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HomeMy WebLinkAboutFY 2021 Budget Presentation (Department of Public Works)DEPARTMENT OF PUBLIC WORKS THE COU N TY OF KAUA 'I TROYK. TANIGAWA ACTING COUNTY EN G INEER M ICHAEL H. TRESLER DEREK S. K. KAW AK AMI, MAY O R ACT! G DEPUTY COUNTY EN GI N EER MICHAEL A . D A HILIG, MANAGING DIRECTOR Department of Public Works -FY2021 Budget Synopsis Fund(s): General, Highway, G.E. Tax, Beautification, Solid Waste, & Sewer Salary and Wages Benefits Utilities Vehtle/Equip, Lease Operatbns Public Works -Conso l idated FY 2020 16,214,073 9,671,157 3,783,202 4,264,434 40,367,025 74,299,891 FY 2021 17,161,634 10,163,552 3,784,402 5,401,995 40,178,142 76,689,725 $+I - 947,561 492,395 1,200 1,137,561 -188,883 2,389,834 0/o +I - 5.8% 5.1% 0.0% 26.7% -0.5% 3.2% FY 2020 Operating Budget FY 2021 Operating Budget l S,000,000 10,000,000 S,000,000 0 6 % •Sa l ary and Wages • Benefit s • Utilities •Vehicle/Equip, Lease • Operations FY 2019 and FY 2020 Comparison Sa lary and Wages Ben e fi t s Util ities Vehi c le/Eq ui p, Lease www.kau ai.gov •Sa la r y and Wages •Be n e fi ts •U t ilities •Veh ic le/Equip, Lease •Oper atio n s O perations FY 20 2 0 FY 202 1 4444 Rice Stree t Suite 275 • Lihu'e, Hawai'i 96766 • (8 08) 241-499 2 (b ) • (808) 241 -6604 (f) An Equ al O ppo rtu n ity Em pl oyer Department of Public Works -Budget Synopsis (cont.) Salary and Wages Benefits Utilities Vehtle/Equip, Lease Operatbns Fund: GENERAL FUND Department: PUBLIC WORKS FY 2020 3,451,637 2,097,597 1,322,951 117,273 1.076,747 8,066,205 FY 2021 3,675,259 2,157,704 1,322,951 363,934 1,207,996 8,727,844 $+I - 223,622 60,107 0 246,661 131,249 661,639 % + !- 6.5% 2.9% 0.0% 210.3% 12.2% 8.2% FY 2020 Operating Budget FY 2021 Operating Budget 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 •Salary and Wages • Benefits • Uti lities •Vehicle/Equip, Lease • Operations FY 2020 and FY 2021 Comparison Salary and Wages Benefits Utilities Vehicle/Equip, Lease •Salary and Wages • Ben efits • Utilities •Vehicle/Equip, Lease •Operations Operations II FY 2020 FY 2021 Department of Public Works -Budget Synopsis (cont.) Salary and Wages Benefits Ut iit ies Vehi::le/Equip , Lease Operatbns Fund: HIGHWAY FUND Department: PUBLIC WORKS FY 2020 5,410 ,744 3,135,128 583 ,430 1,446,275 3.544,175 14,119,752 FY 2021 5,778,857 3,307,767 58 4,630 1,659,835 2.817.977 14,149,066 $+I - 368,113 172,639 1,200 213,560 -726.198 29,314 0/o + / - 6 .8% 5 .5% 0.2 % 14.8% -20.5% 0 .2% FY 2020 Operating Budget FY 2021 Operating Budget 5 ,000,000 4 ,000,000 3 ,000,000 2,000,000 1,000,000 0 •Sa lary and Wages • Benefit s • Utilities •Veh icle/Equip, Lease • Operations FY 2020 and FY 2021 Comparison Salary and Wages Benefits Utilit ies Vehicle/Equip, Lease •Salary and Wag es • Benefits • Ut ilit ies •Vehicle/Equip, Lease •Operations Operations 8 FY 2020 FY 2021 Department of Public Works -Budget Synopsis (cont.) Fund: G.E. Tax FUND Department: PUBLIC WORKS FY 2020 FY 2021 ~ + L -% + L- Salary and Wages 155,954 189,535 33,581 21.5% Benefits 129,016 113,177 -15,839 -12.3% UtU:ies 0 0 0 0.0% Vehtle/Equip, Lease 1 1 0 0.0% Operatbns 17,540,700 18,705,700 1,165,000 6.6% 17,825,671 19,008,413 1,182,742 6.6% FY 2020 Operating Budget FY 2021 Operating Budget •Salary and Wages • Benefits • Utilities •Vehicle/Equip, Lease • Operations FY 2020 and FY 2021 Comparison •Salary and Wages • Benefits •Utilities •Vehicle/Equip, Lease •Operations 20,000,000 -.------------------------------, 18,000,000 +------------------------ 16 ,000,000 +---------------------- 14,000,000 +---------------------- 12,000,000 +---------------------- 10,000,000 +---------------------- 8,000,000 +---------------------- 6,000,000 +---------------------- 4,000,000 +---------------------- 2,000,000 +---------------------- 0 +---~~~-----~---------- Salary and Wages Benefits Utilities Ve hicle /Equip , Lease Operations a FY 2020 FY 2021 Department of Public Works -Budget Synopsis (cont.) Salary and Wages Benefits Utiities Vehi:le/Equip, Lease Operatbns Fund: SOLID WASTE FUND Deoartment: PUBLIC WORKS FY 2020 4,565,225 2,772,094 38,821 2,126,705 12,688,521 22,191,366 FY 2021 4,747,906 2,916,624 38,821 2,749,445 11,552,595 22,005,391 $+I - 182,681 144,530 0 622,740 -1,135,926 -185,975 % + /- 4.0% 5.2% 0.0% 29.3% -9.0% -0.8% FY 2020 Operating Budget FY 2021 Operating Budget 4 ,000,000 2,000,000 0 •Salary and Wag es • Benefits • Utilities •Vehicle /Equip , Lease • Operations FY 2020 and FY 2021 Comparison Salary and Wages Benefits Utilities Ve hicle /Equip , Lease •Salary and Wages •Benefits • Utilities •Vehicle/Equip, Lea se •Operations Operations FY 20 2 0 FY 2021 Department of Public Works -Budget Synopsis (cont.) Salary and Wages Benefits Utiit ies Vehtle/Equip, Lease Operatbns Fund: SEWER FUND Department: PUBLIC WORKS FY 2020 2,630 ,513 1,53 7,322 1,838,000 574,180 5,114,222 11,694,237 FY 2021 2,770 ,077 1,668,280 1,838,000 628,780 5,491,214 12,396,351 $+I - 139,564 130,958 0 54,600 376,992 702,114 % + !- 5.3 % 8.5 % 0.0% 9 .5% 7.4% 6.0% FY 2020 Operating Budget FY 2021 Operating Budget 2,000,000 1,000,000 0 5 % •Salary and Wages • Benefits • Util iti es •Vehic le/Equip, Lease • Operations 5% FY 2020 and FY 2021 Comparison Salary and Wages Benefits Uti lities Vehicl e /Equip, Lease •Salary and Wages • Benefits • Utilit ies •Vehicle/Equip, Lease •Operations Operations FY 2020 FY 2021 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 Priorities • The administrations priorities for the Department are to keep improving delivery of services to our community with flexible problem solving oriented solutions using all of the available tools and technology available. • Building Division priority which is also part of its RISE principles for service is to finalize and execute Service Contract No. 9703 with Superion LLC to install inspection and code enforcement software on the already acquired Inspector iPads (if not executed in FY 20). Funds have already been encumbered in FY 2019. The software will greatly improve the efficiency to our inspection services we provide. • Engineering Division priority is to address the Fed Aid eligible roads separate from the Roads Division local roads IWRR program, these normally are the County Collector Roads which are the highest volume roadways in the County inventory and travel to a priority destination. The current strategy for Planning and Design is to go away from utilizing the complicated Fed Aid process which has created numerous delays to complete project designs, these delays have resulted in loss of planned construction funding. By utilizing by County funds via CIP, Highway funds or GET surcharge we will meet our timelines to be "shovel ready" for the Fed Aid construction funding. The projects will be broken into construction segments which can meet our STIP constricted budget of $7-$1 OM per year allotment with the hope that other funds can be made available from projects across the state that fall out of the timing process . The present slate of projects are all projected beyond our limits if delivery for construction cannot be segmented. There also will never be a bridge reconstructed with these limitations. • The Automotive Shop 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 $8,200,000 is submitted for approval which will come with a debt service in the way of lease payments of $1,200 ,000 per year. These spent toward replacing vehicles and equipment for Solid Waste, Waste Water, and Roads Division. • Road Division is responsible for County local improvements via roadway resurfacing, pothole repairs , roadside maintenance, and bridge maintenance will continue to be the Departments top priority. The 2021 plan is to set $12M to address 20 lane miles IWRR and 20 lane miles IWCFSS for local roads . We will continue to work towards utilizing readily available technologies through our public dash board to receive maintenance reports for Potholes, roadside main tenance, and