1 General Manager’s Office Budget
Services of the San Francisco Public Utilities Commission 2 Ensuring Biennial Budget Themes
Reflected in All Agency Proposals
1. Responsible
Management
2. Access and
Affordability
3. Supporting
people and
communities
Organization Chart
3 Included in
GM’s Office
Budget
4 Budget | Use of Funds
FY 2022, FY 2023, FY 2024
• The GM’s
budget, including
HRS, is $35M
and 116 FTE
• There are no
major changes,
the driver of year
over year growth
is labor COLA
Human Resource Services
FY 22/23 & 23/24 Commission Budget
Presentation
January 7, 2022
Rachel Gardunio
Acting Chief People Officer
Agenda
• HRS Organizational Chart
• Strategic Plan & Priorities
• Challenges
• Teams and Core Functions
HRS Organizational Chart
3 Total PCS FTE = 81
HRS Strategy Development
4 Maturity
Models
Strategy
Statements
Goals and
Objectives
Workforce
Planning
HRS
Strategic
Plan and
OKRs
HRS Strategic Plan Workforce Plan
November 2018 – March 2019 April 2019 – June 2019
Publish Strategic
Plan
July 2021
5 HRS Strategic Plan
6 HRS Priorities
The Evolution of HR
7 Modern
Demand
Traditional
HR PRIORITIES
• Strategy
• Data driven
decisions
• Complex
problem solving
• Process
• Compliance
• Transactions
• Continuous
Improvement
• Communication &
Transparency
• Data & Technology
• Strategic
Partnerships
• Diversity, Equity,
Inclusion &
Belonging (DEIB)
8 HRS Challenges
Not meeting core functional services
HRS Teams and Core Functions
9 Equal Employment Opportunity
Programs
Health & Safety
People Strategy, Equity & Analytics
Employee & Labor Relations
and Return to Work Programs
Learning & Development
Payroll
Talent Acquisition
HRS Teams and Core Functions
10 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
Health & Safety
People Strategy, Equity & Analytics
Employee & Labor Relations
and Return to Work Programs
Learning & Development
Payroll
Talent Acquisition
11 People:
Onboarding Function Challenges
Time from selection to start date
• Internal PUC/existing CCSF candidates = 4-6 weeks
• External candidates = 2-4 weeks
HRS Teams and Core Functions
12 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
Health & Safety
People Strategy, Equity & Analytics
Employee & Labor Relations
and Return to Work Programs
Learning & Development
Payroll
Talent Acquisition
HRS Teams and Core Functions
13 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
• Health & Safety
• Injury and illness prevention
• Regulatory compliance
• Advice and guidance
People Strategy, Equity & Analytics
Employee & Labor Relations
and Return to Work Programs
Learning & Development
Payroll
Talent Acquisition
HRS Teams and Core Functions
14 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
Health & Safety
• Injury and illness prevention
• Regulatory compliance
• Advice and guidance
People Strategy, Equity & Analytics
• Workforce planning & people analytics
• Employee engagement
• Competency-based talent management
• Employee diversity and inclusion
• * HR technology solutions
• * Workforce data
Employee & Labor Relations
and Return to Work Programs
Learning & Development
Payroll
Talent Acquisition
15 People:
Data Driven Decision Making Challenges
HR decisions are no longer based on gut feeling.
Operational HR
1900s
Strategic HR
2000s
Data-driven HR
Now
Current State Mature HR
HRS Teams and Core Functions
16 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
Health & Safety
• Injury and illness prevention
• Regulatory compliance
• Advice and guidance
People Strategy, Equity & Analytics
• Workforce planning & people analytics
• Employee engagement
• Competency-based talent management
• Employee diversity and inclusion
• * HR technology solutions
• * Workforce data
Employee & Labor Relations
and Return to Work Programs
• Ensures fair working environment
• Advice & consultation
• Interface with Unions
Learning & Development
Payroll
Talent Acquisition
HRS Teams and Core Functions
17 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
Health & Safety
• Injury and illness prevention
• Regulatory compliance
• Advice and guidance
People Strategy, Equity & Analytics
• Workforce planning & people analytics
• Employee engagement
• Competency-based talent management
• Employee diversity and inclusion
• * HR technology solutions
• * Workforce data
Employee & Labor Relations
and Return to Work Programs
• Ensures fair working environment
• Advice & consultation
• Interface with Unions
Learning & Development
• Facilitate continuous learning through
training, coaching & consulting
Payroll
Talent Acquisition
HRS Teams and Core Functions
18 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
Health & Safety
• Injury and illness prevention
• Regulatory compliance
• Advice and guidance
People Strategy, Equity & Analytics
• Workforce planning & people analytics
• Employee engagement
• Competency-based talent management
