HomeMy WebLinkAboutFY 2023 (Department of Public Works)DEPARTMENT OF PUBLIC WORKS
FY 2023 BUDGET AND OPERATIONS SYNOPSIS
Troy Tanigawa
Acting County Engineer
1. FY 2021 to FY 2022 BUDGET COMPARSION
Funds: GENERAL FUNDS
Department: PUBLIC WORKS
FY 2022
FY 2023
$ + / -
% + / -
Salary and Wages
3,700,184
3,712,086
11,902
0.3%
Benefits
2,109,196
2,453,798
344,602
16.3%
Utilities
1,242,024
1,392,025
150,001
12.1%
Vehicle/Equip, Lease
306,234
266,045
-40,189
-13.1%
Operations
1,025,529
1,025,529
0
0.0%
8,383,167
8,849,483
466,316
5.6%
FY 2022 Operating Budget
• Salary and
■ Benefits
Utilities
• Vehicle/Eauio
Lease
Operations
FY 2023 Operating Budget
• Salary and
Benefits
Utilities
■ Vehicle/Equip,
Lease
Operations
FY 2022 and FY 2023
4,000,00
0
3,500,00
0
3,000,00
0 o FY 2022
2,500,00 FY 2023
0
2,000,00
0 I�
Salary and Benefits Utilities Vehicle/Equip Operations
1
Fund: HIGHWAY FUND
Department: PUBLIC WORKS
FY 2022
FY 2023
$ + / -
% + / -
Salary and Wages
5,043,166
5,299,912
256,746
5.1%
Benefits
3,067,754
3,581,514
513,760
16.7%
Utilities
584,630
584,630
0
0.0%
Vehicle/Equip, Lease
1,308,444
1,363,435
54,991
4.2%
Operations
3,755,976
3,755,976
0
0.0%
13,759,970
14,585,467
825,497
6.0%
FY 2022 Operating Budget
■ Salary and Wages
■ Benefits
27%
37%
Utilities
vl� ■ Vehicle/Equip,
Lease
22%
4%A Operations
FY 2023 Operating Budget
■ Salary and Wages
■ Benefits
26%
36%
Utilities
Iv'j ■ Vehicle/Equip,
Lease
4%42S% Operations
FY 2022 and FY 2023 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
0 FY 2022
p FY 2023
2
Fund: G.E. Tax FUND
Department: PUBLIC WORKS
FY 2022
FY 2023
$ + / -
% + / -
Salary and Wages
129,841
201,499
71,658
55.2%
Benefits
77,317
128,478
51,161
66.2%
Utilities
0
0
0
0.0%
Vehicle/Equip, Lease
1
1
0
0.0%
Operations
17,096,007
15,746,007
-1,350,000
-7.9%
17,303,166
16,075,985
-1,227,181
-7.1%
FY 2022 Operating Budget
na�.1 ■ Salary and Wages
FY 2023 Operating Budget
tkw ■ Salary and Wages
Benefits Benefits
Utilities Utilities
■ Vehicle/Equip, ■ Vehicle/Equip,
99% Lease 98% Lease
Operations Operations
FY 2022 and FY 2023 Comparison
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
0 FY 2022
8,000,000
p FY 2023
6,000,000
4,000,000
2,000,000
0
Salary and Wages Benefits Utilities Vehicle/Equip, Operations
Lease
3
Fund: BEAUTIFICATION FUND
Department: PUBLIC WORKS
FY 2022
FY 2023
$ + / -
% + / -
Salary and Wages
0
0
0
0.0%
Benefits
0
0
0
0.0%
Utilities
0
0
0
0.0%
Vehicle/Equip, Lease
0
0
0
0.0%
Operations
402,660
402,660
0
0.0%
402,660
402,660
0
0.0%
FY 2022 Operating Budget
amwc ■ Salary and Wages
Benefits
Utilities
■ Vehicle/Equip,
Lease
100%
Operations
FY 2023 Operating Budget
Qp,8,dp� ■ Salary and Wages
i
Benefits
Utilities
■ Vehicle/Equip,
Lease
100%
Operations
FY 2022 and FY 2023 Comparison
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Salary and Wages
Benefits Utilities Vehicle/Equip, Operations
Lease
0 FY 2022
p FY 2023
4
Fund: SOLID WASTE FUND
Department: PUBLIC WORKS
FY 2022
FY 2023
$ + / -
% + / -
Salary and Wages
4,713,023
4,671,947
-41,076
-0.9%
Benefits
2,945,318
3,219,887
274,569
9.3%
Utilities
92,731
98,231
5,500
5.9%
Vehicle/Equip, Lease
2,732,641
3,111,117
378,476
13.9%
Operations
11,967,868
12,482,685
514,817
4.3%
22,451,581
23,583,867
1,132,286
5.0%
FY 2022 Operating Budget
■ Salary and Wages
V■
Benefits
21%
Utilities
53%
■ Vehicle/Equip,
Lease
1%
_
Operations
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
FY 2023 Operating Budget
■ Salary and Wages
■ Benefits
