Full-Time

Ambassador Program Administrator

Deadline 8/24/26
City of Charlotte

City of Charlotte

1,001-5,000 employees

Official city portal for public services

Compensation Overview

$60.6k - $87.1k/yr

Charlotte, NC, USA

In Person

Bachelor's

Category
Business & Strategy (1)
Required Skills
Data Visualization
Customer Service
Data Analysis

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Requirements
  • A bachelor's degree in Public Administration, Business Administration, Transportation, Operations Management, or a related field is required.
  • Two years of experience in program administration, vendor management, contract monitoring, operational oversight, customer service program coordination, or a related area is required.
  • Knowledge of public transit operations, customer service practices, field service coordination, and rider assistance is required.
  • Knowledge of contract administration, vendor oversight, service-level monitoring, and deliverable review is required.
  • Knowledge of fare inspection, proof-of-payment, fare compliance, fare media, mobile ticketing, ticket vending machines, and rider education practices is required.
  • Knowledge of KPI tracking, performance monitoring, digital reporting systems, field data collection, dashboards, data quality review, ADA awareness, inclusive communication, de-escalation, emergency response coordination, and incident reporting practices is required.
  • Skill in reviewing scopes of work, contract requirements, performance standards, reports, dashboards, incident records, and supporting documentation is required.
  • Skill in analyzing operational data to identify trends, gaps, risks, and improvement opportunities is required.
  • Skill in preparing written reports, summaries, correspondence, meeting notes, and recommendations is required.
  • Skill in coordinating with contractors, operations, customer service, safety and security, technology, communications, and leadership teams is required.
  • Skill in facilitating vendor meetings, performance reviews, implementation check-ins, and issue-resolution discussions is required.
  • Skill in managing multiple priorities, deadlines, deliverables, and stakeholder requests is required.
  • Skill in using office productivity tools, spreadsheets, reporting systems, dashboards, and electronic records systems is required.
  • Ability to administer and monitor a vendor-operated program without directly supervising contractor employees or performing contractor field duties is required.
  • Ability to interpret scope-of-work requirements and apply them to oversight, reporting review, performance monitoring, and vendor follow-up is required.
  • Ability to evaluate contractor deployment, staffing, training, reporting, safety, and customer-service practices against CATS expectations is required.
  • Ability to identify performance gaps and recommend corrective actions or program improvements is required.
  • Ability to coordinate across departments to resolve operational issues and support consistent program implementation is required.
  • Ability to review data for completeness, accuracy, timeliness, and operational significance is required.
  • Ability to exercise sound judgment when escalating contractor performance, safety, customer-service, or compliance concerns is required.
  • Final candidates must pass the required background checks, pre-employment drug screening, and physical examination.
Responsibilities
  • Administer and monitor the contracted Fare Inspection Ambassador Program on behalf of the Charlotte Area Transit System.
  • Serve as the primary day-to-day liaison between CATS and the contracted vendor for program operations, contract requirements, performance questions, and issue resolution.
  • Review vendor compliance with the approved scope of work, including deployment plans, inspection protocols, customer service standards, reporting requirements, safety practices, and phased implementation expectations.
  • Monitor contractor staffing, attendance, uniforms, equipment readiness, background screening, training completion, and field deployment practices.
  • Coordinate with procurement, contract administration, Customer Service leadership, Operations, Safety and Security, Transit Police, and other internal partners to address vendor performance and operational issues.
  • Document vendor performance concerns and support follow-up actions, corrective measures, or escalation recommendations.
  • Establish, maintain, and monitor program performance measures for coverage, inspection activity, fare compliance, customer interaction quality, safety, reporting timeliness, staffing reliability, training compliance, and rider assistance.
  • Review activity logs, KPI dashboards, performance summaries, staffing reports, incident reports, and vendor deliverables.
  • Compare scheduled coverage, actual deployment, inspection totals, and zone coverage against approved deployment plans and performance targets.
  • Review fare compliance, rider interaction, customer complaint, incident, and assistance data to identify trends and service concerns.
  • Conduct vendor performance reviews and provide summaries, findings, and recommendations to CATS leadership.
  • Oversee vendor use of digital data collection and reporting systems for inspection activity, fare verification results, rider assistance, incidents, and operational performance.
  • Review reports and source data for accuracy, completeness, timeliness, and consistency with contract requirements.
  • Ensure required daily, monthly, quarterly, and incident reports are submitted by established deadlines.
  • Coordinate resolution of reporting-system issues, data-quality concerns, and reporting changes.
  • Maintain program records, reports, and performance documentation for contract administration, audits, leadership review, and program evaluation.
  • Monitor contractor compliance with training, certification, refresher-training, and readiness requirements before field deployment.
  • Confirm that training addresses fare inspection procedures, proof-of-payment protocols, validation equipment, digital reporting tools, de-escalation, ADA awareness, emergency response, radio communication, and customer service.
  • Support the initial joint-operations period and assess contractor readiness for independent field operations.
  • Coordinate with subject-matter experts to provide updated fare policy information, safety procedures, service changes, customer communication guidance, and operational updates.
  • Identify training, equipment, documentation, or readiness gaps and work with the vendor and CATS leadership to address them.
  • Monitor the contractor's customer-facing presence and reinforce rider education, respectful communication, de-escalation, and customer-service-centered fare compliance.
  • Review customer complaints, field observations, incident reports, and spot-check results for rider-experience, conduct, and safety concerns.
  • Coordinate with Safety and Security, Transit Police, Operations, and Customer Service leadership regarding escalated situations and recurring concerns.
  • Support rider education and public-awareness efforts related to fare requirements, fare purchasing, mobile ticketing, ticket vending machines, proof-of-payment expectations, and the Ambassador Program.
  • Support implementation planning for the Blue Line launch, including contractor readiness, deployment planning, reporting setup, joint operations, and transition to independent operations.
  • Assist with planning and coordination for expansion to Bus operations and the Gold Line.
  • Track implementation milestones, open issues, risks, dependencies, and decisions requiring management review.
  • Use KPI results, contractor reports, field observations, rider feedback, and stakeholder input to recommend program refinements.
  • Support updates to program procedures, reporting tools, training expectations, rider education materials, and operational guidance.
  • Perform related duties as assigned.
Desired Qualifications
  • Experience administering or overseeing a contracted public-facing service program.
  • Experience in public transportation, fare programs, customer service operations, field operations, or civilian ambassador-style programs.
  • Experience with KPI tracking, performance reporting, digital reporting systems, or field data collection tools.
  • Experience coordinating across multiple departments, contractors, or operational stakeholder groups.
  • Bilingual ability, especially English and Spanish.

