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HomeMy WebLinkAboutFY 2020 Budget Presentation (Department of Public Works)1. DEP AR TM ENT OF PUBLIC WORKS THE C OU NT Y OF K AU A ' I LYL E TABATA DE P UTY COUNTY ENGINEER DEREK S. K. KAWAKAMI, MAY OR MICHA EL A. D A HILIG, MANAGING DI RECTOR ADMINISTRATION DIVISION FY 2020 BUDGET AND OPERATIONS SYNOPSIS FY 2019 to FY 2020 BUDGET COMPARSION FY 2019 FY 2020 $+I -% +I- Salary and Wages 575,264 597,852 22,588 3 .9% Benefits 240 ,908 340, 188 99,280 41.2% Utilities 0 0 0 0.0% Vehicle/Equip , Lease 0 0 0 0 .0% Operations 91 ,048 91,049 1 0.0% 907 ,220 1,029 ,089 121 ,869 13.4% FY 2019 Operating Budget FY 2020 Operating Budget 500,000 400,000 300,000 200,000 100,000 0 •Salary and Wages • Benefits •Utilities 0% 0% •Salary and Wages • Benefits •Utilities FY 2019 and FY 2020 Comparison Salary and Wages Benefits Utilities www.k au ai.gov Vehicle/Equip , Operations Lease 4444 Ri ce Street Suite 275 • Llhu'e, H awai'i 96766 • (808) 241-4992 (b) • (808) 241-6604 (f ) An Equ al Opportunity Employer FY 2020 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET The Public Works administration budget has seen no major variances in its operating budget. The budgets which follow that do show major changes are in Roads Division with the GET surcharge funds to perform road resurfacing and bridge repairs , there is a half years funding which was included in 2019 and a full years funding planned for 2020 FY. Further increases to Solid Waste Management and to Wastewater Management are significant toward meeting our regulatory needs of these Divisions while we keep pace of the aging infrastructure. 3. OPERATIONAL CHALLENGES The administration continues to support the six Divisions of Public Works through the means of servant leadership for the planning, coordination and delivery of the Health and Safety needs of our Community infrastructure and services. 4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2019 1. Completion of the Final Environmental Impact Statement (FEIS) for the New Landfill at Maalo. 2. Recovery efforts from the April 2018 record rainfall event has required a large portion of the department's efforts of the Divisions of Roads, Engineering and Solid Waste in order to meet the needs of our community and to recover maximum of 75% of our reimbursable costs from FEMA. 3. Rehabilitation of Pua Nani street storm drain which has been a problem for over 8 years. 2 1. FISCAL DIVISION FY 2020 BUDGET AND OPERATIONS SYNOPSIS FY 2019 to FY 2020 BUDGET COMPARSION FY 2019 FY 2020 $+I -% +I- Salary and Wages 217 ,254 231,396 14, 142 6 .5% Benefits 113 ,568 134,436 20 ,868 18.4% Utilities 1,200 1,200 0 0.0% Vehicle/Equip , Lease 0 0 0 0 .0% Operations 9 ,003 10,004 1,001 11 .1% 341 ,025 377,036 36,011 10.6% FY 2019 Operating Budget FY 2020 Operating Budget 0% 3% 0% •Salary and Wages • Benefits •Utilities •Vehicle/Equip, Lease •Salary and Wages • Benefits •Utilities •Vehicle/Equip , Lease FY 2019 and FY 2020 Comparison 150,000 100,000 50,000 0 Salary and Wages Benefits Utilities 3 Vehicle/Equip , Operations Lease FY 2019 FY 2020 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET Increased Budget for supplies due to costs increase and demand increase. 3. OPERATIONAL CHALLENGES 4. HIGHLIGHTS FROM FY19 4 1. BUILDING DIVISION FY 2020 BUDGET AND OPERATIONS SYNOPSIS FY 2019 to FY 2020 BUDGET COMPARSION FY 2019 FY 2020 $+I -% +I- Salary and Wages 1,250,434 1,260,642 10,208 0 .8% Benefits 676 ,615 798,485 121,870 18 .0% Ut ilities 1,316,501 1,321 ,751 5,250 0.4% Vehicle/Equip , Lease 0 0 0 0 .0% Operations 54,984 54,984 Q 0 .0% 3 ,298,534 3,435 ,862 137,328 4.2% FY 2019 Operating Budget FY 2020 Operating Budget •Salary and Wages •Benefits •Utilities •Salary and Wages •Benefits •Utilities •Vehicle/Equip, Lease •Vehicle/Equip , Lease 1,000,000 800,000 600,000 400,000 200,000 0 FY 2019 and FY 2020 Comparison Salary and Wages Benefits 5 Utilities Vehicle/Equip , Operations Lease FY 2019 FY 2020 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET None. 3. OPERATIONAL CHALLENGES Part of the responsibility for Building Division is permitting and code enforcement. In order to provide accurate and efficient service we need to have fully staffed, well-trained personnel. Our intent for FY2020 was to move two positions (Building Permit Clerk and Supervising Plans Examiner) from the Revolving Fund to the General Fund. Since this request was denied it limits our capability of increasing staff to address the growing number of building, plumbing, electrical, and sign violation complaints our office receives weekly. As codes change and are updated to reflect new technology, methods and materials our plans examiners and field inspectors need training in order to effectively apply new codes. Budget constraints limit our training opportunities. 