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HomeMy WebLinkAboutFY 2019 Budget Presentation (Department of Public Works)Lyle Tabata Acting County Engineer COUNTY OF KAUA`I Department of Public Works FY 2019 Budget Presentation MARCH 23, 2018 FY 2019 PW Budget Presentation Page 1 ADMINISTRATION Department of Public Works I. Mission The Department of Public Works (DPW) Mission is to deliver excellent service to our constituents and support the health and safety of their communities with sustainable services and solutions. II. Public Works at a Glance (Admin and Six Divisions)  Administration  Oversees and Manages Six Divisions with over 270 employees.  Provides Cost-Effective Administrative Support for FY 2018 Operating Budget of $59,968,846.  Provides Cost-Effective Administrative Support for FY 2018 County of Kauai CIP Budget of $40,748,350.  Provides General Policy Guidance to the Department’s Six Divisions.  Building Division  Code Enforcement, Maintenance and Project Management o Issued 765 Building Permits, 1,887 Electrical Permits, 1,126 Plumbing/Gas Permits, 410 Sign code Permits, and 702 Photovoltaic/Solar Permits, for a total value of $307,329,595 in FY 2017. o Conducted 7,522 Building, 4,566 Electrical, 5,673 Plumbing/Gas Inspections for a total of 17,761 total code inspections in FY 2017  Project Management of Building projects. o Federal Highway Administration (FHWA) funding and the Department of Defense (DOD) Innovative Readiness Training (IRT) grant were secured for the Kawaihau Elevated Boardwalk project. Materials were secured and construction completed. o Secured the Design/Build construction funds for the TIGER Grant project improvements. o In the process of implementing the IRT grant from the DOD for Phase C&D of the Multi-Use Path.  Automotive Division  The Automotive Division filled vacancies and is working with the new employees to meet the demands and requests of the various departments, agencies and the community in regards to equipment supply and vehicle and equipment maintenance and repairs.  Procured new vehicles and equipment to modernize the fleet and keep the County operating efficiently.  The current budget includes a host of equipment that will be a boost to recover from several years of deferring vehicle and equipment replacements. A total of $2,827,000 is submitted for approval which will come with a debt service in the way of lease payments of $587,375 per year. These spent toward replacing vehicles and equipment for Solid Waste, Wastewater, and Roads Division. FY 2019 PW Budget Presentation Page 2  Engineering Division  Capital Improvement Program (CIP) Project Management (From March 2017 through February 2018) o Completed designs in-house for approximately $185,000 worth of construction projects. o Substantially completed approximately $6,400,000 worth of construction projects. o Collector Road Federal aid program, support will be required to help advance island wide resurfacing recovery, leveraging County funds of 20% to the Federal aid 80%, with Engineered Plans, Specifications and Estimates as required to be approved before work can begin.  Regulatory Review o From March 2016 to February 2017, completed the regulatory review of 48 sets of plans for subdivision projects and other large development projects, with an average review time of 32 days.  Safe Routes to School (SRTS) 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. o Currently working on design of approximately $1,160,000 worth of SRTS projects awarded in 2014 for infrastructure upgrades for 5 elementary schools on Kaua‘i.  Roads Division  Base Yard operations, Levees maintenance, Bridge and Road maintenance and construction.  Completed execution of the present local roads Island Wide Resurfacing (IWR). Preserved / Improved / Renovated / Resurfaced in FY 2017 and prepare and placed 2018 IWR out to bid to execute a contract before term of FY 2018.  Hanapēpē & Waimea Levee compliance o Accomplished goal of maintaining levee compliance that permits participation on the National Flood Insurance Program.  Wastewater Division  Operates and maintains four Wastewater Treatment Facilities, and sewer collections and pumping systems located at Wailua, Līhu‘e, Ele`ele, and Waimea.  Ongoing capital improvements for all Wastewater Treatment Plant(s) (WWTP) and Sewage Pump Station(s) (SPS) facility upgrades to meet State Department of Health (DOH) Operations and Maintenance (O&M) environmental compliance.  Working towards addressing the odor issues in the Wailua/Coco Palms area. o Installed two manhole odor control units and based on their initial performance, which included discussions with some of the neighboring commercial properties, the Division will install an additional four units to provide better coverage in the area. o The Division contracted a design consultant to evaluate how the odors can be minimized or prevented from being created within the Arzadon sewer force main.  August 2017 and February 2018 Operator License examinations had high pass rate at all license levels, including another Grade IV operator.  Meeting National Pollutant Discharge Elimination System (NPDES) permit-required compliance schedule for Wailua WWTP to abandon the ocean outfall. FY 2019 PW Budget Presentation Page 3  Successfully performed a pilot test to add an influent filter at the Wailua WWTP.  Continuing discussions to better utilize the anaerobic digesters at the Līhu‘e WWTP, particularly involving the possible capturing and use of the digester gas and reusing the biosolids instead of disposing at the Kekaha Landfill.  Supporting Parks and Recreation in maintaining all septic systems south of Hanalei Bridge.  Supporting Solid Waste Division in maintaining all facilities.  