Human
Resource Services
FY 2026-27 and FY 2027-
28 Proposed Budget
1 Human Resource Services (HRS)
We ensure the SFPUC has the right people, capabilities, and resources to achieve the organization’s goals. We seek out the best and most balanced solutions through caring and thoughtful review of every challenge and opportunity we encounter.
2 Attract and Hire
Great People
Nurture the
Employee
Experience
Grow Fulfilling
Careers
Cultivate
Strategic
Partnerships
Align People
Analytics with
Business
Objectives
Goal/focus for FY 2026-27 and 2027-28: Upgrade Operational Efficiency and Increase Strategic Impact
3 Human Resource Services Org Chart
Chief People
Officer
Talent
Acquisition
Deputy People
Officer
Talent Acquisition Employee Life
Cycle Recruiters Payroll HR Technology
Solution
Health & Safety Administrative
People Strategy
& Experience
Deputy People
Officer
Learning &
Organization
Development
People Science People Business
Partners
Employee &
Labor Relations
4 Budget & FTE Overview
FTE 103 104 104
HRS Budget Changes:
• Converting one temporary
position to permanent - supports
the People Business Partner
program within the agency
• Investment in unified Workforce
and Talent Management System
• Right-sizing required employee
training budget
$21.5M $22.8M $25.1M
-
5.0 10.0
15.0 20.0
25.0 30.0
FY2026 FY2027 FY2028
Personnel Non-Personnel Services
Service of Other Departments Materials & Supplies
HRS Key Budget Changes
5 Program or Initiative FY 26-27 Cost FY 27-28 Cost Description Workforce and T alent
Management System
$2.0M
(Capital Fund)
$4.6M
(Operating Fund: $0.6M
Capital Fund: $4.0M)
$8.8M one-time capital cost
over 3 years, including $2.8M
in FY 28-29; $0.6M on-going
subscription costs
Health & Safety New
Required Training $0.2M $0.2M New requirement for staff servicing electrical equipment
Total New Costs $2.2M $4.8M
Making permanent 1 FTE
(Senior Human Resources
Analyst) within the People
Business Partner team
$0.2M $0.2M Cost neutral
Medical exams & recruitment
tools $0.3M $0.3M Re-allocated existing budget to
pay for these services
6 Workforce and Talent Management System
Focusing on the business value of HR Modernization steers SFPUC towards specific goals
SFPUC stakeholders identified
critical pain points and gaps as
the leading indicators for
change
HR Modernization will help the
SFPUC address its
opportunities for improvement
Current HR processes and operations are:
▪ Inefficient and error-prone due to reliance
on manual data entry
▪ Complex and time-consuming, especially with unique
departmental and MOU requirements
▪ Inconsistent and fragmented due to lack of integrated tools and comprehensive data
▪ Not intuitive or agile, creating low user responsiveness and rigid ways of working
A new Workforce and Talent Management System will:
▪ Improve process efficiency through automation and
consistent use of business rules
▪ Support organizational agility by implementing technology that is flexible
▪ Increase data-driven decision-making by improving the quality and accessibility of data
▪ Enhance the overall user experience and improve user
adoption with intuitive and easy to use technology
▪ Improve efficiencies by simplifying and standardizing cumbersome business processes across departments
without impacting business outcomes