4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2019 1. Started construction of the Lihue Town Core Mobility & Revitalization Project (TIGER). 2. Successfully adopted the 2015 International Energy Conservation Code. 3. Will complete the construction of the Adolescent Treatment and Healing Center. 6 ENGINEERING DIVISION FY 2020 BUDGET AND OPERATIONS SYNOPSIS 1. FY 2019 to FY 2020 BUDGET COMPARSION FY 2019 Salary and Wages 1,115,191 Benefits 516,066 Utilities 0 Vehicle/Equip, Lease 0 Operations 79,971 1,711,228 FY 2020 Operating Budget 0% 6% •Salary and Wages • Benefits •Utilities FY 2020 ~+I -0/o +I - 1,128,388 13,197 1.2% 641,722 125,656 24.3% 0 0 0.0% 0 0 0.0% 109,971 30,000 37.5% 1,880,081 168,853 9.9% FY 2019 Operating Budget •Salary and Wages • Benefits •Utilities •Vehicle/Equip, Lease •Vehicle/Equip , Lease 1,000,000 800,000 600,000 400,000 200,000 0 FY 2019 and FY 2020 Comparison Salary and Wages Benefits 7 Utilities Vehicle/Equip, Operations Lease FY 2019 FY 2020 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET The proposed budget for Engineering Division includes an increase from $43,500 to $63,500 for the Other Services budget line item. This change is to increase the "Surveying Cost" portion of this account from $30 ,000 to $50,000. The County of Kaua'i has not been able to find a qualified County Surveyor since 2015, when the former County Surveyor retired. In January 2018, the County executed a contract with Esaki Surveying and Mapping, Inc . to provide land surveying services on a contract basis. This contract is being successfully used to provide surveying services for various Divisions of Public Works as well as other departments. There is currently a backlog of project assignments for the contract surveyor, in part due to limitations on funding available each fiscal year. Engineering Division is requesting additional funding for FY2020, so that we can better ensure that all necessary project assignments can be funded and completed. The proposed budget for Engineering Division includes an increase from $3 ,500 to $13,500 for the Other Services budget line item. This increase is proposed to fund the purchase a new large format scanner/plotter for Engineering Division , with an estimated cost of $10,000. The current plotter is a Hewlett Packard DesignJet T1120PS that was acquired on July 2 , 2009. The existing plotter and scanner has increasing needs for repairs, resulting in loss of productivity. Because the plotter and scanner is 10 years old, it is increasingly difficult to find parts for the plotter and drivers for newer computers with new technology . Engineering Division consulted with the Information Technology Division, who recommended that the plotter be replaced; IT also provided the estimated cost. Engineering Division uses the large format scanner on at least a weekly basis, in order to archive old maps electronically . Engineering Division uses the large format plotter to print drawings for County projects. Other departments and divisions also request scans or plots on approximately a monthly basis. 3. OPERATIONAL CHALLENGES Engineering Division has chronic staffing challenges for Civil Engineer positions. For several years, the Division has had difficulty recruiting adequate candidates to Kaua'i . In 2018, all Civil Engineer positions were briefly filled. However, the Division is also having difficulty retaining staff. Within the past year, two of the Division 's most promising young engineers left the County to join local contracting companies. Both engineers cited their low County salaries as the primary or sole factor in their decisions to leave. 4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2019 8 AUTOMOTIVE DIVISION FY 2020 BUDGET AND OPERATIONS SYNOPSIS 1. FY 2019 to FY 2020 BUDGET COMPARSION FY 2019 FY 2020 i +I -% +I- Salary and Wages 1,068,194 1,103,886 35 ,692 3.3% Benefits 562 ,471 645,492 83,021 14.8% Utilities 36 , 150 36 ,150 0 0.0% Vehicle/Equip , Lease 37 , 121 84 ,698 47,577 128.2% Operations 1,069,825 1,092,523 22,698 2 .1% 2,773,761 2 ,962 ,749 188,988 6 .8% FY 2019 Operating Budget FY 2020 Operating Budget •Salary and Wages • Benefits •Utilities •Vehicle/Equip, Lease FY 2019 and FY 2020 Comparison •Salary and Wages • Benefits •Utilities •Vehicle/Equip , Lease 1,200,000 -r--------------------------, 1,000,000 800,000 600,000 400,000 200,000 0 Salary and Wages Benefits Utilities Vehicle/Equip, Operations Lease 9 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET None. 3. OPERATIONAL CHALLENGES The Automotive Division continues the ongoing battle with spatial issues due to an increasing fleet and lack of operational area for repairs. The story remains the same -not enough space to perform repairs on equipment and lack of space to use as staging areas for vehicles and equipment waiting to be repaired. 