HomeMy WebLinkAboutFY 2016 Budget Presentation-Public Works·1 5 MAR 19 p 3 :o 1
COUNTY OF KAUAI
Department of Public Works
FY 2016 Budget Presentation
March 13, 2015
Larry Dill, P .E.
County Engineer
Lyle Tabata
Deputy County Engineer ---------I , ~10 .
Halo Halo zozo
Growing Kaua 'i responsibly.
I. Mission
ADMINISTRATION
Department of Public Works
The Department of Public Works Mission is to deliver excellent service to our
constituents, and support the health and safety of their communities, with sustainable
services and solutions .
II. Successes and Achievements (Public Works Six Divisions)
• Engineering Division
• New Chief of Engineering Division assimilating himself in the Division making
significant improvements to delivery of services to the community.
• Capital Improvement Program (CIP) Project Management
o The reorganization of the CIP project management to maximize the division's
resources has resulted in projects moving forward.
o Significant projects include 3 Historic Wailua bridges, State Transportation
Improvement Program (STIP) projects for Collector roads, Puhi road ,
Kawaihau road, Koloa road, Hanapepe road, Rice Street and other Safe
Routes to School (SRTS) and Complete Streets projects.
• Regulatory Review, Design
o The reorganization of regulatory review of subdivision , grading, and flood to
maximize the division's resources .
o Completed the process of moving the review responsibilities to Civil Engineer
VI as the lead review engineer.
o Significant improvement of the subdivision review process improved to 30
days or less.
• Safe Routes to School
o Awarded SRTS Grants totaling $1.2 Mil to improve School zones on Kaua'i.
o Support Hawai'i Department of Transportation (HDOT) SRTS educational
outreach to non-participating Kaua'i schools to step up participation to apply
for Infrastructure Grants to improve pedestrian and bicycle facilities.
• Building Division; Code Enforcement, Maintenance and Project Management
• Code enforcement continues to meet the needs of the public.
o Continue to improve the delivery of thee-Plan review system .
• Building Maintenance continues to meet the needs of all County departments.
o Implemented an improved maintenance management prioritizing of work
order (WO) assignments.
• Project Management of Building projects.
o Completed the Lydgate-Kapa'a Bicycle /Pedestrian Path Phase A.
o Obtained an Innovative Readiness Grant from the Department of Defense for
the Kawaihau Elevated Boardwalk.
o Began Construction of Hardy Street Complete Streets Improvements.
FY 2016 PW Budget Presentation Page 1
• Roads Division; Base Yard operations, Levees maintenance , Bridge and Road
maintenance and construction.
• Continue to implement the Computerized Maintenance Management Information
System (CMMIS) software Maintenance Productivity Enhancement Tool (M-
PET) to include a cataloging of infrastructure and tracking status system.
• Used data coupled with iWORQ to create GIS overlays of pavement condition
indexes in developing our next Islandwide Road Resurfacing (IWRR) contract.
• Hanapepe & Waimea Le v ee compliance
o Accomplished goal of having a dedicated crew to maintain Levee compliance .
• Bridge and Road maintenance and construction
o Special Construction Crew dedicated to road maintenance is making progress
to handle this specialized work.
• Automotive Division
• The Automotive Division has been successful in meeting the demands and
requests of the various departments, ag e ncies and the community in regards to
equipment supply and vehicle and equipment maintenance and repairs despite
inadequate facility conditions and staffing issues.
• Procured new vehicles and equipment to modernize the fleet and keep the County
operating efficiently.
• Completed Phase I of the Island wide Fuel Site Renovation Project.
• Environmental Services -Solid Waste Division
• Completed Pay as You Throw (PA YT) Rate Ordinance , which is the first variable
rate collection fee based on use system in the State. The program will commence
on July 2015.
• Implemented the vertical expansion at the Kekaha Landfill which will increase
capacity for an additional 4.25 years , or until 6 /2019.
• Preparation continues for the Environmental Impact Statement for the new
County Landfill. The Final Environmental Assessment /Environmental Impact
Statement Preparation Notice (EA/EISPN) was published on February 8, 2013 in
compliance with Hawai'i 's Environmental Review Process pursuant to HRS
Chapter 343.
• Waste Diversion. County contracts resulted in approximately 28 ,900 tons of
landfill diversion in FY 2014 . With the landfill tonnage at 76 ,061, the overall
recycling rate on Kaua'i was approximately 42% in FY 2014.
• Recycling Education and Awareness . The County Recycling Office continues to
promote and maintain awareness of the dozens of diversion opportunities
available to residents , visitors, and businesses . For a comprehensive list and
explanations of programs, see www.kauai .gov /recycling .
• Transitioning management of Refuse Collection Operations to the Division of
Solid Waste Management.
• Negotiating Phase III of Automated Refuse Collection which when complete will
cover the entire island of Kauai .
FY 2016 PW Budget Presentation Page 2
• Environmental Services -Wastewater Division
• Continued project improvements for all Wastewater Treatment Plant (WWTP)
facility upgrades to meet State Department of Health (DOH) Operations and
Maintenance (O&M) environmental compliance.
o Significant projects in construction include the Wailua WWTP Improvements,
'Ele'ele WWTP Improvements, and the Island-Wide Supervisory Control &
Data Acquisition (SCAD A) system upgrade project.
o Completed Phase I of the Coco Palms Pump Station Odor Control Project
• Energy conservation measures identified for planned capital improvement
projects
• Proceeding with Environmental Protection Agency (EPA) grant funded project
for the development of an R-1 distribution system for W aimea WWTP
III. Challenges
• Planning for future improvements while continuing to meet the day to day needs and
demands of the community.
• Utilizing funds in the most efficient manner while maintaining satisfactory levels of
service .
• The upswing of the economy has limited the recruitment of potential qualified
personnel , which makes succession planning more difficult.
• Continuing to maintain a positive working relationship with our union partners .
• Personnel issues.
• Expediting the building permit approval process.
IV. Overall Department Goals
• The Department of Public Works Administration seeks to support the Objectives of
the six Divisions within the Department, ensuring manpower, equipment and
materials needs are met adequately in order to meet the overall Goals of Public
Works .
• Implement the Mayor's Public Works Holo Holo 2020 projects.
• Ensure the health , safety and welfare of the public.
• Implement systems that will serve to reduce complaints and 'emergencies' which will
allow us to focus on proactive activities.
V. Goals and Objectives (Public Works Six Divisions)
• Engineering Division; Regulatory Review, Design and Capital Improvement
Projects Management
• Goal 1: Continue the improvement of regulatory review of subdivision , grading,
and flood to maximize the division's resources.
Objective 1.1: Complete the staff transition by replacing vacant positions.
FY 2016 PW Budget Presentation Page 3
Objective 1.2: Develop personnel proficiency for regulatory review via
training opportunities .
• Goal 2: Develop manpower and training to rebuild the design capabilities of the
division.
Objective 2.1: Develop personnel capacity in engineered designs for
projects via training opportunities.
Objective 2.2: Begin the transition towards internal designs with smaller
projects which will increase in scope and size as proficiency is developed.
• Goal 3: Develop manpower and training to rebuild the project management
capabilities of the division .
Objective 3.1: Develop personnel capacity for the management of CIP
projects via training opportunities.
Objective 3.2: Hire fully capable personnel for the management of CIP
projects.