Contracted with consultant for design of Līhu‘e WWTP Process Improvements Ph I to provide treatment capacity to accommodate future development.  Bid out the improvements to existing Hanamā‘ulu and Kapaia SPS projects, which will provide upgraded facilities with increased capacity to accommodate future development.  Solid Waste Division  Operations of Kekaha Municipal Solid Waste (MSW) Landfill, Refuse Transfer Stations (RTS) at Hanalei, Kapa‘a, Līhu‘e, and Hanapepe.  Continue to work toward addressing the Notice of Violation and Order (NOVO) for NPDES permit violations with improvements at our four RTSs. On-going work continues with the Department of Health (DOH) Clean Water Branch (CWB) to complete designs to begin construction of facility upgrades by the fall of 2018.  Kekaha Landfill received 86,889 tons MSW (Municipal Solid Waste) in FY 2018.  Waste Diversion, County contracts diverted approximately 64,767 tons from the landfill for an overall recycling rate of 44% in FY 2017.  Projected revenue for FY 2019 for residential refuse collection is $3.59 M which is similar to last FY. In addition revenue projections for landfill tip fees is at $5 M, same as last year.  Final preparation for the publication of the Draft Environmental Impact Statement is coming to term for the new County Landfill.  Funds for the construction of Kekaha Landfill Cell 2 Lateral Expansion is secured and is in the final design and permitting process before we begin construction.  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. III. Challenges  Planning for future improvements while continuing to meet the day to day needs and demands of the community.  Utilizing limited 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. IV. Overall Department Goals The Department of Public Works Administration seeks to support the six Divisions within the Department, by ensuring manpower, equipment, and materials needs are met adequately. FY 2019 PW Budget Presentation Page 4  Implement systems that will serve to reduce complaints and ‘emergencies’ which will allow us to focus on proactive activities.  Implement the Mayor’s Public Works Holo Holo 2020 projects.  Ensure the health, safety and welfare of the public. Goals/Objectives Success Measurements Outcomes Goal #1 Implement systems that will serve to reduce citizen complaints and ‘emergencies’ which will allow us to focus on proactive activities. 1. Enhance media relations by providing information on public works programs, projects, services and achievements # of monthly updates in the form of media releases. # number of media releases annually Send communications that affect the community as soon as possible. Messages which are clear and concise. 2. Improve relations with community groups and other governmental and non- governmental agencies through periodic, scheduled information exchange sessions, to learn community needs and concerns and to educate the community regarding department responsibility, funding, and projects # of presentations provided to community groups and other governmental and nongovernmental agencies annually Perform timely project meetings securing community support and buy-in, employ Design Charrette process when ever possible. 3. Public inquiries requiring response. Provide a response within 2 working days, if more detail study is required supply an estimated timeline. Meet expectations. Goal #2 Implement the Mayor’s Public Works Holo Holo 2020 projects. 1. Hanapepe Road Resurfacing/Improvements Retrofit Have 100% Plans, Specifications & Engineering estimates (PS&E) to bid construction phase. May 2018 2. Kawaihau, Hauaala, Mailihuna Road Improvements Have 100% Plans, Specifications & Engineering estimates (PS&E) to bid construction phase. May 2018 3. Poipu Road Improvements Have 100% Plans, Specifications & Engineering estimates (PS&E) to bid May 2018 FY 2019 PW Budget Presentation Page 5 construction phase. 4. Puhi Road Improvements Ph. I Construction completed May 2017 5. Sheltered Bus Stop Improvements Ph. III 6. Phase IV in process to begin. Construction complete February 2017 7. New Landfill Environmental Impact Statement (EIS) Phase, Traffic and Roadway Engineering Feasibility Study (TRFEFS), Wildlife Management Plan (WLMP) Complete end FY 2018 Goal #3. Ensure the health, safety and welfare of the public. 8. Support the needs of PW Divisions delivery of programs for health and safety for our employees Insure adherence of the County wide safety program. Actively participate on the County wide safety committee No adverse activities Active PW participation 9. Support the needs of PW Divisions delivery of programs for health and safety for the public Insure compliance of all regulatory agency requirements, State and Federal. Insure compliance of all County Ordinances. No adverse activities All regulatory needs met by CoK 10. Anini Bridge #2 – annual inspections reveal more deterioration, move towards a temporary fix now. Complete the installation of a temporary bridge that will span the existing bridge to provide more time to work through a permanent solution. Completed construction by Spring 2018 11. Roads IWR 2018 funded. Bids complete March 2018 get to contract. IWR begin by summer 2018. FY 2019 PW Budget Presentation Page 6 Comparative Graphs Public Works Administration FY 2019 PW Budget Presentation Page 7 FY 2018 FY 2019 $ + / - % + / - Salary and Wages 622,408 803,345 180,937 29.1% Benefits 338,827 366,029 27,202 8.0% Utilities 1,200 1,200 0 0.0% Vehicle/Equip, Lease 0 0 0 0.0% Operations 110,294 100,051 -10,243 -9.3% 1,072,729 1,270,625 197,896 18.4% V. Operating Budget Discussion The Public Works Administration budget increase overall in Salary and Wages is moving funding previously in the Mayor’s office to fund the County’s CIP manager, Admin assistant, and finally half year salary for County Engineer. Over all the goal was to remain flat and we have. The total Public Works FY 2019 budget is approximately $60 million increase over last year’s 2018 budget of $53 million. The most significant you will see is the increase in the Roads Division IWR budget of $8.6 million which includes one million of IWR and $7.6 million of a half year of GET funds. FY 2019 PW Budget Presentation Page 8 BUILDING DIVISION Douglas Haigh, P.E., Chief I. Mission The mission of the Division of Building is responsible code enforcement and facility development. All programs are responsible for providing the people of Kaua`i with safely constructed public and private facilities. II. Successes and Achievements  Building Permit System – transitioned to 100% electronic plan review.  