Charlotte.gov is the official city portal for Charlotte, North Carolina, providing residents with access to live and on-demand government information and services. Residents can watch live streams of city council, county, and school board meetings, as well as emergency briefings, and read news, educational content, and city codes. The site also covers stormwater management, public safety, and community events, and includes leadership details and a Charlotte Crown Store for local merchandise. Funded by municipal budgets, taxes, and grants, its goal is to inform residents, provide easy access to city services and codes, and support civic engagement.

Company Size

1,001-5,000

Company Stage

Grant

Total Funding

$10K

Headquarters

Charlotte, North Carolina

Founded

N/A

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Simplify Jobs

Simplify's Take

What believers are saying

  • FY 2026 added $25.6 million for five firehouses and a burn training building.
  • June 2026 appointed Hannah Bromberger, preserving budget continuity after leadership turnover.
  • June 2026 QuikTrip partnership funded youth gift cards and commute support.

What critics are saying

  • State Auditor criticized Charlotte's $305,000 Jennings settlement on September 12, 2025, for secrecy.
  • August 2026 north Charlotte police-station land purchase exposes capital costs to growth pressure.
  • If public trust collapses after repeated settlement scandals, Charlotte's tax-and-spend mandate fractures.

What makes City of Charlotte unique

  • Charlotte runs council-manager government with transparent live-streamed meetings and official records.
  • FY 2027 budget on June 8, 2026 funded public safety, youth, and infrastructure.
  • CMPD and Fire facilities plans extend through 2035, signaling long-range operational discipline.

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Benefits

Health Insurance

Dental Insurance

Vision Insurance

Life Insurance

Disability Insurance

Paid Vacation

Paid Sick Leave

Paid Holidays

401(k) Retirement Plan

401(k) Company Match

Growth & Insights and Company News

Headcount

6 month growth

2%

1 year growth

2%

2 year growth

2%
Mecklenburg Times
Aug 20th, 2026
City of Charlotte announces director of Strategy & Budget Department.

