Job Details

Employee Development Specialist Track SEIU

Oakland, CA

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Job Description
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 over 400,000 daily 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.
Maintenance and Engineering
Pay and Benefits
BART offers comprehensive compensation and benefits programs. Benefits include CalPERS pension (2% at 55 for classic members); excellent medical (effective January 1, 2018 current employee cost $143.93 monthly for most plans), vision, and dental coverage; supplemental insurances; paid holidays and vacation; as well as two investment programs, one of which is entirely funded by BART. BART does not participate in Social Security. Complimentary BART passes for employee and qualifying dependents.
Pay Rate
$83,917.92/Annual Salary (Minimum) to $109,696.56/Annual Salary (Maximum)
This is an SEIU Union Represented position under Pay Grade EDS, SEIU, PB-03
External candidates: Starting salary will be based on (Minimum) Annual Salary
Posted Date
August 6, 2018
Closing Date
Open Until Filled
Initial Screening will begin on August 23, 2018
Reports To
Operations Training Supervisor
Days Off
Variable. Must be flexible with availability (days off and shift) to meet department needs.
Vacancy is for graveyard shift, unless otherwise noted.
Who May Apply
All current BART employees and qualified individuals who are not yet BART employees.
Current Assignment
The Maintenance & Engineering (M&E) Department is recruiting to fill a vacant Employee Development Specialist (EDS), Track and Structures position for the graveyard shift.
The incumbent for this position is responsible for developing and delivering training programs covering safe operation and maintenance procedures for District equipment, including CPUC Certification and Regulatory Compliance Training. Training support for other areas within the Maintenance and Engineering Department may be assigned as needed. The incumbent will be exposed to physical work in field environments including wayside, trackway, underground, and in inclement weather, and climbing on and off equipment. Days and shifts vary based on department training needs.
The successful candidate in this selection process demonstrates proficiency in the following areas:
Experience in and knowledge of Track & Structures equipment operation and maintenance. Experience on cranes and speed swings, tamper, and locomotive preferred.
Skill in conducting training sessions, developing audio-visual materials, and assessing the results of instructional programs
Ability to monitor and evaluate performance standards
Ability to write a variety of technical, instructional, and other written materials
Essential Job Functions
Researches, analyzes and identifies specific training needs to support District activities and further District goals; conducts research, prepares plans and programs to meet these needs or to solve specific operational problems.
Selects appropriate methodology, develops lesson plans, instructional materials and student handouts; schedules and coordinates training programs and activities.
Prepares the classroom environment; provides classroom and performance-based field training using a variety of instructional techniques.
Develops and administers oral, written and practical tests to assess the effectiveness of training.
Conducts and documents specific District skills certification programs; assists in the development of various pre-employment tests in the area of specialty; acts as subject matter expert in area of specialty.
Researches and identifies external training and sources and materials and evaluates their applicability to District needs.
Prepares scope of services for outside training assistance, recommends the selection of consultants or vendors, and monitors and evaluates performance.
Works with District staff to solve a variety of technical problems in the operations and maintenance areas.
Writes technical materials and creates drawings or schematics to support text.
Works closely with media and documentation staff to produce audio-visual materials.
Communicates regularly with trainees, other instructors and affected department personnel to achieve training goals.
Assists non-trainers in preparing presentations in specific program areas; administers educational assistance and other training-related programs.
May act as subject matter expert in area taught; maintains technical knowledge in areas taught.
Assists in developing and monitoring specific training program budgets.
Maintains records and prepares reports of work performed.
Additionally, for positions responsible for conducting training programs in Way and Facilities area only:
Delivers training programs for specialized on-rail maintenance equipment such as automated multifunctional Switch and Production Tamper/liners, Ballast Regulators, Production Rail Grinders, Locomotives and Rail Car equipment, Rubber Tire Road to Rail Vehicles, Light/Heavy duty type Trucks, Loaders and Mobile Cranes.
Instructs and administers the State of California's Third Party employer Testing Program for Commercial Driver License e.g., **MEMBERS ONLY**SIGN UP NOW***..
Minimum Qualifications
Education :
An Associate degree with major course work in education, counseling or a related technical field from an accredited college.
Experience :
Three (3) years of (full-time equivalent) verifiable experience in assessing training needs, developing instructional materials and providing training to adults; OR three (3) years of (full-time equivalent) journey level experience in the skill area to be trained which must have included at least one (1) year of experience in instructing or training others.
Other Requirements :
Must possess a valid California driver's license and have a satisfactory driving record.
May be required to work occasional off-hours shifts to administer training programs.