• Goal 4: Complete Streets Implementation.
Objective 4.1: Complete the update of the Complete Streets Living Streets
Manual and update the County of Kauai Roadway Standards.
Objective 4.2: Include Complete Streets, Smart Growth and Fonn Based
Code concepts in engineering projects .
• Goal 5: Safe Routes to School
Objective 5.1: Implement SRTS Grant awarded projects.
Objective 5.2: Create a support system to be more ready to make
improvements faster to support community needs.
Objective 5.3: Support HDOT SRTS education program to prepare Kauai
schools for the next call for projects.
• Building Division; Code Enforcement, Maintenance and Project Management
• Goal 1: Ensure code enforcement continues to meet the needs of the public .
Objective 1.1: Continue to develop qualified personnel by recruitment or
training .
Objective 1.2: Adopt the 2012 Uniform Plumbing Code.
Objective 1.3: Seek opportunities to improve the delivery of thee-Plan
review system.
Objective 1.4: Prepare revenue enhancing opportunities to meet the
demands of increasing volume and costs .
• Goal 2: Ensure Building Maintenance continues to meet the needs of all County
facilities.
FY 2016 PW Budget Presentation Page4
Objective 2.1: Improve the maintenance support of all County
Departments.
Objective 2.2: Ensure proper manpower support through assurance of
materials and equipment to complete scheduled work of the Division.
• Goal 3: Ensure continued effective Project Management of Building projects.
Objective 3.1: Hire and Fund competent Project and Construction
managers.
• Roads Division ; Base Yard operations , Levees maintenance , Bridge and Road
maintenance and construction .
• Goal 1: Continue improvement of base yard operations .
Objective 1.1: Implement Computerized Maintenance Management
System software Maintenance (CMMS)-Productivity Enhancement Tool
(M -PET) as an everyday tool to improve infrastructure asset management.
Objective 1.2: Couple pavement evaluation program with iWORQ and
GIS processes to further develop a comprehensive objective method for
selection of maintenance options for our County roads.
Objective 1.3: Develop Draft 10 -year Roads Maintenance Plan
• Goal 2: Ensure continued Levee compliance status .
Objective 2.1: Ensure maintenance crew is successful with Levee
compliance .
• Goal 3: Ensure Bridge and Road maintenance and construction meet the needs of
Health and Safety.
Objective 3.1: Build on the skills of the Special Construction Crew to
handle the specialized work.
• Automotive Division
• Goal 1: Ensure that our maintenance shop meets the needs of our County
departments .
Objective 1.1: Construct recently designed mezzanine improvements to
increase shop work capacity and performance via space and manpower
review .
Objective 1.2: Continue to seek opportunities to replace fleet needs with
best available technologies for efficiency.
FY 2016 PW Budget Presentation Page 5
• Environmental Services -Solid Waste Division
• Goal 1: Continue the development of the New Landfill
Objective 1.1: Ensure the scope and progress of the present Environmental
Impact Statement (EIS) is on task and target.
Objective 1.2: Support for the New Landfill infrastructure needs are on
task and on schedule .
• Goal 2: Ensure that plans to extend the life of the Kekaha Landfill are on task and
schedule for design and closure.
Objective 2.1: Ensure that Kekaha Landfill will meet or exceed the life
cycle as originally planned.
o Support the accelerated recycling diversion programs.
o Complete new diversion ordinances for business recycling and
construction debris.
Objective 2.2: Ensure the design of Kekaha Landfill Cell 2 lateral
expansion is on task and on schedule.
Objective 2.3: Ensure the County meets the deadline for Landfill gas
design , extraction system construction and operation.
• Environmental Services -Wastewater Division
• Goal 1: Continue operational compliance of our wastewater operations.
Objective 1.1: Fund and fill a new position for the Waimea WWTP
upgrade in order to meet the operational standards as required by the State
DOH Wastewater Branch.
Objective 1.2: Fund and fill a new equipment operator position in
Wastewater (WW) Division that will support the County septic systems
maintenance requirements as well as the collections systems maintenance
Team which will double the capacity of line cleaning crew and increase
productivity and ensure meeting maintenance needs of the Division.
• Goal 2: Continue project improvements for all WWTP facility upgrades to meet
the State DOH O&M environmental compliance .
Objective 2.1: Develop newly hired engineer to support the project
management of the Division plant projects.
Objective 2.2: Continue planning and development of State Revolving
Fund (SRF) funded WW Facility upgrades at Wailua and 'Ele'ele plants
FY 2016 PW Budget Presentation Page 6
Compa r ati v e G r aphs Public Wo r ks Administration
FY 2015 Operating Budget FY 2016 Op e rat i ng Budget
0%
0%
500 ,000
400 ,000
300 ,000
200,000
100,000
0
•Sa l ary and Wages
•Benefits
•Utilities
•Vehicle/Equip,
Lease
• Operations
FY 2015 and FY 2016 Comparison
•Salary and Wages
•Benefits
•Utilities
•V ehicle /Equip,
Lease
• Operations
FY 2015
FY 2016
Salary and
Wages
Benefits Utilities V ehicle/Equip, Operat i ons
Salary and Wages
* Benefits
Utilities
Vehicle/Equip, Lease
Operations
* FY 2015 Benefits include r e st o rin OPEB bud et
FY 2016 PW Budget Presentation
FY 2015
545,252
287,605
0
0
204,532
1,037,389
Lease
FY 2016
560,963
293,968
0
0
133,301
988,232
$+I -% + /-
15,711 2.9%
6,363 2 .2%
0 0.0 %
0 0.0 %
-71,231 -34.8 %
-49,157 -4 .7 %
Page 7
VI. Operating Budget Discussion
The Public Works Administration is a budget neutral submittal in Salary and Wages with a
reduction in Operational costs of 34 .8%. Items reduced were travel and Department employee
costs for employment testing and safety equipment as reduced with a more accurate accounting
of actual performance experienced.
FY 2016 PW Budget Presentation Page 8
I. Mission
BUILDING DIVISION
Douglas Haigh, P.E., Chief
The mission of the Division of Building is responsible code enforcement, facility
development , building construction and maintenance, and janitorial services. All
programs are responsible for providing the people of Kaua 'i with safely constructed
public and private facilities, and well-maintained County facilities.
II. Successes and Achievements
• Completion of the Lydgate-Kapa'a Bicycle /Pedestrian Path Phase A
• Obtained an Innovative Readiness Grant from the Department of Defense for the
Kawaihau Elevated Boardwalk.
• Building Permit System -improvements to electronic plan review in partnership with
IT.
III. Challenges
• Filling vacant positions in a timely fashion
• Managing multiple projects with minimal staff
IV. Goals & Objectives
• To develop new facilities to replace old, dilapidated, overcrowded buildings and
structures.
• To ensure that the minimum construction standards contained within the Kaua 'i
County Codes, and referenced building trade codes, are adhered to.
• Continually update the Kaua 'i County Code to meet current building industry codes ,
which reflect the latest industry standards , and changing technologies.
• Provide effective training and adequate staffing to increase the efficiency of services
to the public in the review , issuance , and enforcement of building, electrical,
plumbing, and sign permits .
• To maintain and clean County office buildings and neighborhood centers.
• Provide repair and construction services for all County facilities , and to prolong the
life , and maintain the value of a variety of structures.