Completion of the Lydgate Park-Kapa‘a Bike/Pedestrian Path Kawaihau Elevated Boardwalk using FHWA funding and Department of Defense Innovative Readiness Training Grant for the labor and equipment.  Issued the Notice to Proceed to the Design-Build Contractor and secured an additional $1.26 million for the Līhu‘e Town Core Mobility and Revitalization project III. Challenges  Filling vacant positions in a timely fashion due to lack of qualified applicants.  Managing multiple projects with minimal staff  Managing FHWA funded projects approvals through State Historic Preservation Division.  Getting County Council to support adoption of new Building, Electrical, and Plumbing Codes. IV. Goals & Objectives  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.  Improve implementation of electronic building permit applications.  Ongoing development of the Ke Ala Hele Makalae bike & pedestrian path. Priority is the Lydgate-Kapa‘a Bike & Pedestrian Path Phases C & D. V. Operating Budget Discussion Increase in Operations is due to:  Building Division. Salaries increased due to collective barganing. FY 2019 PW Budget Presentation Page 9 Comparative Graphs Building Division Inspection FY 2018 FY 2019 $ + / - % + / - Salary and Wages 1,229,119 1,266,964 37,845 3.1% Benefits 689,608 709,376 19,768 2.9% Utilities 1,310,000 1,316,501 6,501 0.5% Vehicle/Equip, Lease 0 0 0 0.0% Operations 53,270 54,984 1,714 3.2% 3,281,997 3,347,825 65,828 2.0% FY 2019 PW Budget Presentation Page 10 I. Operating Budget Discussion The budget for Building Division is primarily salary and wages and benefits of which increased 3% over the prrevious year. Even with this increase the budget remains flat throughout. FY 2019 PW Budget Presentation Page 11 AUTOMOTIVE DIVISION Dwayne Adachi, Superintendent I. Mission 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 Kaua‘i agencies, enabling the County to provide core services to all districts and communities. II. Successes and Achievements  The Automotive Division has been moderately 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 due to inadequate facility conditions and staffing issues.  Procurement of new vehicles and equipment to modernize the fleet are helpful in keeping the County operating efficiently. New Vehicles and Equipment received in FY2018 include:  (1) 250 KW Generator - Wastewater  (1) 210GLC Excavator – Solid Waste  (1) Rear Loading Refuse Trailer – Solid Waste  (1) 621G Loader – Solid Waste  (2) Side Loading Refuse Trucks – Solid Waste  (4) 6110M Side Arm Mowers – Roads  (4) Tractor Rotary Mowers – Roads  (1) Clipper Mower – Roads  Design of a 1,500 sq. ft. second floor storage mezzanine is being completed by Building 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.  Roof leak repairs totaled 150,000.00 this FY. III. Challenges  Meeting the demands and 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 vacant positions has been a continuous challenge.  Operating productively within our limited space is a daily battle. The County’s vehicle and equipment inventory has increased by 30% over the last 30+ years and continues to grow while our resources remain constant. FY 2019 PW Budget Presentation Page 12 IV. Goals  Provide vehicle and equipment maintenance and support for all departments and agencies, allowing County employees to perform their duties effectively.  Modernize the County’s vehicle and equipment fleet, providing all agencies with reliable and efficient units.  Offer support and disaster relief services to all agencies and the community in emergency situations. V. Objectives Objectives Success Measurements Estimated outcome Analysis of manpower needs, and addressing the need for transitioning from retiring employees to new hires. Create a method of succession planning for anticipated vacancies on going due to lack of qualified applicants. A smoother transition replacing vacancies. Analysis of workplace facility capacity. Determine optimum space needs of the present fleet maintenance requirements, will require consultant to perform needs assessment. Efficient utilization of resources. Facility maintenance and improvements to address immediate term spatial needs. Determine if the division of space between equipment and vehicles is adequate. Efficient utilization of resources. Repair and maintenance service interval on time completion percentage (currently 80%) Improved maintenance interval completion percentage. Improved service to our customers. Average vehicle and equipment repair turnaround time (currently four days) Improved vehicle and equipment repair turnaround time. Improved service to our customers. Industrial accident rates (currently averaging one per year) Reduction of industrial accident rates with improved training opportunities from HR. Reduction to zero accidents. FY 2019 PW Budget Presentation Page 13 Comparative Graphs Automotive Division FY 2018 FY 2019 $ + / - % + / - Salary and Wages 1,197,993 1,243,194 45,201 3.8% Benefits 699,545 689,771 -9,774 -1.4% Utilities 36,150 36,150 0 0.0% Vehicle/Equip, Lease 92,722 37,121 -55,601 -60.0% Operations 1,370,265 1,369,931 -334 0.0% 3,396,675 3,376,167 -20,508 -0.6% FY 2019 PW Budget Presentation Page 14 VI. Operating Budget Discussion Overall the entire Automotive Shop budget remains flat with a slight decrease due to vehicle/equipment lesae debt service retirement. . FY 2019 PW Budget Presentation Page 15 ENGINEERING DIVISION Michael Moule, PE, Chief of Engineering I. Mission 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  Worked with the Mayor’s Office, Public Works Administration, Department of Finance, Planning Department, and The Transportation Agency to successfully pass an Ordinance through County Council to create a ½ cent General Excise Tax Surcharge to fund transportation needs, including road and bridge repairs and construction.  Maintained an average review time for subdivision plans, grading plans, and other construction plans of 30 to 35 days.  Grading permits: o Reviewed, processed, and issued: 22 permits; o Currently open and active: 67 permits o Inspected and closed out: 25 permits  Road permits: o Currently open and active: 89 permits o Inspected and closed out: 3 permits  Driveway permits: o Reviewed, processed, and issued: 46 permits o Inspected and closed out: 39 permits.  Substantially completed the following construction projects: o ‘Anini Bridge #2 Repair o Islandwide Bus Stops Phase 3 o Kapahi Bridge Replacement o Po‘ipū/Kīpuka Crosswalk, flashing beacons, and curb ramps. o Puhi Road Rehabilitation Phase 1  Started construction (or about to start construction) on the following projects: o Mahea Road Sidewalk Project. o Pua Nani Street Drainage Repairs o Pu‘u‘ōpae Bridge replacement o Safe Routes to School Crosswalk and Sidewalk Improvements at Kekaha Elementary School, Kalaheo Elementary School, and Kapa‘a Middle School.  Completed in-house design for the following projects: o Islandwide Roadway Resurfacing for 2019 o Mahea Road sidewalk project o Pua Nani Street Drainage Repairs (completed procurement documents, not design)  Currently conducting in-house design of following projects: o Islandwide Roadway Resurfacing for 2019 (additional streets), o Kilauea Safe Routes to School Action Plan and Conceptual Design (design charrette) FY 2019 PW Budget Presentation Page 16 o Moi Road Sidewalk o Princeville Substation Fuel Tank  Currently managing consultant design for the following projects: o Aliomanu Road Stabilization o Hanapēpē Road Resurfacing. o Islandwide Bus Stops Phase 4 o Kanaele Road repair and stabilization o Kawaihau Complete Streets project o Kīlauea Road resurfacing and Pedestrian/Bicycle access to Kīlauea Point (Managed by FHWA Central Federal Lands, but Engineering Division is reviewing the design). o Līhu‘e Town Core Mobility and Revitalization Project (TIGER Grant) (co-managing this project with other departments and Divisions) o Maluhia and Kōloa Road Improvements (Resurfacing, shoulder widening, etc.) o ‘Ōpaeka‘a Bridge replacement o Po‘ipū Road Multimodal project o Puhi Road Rehabilitation, Phase II o Safe Routes to School for King Kaumuali‘i Elementary School and Kōloa Elementary School. o Salt Pond Sewer Line o Twin Reservoirs Decommissioning III. Challenges:  Staffing: o Engineering Division continues to struggle to fill vacant positions. Two Engineering Division personnel retired during the past year, and one staff member left the County to return to the mainland. We currently have three vacant positions. o Vacancies have resulted in delay on some projects. With the General Excise Tax Surcharge, it will be increasingly important to be fully staffed in order to complete additional projects. We are currently going through interviews and recruitment that should result in filling two of the three vacancies within two months. The third vacancy will likely be filled by the end of Fiscal Year 2018 or soon thereafter. IV. Goals & Objectives  Continue to improve in-house design capabilities o Two staff members are actively learning AutoCAD Civil 3D and using it to design projects that include topographic survey and three dimensional design. o Examples of our recent success include the Mahea Road Sidewalk Project and our current work on the Moi Road sidewalk project.  Implement Complete Streets o The County’s new street design manual has been completed. The final step is to go through rulemaking; this process is anticipated to start in April 2018. o We are incorporating Complete Streets principles in our major projects, sometimes with negligible additional cost, for example we have changed striping plans to provide paved shoulders that allow motorists to overtake bicyclists without delay. Our goal is to ensure that all future major projects have both system preservation and transportation FY 2019 PW Budget Presentation Page 17 improvement (safety, complete streets, congestion management, and economic development) purposes.  Review permit fees and propose fee adjustments if deemed appropriate o No action this year, due to workload and staffing shortages. Comparative Graphs Engineering Division FY 2019 PW Budget Presentation Page 18 FY 2018 FY 2019 $ + / - % + / - Salary and Wages 1,097,054 1,124,995 27,941 2.5% Benefits 630,120 521,942 -108,178 -17.2% Utilities 0 0 0 0.0% Vehicle/Equip, Lease 0 0 0 0.0% Operations 84,171 79,971 -4,200 -5.0% 1,811,345 1,726,908 -84,437 -4.7% V. Operating Budget Discussion Engineering Divisions Salary, Wages, and Benefits remain flat with no salary increases but increase in benefits however off set by hiring new employees at a lower base rate than those who retired. FY 2019 PW Budget Presentation Page 19 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 Four Winds Group MPET (Management Productivity Enhancement Tool) & MMIS (Maintenance Management Information System) Programs to assist Field Operations.  