canals and drains information so that response can be accomplished as timely as possible. • The Solid Waste Division County management assumption of the Kekaha Landfill operation is the second highest priority for the department. The budget for Waste Management of Hawaii to operate the landfill has been eliminated. The request for funding for positions, consultant services , and equipment, fuel, and maintenance necessary to effectively run the landfill in compliance with State DOH regulation. Further addressing the Department of Health NPDES notice of violation is moving forward with results that will see the first two facilities; Hanalei and Uhu 'e refuse transfer stations move past design into construction in the coming fiscal year with Kapa'a and Hanapepe refuse transfer stations to follow in the next fiscal year 2022 . • Finalizing the Update of the County's Integrated Solid Waste Management Plan (ISWMP). In FY20 the process began, and the Mayor's Solid Waste Advisory Committee was formed and will have met four times to provide input on the plan. Next FY , a draft ISWMP Update will be available for Council and Administrative review , a revised draft will be developed and will be subject to Public Hearing and review, and then a final draft will be produced . The ISWMP Update will provide a roadmap to set the vision for the future management of municipal solid waste . The planning goal is to develop a financially feasible plan for the residents and businesses of Kauai that maximizes waste d iversion, ensures adequate disposal capacity, and protects the health of our island. • The last of the Department 's top three priorities is to help move the Wastewater Division towards recovery from years of underfunding at three of the four treatment facilities; Wailua, Uhu 'e and Eleele . Last year we moved to capitalize maintenance related equipment purchases by financing lease payments over 5-7 years spreading the expenses over this term. The Division is presently in receipt of the final report of their rate study which has been going on the last two years and has prepared a recommendation to raise rates over the next 5 years . This financing means coupled with utilizing the State Wastewater revolving fund in larger CIP type projects with system type improvements will allow the division the ability to rebuild the facilities and get back on track from deferred maintenance and at the same time. Ill. New Focus for Attention • Due to fiscal constraints Divisions were tasked with looking at Stupid Stuff, however with the requirements for record keeping and document retention more discussions will need to be had with our legal team. This can be a new initiative to pursue in the upcoming FY. IV. Innovative Financial and Operational Approaches • Building Division continues to monitor the number of new incoming building permit applications and the current low volume may justified the reduction of one plan reviewer (paid from the Revolving Fund). • In development of new facilities, we will continue to scrutinize design and construction CIP projects for corrosion resistance, energy savings and design efficiencies. • Engineering Division Fed Aid STIP projects will analyze use of a higher amount of GET funds to meet the needs for County funded designs and for County matching funds for construction beyond the 20 percent County match to keep in step with the resurfacing needs. The approach to the restoration and improvements to these roads will need to find the balance of just straight resurfacing and meeting the longer term fixes which will allow these higher volume roads be able to with stand the higher demands place on them daily. • The Division of Solid waste is requesting the purchase of software and hardware for collection route optimization. System can be used for real- time view of fleet and assist with follow up of late/missed pickup using RFID chips that are installed in refuse carts. • Proposing "Train the Trainer" approach for Landfill Operations and NPDES regulatory compliance. This will reduce the cost of consultant services . • The move by Wastewater Division to capitalize maintenance related equipment purchases by financing lease payments over 5-7 years spreading the expenses over this term. The Division is presently in receipt of the final report of their rate study which has been going on the last two years and has prepared a recommendation to raise rates over the next X years. This financing means coupled with utilizing the State Wastewater revolving fund in larger CIP type projects with system type improvements will allow the division the ability to rebuild the facilities and get back on track from deferred maintenance and at the same time. V. Consistency with Mayor's RISE Principles • OUR HOME Employee Development, a Human Resources program to develop a career path for each employee is a strategy which I hope to implement for each employee . Have them be able to map out a career path with lead to retention as each employee would have a reason to come to work with direction for a future. • The second part of OUR HOME, focusing on our Employees, another HR initiative I would like to see is a formal skill trades training program which would provide the County the ability to build in house capacity which I have found leads to better employee retention. • OUR MONEY, Building Division is working to improve customer service by implementing on-line applications and payment of plan check and permit fees. We have been working with IT for several years and hope to make further progress to implement these requested on-line customer interfaces . • OUR MONEY, Engineering Division Other Services budget line item includes two increases. First, an increase of $4,500 is proposed to purchase 3 large computer monitors for use by staff who use AutoCAD to create street designs and other designs. Second an increase of $3 ,000 is included to purchase tablets for use by construction inspectors in the field. These t ablets will allow inspectors to view project plans in the field , reducing t he need for printing and carrying paper plans . • OUR CONNECTIONS , The Division of Solid waste is requesting training in communications for administrative staff and working supervisors to improve our team and further our service to the public. • OUR MONEY , The Wastewater Division is responsible for treating raw wastewater based on DOH standards so that we are not negatively impacting the public or the environment. Additionally, we are reusing treated wastewater at two of our plants (another one plant will shortly) because it is a valuable resource that can be relied upon (we produce 1. 7 million gallons per day of recycled water) to offset irrigating with potable water. V I. Inclusive Budgeting Activi t ies • Inclusive budgeting activities, including summaries of meetings held with line staff, their articulated priorities , equipment needs , and how that input translated into items proposed in the Department 's budget. • Bi-weekly meetings with Code Section supervisors. • Roads Division brought representatives from each base yard; Hanalei, Kapa 'a, and Hanapepe . Discussions for manpower and equipment were the main feedback provided that they felt needed to be prioritized . Being part of the equipment specification process was stressed to administration and will be acted on. • Solid Waste Division also brought in representatives to the working supervisor levels from each operation ; Refuse Transfer stations , Refuse Collections, Kekaha Landfill, Recycling and our office manager. The input here to was and emphasis on equipment readiness so that they can serve the public without interruptions. Ideas stressed was to revisit hours of operations at the Landfill , this initiative will require a 1.05 UPW consultation MOA reopener of the Transfer of refuse workers from Roads to SW. • Wastewater Division brought in representat ives from each of the four treatment plants as well as