Manager of Customer Services

BART
Oakland, California United States  View Map
Posted: Oct 14, 2025
  • Salary: $146,640.00 - $178,235.20 Annually USD
  • Full Time
  • Administration and Management
  • Customer Service
  • 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

    This job classification has a salary step structure effective January 1, 2025. Individuals hired into the classification will generally be appointed at step 1 of the salary range and will advance to step 2 after working in the position for six (6) months, to step 3 one year from date of hire, and to steps 4 and 5 at one-year intervals of time 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 $146,640.00 to $178,235.20.

    Starting negotiable annual salary will be $146,640.00/annually (Step 1), commensurate with experience and education

    Reports To
    Director of Customer Service

    Current Assignment

    BART’s Customer Service Division is seeking an experienced manager with a strong background in retail and customer service to lead and oversee the operations of the BART Customer Services Center and Transit Information Call Center. The selected incumbent will provide strategic oversight of customer service operations, collaborate with regional organizations, and coordinate initiatives across departments and external partners essential in supporting the safe and reliable operation of the BART system and continue to deliver world-class transit service to the Bay Area.

    This position is responsible for preparing and reviewing analyses, reports, and administrative documentation for the Director of Customer Services. The ideal candidate will bring strong leadership, organizational, and communication skills, with the ability to coordinate interdepartmental collaboration, implement best practices, and enhance service delivery across multiple programs.

    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:

    Technical and Operational Skills:
    • Customer Service Operations: Manage the operations, services, and activities of comprehensive customer service programs, including in-person service centers, call centers, and customer outreach initiatives.
    • Retail and E-Commerce Management: Oversee retail sales operations and point-of-sale systems, including e-commerce platforms, online store management, and fulfillment processes.
    • Financial Management: Manage cash handling procedures, balance sheets, inventory control, and ensuring accurate daily, weekly, and monthly financial and cash-handling reports.
    • Staff and Workforce Management: Provide managerial oversight and leadership for staff and contractors in a unionized environment, including hiring, training, performance management, and scheduling to ensure smooth operations.
    • Budgeting and Forecasting: Develop and manage annual budgets, forecasting financial needs for staffing, equipment, materials, and supplies, and authorizing related expenditures.
    • Procurement and Contract Administration: Manage procurement processes and contract administration to support customer service operations.
    • Multi-Tasking and Coordination: Prioritize and coordinate responsibilities in a fast-paced, multi-function, multi-program, and multi-application environment.

    Soft Skills:
    • Collaboration and Teamwork: Work effectively across departments and with external partners to achieve operational objectives.
    • Communication: Clearly conveying information in person, in writing, and through reporting.
    • Problem-Solving: Addressing escalated customer issues and operational challenges with tact and diplomacy.
    • Adaptability and Flexibility: Adjust to evolving business needs, technologies, and customer service programs.
    • Leadership and Influence: Guide staff and contractors, implementing policies, and supporting organizational goals through effective management practices.

    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 skills/performance demonstration, a written examination, and/or an individual or 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.

    Examples of Duties

    Assumes management responsibility for assigned services and activities of the Customer Services Division, including oversight of the Customer Services Supervisor and activities performed by subordinates relative to merchandise and Clipper/fare card sales at the Lake Merritt Customer Services Center and the District’s e-commerce store.

    Provides oversight for implementation of outreach and promotional programs that provide information about BART, the District’s e-commerce store, Clipper, fare media, and other programs.
    Oversees efficiency of Transit Information Center, works with Customer Services Supervisor, and stays abreast of technological improvements in the field of telecommunications.
    Monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; recommends, within departmental policy, appropriate service and staffing levels.

    Plans, directs, coordinates, and reviews the work plan for assigned staff; assigns work activities, projects, and programs; reviews and evaluates work methods and procedures; meets with staff to identify and resolve problems.
    Assumes responsibility for cash handling, balancing and inventory control of revenue, fare media, Clipper cards, Company Store and e-commerce store items, and other items in the Customer Services Center.
    Provides oversight of point of sale (POS) system and preparation; ensures accuracy of daily, weekly, and/or monthly financial and cash handling reports.
    Oversees and approves procurement plans for obtaining merchandise inventory, professional services, equipment and other goods; guides subordinate staff to create RFP’s, designs selection process, adheres to schedule, and brings contract award through the District’s approval process.
    Coordinates customer outreach efforts with other marketing promotions, new service changes, and other District initiatives.
    Monitors developments, technology, and new techniques related to assigned area of responsibility; evaluates impact upon customer service, service delivery, and district image.
    Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
    Oversees and participates in the development and administration of the division’s annual budget; participates in the forecast of funds needed for staffing, equipment, materials, and supplies; monitors and approves expenditures; implements adjustments.
    Serves as liaison for the Customer Services Division to other divisions, departments, and outside agencies; negotiates and resolves sensitive and controversial issues; and provides regional leadership on subject matters that require regional coordination.
    Participates on a variety of boards, commissions, and committees; prepares and presents staff reports and other necessary correspondence.
    Represents the Director of Customer Services and oversees all areas of the Department, including the oversight of case handling in the customer relationship management (CRM) system and data reporting, when the Director is away from the District.

    Minimum Qualifications

    Education
    A bachelor's degree in marketing, communications, 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 customer services program administration experience, which must have included two (2) years of supervisory responsibility.

    Substitution
    Additional professional experience as outlined above may be substituted for the education on a year-for-year basis. A college degree is preferred.

    Knowledge and Skills

    Knowledge of :
    • Operational characteristics, services, and activities of a comprehensive customer service and customer outreach program.
    • Operational characteristics, services, and activities of a retail and e-commerce sales environment.
    • Operational characteristics of point-of-sale systems
    • Operational characteristics of telephone information/call center operations.
    • Principles and practices of interpersonal customer relationships.
    • Principles and practices of program development and administration.
    • Principles and practices of contract administration.
    • Methods and techniques of cash handling, inventory control and balance sheet reporting.
    • Methods and techniques of managing employees in a Union setting.
    • Methods and techniques of complex statistical and financial analysis and reporting. Methods and techniques of evaluating market research.
    • Principles and practices of budget preparation and administration. Principles of supervision, training, and performance evaluation.
    • Related Federal, State, and local laws, codes, and regulations.

    Skill in :
    • Overseeing and participating in the management of a comprehensive customer services and customer outreach program.
    • Participating in the development and administration of division goals, objectives, and procedures.
    • Overseeing, directing and coordinating the work of lower-level staff. Selecting, supervising, training, and evaluating staff.
    • Researching, analyzing, and evaluating new service delivery methods and techniques. Overseeing the operation of point-of-sale systems.
    • Designing and utilizing computerized databases.
    • Preparing clear and concise administrative and financial reports.
    • Preparing and administering large program budgets.
    • Interpreting and applying applicable Federal, State, and local policies, laws, and regulations.
    • Communicating clearly and concisely, both orally and in writing.
    • Establishing and maintaining effective working relationships with those contacted in the course of work.
    • Oversight of telephone information center operations.


    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: 10/19/2025 11:59 PM Pacific
  • ABOUT THE COMPANY

    • BART (Bay Area Rapid Transit)
    • BART (Bay Area Rapid Transit)

    The 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

    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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