Field Operations has come to life with Field Supervisors understanding the value of the tool in assisting with their work in every phase.  Ongoing improvements in the recording and tracking of public complaints have improved response and accountability.  Ongoing 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). iWorQ’s (Roads Pavement Maintenance Management Program).  Successfully implementing Island Wide Road Resurfacing preventative maintenance, crack fill and surface seal coating.  Improvement in Roads Pavement Management Program reporting capability and planning with GIS (Geographic Information System) pavement mapping.  Three Baseyards moving and completing each district’s concerns projects of pothole repairs, drain line clearing, hazard tree trimming, and roads vegetation control clearing.  Special Construction Section (Traffic Sign & Markings, Roads Bridge Maintenance & Construction, and Equipment Logistics Crews) is progressing to be a great TEAM, moving and completing everything that is assigned.  Conducted a detailed physical inventor y assessment and evaluation of the present Island Wide Road A.C. resurfacing and crack fill & surface seal coating budget needs to insure road condition maintenance needs are objectively met. Council supported the need for more funds for road pavement maintenance by increasing the G.E.T. to help catch up the road maintenance back log. Roads is presently conducting road reconnaissance and evaluating how Roads can accelerate the Comprehensive Road Maintenance List to put the $8 million to most effective use. FY 2019 PW Budget Presentation Page 20  Ongoing replacement of County road signs to meet new mandated traffic sign reflectivity requirements.  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’s Systems data consisting of o What roads/streets County owned o Condition of the roads/streets pavement o Traffic signs, object markers, delineators 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 was conducted intersection to intersection or at points established by GIS mapping of centerline. iWorQ’s was also the consultant that determined road signs needing replacement to meet Federal retro-reflectivity requirements. Initial iWorQ survey was in 2012 and a resurvey of road pavement condition was conducted in 2016. Surveys planned for every 4 years; the next survey is scheduled for 2020 with ongoing road pavement condition monitoring conducted by Roads Division.  Vehicle/equipment safety and training is ongoing. Island Wide Road Resurfacing (IWRR) Projects.  Island Wide Crack Filling and Seal Coating 2017-2018 has been completed.  Island Wide Crack Filling and Seal Coating 2018-2019 bids were open on March 8, 2018.  Island Wide Road Resurfacing AC 2017-2018 Local Roads has been completed.  Island Wide Road Resurfacing 2018-2019 is out to bid and opens March 29, 2018.  2016-2017 Miles Square Yards $ Cost AC 4.15 62,520 $2,078,970.00 CFSC 2.35 30,366 $ 406,114.50  2017-2018 Miles Square Yards $ Cost AC 3.76 35,272 $4,264,879.00 CFSC 9.71 113,900 $2,417,407.00 IV. Challenges  Meet the challenge to move IWR through procurement and contract within the current FY.  The Roads Division fields daily complaints and requests for maintenance of Roads in Limbo, Private Roads and Paper Roads. The public is often frustrated when they learn that the County does not own the road and therefore will not maintain it.  Meeting new mandated traffic sign reflectivity requirements.  Increasing public expectations. V. FY19 Goals & Objectives Goal 1.0 To keep County roads and bridges safe for public use Objective 1.1 Employ varied and targeted pavement repair treatment methods to reduce overall roadway life cycle costs. FY 2019 PW Budget Presentation Page 21 I. Reconstruction: Removal of Failed Area (Full or Partial Depth) II. Rehabilitation: Asphalt Cement Overlay III.Preventative: Patching, Crack Fill and Surface Seal Coating Goal 2.0 To anticipate and address road, bridge and drainage needs Objective 2.1 Work with County Information Technology to use GIS 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 / Maintenance Management Information System. Objective 2.2 Work with the County Planning Department, County Attorney and legislative bodies to address roads in limbo and paper roads. Goal 3.0 To make the best and most efficient use of the Division’s resources Objective 3.1 Reorganize personnel and equipment assignment to make operations more efficient. Goal 4.0 To improve internal and public communication Objective 4.1 Provide ongoing supervisory training in planning, scheduling, report- writing, cost analysis, purchasing system, morale-motivation training, and accountability. Goal 5.0 To instill pride in the jobs that we perform Objective 5.1 Create objective quality measures for work performance Comparative Graphs Highways Division FY 2019 PW Budget Presentation Page 22 FY 2018 FY 2019 $ + / - % + / - Salary and Wages 4,037,941 4,456,101 418,160 10.4% Benefits 2,336,278 2,349,134 12,856 0.6% Utilities 545,780 545,780 0 0.0% Vehicle/Equip, Lease 775,014 767,438 -7,576 -1.0% Operations 6,856,692 11,436,395 4,579,703 66.8% 14,551,705 19,554,848 5,003,143 34.4% VI. Operating Budget Discussion The increase in Salary, Wages and Benefits is directly related to the increases of collective bargaining across the board. In addition a new crew of 3 is proposed to be formed to support Transportation Bus Stop maintenance for the County’s over 150 bus stops improved and to be improved. Equipment leases matching last year’s represents another