collections maintenance . Feedback stressed the support from the electrician/electronic technician who is only one person . It has problematic to have the position filled over a decade. This is the one instance where the skill t rade training program will benefit the County the most. Having options to have at the minimum a trainee working toward journey worker status and licensing is a must for the long term successful support of operations. Today all of the process controls and equipment controls are electronics controlled , PLC's are the norm and keeping all of these operable is critical to meeting the regulatory needs of the Department of Health. VII. Reallocations/Reorganizations • Engineering Division continues to have chronic staffing challenges, including with Civil Engineer positions and Construction Inspector positions. Human Resources recently approved shortage pay for Civil Engineers, and we are hopeful that this will help with recruitment and retention of staff. Similar action may be necessary for Construction Inspectors. VIII. Allocated Programmatic Allocations Engineering Division: • Engineering Division has had a vacant Civil Engineer II position (number 1434) since January 11, 2019. Engineering Division has been actively working to fill the position. In March 2019 , interviews were held with three applicants , resulting in two acceptable candidates. The top ranked candidate was offered the position and initially accepted the offer, but later declined after realizing the expense of moving to and living on Kaua'i, relative to the salary . An offer was made to the second ranked candidate, who also declined the position. In August 2019, interviews were held with three other applicants, resulting in one acceptable candidate, who declined the position . In November 2019, Human Resources finally approved shortage differential for the Civil Engineer positions, which had was requested by Engineering Division in order to recruit and retain staff. On February 3, 2020 interviews were held again and an offer is currently pending with a candidate. Given the shortage pay and this candidate 's ties to Kaua'i, a successful recruitment is looking promising . This Civil Engineer II position is critical to continued operation of the Engineering Division. Engineering Division's role is to protect 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 engineering codes, ordinances , and resolutions. There are 9 Civil Engineer positions in the Engineering Division , with this one current vacancy. Each year, Engineering Division issues an average of 25 grading permits and 40 road permits. Plans for each of these permits must be reviewed by engineers within Engineering Division's Regulatory Section , with an average of 3 review cycles per plan set. Work done under each of these permits must have construction managed by engineers within Engineering Division 's Construction Section, with inspection by inspectors within the section. Engineers within Engineering Division also respond to dozens of requests and complaints from the public related to issues on County roads and in private property. Engineering Division is currently managing about 40 County projects, all of which are managed by Civil Engineers in the Division. Engineers whose primary role is project management are currently managing an average of 9 projects per engineer. This vacant position is in Construction Section, with a dual role of ·construction management for private development and project management for County projects. During this year-long vacancy, other Construction Section staff is regularly working overtime, and other project management staff is having a difficult time keeping all projects on schedule. If this position isn't filled, other staff will need to continue working overtime, and Engineering Division is going to need to prioritize projects in order to determine which ones can be delayed due to lack of staffing. Engineering Division needs more civil engineers in order to handle the ever-increasing workload, not fewer. Roads Division Man Power • Logistics Crew Leader (Pos. 879) and Logistics Crew Operator (Pos. 856). These positions were previously under the branch of Equipment Logistics Mobilization. The main function of this branch was to address specialized projects, other than the normal road maintenance, that are requested from the baseyards or other County Agencies. The branch consisted of a Highway Construction Supervisor I, Equipment Operator IV, and two (2) Equipment Operator Ill positions. UPW was informed that these positions would be re-described into Equipment Logistics Crew Operators and a Logistics Crew Leader. Working with the UPW on this took us about two (2) years to accomplish this. We were trying to re-classify these positions from 2017 to 2019. We opened the Logistics Crew Operator (Pos. 856) in 6-12-19 . It was then determined a lot of the applicants did not have the proper credentials to apply for this position. We then had to offer training for the excavator to the applicants so they could apply. Training was then scheduled for 9 Solid Waste Employees and 9 Roads Employees. Training was completed in November 2019. The position was then put out for recruitment November 181h, 2019. There are two candidates for the vacant position . We are currently scheduling interviews and a performance interview once the equipment is available. As for the Logistic Crew Leader. We have recruited for the position in December 2019. Unfortunately individuals have qualified, but were not able to pass the supervisor exam. The Logistics Crew Leader was reopened again on January 29, 2020. These two positions will be critical in handling our County drain cleaning. This is something that PW-Roads needs to get a head of. Before the MS4 (Municipal Separate Storm Sewer System) program is mandated on Kauai. It is currently mandated by the State on Oahu and Maui. • Back in FY2012 the Special Construction Section was developed which included Bridge Maintenance, Traffic Signs and Markings, and Logistics . At the same time the Hanapepe Levee Crew was also created. Existing vacant positions were taken from the Hanapepe Baseyard, Kapaa Baseyard, and Hanalei Baseyard. A total of 14 positions were taken to create the Special Construction Section and Levee Crew. Therefore, the Baseyard operations in Hanapepe , Kapaa, and Hanalei are operating short-handed. On our budget request. We requested to add 6 additional labor positions to Hanapepe Baseyard, 6 additional labor positions to Kapaa Baseyard, and 2 additional labor positions to Hanalei Baseyard. These laborer positions will play a vital role in our daily road maintenance. The laborers are primarily used for traffic control, chain saw work, patching potholes , and grass control using power tools. With the added laborers, we can cut grass daily without little interruption. The safety manpower has a direct impact to actual work output. No safety man power -no machine cutting grass. Operators are used for safety ops so that means they aren't operating equipment. With the reduction of spraying herbicides, our roads maintenance program requires more mechanical equipment to keep up with the growth. Given the required man power to perform road side maintenance, we do not see any other alternatives then adding laborers in order for us to have an effective road side maintenance program. Each labor position will have an annual cost of about $45,000 . This would amount to a total of $630 ,000 of additional salaries to be added to the Roads budget. • Due to the additional funding generated by the GET for the next 10 years to address the repairs and rehabilitation of County roads, there will be a substantial increase in the volume of contracts for this work. Additional manpower will be necessary to address the timely planning of the scope of work for the contracts, management of the projects and inspection of the work performed by the contractors