4. HIGHLIGHTS FROM FY19 The Automotive Division continues to update and improve the ever aging County of vehicle and equipment fleet. 10 1. ROADS DIVISION FY 2020 BUDGET ANP OPERATIONS SYNOPSIS FY 2019 to FY 2020 BUDGET COMPARSION FY 2019 FY 2020 ~+I -% +I- Salary and Wages 5,265 ,592 5 ,368 ,348 102,756 2 .0% Benefits 2,759 ,608 3 , 135, 128 375,520 13.6% Utilities 581,930 583,430 1,500 0.3% Vehicle/Equip , Lease 769,559 1,446,275 676 ,716 87.9% Operations 4,370,588 3,544,175 -826,413 -18 .9% 13,747,277 14,077,356 330,079 2.4% FY 2019 Operating Budget •Salary and Wages •Benefits •Utilities •Vehicle/Equip, Lease FY 2020 Operating Budget •Salary and Wages •Benefits •Utilities • Vehicle/Equi p, Lease FY 2019 and FY 2020 Comparison 6,000,000 ~----------------------~ 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 Salary and Wages Benefits Utilities Vehicle/Equip, Operations Lease 11 -FY 2019 FY 2020 2 . MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET None. 3. OPERATIONAL CHALLENGES • Overgrown vegetation including trees from private property o DPW Roads -needs a mechanism to back charge private land owners if they do not take care of their vegetation encroach ing in the County road right -of-way. • Potholes and utility excavations on road pavement o All contractors cutting/trenching County road pavement need to have road permits and have County Engineering sign-off approval of the pavement repair . o All County utility agencies cutting/trenching County road pavement in the course of their operations shall send an e-mail notifying the County Engineer and the Chief of Roads where the pavement cuts were made so the pavement repair can be checked for satisfactory completion. o County roads crew will undergo retraining in the proper procedure for pothole repair. o Roads division is crafting an open-end contract for asphalt pavement repairs at various locations in order that the division can expeditiously respond to emergency asphalt pavement repair. 4 . T OP 3 OPERATIONAL HIGHLIGHTS FROM FY 2019 • Response to Disaster Flooding o Kumu Road • Re-establish access to road, remove landslide debris and vegetat ion • Assist Community with the grave yard head stones o Kepuhi Point-Temporary Dump Site • Assist Solid Waste with removal of metals, appliances, construction debris, and household trash • The challenge with this was working around limited access an weight restrictions • Purchase of Thermoplastic Striping Equipment o Roads Division is now able to effectively stripe roads with end product being longer lasting than conventional paint. • We are currently in the process of properly training our work force on the utilization of this new equipment • County Right of Way Maintenance Ordinance has been reviewed by the County Attorney and Mayor. Sending to County Council has been put on hold . This ordinance would solve the problem of vegetation from private property encroaching and creating problems/liabilities on County Road right of way . 12 WATEWATER MANAGEMENT DIVISION FY 2020 BUDGET AND OPERATIONS SYNOPSIS 1. FY 2019 to FY 2020 BUDGET COMPARSION FY 2019 FY 2020 $+I -0/o + / - Salary and Wages 2,569,954 2,630,513 60,559 2.4% Benefits 1,361,685 1,537,322 175,637 12.9% Utilities 1,768,000 1,838,000 70,000 4.0% Vehicle/Equip, Lease 17,469 574,180 556,711 3186.9% Operations 4,545.796 5.114,222 568,426 12.5% 10,262,904 11,694,237 1,431,333 13.9% FY 2019 Operating Budget FY 2020 Operating Budget 0% •Salary and Wages • Benefits •Utilities •Vehicle/Equip, Lease 5% FY 2019 and FY 2020 Comparison •Salary and Wages •Benefits •Utilities •Vehicle/Equip , Lease 6,000,000 -...--------------------~ 5,000,000 -!-------------------~~ 4,000,000 +-----------------·J~ 3,000,000 +-----------------11 2,000,000 1,000,000 0 Salary and Wages Benefits Utilities Vehicle/Equip, Operations Lease 13 .FY 2019 FY 2020 2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET The biggest increase in our operating budget is the result of a change in direction to lease vehicles/equipment instead of purchasing them in full . This approach will allow the Wastewater Management Division (Division) to purchase more equipment and spread out the payments to better align with the revenue from our sewer customers. As identified in previous County Council meetings, the Division has a lot of equipment that is either at or past its useful life and a significant investment is required to upgrade our utility so that we can reliably treat raw wastewater to protect the health and safety of the public and the environment. This new approach is a big step in the right direction in order to overhaul our aging facilities with new equipment. 