• Provide necessary services in the preparation, and management of construction and
service contracts.
• Complete construction of the Hardy Street Improvements , Kawaihau Elevated
Boardwalk , and other ongoing construction projects.
• Start construction of the Pono Kai Seawall Restoration, Moanakai Road Seawall
Restoration, and other projects.
• Explore and identify new performance metrics and existing metrics to assess
performance of , buildings maintenance and construction, custodial, inspections, and
plan review and approvals . Higher performance standards and greater efficiencies
should result from established performance metrics.
FY 2016 PW Budget Presentation Page 9
Com arative Gra hs Building Division Inspection Section
.----~~~~~~~~~~~~~~~~~~---,
FY 2015 Opera t i n g Budget
•Sa l ary and Wages
•Benefits
•Ut i l i ties
•Vehicle/Equip ,
Lease
•Operations
FY 2016 Operating Budget
•S a l ary and Wages
•Benefits
•Utilities
•V ehicle/Equip ,
Lease
• Operations
FY 2015 and FY 2016 Comparison
1,000,000
800,000
600,000
400,000
200,000
0
•FY 2015
FY 2016
Salar y and
Wages
Benefits Utilities Vehicle/Equip, Ope r at i ons
Lease
FY 2015 FY 2016 $+I -0 /o + / -
Salary and Wages 1,168,427 1,176,805 8,378 0.7%
* Benefits 625,936 630,995 5,059 0.8%
Utilities 0 0 0 0 .0%
Vehicle/Equip, Lease 0 0 0 0.0%
Operations 31,310 49,150 17,840 57.0%
1,825,673 1,856,950 31,277 1.7%
* FY 2015 Benefits include restorin OPES bud et
FY 2016 PW Budget Presentation Page 10
Building Inspection Operating Budget Discussion
Operations expenses which are primarily labor driven 1s neutral with no mcrease
compared to FY 2015.
Comparative Graphs Building Maintenance Section
FY 2015 Operating Budge t FY 2016 Operating Budget
•Salary and Wages
•Benefits
•Utilities
•Vehicle/Equip,
Lease
• Operations
FY 2015 and FY 2016 Comparison
• Salary and W ages
•Benefits
•Utilities
•Vehicle/Equip,
Lease
•Operations
1,400,000 ........---------------------------.
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Sa l ar y and
Wages
Benefits
FY 2016 PW Budget Presentation
Utilities V ehicle/Equip, Operations
L ease
Page 11
FY 2015
Salary and Wages 1,250,730
* Benefits 676,983
Utilities 0
Vehicle/Equip, Lease 38,057
Operations 1,248,600
3,214,370
* FY 2015 Benefits include restorin OPEB bud et
V. Operating Budget Discussion
Increase in Operations is due to:
FY 2016 $+I -% + /-
1,313,469 62,739 5.0%
707,552 30,569 4.5%
0 0 0.0%
38,057 0 0.0%
1,255,506 6,906 0.6%
3,314,584 100,214 3.1%
• Increase in R&M projects County wide has been brought back to Building Division.
Salaries increased due to collective barganing.
FY 2016 PW Budget Presentation Page 12
Comparati v e Graphs Building Janitorial Section
*
FY 2015 Operating Budget
•Salary and Wages
•Benefits
•Utilities
•Vehicle/Equip ,
Lease
•Operations
FY 2016 Operating Bud g et
•Salary and Wages
•Benefits
•Utilities
•Veh i cle/Equip,
Lease
• Operations
FY 2015 and FY 2016 Comparison
1,800,000 -..----------------------------.
1,600,000 .4----------..;;._ __ ....,"4:~-----------
1,400,000 -1------------
1,200,000 -----------
1,000,000 +-----------
800,000 +-...-....
600,000
400,000
200,000
0
Salary and
Wages
Benefits Utilities Vehicle/Equip, Operations
Lease
FY 2015 FY 2016 $+I -% + /-
Salary and Wages 804,644 852,454 47,810 5.9%
Benefits 448,604 484,690 36,086 8.0%
Utilities 1,623,000 1,660,000 37,000 2 .3%
Vehicle/Equip, Lease 8,297 0 -8,297 -100.0%
Operations 95,450 74,000 -21,450 -22.5%
2,979,995 3,071,144 91,149 3 .1%
FY 2015
F Y 2016
* FY 2015 Benefits include re st o rin
FY 2016 PW Budget Presentation Page 13
Operating Budget Discussion
Increase in Utilities is due to:
o Inflation
Increase in Operations is due to:
o Increased salaries
o Added part-time janitor to service Transportation Administrative Building
Comparative Graphs Building Division all Sections
FY 2015 Operating Budget
•Sa l ary and Wages
•B enefits
•Uti l it i es
•Vehicle/Eq u ip,
Lease
•Operat i ons
FY 2016 Operating Budget
• Salar y and Wages
•Benefits
•U t ilities
•Vehicle/Equip ,
Lease
• Operations
FY 2015 and FY 2016 Comparison
4,000,000 .....-----------------------------.
3,500,000 -------------------------!
3,000,000
2,500 ,000
2,000,000
1,500,000
1,000,000
500,000
0
Salary and
Wages
Benefits
FY 2016 PW Budget Presentation
Ut i lities V ehicle/Equip, Operations
Lease
FY 2015
F Y 2016
Page 14
FY 2015 FY 2016 $+I -%+/-
Salary and Wages 3,223,801 3,342,728 118,927 3 .7%
* Benefits 1,751,523 1,823,237 71,714 4.1%
Utilities 1,623,000 1,660,000 37,000 2.3%
Vehicle/Equip, Lease 46,354 38,057 -8,297 -17.9%
Operations 1,375,360 1,378,656 3,296 0.2%
8,020,038 8,242,678 222,640 2.8%
* FY 2015 B e nefits i n c lud e re s t o rin OPEB bud et
FY 2016 PW Budget Presentation Page 15
I. Mission
AUTOMOTIVE DIVISION
Dwayne Adachi, Superintendent
The mission of the Automotive Division is to manage and maintain the equipment and
vehicle fleet of the Department of Public Works as well as other County of Kauai
agencies, enabling the County to provide core services to all districts and communities.
II. Successes and Achievements
• The Automotive Division has been successful in meeting the demands and requests of
the various departments, agencies and the community in regards to equipment supply
and vehicle and equipment maintenance and repairs despite inadequate facility
conditions and staffing issues.
• Procurement of new vehicles and equipment to modernize the fleet and keep the
County operating efficiently.
New Vehicles and Equipment received in FY2015 include:
• (3) Side Loading Refuse Trucks -Solid Waste
• (1) Septic Tank Pump Truck-Wastewater
• (1) Toyota Highlander SUV -Civil Defense
• (1) F250 Utility Pickup Truck
• Design of a 1 ,500 sq. ft. second floor storage area is being completed by Engineering
Division. Construction of this additional storage area will allow us to utilize overhead
space and create more useable square footage at ground level for vehicle and
equipment repair.
• Phase I of the Fuel Site Renovation Project is scheduled for completion in March of
2015 . This phase involved the decommissioning and disposal of two (2) 2,000 gallon
above ground storage tank (AST) at Kapaa Baseyard and replacing them with one (1)
new AST of twice the fuel capacity (8 ,000 gallons), installation of new fuel
dispensers and upgrades for all plumbing, overhead lighting and electrical
infrastructure.
o Phase II will focus on similar issues at the Princeville Police /Fire Substation fuel
site and is scheduled for completion in FY15 /16 .