to deter any delays that may be caused by untimely inspections for completion of the projects. • Planning and management of this long term pavement maintenance program includes: • Evaluating road pavement condition of all County roads and all DHHL roads that meet County requirements. • Determining treatment requirements for all the above roads and road segments . • Determining which roads are to be included in the annual Island Wide Road Resurfacing project and the annual Island Wide Crack Filling and Surface Sealing project. There are also many incidental projects that are assigned to Roads , Maintenance. Responsibility of the current workload, exclusive of any additional work to be generated by the GET funding, is performed by the Chief of Roads, a Roads Technical Engineer, a Special Assistant to the Chief of Roads, and a Project Assistant. The Special Assistant and Project Assistant are newly hired and still in training to learn the complete scope of their responsibilities, etc . The Special Assistant is also in training to assist with the monitoring/inspection of the Island Wide Crack Filling and Surface Sealing projects FY2018. Currently there are 2 contracts ongoing, IWRR FY2019 and IWCFS FY2019 that require project management and inspection. Most of this work is being performed by the Roads Chief and the Engineer. Additionally, bids have been received for IWRR FY2020 (one low bidder) and IWCFSS FY2020 (two contractors will be performing work on project). We are working on finalizing the contract and then issuing the Notice to Proceed. At that time, these three contracts will all require project management and inspection. Most of this work is being done by the Roads Chief and the Engineer, but this additional work will strain the Roads staff who are already performing overtime/comptime work. The substantial additional workload will require more overtime hours and result in fatigue, unproductivity and high costs. With the generation of additional funds from the GET for the pavement maintenance program, the public's expectations has increased, government officials ' expectations has increased and the Administration's desire to address their expectations has escalated, thereby generating a substantial increase in the volume of work upon the present staff of Roads Division. The following additional positions is requested to meet the expectations of Roads Division's responsibilities to the public, government officials and the Administration. ROADS ENGINEERING SUPPORT TECHNICIAN • Assist in survey of road pavement treatment needs • If reconstruction is required, take core samples • Spot measure road pavement width and shoulder widths. Measurements of extra paving needed such as at curb returns and at cul-de-sacs. • Record if curb and gutter or swale type road section • Assist in measuring Crack Fill &/or Surface Seal Coating square areas • Assist in measuring Rehabilitation: Overlay areas • Record Thicknesses of Asphalt Cement lift and Asphalt Treated Base per reconstruction area. • Record Drain inlet areas requiring deeper milling and pavement areas requiring additional subbase • Organize Road Inspection/ Condition Analysis data and input into iWorQ Pavement System Program • At project completion, generate evaluation report of any issues, concerns, challenges on the project. Include any change order work • Oversee the maintenance of database files, traffic control maps, street lighting maps, traffic resolutions and records • Prepare CAD generated drawings, sketches, schemes , charts, graphs and diagrams; reduce and enlarge scaled drawings • Assist in checking plans for compliance with applicable standards and ordinances • Make changes to and revise maps, drawings and plans, and submit plans for DCAB review • Assist in preparing bid proposal documents • Assist with construction management documents, track submittals and communications • Track and file drawings, as-built plans, manufacturers' service manuals, spare parts, special tools , guarantees, warranties, affidavits, releases, waivers, and certificates CONSTRUCTION INSPECTOR • Inspect construction projects to assure compliance with plans, specifications and agreements of work • Resolve problems based on precedents, or instructions, exercising some discretion in authorizing deviations from plans and specifications but referring to his supervisor any issues beyond his scope. • Inspect clearing and grubbing and rights-of-way; inspect line and grade in the construction of embankments, subgrades, base courses, laying of pavement surfaces, • Keep records of labor, equipment and materials used, prepares reports and monthly estimates for payment, • Compute and check quantities, survey data, grades , elevation of structures and alignment Solid Waste Division: 2 LANDFILL MECHANICS Positions to be supervised by Auto Shop but stationed at the landfill. • The Division of Solid Waste Management has recently assumed control of the Kekaha. It our intent to purchase and maintain all equipment on site in a timely manner so not to interfere with the daily operations. The current Repair shop in Lihue is too far away to transport or to wait for mechanics to arrive to diagnose the problem. If we have a Repair Shop Supervisor on-site as well as a Mechanic I, they will be able assess any issues and schedule the repair work. • Landfill Repair Shop Supervisor F111 ($64,644) • The main duties for this position is to plan, assign, coordinate, and measures the work of the mechanics engaged in repairing, servicing and overhauling and maintaining a variety of heavy equipment used at the Landfill and to assist as needed with refuse collections equipment repairs . Other duties include making requisitions for parts, materials and supplies needed for repairs including tire repair, fleet servicing and lubrication , assist with troubleshooting and diagnostic; inspects and reviews all work in progress to ensure quality standards; implementation of preventative maintenance programs, using a personal computer to retrieve, input, use and maintain equipment and maintenance repair histories, labor and equipment cost data, etc. • Landfill Heavy Vehicle and Construction Equipment Mechanic 1-(HVCEMI) BC-11($61,152) • The main duties for this position is to apply methodical, logical and practical skills to diagnose and repair any and all mechanical or electrical controlled failure related to heavy trucks and equipment. Uses a Windows based laptop computer to diagnose and repair computer controlled fuel systems and electronic engine components , on board diagnostic computers , electronically controlled automatic transmissions , drivelines retarders , anti-lock air brake systems , etc. Inspects , removes, repairs and replaces such parts as engine control modules , fuel injectors pumps , cy l inder heads , engine brakes components , air pumps , turbochargers, air conditioning compressors, cylinder sleeves , pistons , piston rings , connecting rods, gearings , hydraulic cylinders and hoses, clutches, air brake systems, hydraulic oil tanks, power take-off gear boxes , gear drive assemblies , etc . Proficiently overhauls, repairs and maintains 2 and 4 cylinder internal combustion diesel, and gasoline engines , automatic and hydrostatic transmissions and manual t ransmissions. Inspects and repairs complex hydraulic and mechanical systems . Tests equipment as repaired, uses oxy- acetylene welding torch to perform minor cutting and welding associated with repair work. RECYCLING SPECIALIST II POSITION (SR20) Annual salary $48,948 • The Solid Waste Division has many high priority projects to move forward in the next few years which impact public health and safety , including siting a new landfill, passing legislation to ban polystyrene, passing policies to reduce single use plastic , passing legislation to divert organic waste from the landfill, finding ways to increase the diversion of Construction and Demolition Debris (C&D), and developing