3. OPERATIONAL CHALLENGES State and Federal Regulations Maintaining compliance with State and Federal regulations , which require improvements to our facilities, while continually receiving and treating raw wastewater. This requires our design consultants and contractors to develop creative strategies and construction phasing in order to keep our facilities operational at all times. This also requires our operators to be flexible and have a good understanding of the treatment process . The key regulatory-based upgrade is the abandonment of the ocean outfall at the Wailua Wastewater Treatment Plant (WWTP). This is a result of the new requirements provided in the National Pollutant Discharge Elimination System (NPDES) Permit issued by the State of Hawai'i , Department of Health (DOH), Clean Water Branch (CWB) on October 1, 2013 . The permit included effluent limitations for Ammonia Nitrogen which would be very expensive in order to implement without a long us to reliably meet the limits it at all . As a result , the Division has decided to abandon the ocean outfall , promote greater use of R-2 recycled water at the Wa ilua Golf Course and construct a new soil aquifer treatment (SAT) basin as the backup disposal method to R-2 recycled water reuse. Overall, it is a better direction for the County because recycled water reuse helps to offset potable water usage . However, it is a considerable investment for the County and our sewer customers and the progress of these upgrades needs to follow the compliance schedule identified in the permit. Failure to do so would result in fines for the County. 14 Reusing Recycled Water in Waimea Historically, the Waimea WWTP has provided R-2 recycled water to Kikiaola Land Company (Kikiaola) for irrigation purposes. The Division provided this water by pumping it to the lower of two reservoirs owned and operated by Kikiaola. Approximately a year ago, Kikiaola informed the Division that they would be decommissioning the two reservoirs since there were no customers using the water and they did not want the liability of having earthen reservoirs above a residential neighborhood and a hospital. As a result, the Division, which previously permitted the two underground injection control (UIC) wells as backup disposal method in the event Kikiaola was unable to accept R-2 recycled water, was required to permit the two UIC wells as the primary and backup disposal method. In the last year alone, the capacity of the wells degraded rapidly and we are currently operating the wells above the permitted pressure limit. This is very concerning and a big priority for the Division to address. Currently , we are working with a consultant to provide bid and construction services so that we can clean the wells and lower the operating pressure of the wells within our permitted limits. Additionally, the Division is working with Kikiaola to convey the two reservoirs to the County. This will require the parcel containing the reservoirs to be subdivided since they are part of a larger parcel. If the reservoirs are conveyed to the County , the Division will have the ability to relieve the use of the injection wells and work with the agriculture community about using R-2 recycled water. The future goal of the Division is to produce R-1 recycled water as this is the highest quality of recycled water and would allow for the most flexible use of this valuable resource. The Waimea Athletic Field and Waimea Canyon Middle School has been identified as the initial users of the R-1 recycled water. There are ongoing process evaluations being performed at the Waimea WWTP in order for to continually and reliably produce R-1 recycled water. When this is accomplished , the lower reservoir will still be a valuable backup in order to provide R-1 recycled water to agriculture customers since the initial customers (County of Kaua'i, Department of Parks and Recreations and State of Hawai 'i, Department of Education) will only use all of the recycled water during the peak demand summer months. During the other months , there will be excess water that should be reused for beneficial purposes instead of being disposed of in the UIC wells. Staffing The Division is severely understaffed and continually stretched thin in order to be able to reliably protect the health and environment by operating a utility that has been neglected for years . The main areas where improvement could be made is by adding a project manager and an electrician . 