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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
Applications received by Sunday, September 28, 2025, will receive priority review.
Salary Information
This is a BART Police Management Association (BPMA) represented position.
Salary: $ 136,200 / annually (Step 1) to $ 158,052 (Step 4) / annually
NOTE: The starting salary for external candidates will be at Step 1.
Who May Apply
All current BART employees and qualified individuals who are not yet BART employees.
Reports To
This position reports to the Police Chief or designee and will work directly with the Manager of Technology Programs.
Days Off
As assigned. Must be willing to work various shifts, weekends, holidays, and overtime.
Department
BART Police Department is a progressive agency and has been on the forefront - and in some cases the model approach to training in the areas of fair and impartial policing, bias-based policing, crisis intervention, cultural competence training, and de-escalation training. The mission of the BART Police Department is to ensure a safe environment within our transit system, reduce crime through a highly visible police presence, and proactive enforcement of the law, and to promote public confidence by working in partnership with our stakeholders and the communities we serve.
Current Assignment
The candidate selected for this position will coordinate and provide technical oversight for the day-to-day operation of a variety of police information systems, including data and information management, police computer-aided dispatching (CAD), police records-management systems (RMS) BART Police technology systems, field Based Reporting (FBR) and other police support functions; and performs related duties as assigned. The incumbent is also expected to have substantial contact with department staff and external vendor support staff to ascertain systems needs and provide user assistance. The ideal candidate will demonstrate the following knowledge and experience beyond the minimum qualifications:- Experience with Computer Aided Dispatch (CAD), police Records Management Systems (RMS), Field Based Reporting (FBR) and Mobile CAD computers.
- Experience working with communication and message servers, exchanging data between multiple agencies.
- Experience working with internal and external partners and/or customers.
NOTE: REMOTE WORK IS NOT AN OPTION.
Selection Process
This position is represented by the BART Police Management Association. 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 skills/performance demonstration, supplemental questionnaire and/or an individual or panel interview. The selection process will include 5 phases.
Phase 1: Pre-Screening Application Questionnaire
Phase 2: Minimum Qualifications Screening
Phase 3: Panel Oral Interview
Phase 4: Police Chief's (or designee) interview
Phase 5: Background Investigation
** Please note that the entire selection process may take several months to complete. **
The successful candidate must have an employment history demonstrating reliability and dependability; provide copies of certificates, diplomas or other documents as requested and/or 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 an extensive background check and successful completion of a polygraph exam. (Does not apply to current full-time BART Police Department employees unless specific job requires additional evaluations).
If selected to proceed in the background investigative phase of the process, you will be asked to provide some essential documents. The following are some of the documents you may be asked to provide naturalization/citizenship papers, birth certificates, school transcripts, proof of selective service (men only), DMV driving history documents, proof of automobile insurance, marriage or divorce certificates (if applicable), and POST certificates (if applicable).
The selection process for this position will be in accordance with the applicable collective bargaining agreement.
Examples of Duties
Plans, organizes, provides assistance, training, and review to support staff involved in the police records-management systems (RMS), communications-dispatch systems (CAD), and other BART Police technology systems.
Formulates policies, reviews, and implements operational procedures and policies.
Coordinates and performs installation and testing of vendor software, application module upgrades, database upgrades and system back-up recovery functions.
Develops application queries and ad hoc reports to support police computer application software modules and databases.
Provides administrative and technical assistance to police managers and other departments within and outside the District.
Provides support data for community policing, crime-prevention programs, and departmental planning activities.
Serves as liaison for the Police Department with other divisions, departments, and outside agencies.
Provides representation and written reports at District committee meetings, executive staff and to the BART Board of Directors and other agencies and interest groups.
Coordinates services of selected District Service Contracts related to Police Information Systems.
Assists in long- and short-term planning.
Minimum Qualifications
Education :
An Associate degree in computer science, mathematics, information technology, business administration, or a closely related field from an accredited college. A Bachelor’s degree is preferred.
Experience :
Three (3) years of (full-time equivalent) verifiable experience in programming business or law enforcement-related applications for computer systems. Prior experience managing or working on a Law Enforcement project is highly desirable.
Other Requirements :
Must possess a valid California driver’s license and have a satisfactory driving record.
Must be able to pass a detailed background investigation prior to appointment.
Must be able to work various shifts, weekends, holidays, and overtime.
Substitution :
Additional professional experience as outlined above may be substituted for the education on a year-for-year basis.
Knowledge and Skills
Knowledge of :- Principles of Computer Science, or a closely related field
- Principles of Enterprise Application Administration including all Database, Server, and Application tiers
- Techniques and procedures for administrating Computer Aided Dispatch (CAD), police Records Management Systems (RMS), Field Based Reporting (FBR) and Mobile CAD computers
- System analysis and design procedures and techniques
- Experience working with communication and message servers, exchanging data between multiple agencies
- Operation principles and characteristics of network server systems with focus on (LAN & WAN) protocols
- Working Knowledge of database back-up and recovery functions and procedures
- Able to install, configure and manager Microsoft SQL Server.
- Develops Relational Database Management models to integrate applications with report engines
- Experience with Windows Server and Linux administration
- Job planning, prioritizing and scheduling techniques
- Basic mathematics
- Basic, statistical, business administration and office procedures
Skill in :- Analyzing systems and problems and developing solutions to meet department needs
- Developing tests to validate new software modifications and upgrades
- Troubleshooting hardware and software
- Translating user/department needs into operational programs
- Instructing user/department staff in the operation of personal computers, new or revised computer applications, including explaining system concepts to non-technical users
- Communicating clearly and concisely, both orally and in writing
- Making sound independent decisions within established guidelines
- Establishing and maintaining effective working relationships with supervisors and other employees within and outside of the District
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 (Miscellaneous Members - Classic)
- 2% @ 62 (Miscellaneous 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: 10 observed holidays and 3 floating holidays
- Life Insurance may be available through employee union
- Survivor Benefits through BART
- Short-Term and Long-Term Disability Insurance may be available through employee union
- 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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