solutions for problem wastes such as plastic. This project list does not include the extensive list of regular program functions that the division is tasked with. • Responsibilities of position to include: Ongoing outreach and education assistance for all programs; working with stakeholders to obtain program buy-in for mandatory programs and bans such as a po lystyrene ban ; conduct monitoring and enforcement activities for mandatory programs and bans; assistance tracking the County waste diversion rate, developing a educating and monitoring a C&D program ; monitor and reinforce County facility recycling including the Mayor's policy to reduce single use plastics; assistance with the business recycling program ; management of various contracts such as motor oil, household batteries, and tire recycling; and would be a candidate to manage volunteers. • Recycling Specialist Ill position is critical to the normal functioning of the Solid Waste division and is fundamental to increase the diversion rate. The current waste diversion rate is 43%. In order to increase this rate , addition of new programs and staff to run them are critical. • A Recycling Specialist Position that was in place since FY 08 was removed in FY 18. At the present time, the Solid Waste Program Coordinator and Recycling Coordinator are tasked with overseeing all County waste diversion programs, legislation, and promotion . In all, this is more than 3 dozen projects, not including oversight of the Hl5 Specialists and Deposit Beverage Container Program which also has dozens of projects requiring management. In FY 18, our Recycling Specialist Ill resigned and the position was transformed into a Solid Waste Project Manager position that works exclusively on solid waste and CIP projects. Since that time, two staff (Allison Fraley and Keola Aki) have been assigned to manage the workload of three people. Staff have worked overtime to assure that all programs are managed, but ongoing overtime is not recommended, as it can cause staff burn out. Accomplishing three jobs with two staff is not sustainable, especially if the goal is to increase diversion and add programs. If the Recycling Specialist II position is not funded, priority projects of the Division that impact public health and safety may need to be discontinued, and increasing diversion will not be possible. • Requested Position: Landfill Administrative Support Assistant SR-1 ($41 K) • PURPOSE: The Division of Solid Waste Management has recently assumed control of the Kekaha. It our intent to not only take over the field operations but also the daily administrative responsibilities required. • The main duties for this position is to be under the supervision of the Landfill Supervisor is to assist to organize and coordinate matter that require executive attention; provides assistance to higher level management on special projects, involving gathering and compiling information or data of a special nature, coordinates and tracks assignments delegated to staff and other department/agencies and monitors progress. Searches files and assembles background materials and information for executive action or decision, summarizes and briefs materials, gives information to the public or others based upon the knowledge of departmental functions, organizations, regulations and the superiors thinking and attitude. Assists in the preparation of compliance annual reports and budgets, takes and transcribes dictation of letters, reports and other materials, notes and recordings of meetings and conferences. Reads incoming mail and answers routine correspondences, writes letters from general and oral instructions, screens callers and visitors, makes appointments or superior, makes confidential contacts, arranges date and place for meetings and notifies those who are to attend, answers telephone and routes calls or relays messages, maintains files of confidential correspondences, reports, minute and other materials. Wastewater Division: • The Division also suffers from a lack of manpower. Previously, there used to be three engineers within the Division. For at least the past 7 years, there has only been two engineers (I am not sure why the third position was eliminated). This really limits the amount of projects that can be completed and constructed . The two engineers are currently working on CIP projects that are estimated to be $50M in design and construction fe.es that will be performed in the next two years. It will be very difficult for two engineers to keep up with this along with all of the other work (e .g . regulatory reporting, Council requests , operational issues , public complaints, etc.) If the Div ision can 't keep up with these CIP projects , it is likely that there will be more failures and wastewater spills and possible regulatory fines because of the lack of manpower. For comparison purposes, the Water Department has an Administrative, Fiscal, Wate r Resources and Planning, Engineering , Construction Management and Operations Division. The Wastewater Management Division 's two engineers need to perform the administrative , planning, engineering, construction management and operations oversight. However, based on discussion with administration we have been directed to continue to contract construction management services with our Clean Water State Revolving Fund (CWSRF) loans. This alleviates the construction related demands but it does not address all of our other administ rative needs. • Ope rationally, there are also manpower needs . The Division has just 4 mechanics to maintain all of the equipment at 24 facilities. Typically , two mechanics work on a job for safety and efficiency. This only allows us to work on two jobs at a time. This , combined with old equipment means that it is a never ending struggle for our mechanics to keep up with high priority items. As a result, lower priority items don't get addressed until it becomes a high priority . This causes a lot of stress on our operations staff. The same holds true for our Line Crew. With a staff of 4 and 24 facilities and 50 miles of collection system to maintain (including supporting Parks for their septic systems and Solid Waste at the Hanalei Transfer Station) it is a tremendous credit to our crew that we haven 't bigger problems already. Similar to the mechanics, we typically need two crew members for each job and as such, this limits the amount of tasks that can be handled on a daily basis, especially when we need to support Solid Waste and pump the leachate tank at the Hanalei Transfer Station to avoid the County from being fined for polluting the river. Although we are willing to help, we lose the productivity of half of our crew for half of the day. Last, but most importantly, having 1 electrician to support the Division's needs is extremely unrealistic especially when considering safety . Additionally, the amount of vacation/sick leave/holidays our electrician is entitled to leaves us without an electrician far too often . Issues can occur 24/7/365 and if our electrician is off or unavailable, we are left scrambling to hire an electrical contractor to address our issues so that we can provide continual services without a wastewater spill. If we are unable to do this, we need to mobilize other equipment, such as bypass pumps which further stress our mechanics and Line Crew. It would be much better for us to minimize overtime work and have more staffing. • We cannot continue to operate a utility where we are often reacting to issues after they occur. We need to evolve into a utility that is proactive in its maintenance and replacement and the only way we can achieve this is by investing both money and manpower into the Division. If we don't do this, there will continue to be failures (and likely at a higher frequency) which negatively impact the public and the environment and cause a loss of confidence in the County's abilities and could lead to fines from the