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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
Non-Rep Pay Band N11
Annual Salary: $180,489.00 (Minimum) - $273,443.00 (Maximum)
Note: The starting negotiable salary offer for this position will be $180,489.00 - $212,355.85 to commensurate with education and experience.
Reports To
Assistant Chief Mechanical Officer or designee
Current Assignment
Why Apply
This is a unique opportunity to lead one of the most critical operational functions at one of the nation’s largest and most complex public transit systems. As Superintendent of Rolling Stock & Shops, you will play a key role in ensuring the safety, reliability, and availability of BART’s rail vehicle fleet while influencing systemwide service delivery. This role offers meaningful leadership impact, exposure to strategic decision-making, and the ability to drive continuous improvement within a highly skilled, mission-driven workforce. BART offers competitive executive compensation, excellent benefits, long-term career stability, and the chance to make a lasting difference for the Bay Area’s riders and communities.
Under the direction of the Assistant Chief Mechanical Officer of Rolling Stock and Shops, the Superintendent of Rolling Stock & Shops is responsible for leading, managing and directing operations of an assigned rolling stock maintenance primary shop - Component Repair Shop (CRS), or the Vehicle Trouble Desk (VTD) at Operation Control Center. The primary shops are in Richmond, Daly City, Concord, and Hayward. The Vehicle Trouble Desk offices are in Oakland. Component Repair Shops are at the new Hayward Maintenance Complex (HMC).
This role provides operational, technical, and administrative leadership to ensure the safe, reliable, and efficient maintenance of BART’s rail vehicle fleet in support of revenue service delivery.
BART Rolling Stock and Shops has ISO 9001:2015 and ISO 45001:2018 quality certifications and currently maintains a fleet of more than 1,050 rail car vehicles, with planned growth of over 1,100, requiring strong leadership focused on safety, reliability, and continuous improvement.
Primary Shops
Primary Shops are responsible for rail car inspections, cleaning, preventive and corrective maintenance, and electrical and mechanical repairs of revenue service vehicles. The Superintendent partners closely with Vehicle Maintenance Engineering and Production Support to coordinate work, resolve reliability issues, and ensure sufficient vehicle availability to meet revenue service demands.
Component Repair Shops (CRS)
Component Repair Shops include the Electro-Mechanical Repair Shop (EMRS) and Electronic Repair Shop (ERS) and perform in-house overhaul and repair of critical revenue vehicle components. CRS supports all primary shops by delivering high-quality, reliable components-including trucks, axles, gearboxes, traction motors, braking systems, HVAC, door systems, and electronic equipment-contributing directly to fleet safety and performance. BART’s CRS operations are certified under the Association of American Railroads Quality 5000 program for the overhaul, repair, and assembly of rail vehicle components.
Vehicle Trouble Desk (VTD)
The Vehicle Trouble Desk provides real-time technical support to mitigate rail car malfunctions and minimize service delays while vehicles are in mainline operation. The Superintendent directs daily technical response activities, strategically deploys field resources, and advises train operators, controllers, and wayside personnel to support uninterrupted service delivery. This role also serves as the primary liaison to the Transportation Department, aligning Rolling Stock & Shops efforts with service delivery requirements, fleet balancing, modification campaigns, and vehicle operating hour targets.
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 articulated during the selection process:
• Operational & Technical Excellence
• Safety & Regulatory Compliance
• Leadership & Workforce Development
• Strategic Planning & Problem Solving
• Vendor, Stakeholder & Interdepartmental Collaboration
• Financial & Administrative Management
• Clear Communication & Professional Representation
Application & Selection Process
Applications will be reviewed to verify that minimum qualifications are met. Candidates who meet the minimum qualifications will be referred to the hiring department for further evaluation as part of the selection process.
The successful candidate must demonstrate a history of reliable and dependable employment and comply with all pre-employment requirements, including verification of education and eligibility to work in the United States, a pre-employment medical examination, and a background check, as required by law. These requirements do not apply to current full-time District employees unless additional evaluations are required for the position.
Examples of Duties
1. Manages and oversees the activities and operations of the Rolling Stock Maintenance Division including the safe and quality preventive maintenance, repair, modification, and inspection of fixed rail transit vehicles. Responsible for effective service delivery, incident management, service recovery and corrective actions.