• We have established an agreement with SUDZ Car Wash in Lihue to wash all
qualified County vehicles once per month. Qualified vehicles include all sedans, sport
utility vehicles (SUVs) and vans. Certain pickup trucks that fit the criteria can also be
washed.
• Building maintenance such as roofleaks and structural repairs to our 36 year old
facility are ongoing .
FY 2016 PW Budget Presentation Page 16
III. Challenges
• Meeting the demands an d requests of the many different divisions , departments and
agencies we service on a daily basis as equipment and fleet ages and deteriorates.
• Timely hiring of personnel to fill v acant positions has been difficult due to a lack of
qualified applicants .
• Operating productively within our limited space has become a daily battle. The
County's vehicle and equipment in v entory has increased by 30 % over the last 30 +
years and continues to grow w hile our resources remain constant.
IV. Goals
• Provide vehicle and equipment maintenance and support for all departments and
agencies, allowing Count y emplo y ees to perform their duties effectively .
• Modernize the County 's v ehicle and equipment fleet , pro v iding all agencies with
reliable and efficient units .
• Offer support and disaster relief services to all agencie s and the community in
emergency situations .
V. Objectives
Objectives Success Measurements Estimated
outcome
Anal y sis of manpower needs , and C reate a method of succession A smoother
addressing the need for transitioning planning for anticipated transition
from retiring emplo y ees to new hires . va cancies on going due to lack replacing
of qualified applicants. vacancies.
Analysis of workplace facility capacity . Determine optimum space needs Efficient
of the present fleet maintenance utilization of
requirements , will require resources .
consultant to perform needs
assessment.
Facility maintenance and impro v ements Determine if the division of Efficient
to address imm e diate term spatial needs . space between equipment and utilization of
vehicles is adequate. resources .
Repair and maintenance service interval Improved maintenance interval Improved service
on time completion percentage completion percentage. to our customers.
(currently 80%)
Average vehicle and equipment repair Improved vehicle and equipment Improved service
turnaround time (currently four days) repair turnaround time . to our customers .
Industrial accident rates (currently Reduction of industrial accident Reduction to zero
a v eraging one per y ear) rates with improved training accidents .
opportunities from HR.
FY 2016 PW B u dget Presentation Page 17
Comparative Graphs Automotive Division
*
FY 2015 Operating Budget FY 2016 Operating Budget
3% 1%
•Salary and Wages
•Benefits
•Utilities
•Vehicle/Equip,
Lease
• Operations
FY 2015 and FY 2016 Comparison
•Salary and Wages
•Benefits
•Utilities
•Vehicle/Equip,
Lease
• Operations
2,500,000 ~------------------------
2,000,000 +------------------------.--!
1,500,000 ---------------------
500,000
0
Salary and
Wages
Salary and Wages
Benefits
Utilities
Vehicle/Equip, Lease
Operations
Benefits Utilities Vehicle/Equip , Operations
Lease
FY 2015 FY 2016 $+I -% + /-
1,021,494 1,067,568 46,074 4.5%
501,503 612,905 111,402 22.2%
36,700 37,400 700 1.9%
95,452 55,602 -39,850 -41.7%
1,814,428 1,994,904 180,476 9.9%
3,469,577 3,768,379 298,802 8.6%
FY 2015
FY 2016
* FY 2015 Benefits include restorin OPES bud et
FY 2016 PW Budget Presentation Page 18
VI. Operating Budget Discussion
The increase in Salary, Wages and Benefits is the directly related the increases of
collective barganing across the board. The decrease in Vehicle /Equipment leases is due
to lease expiration lessing the burden. The increase in operations reflects the increase
costs as noted in FY 2014 relocating all of the County General Fund repairs back to the
Auto Shop and experiencing the cost of not replacing vehicles as recommended timely
resulting in the cost to keep the fleet on the road rising slightly 10%. However at the end
of the day the total increase in the Automotive division is under 9%.
FY 2016 PW Budget Presentation Page 19
I. Mission
ENGINEERING DIVISION
Michael Moule, PE, Chief of Engineering
The mission of the Engineering Division is the protection of the public's health , safety ,
and property, as well as the environment , through proper planning, design, development,
operation, and maintenance of the County's infrastructure , and through administration of
the sediment and erosion control , storm water runoff system , driveway approach, land
use, and complete streets codes, resolutions, and ordinances.
II. Successes and Achievements
• Reduced average review time for subdivision plans , grading plans, and other
construction plans to 3 0 days or less. This is significant because in the past regulatory
compliance has been a challenge .
• Reviewed, processed , and issued 33 grading permits ; inspected and closed out 15
grading permits
• Reviewed , processed, and issued 65 road permits; inspected and closed out 66 road
permits.
• Reviewed , processed, issued , inspected , and closed out 52 driveway permits .
• Completed the following projects:
o Kamalu Road Bridge Erosion Control Repair (Federal Aid Project). Description:
Repairs to address erosion control and other issues with the bridge.
o Hanapepe Town Parking Lot. Description: Paved existing gravel lot in the core of
Hanapepe Town , adding additional parking spaces , and making it easier to access
the parking spaces. ·
o Kamalu Culvert Replacement. Description: Replaced broken culvert under
Kamalu Road with a two new pipes and concrete headwalls.
• Completed in-house design and construction bidding process of the Collector Roads
Resurfacing Project (Mailihuna Road , Olohena Road, and Hauaala Road);
construction to start on this Federal Aid project in Spring 2015.
• Completed in-house design and construction bidding process of the Wailana
Pedestrian Bridge Replacement; notice to proceed has been given to the contractor.
• Completed in-house design of the Wawae Road Guardrail project; this project will go
to bid and construction during 2015.
• Managed consultant design of the following Federal Aid Projects, with advertisement
for construction scheduled for Federal Fiscal Year 2015 funding:
o Repairs to Kapahi Bridge
o Puhi Road Reconstruction, Phase I
• Completed the construction bidding process for the Lae Road Guardrail Improvement
project; construction to start in Spring 2015 .
• Currently managing consultant design for the following projects:
o Repair /rehabilitate 'Opaeka' a Bridge
o Repair /rehabilitate Pu' u' opae Bridge
o Repair and Stabilization of Kanaele Road.
FY 2016 PW Budget Presentation Page 20
o Hanapepe Road Resurfacing.
• Currently managing consultants doing the following feasibility studies, inspections,
and planning studies :
o Lihu'e-Hanama 'ulu Mauka Bypass Road (feasibility study)
o Kawaihau Road Safe Routes to Schools (planning study)
o Biennial Bridge Inspection of County Bridges
• Procuring consultant design services for the following projects :
o Safe Routes to School (Federal Aid) for King Kaumuali'i Elementary School and
Koloa School.
o Salt Pond Wastewater Treatment project.
• Providing significant design expertise to Building Division about design details and
changes during construction for the Hardy Street Complete Streets project, which
started construction in September 2014 and will be completed later this year.