Department of Health. All of the reactive responses causes a lot of stress on the Division and will likely lead to a high turnover rate. • We appreciate the support we received last year as it was the most support we've received in my 7 years in the County. It speaks to the understanding of our needs and the confidence put in us as a Division to be able to execute with the additional resources. We hope this continues this year and we continue building on this positive momentum for years to come. We have a great team who understands our role in keeping the public and environment safe and we really take pride in our work. • Looking long term, we really should talk about where we all envision the utility to be because with additional development and densities (i.e. the General Plan densities in Uhu 'e), we will need to make sure that our facilities are able to support the anticipated growth. This does not include the possibility to extend our sewer collection system in areas such as Wailua and Kapaa or even Kekaha where the looming requirement that all cesspools be eliminated by 2050 will leave a lot of community members wondering what to do (the estimated cost to upgrade a cesspool to a septic tank is $30k). IX. Capital Improvements/Repair and Maintenance/and Deferred Maintenance • Building Division • Managing the following CIP projects: • (see Grants for grant funded projects): • Kapa 'a Police Substation • Piikoi Renovation • Kaua 'i Fire Department Helicopter Hanger • Lihue Auto Shop Mezzanine • KP Lihue Training Facility • Black Pot Beach Park Improvements & Site Restoration • Black Pot Beach Park Comfort Station Restoration • Managing the following grants: • FHWA Grants • Lydgate-Kapaa Bike/Pedestrian Path • Bid documents posted for Uhelekawawa Canal Bridge Widening • Phase C&D -From Papaloa Road to Uhelekawawa Canal -working on final design and land acquisition . • Ahukini -Lydgate Bike/Pedestrian Path -Secured final ROW funds , working on ROEs for final surveying work • Nawiliwili -Ahukini Bike/Pedestrian Path -finalizing environmental clearances • Kuna Bay -Anahola Bike/Pedestrian Path -on hold pending action by DHHL • USDOT Grant (TIGER) -Under construction • State Shelter Hardening Grant -Construction started for the Kalaheo Gym hardening. • Engineering Division • Pu 'u 'opae Bridge Replacement -The bridge opened on July 26, and while the bridge is safe for general use, some work remains. This project included installation of a new 12" water main on the bridge, which is required to follow Department of Water (DOW) chlorination/disinfection protocols before connection to DOW's network. Short term closures are projected to occur occasionally for water line chlorination testing and for final paving of the bridge approach, and related pavement marking work . The third chlorination/disinfection event produced atypical results , prompting DOW to determine a "fail " event by the Contractor. DOW has indicated they suspect microbial contamination as the cause of unprecedented atypical results . Three othe r projects in different parts of the island have experienced the same atypical results also leading to failed disinfection events. New chlorination is set for early February, and short term bridge closure is anticipated for late February to finalize paving and bridge approach work. • Opaeka'a Bridge Replacement -Bridge closure occurred on January 16, with an estimated 8 month closure time to replace the bridge. • Collector Road Improvements-In order to make HOOT May 31st PS&E Deadline, the newest project (Olohena Rd., Kukui St., and Ulu St. Improvements) was split into two Phases: Phase 1: Improvements to Portions of Olohena Rd . & Olohena Bridge 2, and Phase 2: Kapaa Town (Kukui St., Ulu St.) (Sidewalks, bike lanes, and roundabout). Section 106, Section 7, 1950 letters -Revised to include information about APE change due to roundabout: o -Section 106 NHO letters sent out 12/16/19 o -Section 7, 1950 letters sent out 1 /9/2020 o -Section 106 Consult Letter to SHPO-sent out 1 /23/20. • Kilauea & Kolo Road Project-We were informed today that $600K of additional FLAP funding was recently allocated to this project. A planned STIP revision together with a proposed County match will make up the difference. Current Funding totals are as follows: o Available Funding 1. Total FLAP: $1 ,280,000 (contingent upon FWS match requirement) 2 . Total FL TP: $320,000 (assuming FWS agrees to 20% match of extra $600K FLAP funds) 3. Total HI STIP: $11,450,000 4. Total Available Funding: $13 ,050 ,000 At this time, the estimated project cost is $12,280,000, which is subject to confirmation that the road ROW is wider than initially ant ic ipated. Efforts to confirm the ROW boundary are being coordinated with FHWA CFL and its design consultant. • Niumalu Bridge Replacement-Design contract awarded. No change in status of OCA review of draft contract. Construction cost estimate is $1.3M . CM cost estimate is $350K. • Powerhouse Road Repair/Culverts Replace.ment-This April 2018 flood project is on hold pending FEMA clearing of its environmental review (EHP). The $2.2M project has been designed and contract awarded. The project was transferred to KEMA as part of the KEMA PM Disaster response team stand up. • Roads Division • C9663 MKB (IWRR 2018) Completed repairs for Kaapuni Road on May 21, 2019. Returned September 5, 2019 to do paving repair Kaapuni Road Makai lane (DoW Project). County Roads will place final overlay of both lanes of Kaapuni Road when manhole risers arrive in Kaua'i (estimated arrival is January). Bad weather due to rain has slowed down MKB completion of roads. • C9666 GPRS (IWCFSS 2018). GPRS presently conducting seal coating in Ulu Ko Subdivision. Bad Weather has also slowed down GPRS. • C210507 DMK (IWCFSS 2019) Contract executed . Latest seal coat submittal is acceptable. Resumption of Contract Time letter to be issued upon receipt of revised schedule. • C210689 MKB (IWRR 2019) Completed 'Aliomanu Road paving (2" M/F). Completed Olohena Road Mauka paving (3" M/F). Working on Waimea Roads: Haiki Road , Huakai Road, Makeke Road , Haina Road, Maule Road, Oma Road , Oioi Road and Nele Road. (IWRR 2019) C210689 Change Order No . 4 for Puaole St , Konane St, Hoene St, Huali St , Kalena St, Malama St , and Hoala St has been executed . Processing Change Order No. 5 Kaumakani & Vidinha Stadium Speed Humps , Table & Cushion . Change Order No . 6 additional repair at 'Aliomanu Erosion Area is on hold per Lyle. • C9771 Repair & Repaving of Kuawa Road) Work on Kuawa Road is completed , Final inspection 9/17/2019. Purchasing completed investigation of purchasing violation. Waiting on Purchasing to give Roads the green light to make payment to MKB. • 2020 IWRR and 2020 IWCFSS bid openings have taken place. Transmitted recommendation of NOA for 2020 IWRR to Maui Kupono Builders. Hawai 'i Product Preference issues have been resolved and 2020 IWCFSS NOA can be transmitted to GP Roadway Solutions, Inc. and to DMK & Associates , LLC .. • 2020 IWRR & 2020 IWCFSS road list posted in website. • Equipment Needs (New): o Light towers (2 ea), these lights help provide a safe working environment when responding to emergency call(s) either late at night or early in the morning. -$15,000 ea o Steel Plates (2 ea), steel plates are a critical in covering open trenches to allow vehicular traffic to pass through a job location. We currently rent steel plates base on their availability . Some of our drain culvert replacement projects are on hold due to steel plates not being available . ($45,000) o Small Aerial Bucket Truck (1 ea), an additional truck will help better service the public with tree trimming along County Roadways. We are looking at having one bucket truck per district. Tree trimming is now one of our major maintenance items that needs a lot of attention. By allowing each Baseyard to independently operate their own bucket trucks. We will be able to respond to complaints