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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
DEFINITION
Performs a variety of duties in the development and coordination of District marketing programs; and provides related duties as assigned.
CLASS CHARACTERISTICS
Marketing Representative II - This is the full journey level class within the Marketing Representative series. Employees within this class are distinguished from the Marketing Representative I by the performance of the full range of duties as assigned. Employees at this level receive only occasional instruction or assistance as new or unusual situations arise, and are fully aware of the operating procedures and policies of the work unit. Positions in this class are flexibly staffed and are normally filled by advancement from the I level, or when filled from the outside, have prior experience. This class is distinguished from the Senior Marketing Representative in that the latter possesses a specialized, technical or functional expertise within the area of assignment or may exercise lead supervision over assigned lower-level staff.
Marketing Representative II - Capitol Corridor
The incumbent in this position will provide marketing and administrative support to the Manager of Capitol Corridor Marketing & Communications in programs assigned to the Capitol Corridor Marketing and Communications Department which will include promotional program fulfillment, social media and digital channel content updates, community outreach efforts, customer care communications, service communications, support with customer experience programs, group travel sales/outreach, and administrative tasks associated with marketing programs.
The successful incumbent will support the Marketing & Communications team in all areas of promoting Capitol Corridor, such as implementing marketing partnerships, developing content for digital media, handling customer outreach activities, day-to-day lead for group travel sales and marketing, and associated administrative tasks. The incumbent will assist with promotional activities, coordinating with team members, customers, and external agencies, as needed. They will also assist the team in writing reports, analyzing data, developing/writing content for online and offline channels, evaluating marketing programs/campaigns, and attending meetings as needed.
They will be able to provide clear, concise information to the public about Capitol Corridor service, policies, and programs, via written and in-person messages, and identify gaps in communication that can be addressed by the team to improve communication to customers. The incumbent will also assist in the monitoring and tracking of the Marketing and Communications Department’s expenses; coordinate public outreach events and attend to the team’s needs for maintaining reference materials and other administrative tasks.
The successful incumbent will demonstrate the following preferred qualifications beyond the minimum qualifications:
1. Experience implementing programs in the marketing field, such as marketing communications, promotions, sales, advertising, public relations, or community outreach.
2. Experience creating content (written and visual) for websites, social media, marketing brochures, public information, press releases, etc.
3. Possess written and verbal communication skills to interface with customers via phone, email, and in-person. Experience drafting correspondence.
4. Experience with public outreach events, or retail customer setting.
5. Graphic design, desktop publishing, web graphics design, video editing experience using the Adobe Creative Suite, Canva or similar software platforms strongly preferred.
6. Experience with MS Word, Excel, PowerPoint, WordPress or other web content management system, and Adobe Acrobat software.
7. Experience in tracking expenses, key performance metrics, filing, data entry strongly preferred.
8. Organizational skills necessary for maintaining program records, tracking inventory of promotional items, brochures, signs and other marketing items.
9. Travels throughout the corridor service area and works off-shift/weekend hours as necessary.
10. Experience with travel, transportation, and/or intercity passenger rail strongly preferred.
Pay Rate
AFSCME Salary Grade A07
Minimum: $104,291.20/ annually (Step 1) - Maximum: $126,755.20/ annually (Step 5)
Starting negotiable salary will be $104,291.20 (Step 1), commensurate with education and experience.
Examples of Duties
Performs staff support work responsible for promoting District ridership and communicating with BART customers.
Assists in developing, preparing and executing advertising campaigns using a variety of media including print, radio, television and direct mail, including creative development, media planning and placement, ad production and use of pre and post-evaluations to continually refine District advertising efforts.
Administers advertising franchise contracts that bring revenue to the District; ensures that payments are accurate; reviews ads, evaluates new proposals; communicates with other departments regarding changes and manages overall relationships with contractors.
Participates in identifying communication gaps; develops and coordinates campaigns to communicate messages related to courtesy, renovation projects, station access, ticket tips, new services and facilities, service quality, job recruitment and other areas.
Assists in management of website content; development of website strategies and new enhancements; ensures that the website performance is acceptable; assists in development of new web-based applications.
Develops content and graphics for BART newsletters; writes copy, edits, proof-reads and manages print production.
Participates in management of brochures, publications, and other collateral; ensures that brochures have a consistent look; writes copy, edits and proofreads and assists in supervision of graphics development and brochure production; develops printing specifications for brochures; obtains bids for brochure production and coordinates printing contracts.
Produces and maintains the District’s graphic manual and style guide for all in-house and passenger communications.
Develops and updates District map and schedule display-case signage; coordinates development and production of these items.
Coordinates installation of art in stations; reviews proposals and presents recommendations to board for approval.
Responds to marketing inquiries from business, government, and the general public; develops and implements joint marketing campaigns and proposals; coordinates joint marketing campaigns with existing District campaigns.
Participates in special events for the District such as openings, ground- breaking and related events; coordinates all vendor contracts for outside services.
Develops joint campaigns and cosponsorships with destination locations and recreational venues to maintain and increase District ridership in off-peak hours; maintains records of trade, values granted and received; manages relationship marketing programs.
Produces and maintains the District’s graphic manual and style guide for all in-house and passenger communications.
Participates in the preparation and administration of the marketing program budget; submits budget recommendations; monitors expenditures.
Prepares analytical and statistical reports on operations and activities.
Confers with and provides professional assistance to members of district departments on marketing matters.
Represents the District in meetings with representatives of governmental agencies, professional business and community organizations and the public.
Minimum Qualifications
Education :
A Bachelor’s degree in marketing, journalism, public relations, communications, or a closely related field from an accredited college or university.
Experience :
Two (2) years of (full-time equivalent) verifiable professional marketing program or related 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.
Other Requirements :
Must possess a valid California driver’s license and have a satisfactory driving record.
Knowledge and Skills
Knowledge of :- Basic principles and practices of advertising, marketing, public relations, and public affairs.
- Basic principles of budgeting, purchasing, and accounting.
- Methods and techniques of effective written and verbal communication.
- Methods and techniques of graphic printing and production.
- Current office procedures, methods and equipment including computers and supporting word processing and spreadsheet operations.
- Principles and procedures of financial record keeping and reporting.
- Related Federal, State and local codes, laws and regulations.
- Principles and practices of advertising, marketing, public relations, and public affairs.
- Principles and practices of budgeting, purchasing, and accounting.
- Marketing and advertising concepts and principles.
- Principles and practices of marketing services program and project management.
- Current trends in marketing and advertising.
- Advanced methods and techniques of effective written and verbal communication.
Skill in :- Responding to requests and inquiries from the general public.
- Implementing and coordinating marketing programs and services.
- Writing a variety of public information communications.
- Establishing and maintaining effective working relationships with those contacted in the course of work.
- Communicating clearly and concisely, both orally and in writing.
- Operating office equipment including computers and supporting word processing and spreadsheet applications.
- Must be willing to travel locally and out of state.
- Developing, implementing and coordinating marketing programs and services.
- Evaluating and analyzing effectiveness of marketing programs and activities.
- Coordinating and overseeing contracted and consultant services.
- Working independently in the absence of supervision.
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: 6/13/2025 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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