15 The Division has four people in the office , which is tasked with performing all of the administrative duties of the Division. This includes regulatory reporting, managing design and construction contracts , sewer billing, customer and contractor inquiries, reviewing building permits, procuring equipment and supporting other Divisions . The Division has one electrician in order to support four WWTPs and 20 sewage pump stations. This is an impossible task and as a result of the other Division members, such as mobilizing temporary bypass pumps, we have been able to avoid a severe raw wastewater spill due to an electrical-related issue. This is unsustainable. Raw wastewater flows are 24/7/365 and when you consider the vacation, sick and holidays that County employees have, we have an electrician for approximately 56% of the year (based on calendar days) or 19% of the year (based on hours since the electrician is not a standby employee). From a safety aspect , there should be two electricians so that we don't have an employee going to a pump station (which is not permanently staffed with any employees) by himself. If anything were to happen to the electrician it could be a while before others become aware of the issue. The current administration has helped the Division take a big step forward by investing in the operating and CIP budget for FY20. This is a great sign that the administration hears and understands our needs . We will continue to have ongoing discussions in the coming years with the administration and hopefully one or both of the positions are provided to the Division. Operating a Small Utility The Division is a small utility , serving approximately 20% of the customers as compared with the Kaua'i Department of Water (KDOW). As a result , there are different and sometimes greater challenges when trying to efficiently and successfully maintain and improve our facilities and our services for our customers. The main issue with a small utility is having a small customer base. As a result , there is a bigger impact to each customer when the Division needs to invest in improving the utility . It is difficult for our sewer customers because it affects our sewer rates but these investments are needed to be able to maintain an aging utility. In addition to this, there are improvements that should be made in order to transform the Division into a more technologically advanced utility and a larger utility that services a greater portion of the island. By expanding the utility , we would reduce the number of cesspools on the island and help individual home owners so that they aren't solely responsible for the expenses to abandon their cesspool (all existing cesspools will be banned in 2050). 16 4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2019 The Division remains on track to meet all of the compliance milestones identified in the Wailua WWTP NPDES permit which will ultimately result in abandonment of the existing ocean outfall and constructing a new SAT basin for backup disposal along with promoting additional R-2 recycled water reuse at the Wailua Golf Course. This project, when finished , will be a major accomplishment for the County and a big step towards promoting recycled water use. The Division worked hard to complete a number of CIP projects. As a result , there will be a lot of construction projects starting in FY20 which will cost over $24 million dollars. This includes the following projects: • Improvements to Existing Hanama'ulu and Kapaia WWPSs • Lihu'e WWTP Process Improvement Project • Wailua Alternative Effluent Disposal System • Wailua SPS 1 Renovation • Wailua SPS 3 Rehabilitation • 'Ele 'ele Subdivision Collection System Rehabilitation • Hanama'ulu Sewer Collection System Rehabilitation • Emergency Repair of Wailua Sewer Manholes The Division continues to be able to maintain its workforce. In the last 6 years only 2 employees have left for other opportunities. This is particularly impressive since we are a wastewater utility and generally speaking, working for a wastewater utility is not a field that is highly sought after. However , once our employees understand the expertise that is needed to properly operate our facilities and the role that they play in protecting the public and the environment , they gain an appreciation for the work and take a lot of pride in their job. This also shows in the support the Division provides for other Departments/Divisions such as the Department of Parks and Recreation and Solid Waste Division. The Division helps to maintain the County's septic systems and supports other pumping needs. The Division understands that by helping the other County services , we are ultimately supporting the public and that is our primary purpose. 17 SOLIDWASTE MANAGEMENT DIVISION FY 2020 BUDGET ANP OPERATIONS SYNOPSIS 1. FY 2019 to FY 2020 BUDGET COMPARSION Salary and Wages Benefits Utilities Vehicle/Equip, Lease Operations FY 2019 4,434,364 2,451,911 37,021 1,889,185 11,369,336 20,181,817 FY 2020 4,546,841 2,772,094 38,821 2,126,705 12,688,521 22,172,982 $+I - 112,477 320,183 1,800 237,520 1,319,185 1,991,165 % +/- 2.5% 13.1% 4.9% 12.6% 11.6% 9.9% FY 2019 Operating Budget FY 2020 Operating Budget 4,000,000 2,000,000 0 •Sa lary and Wages •Benefits •Utilities •Vehicle/Equip, Lease • Operat ions FY 2019 and FY 2020 Comparison .Salary and Wages Benefits Utilities 18 Ve h icle/Equi p, Le ase Ope ra tions •Salary and Wages •Benefits •Utilities •Veh i cle/Equip, Lease • Operations