on a more timely manner. Currently , we rotate the two exiting trucks among the three baseyards. - $150,000 o Leeboy Grader (1 ea), road side shoulder maintenance is a critical function to keep rain water off the roadway. It will also help prevent roads from deteriorating at faster rate by keeping the water off the road . Currently we share our Leeboy grader amongst the three baseyards. - $250,00 • Equipment Needs (Replacements per schedule) o Dumps Trucks and Tandem Dumps (EQ 042, 043, 044, 094, 095 , 096, 077 , 078) are necessary as these are heavily relied upon to transport material to/from the jobsite. o Equipment Trailer (EQ 122) We can defer EQ 200 till next years budget. EQ 122 has been condemned due to safety issues with rust. This is utilized to mobilize our roller and track loader from jobsite to jobsite . o Pickup Truck (EQ 243), truck currently utilized by District Road Overseer to check on complaints, plan and schedule work , check on work crews, pick up materials , and transport employees to drug testing . This will be the last pickup truck in our fleet to be replaced. • Division of Solid waste • Puhi Metals Soil Testing: $360,000 Testing and remediation of the Puhi Metals site after the dirt pile is removed and utilized at Kekaha Landfill. • Maintenance of Landfill Equipment: $130,000 This is a new addition since Waste Management is no longer providing and maintaining landfill equipment. • Fencing to minimize vandalism at Kapa'a RTS: $75,000 • Repair of Kekaha Landfill Administrative Office: $150,000 Office one occupied by Waste Management needs repair. 1,500 sq . ft. of repairs, paint needed; drywall up to 3,200 sq . ft. of flooring ; and 300 sq. ft. of gutters and downspouts for the building exterior. • Gutter Repair Kaua'i Resource Center: $25 ,000 Gutters were installed in 1999 and currently in ill repair, falling apart, and pose a safety risk . • Wastewater Division • Wastewater is generated constantly and as such, requires constant treatment without a break in service. For instance, if we have a break or pumps do not operate, there is no way to stop service like other utilities . The flow will continue to come and we need to do our best to address the issue as quickly as possible with minimal effect to the public and the environment. For instance, when we had our sewer line break in November 2018, it took several days to repair. Throughout this time , we had to continually operate bypass pumps to minimize the raw wastewater spill going into the Wailua River. Due to this constant need to maintain service, we staff our facilities is 7 days a week, 8 hours per day. During non-staffed hours (i.e. 2/3 of the year), we rely on our SCADA system and standby personnel to address issues with ou r facilities in order to maintain constant service. Our team does a great job to mobilize pumps and backup emergency generators and repair mechanical/electrical issues so that a resulting raw wastewater spill does not occur. Operating an old and underfunded utility requires a lot from our Division and I am very impressed that our team has been able to minimize the number of raw wastewater spills in relation to the number of emergencies we have. This keeps administration and the public from having any idea of how close we are too many raw wastewater spills. • The Division has faced a historical lack of funding and it has caught up to us. As a whole, our facilities need to be overhauled instead of just replacing specific pieces of equipment. A visit to the Wailua WWTP and our pump stations will reinforce this need. To further support this, the Division has spent approximately $1.3M on the following on emergency projects in the last three years: • KOhio Highway Emergency Sewer Manhole Replacement -$400k • Replaced one manhole • Kapaia Emergency Sewer Rehabilitation -$325k • Repaired approximately 175 If of 12 -inch DIP • Repaired approximately 20 If of 12-inch VCP • KOhio Highway Emergency Sewer Line Replacement (Northern Leho Drive Intersection) -$550k • Replaced approximately 150 If of 15-inch ACP • We spent approximately $1.SM on 3 manholes and approximately 350 If of pipe. This is unsustainable. • In addition to addressing old equipment and facilities, the biggest issue we have now is our underground injection control (UIC) wells at the Waimea WWTP. About a year and a half ago , Kikiaola Land Company informed us that they will be decommissioning their reservoirs and so we needed to stop pumping our R-2 recycled water to the lower reservoir . This forced us to use our UIC injection wells, which were both backup disposal, as primary and backup disposal. This was never done for extended periods of time but we had no other choice. The wells quickly lost capacity because we are pumping into a confined space aquifer. We have been in violation of our UIC injection well permit for almost a year and a half now. We have been in discussion with the Department of Health Safe Drinking Water Branch (DOH SDWB) and have kept them abreast of our progress. However, at some point we may get fined and/or the wells may lose all capacity and we'd have a continuous spill of 200,000 gallons every day with nowhere else to send the treated wastewater. • We currently have an emergency project and have retained the services of a consultant to develop bid documents to rehabilitate both wells. Given the timing of the issue, we are trying to fund this within our operating budget but we will know whether this is actually possible when we receive the construction bids. Cleaning our UIC injection wells is our number one priority. A close second is finding a way to do R-2 recycled water reuse as soon as possible. It is unsustainable for us to continue to use the UIC injection wells as a primary source even after rehabilitating them because based on our previous experience, cleaning wells does not result in capacities that are close to when they were initially drilled. By doing R-2 recycled water reuse again (while we work to produce R-1 recycled water and irrigate Waimea Athletic Field and Waimea Canyon Middle School), we will be able to provide beneficial use of our treated effluent which we spend an extraordinarily large amount of money to treat and we will be able to return the UIC injection wells to backup reuse . Since the County recently purchased approximately 400 acres around the Waimea WWTP, this provides an excellent opportunity to do R-2 recycled water reuse because it helps us, it provides a beneficial reuse (e.g . irrigating grass for animals to graze) and it provides a sustainable way for the County to manage a portion of this land so that it does not become fallow and become an operational nuisance and hazard. We are in the process of putting out a RFP in order to expedite the timeline for us to move forward. We plan to fund the project based on a CIP project request in FY21 unless we can get funding in FY20. VI/VI/ CIP Projects: • Wastewater Facility Plan Update-Negotiating contracts for the Eleele ($275K) and Lihue ($372K) facilities. 