• Employee diversity and inclusion
• * HR technology solutions
• * Workforce data
Employee & Labor Relations
and Return to Work Programs
• Ensures fair working environment
• Advice & consultation
• Interface with Unions
Learning & Development
• Facilitate continuous learning through
training, coaching & consulting
Payroll
• Process bi-weekly payroll for all SFPUC
employees
• * Payroll for employees on leave
Talent Acquisition
19 People:
Leaves Transaction Increase Challenges
HRS Teams and Core Functions
20 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
Health & Safety
• Injury and illness prevention
• Regulatory compliance
• Advice and guidance
People Strategy, Equity & Analytics
• Workforce planning & people analytics
• Employee engagement
• Competency-based talent management
• Employee diversity and inclusion
• * HR technology solutions
• * Workforce data
Employee & Labor Relations
and Return to Work Programs
• Ensures fair working environment
• Advice & consultation
• Interface with Unions
Learning & Development
• Facilitate continuous learning through
training, coaching & consulting
Payroll
• Process bi-weekly payroll for all SFPUC
employees
• * Payroll for employees on leave
Talent Acquisition
People:
Position Requests
21 Exams
• Assessment/Exam development
• Job classification studies
Hiring Operations
• Position approval
• Temporary position recruitments
• Interview process
* Employment Lifecycle
• Onboarding
• Offboarding
• Probation tracking
Equal Employment Opportunity
Programs
• Discrimination, harassment and retaliation
related investigations & training
• Reasonable accommodation requests
Health & Safety
• Injury and illness prevention
• Regulatory compliance
• Advice and guidance
People Strategy, Equity & Analytics
• Workforce planning & people analytics
• Employee engagement
• Competency-based talent management
• Employee diversity and inclusion
• * HR technology solutions
• * Workforce data
Employee & Labor Relations
and Return to Work Programs
• Ensures fair working environment
• Advice & consultation
• Interface with Unions
Learning & Development
• Facilitate continuous learning through
training, coaching & consulting
Payroll
• Process bi-weekly payroll for all SFPUC
employees
• * Payroll for employees on leave
Talent Acquisition
22 Budget | Use of Funds
FY 2022, FY 2023, FY 2024
23 Total Budget
FY 2022, FY 2023, FY 2024
($ Millions) Budget Change $ Change %
FY 2021-22 Adopted 17.1
Labor & Benefits Base COLA Adjustment 0.6
All Other 0.2
FY 2022-23 Request 17.9 0.8 5%
Labor & Benefits Base COLA Adjustment 0.4
FY 2023-24 Request 18.3 0.4 2%
24 Total Positions
Budget "Operating" "Project" Change %
FY 2021-22 Adopted 82
New Requests 2 2 -
Temporary Salary Reductions (2) (2) -
FY 2022-23 Request 82 - - 0%
New Requests 1 1 -
Temporary Salary Reductions (1) (1) -
FY 2023-24 Request 82 - - 0%
Position Type
Thank you!
25 General Manager Appendix
(includes Human Resource Services)
Operating
A. Operating Budget by Category & Position Summary
B. Position Change Summary
General Manager Appendix
(includes Human Resource Services)
A. Operating Budget by Category & Position Summary
Category
FY 2021‐22
Adopted
FY 2022‐23
Request
FY 2022‐23
versus
FY 2021‐22
FY 2023‐24
Request
FY 2023‐24
versus
FY 2022‐23
Labor 14,124,036 14,773,166 4.6% 15,262,915 3.3%
Mandatory Fringe Benefits 10,825,425 11,191,287 3.4% 11,541,685 3.1% Materials & Supplies 210,601 186,787 ‐11.3% 180,031 ‐3.6% Non‐Personnel Services 3,544,459 3,752,166 5.9% 3,678,001 ‐2.0% Capital Outlay 0 15,960 100.0% 0 ‐100.0%
Services of Other Departments 4,855,317 5,017,510 3.3% 5,016,883 0.0% Grand Total 33,559,838 34,936,877 4.1% 35,679,515 2.1%
Category
FY 2021‐22
Adopted
FY 2022‐23
Request
FY 2022‐23
versus
FY 2021‐22
FY 2023‐24
Request
FY 2023‐24
versus
FY 2022‐23
Full‐Time
120.35 121.89 1.54 122.66 0.77 Off‐Budget (9.00) (9.00) ‐ (9.00) ‐
Total Positions 111.35 112.89 1.54 113.66 0.77 Attrition (5.00) (5.00) ‐ (5.00) ‐
Grand Total 106.35 107.89 1.54 108.66 0.77 *Please note that these numbers represent FTEs vs headcount presented on other materials GENERAL MANAGER
OPERATING BUDGET BY CATEGORY
POSITION SUMMARY
Appendix A
A1
General Manager Appendix
(includes Human Resource Services)
B. Position Change Summary
Appendix B
General Manager FY 2022‐23 Position Changes
Indicator Position Position Title Human Resources Health & Safety Grand Total AN 1224 Principal Payroll And Personnel Clerk 11
1823 Senior Administrative Analyst 11
AT 5177 Safety Officer 11
6130 Safety Analyst ‐1 ‐1
Grand Total 20 2
AN Operating New Position
AT Position Substitution used to identify an existing (Operating budget) General Manager FY 2023‐24 Position Changes
Indicator Position Position Title Human Resources Grand Total AN 1204 Senior Personnel Clerk 11
Grand Total 11
AN Operating New Position
B1