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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
Salary Information
$168,682/annually - $255,553/annually (Non-Represented Pay Band 10)
Note: The negotiable salary offer will be between $202,699 - $211,209, commensurate with education and experience.
Who May Apply
All current BART employees and qualified individuals who are not yet BART employees.
Reports To
Director of Office of Civil Rights
Days Off
Saturday and Sunday
Department
Office of Civil Rights
Current Assignment
The Senior Manager of Workforce Policy Compliance plays a critical leadership role within the Office of Civil Rights (OCR), overseeing the development, implementation, and continuous improvement of workforce compliance programs that support BART’s commitment to fairness, impartiality, and regulatory compliance. This position is responsible for managing complex, and highly sensitive programs that not only ensure compliance with federal, state, and local civil rights laws, but involves formulation and enforcing of internal workforce policies and procedures.
Current priorities for this assignment include drafting new policy and reinforcing governance frameworks; advancing fair and equitable workforce practices; leading compliance monitoring, auditing, and reporting efforts; and ensuring alignment with evolving regulatory requirements. The incumbent will provide strategic direction and oversight of key initiatives such as workforce compliance reviews, policy development and updates, training programs, and cross-functional collaboration with internal stakeholders, including Human Resources, Labor Relations, Employee Relations, and executive leadership.
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:- Strategic leadership and program management in workforce policy compliance, including civil rights programs
- Working knowledge and expertise in federal and state employment laws, including EEO, ADA, Title VI, Title VII, FEHA, and related regulations
- Policy development, analysis, and implementation of the above within a public-sector which encompasses a unionized environment
- Compliance monitoring in Civil Rights, including investigations, auditing, and compliance reporting, with a strong attention to detail and risk mitigation
- Stakeholder engagement and the ability to influence across all levels of an organization
- Data analysis with strong investigation and investigation report writing skills, and the ability to clearly translate findings into actionable recommendations
- Effective verbal and presentation communication skills, including preparing executive-level reports, delivering training, and presenting before a board or body of elected officials
Application & Selection Process
All applicants must apply online at www.bart.gov/jobs. Applications must be completed in full and include all requested information, including dates of employment, positions held, hours worked, and a detailed description of duties performed.
Applicants may attach a resume to provide supplemental information; however, the resume does not substitute for completing the application form in its entirety. Only
information included in the application at the time of submission will be used to determine whether applicants meet the minimum qualifications for the position. All application materials must be submitted by the closing date and time listed on the job announcement. Applications received after the closing deadline will not be considered.
Applicants who require assistance with the online application process may contact the Talent Acquisition Division at (510) 464-6112 or employment@bart.gov.
The selection process will include the following phases:
Phase 1: Minimum Qualification Screening
Phase 2: Review and Evaluation of Supplemental Questionnaire
Phase 3: Panel Interview
Phase 4: 2nd Round Interview (tentative)
The selection process for this position may include one or more of the following: a skills or performance demonstration, a written examination, and/or a panel or individual interview.
All applications will be reviewed by the Talent Acquisition Division to determine whether applicants meet the established Minimum Qualifications (MQs). Applicants who meet the MQs may be referred to the hiring department for further evaluation as part of the selection process.
The selected candidate must demonstrate a work history reflecting reliability and dependability and may be required to provide copies of certificates, diplomas, or other documentation required by law, including proof of authorization to work in the United States.
Pre-employment processing will include a background check. This requirement does not apply to current full-time District employees unless the position requires additional evaluations or clearances.
Examples of Duties
Oversees and manages the manages the development, implementation, and administration of the District’s Equity Programs including financial planning, staffing, training, audit, reporting and compliance oversight; makes recommendations for action and assists in the development and implementation of policies, procedures, goals and objectives.Conducts a variety of organizational, operational, and analytical studies and investigations; recommends modifications to existing programs, policies, and procedures as appropriate; prepares a variety of formal reports.Monitors the efficiency and effectiveness of service delivery methods and procedures; recommends, within department policy, appropriate service and staffing levels.Participates in the development and administration of an assigned budget; forecasts funds needed for staffing, equipment, materials, and supplies; monitors and approves expenditures; recommends adjustments as necessary.Directs, coordinates, and reviews the work of staff and outside contractors; serves as liaison between departments and executive offices to ensure program and project implementation within budget.Directs and ensures timely response to legislative, media and community requests; develops and implements changes to existing State and federal law.Plans, prepares, and coordinates the preparation of reports including recommendations to the Board of Directors, committees, and other management staff.Serves as the liaison within the District and with outside agencies; provides solutions and methodologies for effective support to District operations; negotiates and resolves sensitive and controversial issues. Audits, explains, justifies and defends programs, policies, and activities.Selects, trains, motivates, and evaluates assigned personnel; ensures the cost effective and efficient use of staff and resources in accomplishing goals and objectives, provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures when necessary.
Minimum Qualifications
Education:
Possession of a bachelor's degree in Business Administration, Political Science, Psychology, Public Administration, Public Policy, Sociology, Law, 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 equity programs which may include EEO/Title VII, Title VI, environmental justice, racial equity, social justice, affirmative action, diversity, equity, inclusion and/or other related civil rights program administration experience, which must have included at least two (2) years of managerial 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.
Working Conditions
Environmental Conditions:
Office environment; exposure to computer screens.
Physical Conditions:
May require maintaining physical condition necessary for sitting for prolonged periods of time.
Knowledge and Skills
Knowledge of:- Related Federal, State, and local laws, codes, and regulations, including but not limited to Title VI and Title VII of the Civil Rights Act of 1964, Americans with Disabilities Act of 1991, California Fair Employment Act, Uniform Guidelines on Employee Selection Procedures
- Professional office administration practices and procedures
- Diversity, equity & inclusion practices and principles including racial equity and related social justice principles
- Methods and techniques of research and policy analysis and development
- Principles and practices of project coordination and management
- Principles of strategic planning and managing change processes
- Principles of management and training
- Principles and practices of business math, accounting, and budgeting
- Current office procedures, methods and equipment including computers and supporting word processing and spreadsheet applications.
- Principles of business writing and report preparation
Skill/Ability in:- Developing, implementing, interpreting, and applying department policies, procedures, goals, and objectives
- Exercising sound independent judgment within general policy guidelines
- As assigned, leading, organizing, and reviewing the work of staff
- Independently preparing correspondence and memoranda
- Planning, organizing, and administering special projects and programs
- Planning, organizing and scheduling office priorities
- Researching, analyzing, compiling, and summarizing a variety of materials
- Preparing and administering department budgets
- Responding to requests and inquiries from the general public
- Understanding the organization and function of a public agency
- Developing Interpreting and explaining policies and procedures
- Analyzing problems, identifying alternative solutions, and making recommendations
- Communicating clearly and concisely, both orally and in writing
- Establishing and maintaining effective working relationships with those contacted in the course of 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: 5/24/2026 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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