Must be physically able to stand for extended periods of time and lift audio-visual equipment and training materials weighing up to 50 pounds.
Must be physically able to climb on/off equipment.
Must be physically able to work in inclement weather.
District certification as an Employee Development Specialist will be required and certification will cover all areas to be taught.
Business computer user applications, including Microsoft Word, PowerPoint, or Excel.
Additionally, positions responsible for conducting training programs related to Way and Facilities Maintenance only:
Must have held a valid California commercial driver license for at least three (3) years, with the appropriate class and endorsements.
Must currently hold a valid California commercial driver license with the appropriate class and endorsements with no restrictions for the testing authority and drive test of Class (A) commercial vehicles.
Must pass the California Employer Testing Program Examiner Training class to establish eligibility for this position during the ninety (90)-day probationary period.
Additionally, positions responsible for conducting training programs related to Power and Mechanical only:
Must possess a valid California driver license with the appropriate class and endorsements with no restrictions for a Class (B) commercial vehicle to establish eligibility for this position during the ninety (90) day probationary period.
Substitution :
Additional experience in assessing training needs, developing instructional materials, providing training to adults, or in skill area to be trained as described above may be substituted for education on a year-for-year basis. An Associate degree is preferred.
Knowledge of :
Principles and practices of employee development and training.
Methods of identifying training needs in an industrial setting.
Training modalities, techniques and materials, particularly as used in a classroom or field setting.
Design and preparation of audio-visual materials.
Vendors, consultants and potential sources of training courses or materials.
Procedures, policies and techniques relating to the specific subject matter to be taught (will vary with the specific training assignment).
Skill in :
Identifying and assessing training needs.
Researching and developing programs and materials to meet identified needs.
Analyzing varied technical problems related to operations and maintenance activities and recommending solutions.
Writing a variety of technical, instructional and other written materials, including reports of work performed.
Developing varied audio-visual materials and technical drawings to support instructional activities.
Conducting training sessions, both in the classroom and at the work site.
Assessing and evaluating the results of instructional programs.
Maintaining accurate documentation of training activities.
Evaluating applicability of outside training consultants and vendors and recommending and monitoring such programs.
Monitoring and evaluating performance standards.
Working on multiple tasks, exercising flexibility as needed, and acting independently with sound judgment.
Identifying problems and developing solutions both independently and in cooperation with others.
Establishing and maintaining effective working relationships with those contacted in the course of the work.
Selection Process
This is a SEIU Local 1021 Bargaining unit position. However, All SEIU members must follow the Bid Form Process, failure to comply will invalidate an employee's application.
The selection process will include a screening for minimum qualifications as listed in this posting and may additionally involve a skills/performance test, written exam, and/or a panel interview.
Outside applicants will not be considered until all employees who have applied have been considered first.
Application Process
This is a SEIU Local 1021 Bargaining unit position. However, all full-time SEIU District employees must follow the Bid Form process and deposit their bids in the bid box. Failure to comply may invalidate the employee's bid. As actual vacancies occur, District employees on the internal eligibility list will be considered before outside candidates.
External applicants may only apply on line, at ****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. On line 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.
Equal Employment Opportunity
The San Francisco **MEMBERS ONLY**SIGN UP NOW***. 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 **** .
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 ****Other Information
Please be prepared to present documentation in support of any required licenses, degrees, or certifications upon request.
Graveyard (unless otherwise noted)
Working Conditions
Environmental Conditions: Office environment; exposure to computer screens; field environment (e.g. wayside, track way, underground); exposure to heat, cold, noise, moving vehicles and inclement weather.
Physical Conditions: May require maintaining physical condition necessary for sitting and standing for prolonged periods of time, and carrying equipment and materials weighing up 50 lbs.
When you have successfully applied for this position you will receive an auto reply e-mail acknowledging that your application was received for this position. Please retain a copy of the e-mail for your records.
To verify submission of your application, click on the 'My Career Tools' link at the top of the 'Careers Home Page' after submitting your application to view the list of applications you have submitted (including application date and status).
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About 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 **MEMBERS ONLY**SIGN UP NOW***., 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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