investment of new equipment to continue the replacement of our aging equipment fleet. The investment of last year and this year should greatly improve equipment availability to service our community. FY 2019 PW Budget Presentation Page 23 The Operations budget increases reflect a commitment by the Administration towards Island Wide Resurfacing funding above the $1.2 million with an increase to $8.6 million to complete a blend of Pavement Preservation techniques, ranging from preventive to major preservation, rehabilitation and reconstruction of our local roads. In addition using 20% matching funds to complete work on our Federal Aid Collector roads to leverage 80% for a goal of another $7.8 million. FY 2019 PW Budget Presentation Page 24 WASTEWATER MANAGEMENT Jason Kagimoto, P.E., Chief I. Mission Statement The mission of the Division of Wastewater Management is to protect the public’s health, safety, and the environment by developing and operating the County’s wastewater infrastructure. II. Successes and Achievements  Working towards addressing the odor issues in the Wailua/Coco Palms area. o Installed two manhole odor control units and based on their initial performance, which included discussions with some of the neighboring commercial properties, the Division will install an additional four units to provide better coverage in the area. o The Division contracted a design consultant to evaluate how the odors can be minimized or prevented from being created within the Arzadon sewer force main.  August 2017 and February 2018 Operator License examinations had high pass rate at all license levels, including another Grade IV operator.  Meeting National Pollutant Discharge Elimination System (NPDES) permit-required compliance schedule for Wailua WWTP to abandon the ocean outfall.  Successfully performed a pilot test to add an influent filter at the Wailua Wastewater Treatment Plant (WWTP).  Continuing discussions to better utilize the anaerobic digesters at the Līhu‘e WWTP, particularly involving the possible capturing and use of the digester gas and reusing the biosolids instead of disposing at the Kekaha Landfill.  Supporting Parks and Recreation in maintaining all septic systems south of Hanalei Bridge.  Supporting Solid Waste Division in maintaining all facilities.  Contracted with consultant for design of Līhu‘e WWTP Process Improvements Ph I to provide treatment capacity to accommodate future development.  Bid out the Improvements to Existing Hanamā‘ulu and Kapaia Wastewater Pump Stations project, which will provide upgraded facilities with increased capacity to accommodate future development. III. Challenges  Aging infrastructure  Admin staffing to keep up with the regulatory, planning and project needs  Increasing Regulatory Compliance complexity, particularly with the NPDES permit for Wailua WWTP  Developing and maintaining required specialty skills and licensing for our Wastewater Operators  Limited funding and small customer base  Anticipation of growth within wastewater service areas, and preparations to ensure capacity and capability to maintain service levels for new residential development. IV. FY18 Goals & Objectives  Continued regulatory compliance. FY 2019 PW Budget Presentation Page 25  Seek funding opportunities, including grants and low cost loans to support capital improvement project (CIP) needs.  Continually improve operations by safety and efficiency improvements, facility maintenance, and CIP.  Finalize designs for improvements at Līhu‘e and Wailua WWTPs for continued facility improvements needed to maintain existing facility functionality and prepare for service area residential growth.  Consistently produce R-1 recycled water at the Waimea WWTP and distribute R-1 recycled water for reuse.  Continually improve operation and maintenance practices and procedures, adopting a more rigorous asset management program incorporating maintenance management software information, standard life expectancy for assets, scheduled equipment maintenance and replacement, adequate maintenance and repair equipment and supplies, and skilled maintenance personnel.  Financial sustainability via sewer user fees that cover the cost of providing sewer service - Rate Study in progress.  Operator training, including the University of Hawai‘i Wastewater Operator Training Program and Hawai‘i Rural Water Association’s training classes.  Improve biosolids handling to develop beneficial alternative for biosolids management to reduce costs and save landfill space. (long term goal) Objectives Success Measurements Outcomes Seek funding opportunities for grants and low cost loans to support CIP needs. SRF funded projects Grant funded projects SRF funding continues to be preferred CIP funding source. Improve operations and facilities Execute CIP projects Upgrades to the facilities are needed and this is most efficiently performed through CIP projects. Finalize designs for Līhu‘e and Wailua WWTP improvements Meet contract schedules Both projects are on schedule and the improvements will help to provide treatment capacity and stability. Consistently produce R-1 recycled water at the Waimea WWTP and distribute for reuse Consistently meeting turbidity requirement for R-1 recycled water Hired consultant to evaluate the treatment process and identify a recommendation(s) Continual progress on operation and maintenance practices and procedures. Compilation of system O&M information for documentation and understanding of O&M needs and practices Increasing use and capabilities of the Division’s asset management program. Financial Sustainability Rates and charges for system users that cover operation, maintenance and replacement costs Rate study in progress, anticipate new rate schedule to be proposed for adoption during calendar year 2018. Staff development and CEUs for license CEUs are current, license renewals FY 2019 PW Budget Presentation Page 26 Training – Provide staff training opportunities for career advancement and to achieve CEUs for maintaining licenses. renewals achieved? Staff progressing to higher level licenses? achieved. Current vacancies for Grade IV operators are problematic. 