2020 CIP funding request to perform Wailua facility ($400K). • Sewer Collection System Upgrades-CCTV to be performed in the Lihue region. Other regions to follow. • Wailua Emergency Manhole Upgrades-WW is following up with consultant to provide insurance certificate. • Wailua Alternative Effluent Disposal System-Project con;imencing in 1/2020 . • Wastewater billing system upgrade-Draft RFP being reviewed by DOF/IT. System needs to be compatible with DOW program in order to download customer water usage volumes. • Waimea WWTP R-1 (Design Phase) -This phase of project nearly complete. Irrigation improvements constructed on Waimea athletic field. Design is for onsite storage and pressurization system and rehab of existing force main to the Waimea athletic field. • Waimea WW Environmental Requirements-Full reservoir study is over $300K. Budget is $200K. Preliminary Findings report for $90K was authorized. • Wailua WWTP Improvements/Renovation-The contract is at the CA for review. WW is working on encumbering the funds . • NPDES Compliance-Waiting for proposal from consultant. X. Gaps in Services not Budgeted • The proposed budget for Engineering Division includes a new line item for new street light installations, with an annual amount of $20,000. Engineering Division regularly receives requests from the public for new street lights on existing County streets. Staff reviews such requests to ensure that the requested lights fit within an internal policy intended to minimize street light installation and maintenance costs while ensuring enough street lighting for safety and security purposes. When the County requests a street light from the Kaua 'i Island Utility Cooperative (KIUC), KIUC estimates the cost of the street light installation and compares it to the estimated future 60-month revenue for the street light received from the tariff paid by the County to maintain each street light. Before KIUC worked with the County to convert all the street lights to light emitting diode (LED) lights, the 60-month revenue typically covered the cost of the installation. With the installation of LED lights, the estimated 60-month tariff amount per street light is significantly lower than before (which significantly reduced our Roads Division's budget for street light maintenance), but typically not cover the full cost of street light installation. Therefore , we are proposing this new line item to cover the remaining cost of street light installations. Each time we send a request to KIUC for new street lights, KIUC will provide an amount for us to pay from this budget prior to completing the street light installation. • Other gaps in services or programs that could not be budgeted due to parameters: Need a procurement specialist to oversee a multitude of procurements and contracts, as we have limited capacity in this area . Budget parameters did not allow for this. GRANT IN AID FOR RECYCLING PROGRAMS REQUEST $40,000 Non-HIS Recycling for Businesses and Residents in Kilauea -$20,000 This is a recurring special purpose grant that was originally solicited through a competitive grant process in FY 2013. This would be a continuation of this grant service which provides recycling opportunities to businesses and residents on the north shore. This service is performed in conjunction with a Hl5 Certified Redemption Center operation. The purpose of the program is to create a one-point recycling opportunity for businesses and residents to recycle non-Hl5 recyclables at the same location where Hl5 recyclables are collected for redemption, at the KTlauea mini golf course at Anaina Hou Community Park. The non-Hl5 recyclables that are accepted under this grant include cardboard and mixed paper, as well as plastic, glass, and aluminium & metal bottles and jars. This program is critical, as identified by the Business Recycling Task Force that was active in 2014 and 2015 to deliberate the potential for commercial recycling ordinances. Regional collection sites for commercially generated recyclables was a priority of the group, arJd had previously been requested by the Princeville Community Association. Currently there is an active group of community volunteers on the north shore that is promoting this site to north shore vacation rentals, resorts. This service is utilized by vacation rentals, restaurants, farms, grocery stores, gift shops, and other north shore businesses and residents. Non-Profit Assistance -$15,000 Current Solid Waste staffing is not sufficient to fully implement all of the above projects in a timely manner. A non-profit organization with similar goals may provide assistance to perform vital work that cannot be accomplished with minimal staffing . Sample projects include but are not limited to: • Educational outreach and monitoring at our Kaua 'i Recycles drop bins across the island. The Kaua 'i Recycles drop bins are inundated with unrecyclable plastic, rubbish, and other material that drive up costs for our contractor. Educating the public on accepted and what is not accepted, and the reasons why could have the long term effect of reducing the inclusion of contaminants in the County's recycling stream. • Surveying of businesses for our FY 2020 Waste Diversion Rate. Surveys could be accomplished through telephone calls or on-site visit • Assistance with outreach for the program, possible distribution, and management if the Brita Water Pitcher Program if the County is unable to secure a Vista volunteer. Clorox Corporation will be donating up to 6,000 Brita Water Pitchers to eligible visitor destinations, schools, and businesses. • Reuse program monitoring at the KRC Reuse program. Monitoring is essential to increase the capacity for residential/business drop off at the KRC while reducing the illegal dumping of disallowed material. • Other projects as necessary based on expertise and capacity of non-profit organization. Processing Large Tires Generated Beach Cleanups -$5,000 This is a special purpose grant that has been funded since FY 2016. The grant monies are used to fund the recycling large truck and tractor tires , ship bumpers, and other marine debris not accept for recycling at County Refuse Transfer Stations. This recurring grant supports the community cleanup of beaches as described below. Kaua 'i has a strong beach cleanup program with cleanups conducted monthly community beach cleanups and weekly targeted Net Patrols, along with emergency removal of large nets when they are reported by community members. An average of 5 tons of marine debris and trash removed off Kauai's coastlines each month. This does not include tracking of items too large to weigh, such as boats , gas cylinders, truck and tractor tires, pieces of shipping containers etc . Hazardous material is removed by the Department of Health HEER office and largest items by DLNR, but tires and huge ship bumpers are removed and taken to E-H International to recycle for a fee. XI. State Mandates Affects • DLNR abandoning Kaua 'i Island State owned river mouth emergency contractor response to opening various river mouths on island. County response for Waimea River expended funds $145 ,000 and $180,000 funded for emergency response contractor. Possible potential total exposure value $325,000 . . • Engineering continues to complete hardening of the Waimea River Ford crossing; work includes planning, environmental, and preliminary design. Project funding via State CIP via Rep Morikawa $500,000. Once completed Rep Morikawa will need to seek more State CIP to construct the improvements, no estimate is available at this time. • HOOT Highways policy mandate limiting County of Kaua'i STIP annual Fed Aid appropriation of less than 10% amounting to $7M -1 OM for all County needs for projects planned. Many of our planned projects for collector roads and bridges will not be able to move forward if we continue to be fund limited by this policy . Options to fill the void are grants from various Fed agencies or GET funding taking from Island Wide Local Roads Resurfacing. • State Building Code law requires County to adopt new building codes. Challenges include implementation when various interest groups lobby to keep laws status quo when the majority of the changes are mandated safety related improvements. Some may incur added code enforcement responsibility which are not know until new laws are provided. • Wastewater, as we are all aware, we have yet to hear on the US Supreme Court ruling on the UIC injection well case with the County of Maui. If the lower courts' ruling is not overturned, we will need to make some major changes in the way we operate. This will cause an alarming increase in our regulatory oversight and costs to be able to comply with the regulations. • Solid Waste DOH mandates that impact the budget: Daily cover of the working face of the Landfill is a Compliance Requirement. Cost of soil is $350,000