2. Manages and participates in the development and implementation of goals, objectives, policies, and priorities for assigned programs; recommends and administers policies and procedures; assures adherence to department goals and objectives and enforce policy, rules, and procedures.
3. Monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; recommends, within departmental policy, appropriate service and staffing levels.
4. Plans, directs, coordinates, and reviews the work plan for assigned staff; assigns work activities, projects, and programs; reviews and evaluates work products, methods, and procedures; meets with staff to identify and resolve problems.
5. Works closely with maintenance engineering and technical support staff to develop effective solutions to transit vehicle maintenance, reliability, and obsolescence problems.
6. Investigates accidents, unusual occurrences, and grievance issues; determines root cause, develops and implements resolutions or corrective actions, and applies appropriate labor agreement provisions.
7. Ensures compliance with applicable CPUC, EPA, OSHA, water district, sanitary district, fire department, and other regulatory agency rules and regulations.
8. Selects, trains, motivates, and evaluates maintenance personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures.
9. Participates in the development of and manages the shop's annual budget; participates in the forecast of funds needed for staffing, equipment, materials, and supplies; monitors and approves expenditures; implements adjustments.
10. Serves as the liaison for the assigned maintenance shop with other divisions, departments, and outside agencies; negotiates and resolves sensitive and controversial issues.
11. Serves as staff on a variety of boards, commissions, and committees; prepares and presents staff reports and other necessary correspondence.
12. Conducts a variety of organizational studies, investigations, and operational studies; recommends modifications to maintenance programs, policies, and procedures as appropriate.
13. Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field of fixed rail transit vehicle maintenance.
14. Responds to and resolves difficult and sensitive citizen inquiries and complaints.
15. Responsible for employee attendance and pay approvals.
Minimum Qualifications
Education :
Possession of a bachelor’s degree in Business Administration, Engineering, or a closely related field from an accredited college or university.
Experience :
The equivalent of six (6) years of full-time verifiable professional experience in revenue rail transit vehicle maintenance, which must have included at least two (2) years of management experience.
Other Requirements :
Responsibility for revenue vehicle and shop problems 24 hours, 7 days per week on-call.
May be required to work shifts of varying hours, days off, and duty assignments on a short notice as required by management.
Ensures coordination of emergency response team during unforeseen circumstances.
Substitution :
Additional 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 :- Principles, practices, methods, materials, tools, and equipment used in the preventive maintenance of fixed rail transit vehicles
- Operational characteristics, services, and activities of a fixed rail transit vehicle maintenance program including preventive maintenance, warranty administration, and quality control
- Principles and practices of transit vehicle maintenance program development and administration
- Principles and practices of budget preparation and administration
- Principles of supervision, training, and performance evaluation
- Occupational hazards and standard safety practices including OSHA and environmental rules and regulations
- Related Federal, State and local laws, codes, and regulations
- Typical provisions of public transit union labor agreement
- Principles of supervision, training, motivation, counseling, and public relations
- Principles and practices of Lean, ISO 9001, and the Association of American Railroads
Skill/Ability in :- Overseeing and participating in the management of a comprehensive revenue rail transit vehicle maintenance program, including preventive maintenance, warranty administration, and quality control
- Supervising, training, evaluating, mentoring, and motivating staff in a labor union environment
- Planning and scheduling rail transit vehicle maintenance inspection and repair operation
- Establishing and maintaining effective working relationships with those contacted in the course of the work
- Effectively utilizing all available resources
- Investigating, resolving rail transit vehicle incidents, accidents, and malfunctions
- Participating in the development and administration of division goals, objectives, and procedures
- Preparing and administering large program budgets
- Preparing clear and concise administrative and financial reports
- Analyzing problems, identifying alternative solutions, projecting consequences of proposed actions, and implementing recommendations in support of goals
- Researching, analyzing, and evaluating new service delivery methods and techniques
- Ensuring compliance with applicable CPUC, EPA, OSHA and other mandated rules and regulations
- Interpreting and applying Federal, State, and local policies, laws, and regulations
- Communicating clearly and concisely, both orally and in writing
- Interpreting and applying laws, rules, regulations, and labor contract provisions
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: 1/27/2026 12:00 AM 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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