Infrastructure
FY 2026-27 and FY 2027-
28 Proposed Budget
1 2
Infrastructure Division
Mission: Deliver high quality capital improvements for the SFPUC Water, Wastewater and Power Enterprises in a manner that is inclusive of environmental and community interests, and that sustains the resources entrusted to our care.
• FY24/25 processed a record ~$1.2B invoices for capital projects • Goal to continue to strengthen our people, processes and tools for delivering capital projects.
“Our two-year budget was developed based on aligning with SFPUC's Budget Priorities of Operational Excellence, Financial Sustainability, Leading on Climate, and People & Community. We serve the entire agency, our ratepayers, and the general public. ” 3 Infrastructure Org Chart
Assistant General Manager
Stephen Robinson
(Includes 5 Loaned Positions)
Engineering Management Bureau
Johanna Wong
Project Management Bureau
Howard Fung
(Includes 2 Loaned Positions)
Construction Management Bureau
Algy Collymore
(Includes 9 Loaned Positions)
Program Controls
Mojgan Yousefkhan
Water Capital Delivery Director
Katie Miller
Wastewater Capital Delivery Director
Bessie T am
Power Capital Delivery Director
Sony Dhaliwal
Department Personnel Liaisons
Angie Salazar
Racial Equity Lead
Leesha Langlois
Contract Administration
Kyndra Cox
Environmental Management
Karen Frye
Workforce & Economic Program Services
Ben Poole
Infrastructure Budget & Finance
Rosie Angel
(Includes 1 Loaned Position)
85 17
17 114
17 28
24 54
12 6
6 380
permanent
positions
Infrastructure
Division
4 Budget & FTE Overview
-
20.0 40.0
60.0 80.0
100.0
120.0
140.0
FY2026 FY2027 FY2028
Personnel Service of Other Departments
Non-Personnel Services Materials & Supplies
Equipment
$111.4M $116.0M $122.9M • Infrastructure’s budget is largely driven by labor costs
• Non-labor costs are related to
services provided by other city
departments
• Converting position
classifications to roles
matching current needs
FTE 380 380 380 5 Infrastructure: Key Budget Changes
• Infrastructure has submitted a fairly flat budget, repurposing vacant positions with substitutions to meet the current needs. • The costs of substitutions will be offset with projected salary savings.
• INF has lowered its vacancy rate but now has a limited number of vacant positions: 380 total budgeted; 283 Filled, 80 vacant and 17 loaned.
6 Priorities for Capital Project Delivery
1. Invest in people – use available positions to meet needs of capital plans by substitutions, recruitment and retention
2. Maintain a competitive overhead rate – as a strong indicator of capital project delivery efficiency (keeping costs low and competitive = value)
3. Partner with Enterprises – Capital Planning Directors and Capital Delivery Directors, supported by Programmatic
Consultant Contracts, for optimization and consistency
4. Update internal processes for efficient delivery – risk, quality, change management, reporting etc.
5. Fit for purpose delivery methods - procurement and
implementation procedures and guidelines for collaborative contracting methods such as progressive design build
6. Launch new e-Procurement system - for Professional Services and Construction, replacing SFBid