• Currently conducting in-house design of following projects:
o Waa Road Drainage
o Safe Routes to School crosswalk improvements (Rectangular Rapid Flashing
Beacons) at Kekaha Elementary School , Kalaheo Elementary School , and Kapa'a
Middle School
o Structural Improvements to the Automotive Shop
o Restriping of Haleko Road
o Restriping of Rice Street
• Working with Planning Department to revise roadway design standards , in part to
better implement complete streets.
• Assisted various Departments and Divisions with the following survey requests:
o Anahola Road Right of Way Survey
o Hanalei Transfer Station Boundary Survey
o Hanama'ulu Road Right of Way
o Hanapepe Bridge Survey
o Hanapepe Road Survey
o Kaloloku Survey
o Kaneiolouma Heiau Boundary survey
o Kapaia Swinging Bridge Easements
o Kialii Drain Survey
o Kiha Road Survey
o Maluhia Road Survey
o Niumalu Bridge Survey
o Olohena Road -By Pass Survey
o Wailana Bridge 2 survey
o Zadok Property-County Re -subdivision & consolidation
FY 2016 PW Budget Presentation Page 21
III. Challenges:
• Staffing
o After losing five engineers to retirement or resignation during the summer of
2013 , two other engineers resigned , one in summer of 2014 , and one in February
2015 . One new engineer has been hired, but two vacancies remain unfilled.
o Additional staffing challenges exist due to extended medical leave for a member
of the survey section staff.
o Due to the recent turnaround in the economy , there are an increasing number of
projects and pennits being submitted for review and constructed by developers
and others . The vacancies and other staffing shortages makes it increasing
challenging to keep up with the rate of submittals and construction.
• Project Management and In-house Design
o The shortage of staffing coupled with the high workload has made it difficult to
manage or design projects within the desired project deadlines. Additionally many
of the newer staff do not have the experience or background to manage or design
civil engineering projects .
IV. Goals & Objectives
• Improve in-house design capabilities
• Implement Complete Streets
• Revamp surveying capability
• Review permit fees and propose fee adjustments if deemed appropriate
FY 2016 PW Budget Presentation Page 22
Comparati v e Graphs E ngineering Di v ision
FY 2015 Operating Budget FY 2016 Operating Budget
0%0%
1,000,000
800,000
600,000
400,000
200,000
0
•Salary and Wages
•Benefits
•Ut i lities
•V ehicle/Equip ,
Lease
• Operations
FY 2015 and FY 2016 Comparison
•Salary and Wages
•Benefits
•Utilities
• Veh i cl .e/Equip,
Lease
•Operat i ons
8 FY 2015
FY 2016
Salar y and
Wages
Benefits Utilities Vehicle/Equip, Operations
Lease
FY 2015 FY 2016 $+I -% + /-
Salary and Wages 1,134,340 1,183,230 48,890 4.3%
* Benefits 591,003 615,234 24,231 4.1%
Utilities 0 0 0 0.0%
Vehicle/Equip, Lease 0 0 0 0.0 %
Operations 101.915 70,705 -31,210 -30.6 %
1,827,258 1,869,169 41 ,911 2.3%
* FY 2015 Ben e fits includ e r e s torin OPEB bud et
FY 2016 PW Budget Presentation Page 2 3
V. Operating Budget Discussion
Minor increases in Salary , Wages , and Benefits are due to:
• Salary increases due collective bargaining.
Decrease in Operations is due to :
• Reduction in new engineering software purchases necessary for the coming fiscal
year
• Reduction in new traffic counter purchases for the coming fiscal year
• Reduction in the office carpet replacement
FY 2016 PW Budget Presentation Page 24
HIGHWAYS & ROAD CONSTRUCTION DIVISION
Edmond P.K. Renaud, Chief
I. Mission
The mission of the Roads Division is to maintain County roadways in a manner that will
safely convey vehicular and pedestrian traffic, and to maintain drainage facilities and
provide County-wide support with equipment and labor.
II. Program Description
The Roads Maintenance Division performs roadway pavement, shoulder, bridge,
sidewalk/driveway /curb /gutter, levee and appurtenances maintenance and repairs;
installation and maintenance of traffic and safety devices; installation, maintenance and
repair of signs and road markings. The Roads Maintenance Division supports the
Department of Parks and Recreation and the Solid Waste Division on a regular basis and
supports other agencies on an as-needed basis. The Division also plays a key role in
disaster response .
III. Successes and Achievements
• Ongoing improvements in the recording and tracking of public complaints have
improved response and accountability .
• On-going training to improve Baseyard maintenance planning , scheduling , reporting
and supervisory management of roads projects and assignments .
• Ongoing documentation of Road Division Management Procedures and Standard
Operating Procedures (SOPs).
• 2015 -2016 Island Wide Road Resurfacing of Local and Collector Roads will be put
out to bid consisting of the following treatments of reconstruction, overlay and seal
coating .
• Ongoing replacement of County road signs to meet new mandated traffic sign
reflectivity requirements. Conducted a detailed physical inventory assessment and
evaluation of the present 2015 -2016 budget Island Wide Road Resurfacing needs in
order to insure road condition objectively.
• Ongoing training and use of Management Productivity Enhancement Tool
(MPET.NET). This is the Maintenance Management Information System (MMIS)
presently being used by the Department of Water, the DPW Wastewater Division and
the State DOT-Highways on Kauai . Four Winds Group has the contract on training
and data implementation and presently ongoing with the training of Roads personnel.
• Ongoing implementation of pavement maintenance management program. The
software is a tool to assist the program manager to determine optimum use of
highway funds.
• Ongoing use of iWORQ Systems data consisting of
o What roads /streets County owned
o Condition of the roads /streets pavement
o Traffic signs, object markers, delineators
FY 2016 PW Budget Presentation Page 25
o Traffic pavement markings
o County guardrails
o County bridges, culverts, drainage systems on the County -Right-of-Ways
o Utilities on the County Right-of Ways
• The survey has been conducted intersection to intersection or at points established by
GIS (Geographic Information System) mapping of centerline. iWORQ was also the
consultant that determined the signs needing replacement to meet Federal Retro-
reflectivity requirements .
• Vehicle /equipment safety and training is ongoing.
IV. Challenges
• The County's fiscal situation has crippled ample funding to address an ever increasing
backlog of road repairs and maintenance.
• The status of Roads in Limbo, Private Roads and Paper Roads ownership undetermined
Roads Division field daily complaints and requests for maintenance with no legal
resources and frustrates the public .
• Meeting new mandated traffic sign reflectivity requirements.
• Increasing public expectations.
V. FY16 Goals & Objectives
• To keep County roads and bridges safe for public use
• To anticipate and address road, bridge and drainage needs
• To make the best and most efficient use of the Division's resources
• To improve internal and public communication
• To instill pride in the jobs that we perform
• Employ more varied and more targeted pavement repair treatment methods
[reconstruction , asphalt cement overlay, and seal coat (consist of repair patching , crack
sealing and overall pavement surface seal coating)] in pavement repair and repaving
projects to reduce overall roadway life cycle costs.
• Work with the County Planning Department, County Attorney and legislative bodies to
address roads in limbo and paper roads.
• Ongoing supervisory training is being brought to a higher standard (training has started in
planning, scheduling, report-writing , cost analysis, purchasing system, morale-motivation
training, and accountability).