City of Charlotte announces director of Strategy & Budget Department. The City of Charlotte has announced that Hannah Bromberger will serve as the city's next director of the Strategy & Budget Department. In this role, she will lead the team in preparing the city's balanced annual budget and five-year capital plans. Hannah previously served as the department's deputy director. "I'm excited that Hannah will continue her service to our community and provide strong leadership and strategic planning within our organization," said Charlotte City Manager Marcus D. Jones. "In transitioning leadership, one of the things I am most proud of is the deep bench of leaders that we have cultivated over the years. That has been a point of emphasis for us as we balance bringing in outside perspective and expertise with the homegrown talent that makes this organization special." Hannah has been with the City of Charlotte for nearly 12 years. She brings broad experience from a previous role in the city's real estate division and as a division manager on the mobility planning team in the Charlotte Department of Transportation. Her longest tenure has been in the budget department leading the annual development of the Capital Investment Plan. The budget department develops and oversees the city's annual operating budget and five-year Capital Investment Plan. The department also provides policy and management analysis, coordination of the Charlotte City Council business agenda, and administration of the city's performance management and strategic planning process. "Helping shape how city services are provided to thousands of residents every day is a special calling for me," Bromberger said. "The city's budget and capital plans are the foundation for all city operations. It is a privilege to help steward these resources to meet the community's needs and prepare for future challenges and opportunities that will bring long-term value to our city." Hannah earned a bachelor's degree in economics from Appalachian State University and a master's degree in political science and international affairs from the University of Georgia.

The Charlotte Observer
Aug 8th, 2026
Charlotte eyes $3.7 million land purchase for new police station off WT Harris Blvd.

Charlotte eyes $3.7 million land purchase for new police station off WT Harris Blvd. August 8, 2026 5:00 AM Gift Article The Charlotte City Council will consider buying property for a new police station in north Charlotte that would help split up the work in one of the city's largest patrol divisions. The 5.5-acre plot of land at the corner of W.T. Harris Boulevard and Old Statesville Road would serve as home base for a new northeast patrol division. The council will vote on the more than $3.7 million purchase Monday. The Charlotte-Mecklenburg Police Department plans to expand from 13 to 15 divisions to keep pace with Charlotte's growth, particularly in the northern and southern parts of the city. The expansion is part of CMPD's facilities strategic plan, which outlines renovations and construction goals through 2035. The strategic plan "prioritizes prominent, highly visible locations to contribute to the community's perception of safety and security and creates a clear CMPD brand that is easily recognizable, while also ensuring accessibility by being located on main thoroughfares that are served by public transit," according to the council meeting agenda. The current north division stretches from Mountain Island Lake on the west side to West Sugar Creek Road on its east side. It snakes up into parts of the Lake Norman area and reaches as far south as where interstates 85 and 77 meet. Adding a station would split the north division in two, allowing CMPD to redraw boundaries to better align with staffing capacity and call volumes, according to the city council agenda. Charlotte would pay for the land purchase using the city's land acquisition fund. Politics & Government August 3, 2026 10:45 PM Politics & Government August 4, 2026 1:00 PM The Charlotte Observer Nick Sullivan is the city reporter for The Charlotte Observer. Before moving to the Queen City, he covered the Arizona Department of Education for The Arizona Republic, where he received national recognition for investigative reporting from the Education Writers Association. He also covered K-12 schools at The Colorado Springs Gazette. When he's not on the clock, he's probably eating his weight in brisket at Midwood Smokehouse.

Inolex
Jul 20th, 2026
inolex honored by charlotte water.