Utilities
53%
V 106, ■ Vehicle/Equip,
0% Lease
Operations
FY 2022 and FY 2023 Comparison
Benefits Utilities Vehicle/Equip, Operations
Lease
0 FY 2022
9 FY 2023
5
Fund: SEWER FUND
Department: PUBLIC WORKS
FY 2022
FY 2023
$ + / -
% + / -
Salary and Wages
2,829,511
2,883,645
54,134
1.9%
Benefits
1,736,018
1,885,278
149,260
8.6%
Utilities
1,832,000
1,832,000
0
0.0%
Vehicle/Equip, Lease
569,181
581,213
12,032
2.1%
0
FY 2022 Operating Budget
■ Salary and Wages
■ Benefits
W-..m
Utilities
■ Vehicle/Equip,
Lease
Operations
5%
1 2 21 1 1 nn /.5ZA. 2Qn 2 2%
FY 2023 Operating Budget
■ Salary and Wages
■ Benefits
2%
Utilities
14%
-% ■ Vehicle/Equip,
Lease
Operations
4%
FY 2022 and FY 2023 Comparison
7,000,000
6,000,000
5,000,000
4,000,000
0 FY 2022
3,000,000 p FY 2023
2,000,000 ■
1,000,000
0
Salary and Wages Benefits Utilities Vehicle/Equip, Operations
Lease
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2. MAJOR CHANGES AN
Administration and Fiscal
VARIANCES IN OPERATIONS BUDGET
No major changes to the administration and fiscal's budget.
We continue to develop a plan for our reorganization of DPW's operations.
Building Division
The Building Division's Administrative Section manages the Building Code compliance aspect of
facility development and construction. The section prepares appropriate Building Code
legislation for adoption to update the County Code as appropriate and also oversees the Building
Codes Enforcement Section. Former Chief of Buildings and Construction Manager both retired
effective October 1, 2021. The Administration is proceeding with a reorganization of the Building
Division.
At the time of these retirements, the following projects were not yet completed: Lydgate-Kapa'a
Bike/Pedestrian Path, Ahukini-Lydgate Bike/Pedestrian Path, Nawiliwili-Ahukini Bike/Pedestrian
Path, Kuna Bay-Anahola Bike/Pedestrian Path, Kapa'a Police Substation, Piikoi Renovation and &
Kapule Building IT HVAC Renovation, TIGER Grant TGR-0700(073), Black Pot Beach Park Comfort
Station Restoration FEMA#45587, and Ke Hale Makai Police Center. These projects were assigned
to CIP Managers for completion.
New code adoption requires training for plan review and inspection staff along with design
professionals, developers, and contractors. With the advent of COVID-19 pandemic, however, no
statewide training in conjunction with HACBO annual conference has been held since 2019.
Building Division will look to provide training for staff via webinars as an alternative to in -person
venues.
Building Code Enforcement Section Program Measures/Evaluation
Number of days for permits to be approved by Building Division:
FY 2019
FY 2020
FY 2021
Residential
25
24
12.37
Commercial
40
7
17.47
Code Enforcement Inspections
FY 2019
FY 2020
FY 2021
Building Code Inspections
4,638
6,306
9,153
Electrical Code Inspections
4,952
4,719
5,511
Plumbing Code Inspections
5,483
5,286
5,512
Total Code Inspections
17,761
18,839
20,176
Code Permits Issued
FY 2019
FY 2020
FY 2021
Building Code Permits
1,407
1,429
2,164
Electrical Code Permits
2,020
1,677
2,287
Plumbing Code Permits
1,057
976
997
Sign Code Permits
396
317
102
Photovoltaic/Solar
743
928
1,444
Total Code Permits Issued
5,623
51327
6,994
7
Building Permit Valuations $244,201,413 $305,916,819 $391,309,902
The current budget reflects a significant variance in salary, wages, and benefits. This variance is a
result of a reorganization —the transfer of three positions from other Departments and Divisions.