100% pass rate at February 2018 exam, including 1 Grade IV Operator. Improve biosolids handling to develop beneficial alternative for biosolids management to reduce costs and save landfill space. Tons/year biosolids diverted from landfill. Working on biosolids reuse to divert biosolids from the landfill. Comparative Graphs Wastewater Division FY 2019 PW Budget Presentation Page 27 FY 2018 FY 2019 $ + / - % + / - Salary and Wages 2,468,926 2,556,998 88,072 3.6% Benefits 1,430,499 1,356,099 -74,400 -5.2% Utilities 1,768,000 1,768,000 0 0.0% Vehicle/Equip, Lease 118,240 17,469 -100,771 -85.2% Operations 4,403,896 4,545,796 141,900 3.2% 10,189,561 10,244,362 54,801 0.5% V. Operating Budget Discussion Salaries and wages as a category are increasing due to bargaining unit increases. Utilities recognize the current low energy rates and are budgeted for anticipated stable performance. Overall operations expense remained flat with only minimal increase over last year. FY 2019 PW Budget Presentation Page 28 SOLID WASTE DIVISION I. Mission The mission of the Solid Waste Division (SWD) is to maintain public health and safety by providing reliable programs to properly manage municipal solid waste (MSW) for the island of Kaua‘i, and to maximize waste diversion on Kaua‘i by providing cost-effective, convenient, and reliable waste diversion opportunities to Kaua‘i 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.  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 2018 Successes and Achievements  Renewed Permits for the Transfer Stations. The Solid Waste Management Permits for all four refuse transfer station(s) (RTS) were updated and approved by the Department of Health (DOH) in December 2017. The permits are valid for 5 years. The renewal was completed in house by the SWD.  Refuse Transfer Station Improvements. Clean Water State Revolving Fund monies have been secured to fund the design and construction of RTS improvements at Hanalei, Hanapēpē, Kapa‘a and Līhu‘e. SWD executed the design contract in February 2018 and is moving forward with the design to assure improved operations and conditions at the RTSs.  Cell #2 Lateral Expansion. Clean Water State Revolving Fund monies have been secured to fund the design and construction of the lateral expansion at the Kekaha Landfill. The SWD has executed the design contract and is moving with the final design and completing the permit to do the construction.  Recycling Opportunities and Education. The County Recycling Office continues to manage a variety of recycling opportunities available to residents, visitors, and businesses. Programs are promoted through the County website, recycling guides, print media, and radio ads. We provide educational presentations for schools and community groups upon request. For a comprehensive list and explanation of programs, see www.kauai.gov/recycling. FY 2019 PW Budget Presentation Page 29  Electronic (eWaste) Recycling. Continue to contract six days per week eWaste recycling program through Resource Recovery Solutions, LLC at the Puhi Metals Recycling Center. In February 2018, the State DOH announced that they will grant funds to the Counties in FY 2018 and FY 2019 to expand and promote eWaste programs. The FY 18 grant is in the process of being executed. Funding will be used to coordinating mobile collection events on the north shore and west side, and to purchase radio and news ads in an effort to maximize eWaste diversion.  Home Composting. The home composting program continues to be the most economical program, diverting organic waste at a cost of approximately $5.65 per ton. Bins are distributed at a rate of about 30 bins per month. The program includes an education component with a short video and live demo at the time of distribution to emphasize different aspects of bin setup and use to ensure residents are able to utilize the composting bin efficiently. We are also continuing our cooperation with several schools on the island to promote composting on campus. IV. FY 2018 Challenges:  Notice of Violation and Order (NOVO). The County has continued to work with the Clean Water Branch (CWB) and the Solid and Hazardous Waste Branch from the DOH to address the NOVO. SWD has implemented various BMPs at all the refuse transfer stations and continue to make improvements. Procedures for weekly BMP site inspections have been initiated and ongoing for over a year. The design contract for transfer station improvements has been executed and the SWD is moving forward with the design. These improvements will address NOVO items and get all locations to meet DOH CWB compliance requirements.  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.  