• Roads Division continues working with IT to use GIS (Geographic Information System)
mapping to identify problem areas and pinpoint public safety concerns. GIS will be an
integral part of Pavement Maintenance Management Program and of the Management
Productivity Enhancement Tool I Maintenance Management Information System .
• Reorganization of personnel and equipment assignment to make operations more efficient
has started and ongoing.
FY 2016 PW Budget Presentation Page 26
Comparati v e Graphs Highwa y s Division
FY 2015 Operating Budget FY 2016 O p erating Budget
• Salary and Wages
•Benefits
•Utilities
•V ehicle/Equip,
Lease
•Operations
FY 2015 and FY 2016 Comparison
•Salar y and Wages
•Benefits
•U tilit i es
•V ehicle /Equip,
Lease
• Operations
5,000,000 ~-----------------------~
4,500,000 -t---------------------
4,000,000 +----------------------
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Salary and
Wages
Benefits Utilities Vehicle/Equip, Operations
Lease
FY 2015 FY 2016 $+I -% + /-
Salary and Wages 3,722,724 3,838,859 116,135 3.1%
* Benefits 2,083,891 2,121,929 38 ,038 1.8%
Utilities 1,254,610 1,150,050 -104,560 -8 .3%
Vehicle/Equip, Lease 507,041 481,041 -26,000 -5.1%
Operations 3,651,699 -943,874 -20.5%
11,243,578 -920,261 -7.6%
* FY 2015 Benefits include restorin
FY 2016 PW Budget Presentation
FY 2016
Page 2 7
VI. Operating Budget Discussion
The increase in Salary , Wages and Benefits is directly related to the increases of
collective bargaining across the board .
The Operations budget decreases reflect savings of the lower cost of electricity due to
lower fuel cost for KIUC. The savings for this FY of the Island wide resurfacing
resources in line with Roads Division plan to present IWRR every two years. In addition
Roads Division vehicle and equipment leases expiring created further savings .
FY 2016 PW Budget Presentation Page 28
WASTEWATER MANAGEMENT
Donald Fujimoto, P.E., Environmental Services Officer
Edward Tschupp, P.E., Chief
I. Mission Statement
The mission of the Division of Wastewater Management is to protect the public's health ,
safety , and the en v ironment by de v eloping and operating the County's w astewater
infrastructure.
II. Successes and Achievements
• Construction underway for significant projects , including the Wailua WWTP
Improvements , 'Ele'ele WWTP Improvements, Coco Palms Pump Station Odor
Control Project and the Island-wide SCADA system Upgrade Project The Wailua
project , partially funded by an EPA grant , is substantially complete.
• Energy conservation measures identified for planned capital impro v ement projects .
Collaborating with Office of Economic De v elopment stud y on possible use of Lihu ' e
Digester gas .
• Completion of the first phase of the odor control project for the Coco Palms sewage
pump station . The second phase (addition of carbon filter) is out to bid .
• Proceeding with EPA grant funded project for the development of an R-1 distribution
system for W aimea WWTP
• Proceeding with a rate study for sewer user fees .
• Completed consultant review of Division's Safety program.
• Construction complete for Wailua WWTP Improvements , and construction underway
for 'Ele 'ele WWTP Improvements and Island-wide SCADA project
• Initiate project to expand R-1 distribution system in W a imea
III. Challenges
• Increasing Regulatory Compliance complexity , particularly with the recently issued
National Pollutant Discharge Elimination System (NPDES) permit for Wailua
WWTP
• Aging infrastructure
• De v eloping and maintaining required specialty skills and licensing for our
Wastewater Operators
• Staff turnover due to retirements , and challenges in recruitment of skilled and
licensed new employees to take over from retirees .
• Limited funding and small customer base
IV. FY16 Goals & Objectives
• Improve Operations by staff development , safet y program improvements , facility
maintenance , and capital impro v ement projects
• Maintain and Improve existing facilities , using maintenance management software ,
scheduled equipment maintenance and replacement , and adequate maintenance and
repair equipment and supplies and skilled maintenance personnel
FY 2016 PW Budget Presentation Page 29
• Continued Regulatory compliance and staff development
• Financial sustainability via sewer user fees that cover the cost of providing sewer
service
• Seek additional training opportunities, including new venues
• Continued update and implementation of safety policies and procedures
• Improve baseyard facilities for operation and maintenance staff
• Improve energy efficiency by incorporation of energy conservation measures into
planning and design of pending capital improvement projects
• Improve Bio -solids handling to develop beneficial alternative for Bio -solids
management to reduce costs and save landfill space.
• Seek funding opportunities for grants and low cost loans to support CIP needs.
Objectives Success Measurements Estimated
Outcome
Seek additional training opportunities, including All CEUs needed for license CEUs are
new venues renewals achieved? current.
Continued update and implementation of safety Update Safety Program Current
policies and procedures documents (SOPs) and SOPs,
checklists improved
safety
Improve baseyard facilities for operation and Develop Office Space at Improved
maintenance staff Carriage House Operational
Work Area
Improve energy efficiency by incorporation of Reduce water and electrical Reduce
energy conservation measures into planning and costs per gallon treated Utility Costs
design of pending capital improvement projects
Improve Bio-solids handling to develop Tons /year bio-solids Diversion of
beneficial alternative for Bio-solids management diverted from landfill Sludge from
to reduce costs and save landfill space. Landfill
Seek funding opportunities for grants and low SRF funded projects Reduce
cost loans to support CIP needs. Grant funded projects Project
Capital Costs
FY 2016 PW Budget Presentation Page 30
Comparative Graphs Wastewater Division
FY 2015 Operating Budget FY 2016 Operating Budget
1%
•Salary and Wages
•Benefits
•Utilities
•Vehicle /Equip,
Lease
• Operations
FY 2015 and FY 2016 Comparison
5,000,000 .......---------------------------.
4,500,000 -+---------------------=~---!
4,000,000 -r---------------------
3,500,000 ---------------------
3,000,000 +---------------------
2,500,000 -r---~:-------------------
2,000,000
1,500 ,000
1,000,000
500,000
0
Salar y and
Wages
Benefits Utilities Vehicle/Equip, Operations
Lease
•S alary and Wages
•Benefits
•Utilities
•V ehic l e/Equ i p,
Lease
• Operations
FY 2015
FY 2016
V. Operating Budget Discussion
Salaries and wages as a category are increasing by approximately 9% due to:
• General salary increases of collective bargaining agreements.
• Overtime expenses were underbudgetted in 2015, as collective barganing
agreement changes for standby compensation were not incorporated in FY 15
budget. Overtime provisions incorporating the CBA provisions for standby
compensation account for most of the increase in salary and wages.
Benefits, inclusive of OPEB increase by approximately 11.6%.
Utilities include a provision for electrical rate increases for an overall increase of
approximately 1.8%.
Equipment Lease costs remain the same.
Operations expense decreased by approximately 3 .2% primarily due to completion of
additional SRF loan payments.
FY 2016 PW Budget Presentation Page 32
SOLID WASTE DIVISION
Donald Fujimoto, P.E., Environmental Services Officer
Troy Tanigawa, P.E., Environmental Services Management Engineer
I. Mission
The mission of the Solid Waste Division is to maintain public health and safety by
providing reliable programs to properly manage municipal solid waste (MSW) for the
Island of Kauai, and to maximize waste diversion on Kauai by providing cost-effective,
convenient, and reliable waste diversion opportunities to Kauai residents through source
reduction, reuse, and recycling.