FY 2019 1i1 FY2020 2. MAJOR CHANGES ANO/OR VARIANCES IN OPERATIONS BUDGET In the past, a Procurement Specialist of Public Works Department (PWD) provided procurement expertise and contracts management support to the Solid Waste Division (SWD). After retirement of the former Procurement Specialist, the PWD eliminated that position. As a result, various staff members in SWD are managing more than 25 contracts by applying varying degrees of consistency. Properly procuring, managing and tracking contracts by a contracts management professional will minimize risks of negative audit findings and reduce risks of erroneous payments. This position will be able track contracts and report performance by developing and updating a database. In 2019, SWD will start planning and design of Ma'alo Municipal Solid Waste Landfill with an estimated cost of $85 million and eight years of the project duration. Construction of a new landfill is politically high profile and willencounter numerous risks. Successful completion of this project will require strategic planning, timely coordination, effective communication, and seamless orchestration of project stakeholders. In order to effectively manage the largest project in the County of Kauai, it is important to hire a Principle Project Manager. The primary purpose of this position is to develop, coordinate, and control the scope, schedule, budget, and procurement. This position will be responsible for managing project risks, coordinate communications, and ensure stakeholder engagement. This position will be responsible for monitoring and controlling design and construction management consultants, contractors, and other project team members. An additional $90K is requested for wellhead extensions at Kekaha Landfill to continue to collect landfill gas from the final lift of the landfill. Collection and management of landfill gas is a regulatory requirement. An additional $200K is requested to repair electrical system and to maintain/upgrade the blower at the Halehaka Closed Landfill gas collection system. In 2018, the county received a construction bid which was $200K higher than the 2019 approved funding. The 2019 approved budget for Kekaha Landfill Scale upgrade was reduced by $200K. The budget reduction is due to Public Works Department's decision to repair one scale instead of replacing two old scales. Five hundred thousand dollars is requested to transport contaminated soil from Puhi Metals Recycling to Kekaha Landfill. This soil will be used for base material for Kekaha Landfill Lateral Expansion project in 2019-20. 19 An additional $11 OK is requested for Greenwaste process ing . In 2019 , a new contract will be awarded and is anticipated that the cost will be higher because of the lack of competition from vendors and increased quantities . An additional $112K is requested for commercial recycling. This increase is due to the changes in global recycling market conditions. 3 . OPERATIONAL CHALLENGES The SWD is responsible for planning , designing , constructing , managing and operating four Recycling and Transfer Stations (RTS), Kekaha Landfill , Halehaka Closed Landfill, Ma'alo Municipal Solid Waste Landfill (MSWLF), and collection of waste from the ent ire island of Kauai. Solid waste management and MSWLF are highly regulated industry and requires careful plann ing , designing , permitting , monitoring , reporting, and operating . The County of Kauai rel ies mostly on the consultants for most of the required work . As the owner and operator of these solid waste management facilities , it is important for the county to ensure the design , construction , operation , permitting, and monitoring and reporting are in compliance with all applicable rules , regulations, and laws. In order to perform technical review , quality control, regulatory compliance oversight , and project management , the SWD needs to be adequately staffed. At present , SWD has one Project Assistant Position and a Vacant Engineer -VI Position . Due to staffing shortage , projects are falling behind schedule , consultant produced products are not adequately reviewed , contracts are not properly tracked , and facilities are not in compliance with t he regu latory requi rements. Hiring eng ineers , with solid waste management background is very difficult due to limited availabilities and the current salaries in the market are higher than the county 's pay scale . As a result the recruitment for Engineer-VI is taking much longer than anticipated. In order to systematically manage the SWD work program , a comprehensive Work Plan for 2019-20 is developed . Based on the workload ident ified in the Work Plan , additional staffing are needed . Accordingly , requests for two new positions for 2020 budget were submitted for consideration. 4 . TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2019 20