Equipment. Due to the nature of seven day a week operations there has been numerous occasions with equipment being down for repairs and operations/service being affected. Most notable is the automated refuse trucks that service the islands residential refuse collection. These trucks run hard weekly and have frequently been in the Auto Shop for repairs. We recently received and will be operating two new automated trucks that were ordered with FY 17 budget funds to replace two of our older trucks. We have a request in for FY 19 budget consideration to replace three automated trucks. In addition, we are working closely with Auto Shop to emphasize that routine maintenance items are addressed consistently avoiding the more severe issues. Also worth noting as a challenge are the aging compactors at Hanapēpē, Kapa‘a, and Hanalei RTSs. These compactors have gone down during the past year affecting transfer FY 2019 PW Budget Presentation Page 30 station operations. Future RTS improvements and working closely with Auto Shop will help address this issue. We received and started operating a new 85 cubic yard transfer trailer that was ordered with FY 17 budget funds at our Hanalei RTS. Planning ahead for future upgrades, we have also requested two replacement Tractor trucks and two new top load aluminum trailers for Hanalei RTS in our FY19 budget.  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 Līhu‘e Airport in conjunction with the completion of remaining tasks in the environmental impact statement process for the proposed landfill at the Ma’alo Site. V. FY 2019 Goals and Objectives: Goals/Objectives Comp. by Outcomes Provide public education in schools and to the community at large Ongoing Increased awareness and recycling program participation Utilize State DOH Grant funding to expand and promote the eWaste recycling program Ongoing Increased program participation Complete Construction of the Cell #2 Lateral Expansion at the Kekaha Landfill Anticipated Cell A and B January 2020 Increase capacity of the Landfill Complete Construction of Improvements to Refuse Transfer Station Operational Components Anticipated July 2020 Improve stormwater and non-stormwater discharge while reducing or eliminating unscheduled closures Complete EIS for proposed new landfill Anticipated April 2018 Satisfy Statutory disclosure requirement to allow commencement of processes to secure land entitlements 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 diversion/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 by the Solid Waste Division, with a total exceeding 19,800 FY 2019 PW Budget Presentation Page 31 customers per week. Routes not collected at least by the day after originally scheduled will be monitored and causes will be identified and evaluated. ii. Mixed Waste Disposal at Refuse Transfer Stations. Refuse Transfer Station (RTS) operate approximately 352 days out of the year, providing small businesses and residents with an option to properly dispose of solid waste. Unscheduled closures will be monitored and causes will be identified and evaluated. iii. 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 for residents. Small businesses may also divert greenwaste at these locations which operate approximately 352 days out of the year. Program participation is heavily dependent on reliability of the service. Unscheduled closures will be monitored and causes will be identified and evaluated. iv. Certified Redemption Centers. There are six Certified Redemption Centers throughout Kaua‘i accepting plastic, glass, aluminum and bi-metal beverage containers marked with the HI5 symbol. These locations operate various days and hours indicated on the County’s website at: www.kauai.gov/hi5. Businesses and residents rely on these sites in order to redeem their deposits paid under this State program. Unscheduled closures of the redemption centers are tracked and reported to the State Department of Health and causes are identified and evaluated. 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. The SWD operation is becoming more mechanized where advancements in technology can be utilized to minimize employee exposure to health and safety risks associated with manual labor. An example of this is the County’s implementation of automated refuse collection and modified manual collection. Where manual labor is necessary, training and personal protective equipment will be employed to minimize risks of injury to employees. The SWD reviews and updates standard policy and procedures as warranted to ensure risks to employees, customers and the environment are minimized. VII. Vacant Position Listing Current Vacant positions: -EO-III Lihue RTS -EO-III Hanapepe RTS -Scale Attendant Clerk -LF Working Supervisor (Currently recruiting) Anticipated Openings: -SW Working Supervisor FY 2019 PW Budget Presentation Page 32 VIII. Itemized Listing of Grant Funds Deposit Beverage Container Contract with State Department of Health Solid and Hazardous Waste Branch, ASO Log 14-047 Mod. 5 Expense Item Budget Salaries and benefits for 2 full time Recycling Specialists $161,971.81 Leases, rentals, utilities $14,000.00 Mileage for inspections, travel contingency $3,640.00 Contract for CRC operations, office supplies $75,250.00 Total $254,861.81 FY 2018 grant funds shown above. FY 2019 budget for Deposit Beverage Container Contract expected to be similar. Electronic Waste Contract with State Department of Health Solid and Hazardous Waste Branch, Ref. No. 18-OSWM-EW-Kaua‘i FY 2018 grant in process of being executed in the amount of $45,000 FY 2019 grant is anticipated to be $165,000 Comparative Graphs Solid Waste Division FY 2019 PW Budget Presentation Page 33 FY 2018 FY 2019 $ + / - % + / - Salary and Wages 4,212,314 4,434,364 222,050 5.3% Benefits 2,494,834 2,501,204 6,370 0.3% Utilities 38,595 37,021 -1,574 -4.1% Vehicle/Equip, Lease 1,414,845 1,889,185 474,340 33.5% Operations 10,409,706 11,586,337 1,176,631 11.3% 18,570,294 20,448,111 1,877,817 10.1% XI. Operating Budget Discussion Salaries, Wages remained flat or slightly lower and Benefits increased for a gain. Operations cost remained flat resulted in a no change budget for second year in a row. The investment continues at the same rate slightly higher than last year to replace aging equipment to meet the daily demands of the fleet is greatly appreciated and will go a long way towards effective service to our community.