II. Vision
• Maintain a balance of reliability, efficiency, and cost effectiveness for County solid
waste management programs.
• Identify and implement appropriate integrated programs to divert solid waste from the
County landfill. In concert with the recently adopted "Zero Waste Resolution", the
goal of the Division is to achieve 70% waste diversion source reduction, reuse,
recycling and composting by the year 2023.
• Further maximize waste diversion by promoting all existing waste diversion
opportunities to the residential and commercial sectors as appropriate. Provide
technical assistance to the commercial sector and private recyclers. Provide public
education in schools and to the community at large.
• Conduct County solid waste management programs and operations in accordance
with applicable government regulations.
III. FY 2015 Successes and Achievements
• PAYT Variable Rate Ordinance.: Kaua'i County was the first municipality in the
State of Hawai 'i to pass a Pay As You Throw (PA YT) variable rate for residential
refuse collection. Under the new program which will commence in July of2015,
residents can select a 64-gallon refuse cart for $10 per month, or a 96-gallon refuse
cart for $18 per month. PA YT economic incentives have been proven to reduce
residential waste streams by 17%.
• Ensuring Sufficient Capacity at the Kekaha Landfill. The County has continued
work on Vertical Expansion which will provide an additional 5 years.
• Preparation of Environmental Impact Statement for new County Landfill. The
EIS is the first step in gaining official entitlements to site and construct a new
municipal solid waste landfill. In FY 2015, successes include:
a. Commencement of the wildlife hazard assessment project and completion of 20 of
24 daytime wildlife surveys and 4 of 4 night surveys. Established a working group
relationship with Department of Transportation Airports Division and other
concerned federal and state agencies to work through Wildlife Hazard Issues
relating to the Lihue Airport.
FY 2016 PW Budget Presentation Page 33
b. Completed the traffic study for four feasible routes to the proposed site and a
recommendation of a preferred route.
• Waste Diversion. County contracts resulted in approximately 28 ,900 tons oflandfill
diversion in FY 2014, which is 3 ,000 tons more than FY 2013. Economics as well as
government-mandated programs and disposal restrictions continued to result in
successful private sector diversion programs . Based on surveys of private sector
entities and data obtained from the State of Hawai 'i , it is estimated that private sector
programs contributed to 27 ,000 tons of diversion. With the landfill tonnage at 76 ,061 ,
the overall recycling rate on Kaua'i was approximately 42 % in FY 2014 .
• Recycling Education and Awareness. The County Recycling Office continues to
promote and maintain awareness of the dozens of diversion opportunities available to
residents , visitors, and businesses. For a comprehensive list and explanation of
programs, see www.kauai.gov /recycling .
• Transition Management of the Refuse Collection Operation to the Division of
Solid Waste Management. Currently negotiating the Memorandum of
Understanding agreement necessary to transfer to the Division of Solid Waste
Management the authority to manage the refuse collection operation .
• Negotiation of New Phase III of Automated Refuse Collection. Phase III
completes the island-wide transition from manual refuse collection to automated
refuse collection. Greater efficiency, increased productivity, and improved safety
working conditions for personnel are key factors in the County's decision to go to the
Automated Refuse Collection System. New automated routes are planned to go into
effect on July 6 , 2015, subject to successful negotiations with the UPW .
• Landfill Baseliner Investigation. In response to termite damage to the liner
discovered at the Kekaha Sanitary Landfill , completed initial and follow up
investigations that concluded with a 15' wide x 20' long trench to expose the landfill
baseliner components in the area that exhibited the highest concentration of termite
activity in test pits from the initial investigation. This work confirmed the termite
damage to the baseliner is isolated to the region above the waste containment zone
and therefore do not pose an imminent threat for release of leachate to the
environment.
IV. FY 2015 Challenges:
• Landfill Siting. The County continues to work on securing the commitment of the
landowner and will continue to work to mitigate vehicle traffic related issues and
Wildlife Hazard Mitigation planning relative to Lihue Airport in conjunction with the
completion of remaining tasks in the EIS process for the proposed landfill at the
Ma'alo Site.
• PA YT Cart Size Choice. Challenged in getting responses from customers on their
refuse cart size choice under the PA YT program. Conducting multiple media efforts
to gather this information from customers in advance of the cart distribution in May
and June.
FY 2016 PW Budget Presentation Page 34
• Unscheduled Closures for Green Waste Diversion operations. Unscheduled
closure of green waste diversion sites continue to be a challenge , especially at the
Hanalei RTS. Weather and site limitations at the Hanalei RTS pose significant
challenges for operations to maintain a safe drop off area for residents while ensuring
timely loading and transport of green waste so permitted site capacity is not exceeded.
It is anticipated that unscheduled closures will persist while work to develop
permanent improvements is being completed. Design is underway for a top load drop
off area for greenwaste.
V. FY 2016 Goals and Objectives:
Goals/Obi ectives Comp. by Outcomes
Complete full automation of refuse collection in the remaining 7 /6/15 Continue to
communities in the North , South and West Kauai. manage overtime
and reduce
workmens' comp
claims.
Educate contractors and assist with compliance preparation for Proposed 4 ,000 tons per
proposed Construction/Demolition Diversion Ordinance targeting ordinance year diversion
materials where adequate processing capacity and markets currently adoption date
exist. 7 /1/16
Educate businesses and assist with compliance preparation for Proposed 8,000 tons per
proposed Commercial Recycling Ordinance requiring businesses to ordinance year diversion
establish recycling programs for designated recyclables . adoption date
7/1 /1 6
Provide technical assistance to the commercial sector and private Ongoing Ordinance
recyclers . compliance
Launch Pay As You Throw (PA YT) variable rate ordinance for refuse Ordinance Incentive for
collection. Distribute various size carts to customers . effective waste diversion
7 /1/15
Implement a Materials Recovery Facility (MRF) to sort single stream 12 /1117 Facilitate curbside
recyclables . recycling
Provide public education in schools and to the community at large Ongoing Increased program
participation
Complete Design for Improvements to Refuse Transfer Station Anticipated Improve
Operational Components August 2015 stormwater and
non-stormwater
discharge while
reducing or
eliminating
unscheduled
closures
FY 2016 PW Budget Presentation Page 35
VI. Performance Measures
a. Waste Diversion Rate. The Waste Diversion Rate is the ratio of all waste
diversion/recycling tonnage and the total generation tonnage (diversion/recycling
tonnage+ disposal). The waste diversion rate is an indicator of how effective
existing di v ersion/recycling programs are at reducing the waste stream going into the
landfill.
b. Program Reliability
i. Refuse Collection Service. Refuse collection is one of the most widely
used service provided b y the Solid Waste Division , with a total exceeding
l 9 ;000 customers per week. Routes not collected at least by the day after
originally scheduled will be monitored and causes will be identified and
evaluated.
IL Mixed Waste Disposal at Refuse Transfer Stations. Refuse Transfer
Station (RTS) operate around 352 days out of the year , providing
businesses and residents with an option to properly dispose of solid waste.