inolex honored by charlotte water. 07/20/2026 / Inolex / Share: The ingredient design firm is a Gold recipient in Charlotte Water's Environmental Excellence Awards, which recognize industrial partners that go beyond compliance. PHILADELPHIA (JULY 20, 2026): Inolex has been recognized with the Gold Award from Charlotte Water for its wastewater compliance record at its Charlotte, N.C., manufacturing site. Inolex, an ingredient design firm serving the global personal care industry, produces, packages, and ships products worldwide from its 150,000-square-foot flagship facility. "Congratulations to our Charlotte team for being a Gold recipient in the Environmental Excellence Awards from Charlotte Water," said Bradley Cook, Executive Vice President and Global Head of Manufacturing at Inolex. "Last year, our site earned Silver for the first time, and this year we've reached Gold. The progression demonstrates how our Charlotte team and Inolex are boldly pursuing safer, greener, and simply better ingredients. Congratulations to our Site Manager Kevin Robinson and the Charlotte team." The Gold Award recognizes 100% compliance for one calendar year, with no slug loading in 2025, no significant non-compliance for two years, and an active permitted discharge throughout 2025. A slug loading is a sudden, non-routine discharge of high-concentration wastewater into the sewer system. The recognition reflects the Charlotte team's consistent day-to-day discipline in monitoring pollution levels, upgrading system infrastructure, meeting wastewater permit requirements, and meeting reporting deadlines, as part of Inolex's broader commitment to responsible ingredient manufacturing. Charlotte Water's Environmental Excellence Awards recognize industrial partners that go beyond compliance to actively protect local water quality. Charlotte Water has presented more than 800 such awards since the program began nearly three decades ago, and credits participating facilities with helping enable the beneficial reuse of more than 200,000 tons of biosolids since 1997. Angela Charles (Charlotte Water Director); Manaahil Khan (Inolex); Tyrone Fields (Inolex); Barbara Bleiweis (Charlotte Water Advisory Committee member) About Inolex Inolex is a fiercely independent, innovation-driven ingredient design firm serving the health, beauty, and wellness industries. Inolex designs and manufactures ingredients that deliver safety and performance, and advance sustainability. Visit www.inolex.com to learn more. About Charlotte Water Charlotte Water is the largest public water and wastewater utility in the Carolinas, serving more than a million customers in the City of Charlotte and greater Mecklenburg County. Visit www.charlottenc.gov/water/home to learn more. Inolex Media contacts

North Charlotte Today
Jul 4th, 2026
Charlotte Water urges customers to conserve water after Queens Road main break.

Charlotte Water urges customers to conserve water after Queens Road main break. Charlotte Water asked all customers on July 4 to further conserve water, including refraining from outdoor irrigation, following a water main break in the 1000 block of Queens Road. The utility described the request as an abundance of caution. Further details about the situation are available on the Charlotte Water Blog. Customers are encouraged to stay informed and follow any additional guidance provided by Charlotte Water officials. Charlotte operates under a council-manager government structure, with leadership featuring Mayor Vi Lyles and City Manager Marcus D. Jones, according to the official website. The city council consists of the mayor and 11 members who approve ordinances and set policy priorities. The city's strategic initiatives aim to promote international relations and build a community defined by safety, equity, resilience, connectivity, health, prosperity, and innovation for all residents, according to the official website. No timeline was given for when normal water use could resume.

News Messenger
Jun 23rd, 2026
Eagle takes a look at first six months.

