, integration, analysis, developing assessments, and reporting.
- Advanced data modeling, analysis, and reporting
- Analyzing problems, identifying alternative solutions, projecting consequences of proposed actions and implementing recommendations in support of goals.
- Interpreting and explaining department policies and procedures.
- Developing and administering division goals, objectives, and procedures.
- Designing and implementing dashboards, scorecards, reports and any other graphical documentation
- Analyzing algorithms to compute the time and memory size of different data science techniques for distributed, clustered, and cloud-based applications
- Process improvement design and implementation.
- Researching, analyzing, and evaluating new service delivery methods and techniques.
- Attention to detail and accuracy.
- Multi-tasking and prioritizing workload.
- Preparing clear and concise reports.
- Communicating clearly and concisely, both orally and in writing.
- Establishing and maintaining effective working relationships.
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)
- 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 4 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
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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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