Unscheduled closures will be monitored and causes will be identified and
e v aluated.
ni. Waste Diversion Programs at Refuse Transfer Stations. Segregated
Greenwaste , Scrap Metal & White Goods , Used Motor Oil , Scrap Tires
are accepted at all RTSs and the Landfill . RTSs operate around 352 days
out of the year , providing businesses and residents with an option to
dispose of solid waste. Program participation is heavily dependent on
reliability of the service. Unscheduled closures will be monitored and
causes will be identified and evaluated .
i v . Residential Drop-Off Program for Recyclables. The residential drop box
program has 8 sites from Hanalei RTS to the Kekaha Landfill , where
recyclables (tin cans , glass , corrugated cardboard , newspaper , mixed
paper , plastic bottles & food trays , and aluminum cans) are received.
Available bin space has a direct correlation to the likelihood that
participants will recycle regularly . Occasions where full bins are reported
will be monitored and causes will be identified and evaluated .
c. Safety Track Record. Solid Waste disposal operations in Kauai County are
becoming more mechanized , therefore the shrinking requirement for heavy
manual labor should naturally translate to a lower risk for ph y sical injury from
industrial accidents and lost w ork time . Lost work time due to injury will be
monitored and causes will be identified and evaluated .
VII. Vacant Position Listing
• Senior Account Clerk
• Solid Waste Worksite Attendant /Solid Waste Worker (Hanapepe RTS)
• Refuse Colle c to r /Solid Waste Worker
FY 2016 PW Budget Presentation Page 36
VIII. Itemized Listing of Grant Funds
FY 2015 grant funds shown below. FY 2016 budgets e x pected to be similar unless noted.
Deposit Beverage Container Contract with State Department of Health Solid and
H d W t B h ASO L 14 047 M d 1 azar ous as e ranc , og -0 .
Expense Item Budget
Salaries and benefits for 2 full time Recycling Specialists $144 ,311 .20
Leases, rentals, utilities $15,120.00
Mileage for inspections , travel contingency $3 ,820.00
Contract for CRC operations , office supplies , recycling bins , flyer $77 ,500.00 development and printing
Total $240 ,751.20
Electronics Recycling Contract with State Department of Health Solid and
H d W t B h ASO L 12 126 M d 2 azar ous as e ranc , og -0 .
Expense Item Budget
Public Education including news ads , radio ads , flyers, & displays $54,874.00
Program administration $17,512.49
Total $72 ,386.49
Used Motor Oil Collection Program with State Department of Health Solid and
Hazardous Waste Branch, ASO Log 13-011Mod.3
Have traditionally been funded $63 ,333 per year to operate residential used motor oil and
used motor oil filter collections at Refuse Transfer Stations and Kekaha Landfill.
Contract paid for hauling and processing services , off-spec oil testing and disposal ,
program supplies , public education , and contract administration . Received notification
from the State Department of Health on February 9 , 2015 that funds are not available in
FY 2016. Will utili z e State rollover funds and County funds to pay the minimum
program costs to continue the program in FY 2016 .
Glass Advanced Disposal Fee (ADF) Recycling Program with State Department of
Health Solid and Hazardous Waste Branch, ASO Log 15-003
Funds from this contract have traditionally been used to reimburse the County for the
incremental portion of ADF glass collected in the Kaua 'i Recycles Drop Bins and
processed for on-island reuse . In December 2015 the State releasedAudit of the
Department of Health's Glass Advance D isposal Fee Program , Report No. 14-16. Among
the recommendations in the report was suspending allocations of funding to Kaua' i
County until we have an approved buyback program . In th e past , attempts have been
made to establish buyback programs, but local processors did not respond to grant
applications because State funds were too l ow. The direction of this program is unclear
for FY 2016.
FY 2016 PW Budget Presentation Page 37
Com arati v e Gra h s Solid W aste Di v ision
FY 20 1 5 Operat i ng Budget FY 2016 Operating Budget
10,000 ,000
•Salary and Wages
•Benefits
•Utilities
•Vehicle/E quip ,
L ease
•Operations
FY 2015 and FY 2016 Comparison
9,000,000 -t------------------------I L
8 ,000,000 +-------~--------------
7,000,000 +----------------------
6 ,000,000 +----------------------
5,000,000 +----------------------
4 ,000 ,000 t--:==:ii =;------------------
3 ,000,000
2,000,000
1,000,000
0
•Salary and Wages
•B enefits
•Utilities
•Vehicle/Equip,
L ease
• Operations
FY 2015
F Y 20 1 6
S alary and
Wages
B e nefits Uti l ities Ve h icle/Equip, Operations
Lease
FY 2015 FY 2016 $+I -%+/-
Salary and Wages 3,763,906 3,866,468 102,562 2.7%
* Benefits 2,175,871 2,203,660 27,789 1.3%
Utilities 44,868 42,567 -2,301 -5.1%
Vehicle/Equip, Lease 967,436 1,275,500 308,064 31.8%
Operations 8,786,604 9,476,507 689,903 7.9%
15,738,685 16,864,702 1,126,017 7.2%
* FY 2015 Benefits include restorin
FY 2016 PW Budget Presentation Page 38
XI. Operating Budget Discussion
"Operations" cost increases are primarily due to funding requirements for new projects
including a waste characterization study and repair and maintenance projects a t disposal
facilities. These projects are essential to advance plans to improve our capacity to manage
our solid waste in the best possible way and maintain reliable services at our disposal
facilities . Increased funding requirements are also attributed to fuel and repair and
maintenance costs , needed to sustain our fleet of vehicles /equipment for curbside
collection and transfer of solid waste to the Kekaha Landfill . The request also includes
purchase of routing software to help maximize efficiency of curbside collection
operations . The "Other Services " line items for contracted services e x perienced a slight
decrease in both Disposal and Recycling Sections of the operating budget.
The increase in the "Vehicle /Equipment , Lease" can b e attributed to purchase of
equipment used in various aspects of Solid Waste operations . Equipment recommended
for purchase includes a replacement tarping machine for the landfill operation (alternate
daily co v er), roll-off bins to replace unrepairable bins , 2 side loader trucks , and a
replacement for an existing roll-off truck (new hooklift truck).
Increase in "Salaries " is due to Collective Bargaining increases , as well as an additional
position as discussed below:
Position Description/Rationale Salary
Civil The Di v ision of Solid Waste Management has multiple CIP as well $55 ,236
Engineer IV as operating budget projects that require focused attention b y a
qualified indi v idual. Tasks include required research to determine
essential design elements , budgetary estimates , and preparation of
testimony and /or presentations for budget meetings and hearings as
necessary. Assists with pre and post procurement tasks for planning ,
design , construction , etc. in order to implement the various projects.
Administers various goods & services and construction contracts
involving the imp l ementation of projects , performs project field
inspections ; prepares reports and maintains project files for various
goods & services contracts and construction contracts. Maintains
records and assists in updating regulatory permits issued to v arious
Count y solid waste facilities. Administers various goods & services
and professional services contracts i .e . Post Closure monitoring and
Maintenance for Halehaka and Kekaha Landfills, NPDES General
Permit Compliance for various Solid Waste Facilities . Conducts site
visits to assist in monitoring facility activities to maintain operational
efficiencies and compliance with the County Code and regulatory
permits , etc., and prepares reports and recommendations . De v elops
and updates standard operating procedures as necessary . Assists in
preparation of operating protocols and procedures for areas where
projects are implemented at operations staffed by Count y employees.
FY 2016 PW Budget Presentation Page 39