Eagle takes a look at first six months. Dr. Kim Eagle was named Christiansburg's new town manager this past November and took the job in January. After six months on the job, she sat down to answer a few questions about her new job and its community. Eagle brings nearly 30 years of distinguished experience in local government management, public administration, and strategic leadership. She most recently served as County Manager for Gaston County, North Carolina, where she oversaw a $420 million annual budget, led major modernization efforts, and guided the county to its first AAA bond rating (the highest possible credit rating that a government can receive). Eagle also managed more than $53 million in federal funding to expand water and sewer infrastructure, helping to strengthen Gaston County's foundation for long-term development. Prior to her tenure in Gaston County, Eagle served as Assistant City Manager and Budget Director for the City of Charlotte. In those roles, she provided leadership for departments with more than 5,000 employees and $808 million in operating budgets, managed the city's $2.2 billion operating budget, and developed the Strategic Energy Action Plan, an initiative aligning environmental sustainability with fiscal responsibility and operational performance. Eagle's public service career also includes leadership roles with the City of Charlotte's Office of Strategy and Budget, and the Charlotte-Mecklenburg Utilities Department. Her academic experience complements her practical leadership - she earned her Doctorate in Public Administration from Virginia Tech in 2005 and has served as an adjunct faculty member at the University of North Carolina at Charlotte, teaching graduate courses in urban politics, budgeting, and performance management. 1) What is your impression of the town after your first 100 days as town manager? My first 100 days have reinforced why Christiansburg is such a respected community in Southwest Virginia. What has stood out most is the strong sense of community pride, the quality of town services, and the commitment of employees who genuinely care about residents. I spent much of my time listening to council members, staff, business leaders, community organizations, and citizens. I've been impressed by how engaged people are in the future of the town. What I've also learned is that Christiansburg is at an important point in its evolution. It has maintained its small-town character while experiencing growth and increased regional importance. My impression is that the town has a solid foundation and tremendous opportunities ahead if Montgomery News Messenger continue to be strategic and proactive. 2) What do you see as the biggest pluses about the town? The biggest strength is the people. This includes residents, employees, elected officials, business owners, and community partners. Communities succeed because of people, and Christiansburg has a culture of involvement and pride that many local governments would love to have. Second, the town's location is a tremendous advantage. Christiansburg sits at the crossroads of the New River Valley with excellent transportation access and proximity to Virginia Tech and other educational institutions. That creates economic opportunities that many communities simply don't have. Third, the town is financially stable and provides a high level of service. Coming from larger local governments, I recognize how important that foundation is. It gives Montgomery News Messenger the ability to think strategically about the future rather than simply reacting to problems. 3) Then on the opposite hand, what do you see as the biggest challenges and minuses? The biggest challenge is managing growth in a way that preserves the qualities people love about Christiansburg. Growth creates opportunities, but it also creates pressure on infrastructure, transportation, housing, and public services. Another challenge is remaining competitive in attracting businesses, workforce talent, and investment. Communities throughout Virginia are competing for the same opportunities, and Montgomery News Messenger must distinguish ourselves. Like many local governments, workforce recruitment and retention will remain an ongoing challenge. Montgomery News Messenger need to ensure Christiansburg continues to be an employer of choice and a place where talented employees can build meaningful careers. 4) How do you feel your past experience helps in dealing with a smaller municipality like Christiansburg? One lesson I've learned over more than 30 years in local government is that the fundamentals of leadership are the same regardless of size. Residents expect excellent service, employees want to be valued and supported, and elected officials want sound advice and professional management. Having worked in much larger organizations gives me the benefit of seeing a wide range of challenges, opportunities, and best practices. I can bring ideas that have worked elsewhere while recognizing that every community is unique. My goal is never to import solutions from another community but to adopt proven practices to fit Christiansburg's culture and needs. In many ways, smaller communities can move more quickly and be more innovative because they are closer to their citizens and decision-makers. That creates exciting opportunities. 5) What are some of the things you hope to bring to the town in the future? I hope to bring a combination of strategic thinking, innovation, and organizational development. I believe local governments should continuously improve how they operate while remaining focused on serving people. Internally, I want to help create an environment where employees are empowered to contribute ideas, develop professionally, and thrive. My leadership philosophy centers on authenticity, trust, and creating a supportive culture where people can do their best work. Externally, I hope to strengthen long-term planning efforts, expand partnerships, and position Christiansburg to take advantage of emerging opportunities in economic development, technology, infrastructure, and quality-of-life investments. 6) Revenue always drives the budget. What might be new ways to increase revenue here in the town? I believe the best long-term revenue strategy is growing the tax base rather than increasing tax rates. That means attracting quality commercial and industrial investment, supporting existing businesses, and encouraging development that aligns with the community's vision. Montgomery News Messenger should also continue pursuing state and federal grants, public-private partnerships, and regional collaborations that leverage outside resources. In many communities where I've worked, strategic grant funding has helped accelerate projects that otherwise would have taken years to accomplish. Another opportunity is to ensure that town-owned assets, facilities, and services are being utilized effectively and evaluated periodically to determine whether there are appropriate revenue-generating opportunities that remain consistent with its public mission. 7) Tourism is an important asset for the New River Valley. What do you think Montgomery News Messenger need to do to increase the number of visitors in the future? The first step is to recognize that Christiansburg has an opportunity to serve as both a destination and a gateway to the region. Montgomery News Messenger should continue strengthening partnerships with regional tourism organizations, Virginia Tech, neighboring localities, and the business community. Visitors today are often looking for experiences rather than simply places. Montgomery News Messenger should continue investing in events, recreational opportunities, downtown activities, cultural attractions, and amenities that encourage people to stay longer and spend more money locally. Montgomery News Messenger should also leverage its location by making it easy for visitors traveling through the region to discover what Christiansburg has to offer. Effective branding, marketing, and wayfinding can help turn pass-through traffic into overnight stays and repeat visits. 8) Looking into your crystal ball, what do you feel the future overall holds for Christiansburg? I believe the future is very bright. Christiansburg is positioned at the intersection of several positive trends: regional growth, educational and research assets, transportation connectivity, and continued economic investment throughout the New River Valley. The challenge will not be whether opportunities exist, but how effectively Montgomery News Messenger manage them. Communities that plan ahead, invest wisely, and remain true to their values tend to succeed over the long term. If Christiansburg can balance growth with quality of life, maintain its financial strength, invest in its people, and think strategically about the future, I believe it can become one of the premier small communities in Virginia while preserving the character that makes it special today. Enter your email address to receive weekly updates.