This restructuring will provide a framework for greater capability on a Division -level to manage
existing inventory of County assets (i.e. roads, easements, etc.), identify necessary maintenance
projects and corresponding methods, and prioritize available funding to systematically
implement those projects. Leadership will also focus on measures to improve the way business is
conducted and accountability including but not limited to: 1) Develop/update legislation such as
those to improve management of right of way issues, and 2) Implementation of policies and
protocols for project inspection to promote consistent specification enforcement and a level
playing field for outsourced services and construction projects.
Engineering Division
The only major change in Engineering Division's budget for FY2023 is the addition of lease
payments for two four -wheel -drive crew cab pickup trucks, replacing existing vehicles 260 and
295 with four-wheel drive crew cab pickup trucks These trucks would be used by two of the
Construction Inspectors in Engineering Division. In 2014 there were 7 vehicles in Engineering
Division's inventory. During the intervening years, vehicles retired due to age have not been
replaced, due to the fact that most staff are not daily drivers so they have been able to use motor
pool vehicles. Vehicles 242, 276, 285, and 295 have now been retired at this time, leaving only 3
vehicles available for the Division (down from 7 vehicles). The two 4WD pickup trucks would
replace vehicle 295 and vehicle 260, the latter of which would be retired once the new vehicle
arrives. One inspector is currently driving a vehicle borrowed from the motor pool on a long-term
basis, since vehicle 295 has already been retired. Inspectors need 4WD vehicles because on they
drive on project sites with large grassy areas and open dirt areas daily. Pickup trucks are
necessary as inspectors sometimes carry materials, testing equipment, and other items that
should not be carried within a cabin of a vehicle. The crew cab sizes are necessary to carry project
plans (each inspector typically has about 15 projects) and to occasionally carry additional staff to
job sites.
Roads Division B
The focus of Roads Division budget is having the right equipment for our employees to do their
job duties. Focusing on the fundamentals and basics.
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New automated and modified rear loader refuse collection trucks to replace the aging fleet made
up the largest budget request for FY23. Existing fleet has reached their estimated useful life and
the cumulative cost to maintain aged trucks and downtime costs including costs such as overtime
compensation to complete collection routes, per CBA provisions, causes trash service costs to
surpass the cost for a new collection truck. The proposed budget includes one (1) vehicle outright
truck purchase at a cost of $445,000 and four (4) others to be leased at a total cost of $264,400
for the first -year payments.
Due to increased tonnage, interest rates, airspace usage, and reassessment of funds already set
E,
aside, our Kekaha landfill financial assurance for FY23 is projected at $1,908,303. This is an
increase $505,903 from FY22. This increase is critical to meet the County's obligation for EPA
landfill closure requirements when the Kekaha landfill reaches capacity.
SRF Loans increased by $204,813 due to the Kekaha landfill phase 2 expansion loan's amortization
realization for FY23.
$100,000 is requested to conduct new soil testing and create a remediation plan for the Puhi
Metals Recycling Facility.
Based on current and past year repair and maintenance needs at Kekaha Landfill, an increase of
$95,000 is required in our Repairs & Maintenance landfill account to ensure continued
operations. The inability to properly repair landfill equipment can lead to closures and loss of
airspace due to improper compaction. The total landfill equipment R & M request is $226,000.
$86,000 has been requested for household hazardous waste (HHW) bi-annual collection events
under a new contract, and to implement a program to manage illegally disposed acetylene tanks.
Total cost for HHW is $248,000. There are currently no local businesses in Hawai'i that manage
acetylene tanks that have deteriorated (rust and corrosion) in Hawai'i's environment, so this is a
high -cost material to manage properly.
Due to operational cost increases including shipping and labor, the operator of the Puhi Metals
Recycling Facility is requesting an increase of $7,000 per month or an additional $84,000 per year
to continue automobile, scrap metal, white goods, and eWaste recycling. Current monthly
contract cost is $78,000 to increase to $85,000 in FY23. FY23 would be the fifth year of a 10-year
contract for which the price has not changed since the contract started. Puhi Metals is the only
certified facility on Kauai to manage metals and eWaste.
A $70,000 increase to a total of $100,000 has been requested for Recycling Grant in Aid per our
Integrated Solid Waste Management plan to support the following: 1) Permits at Private
Composting Facilities for Food Waste; 2) Plastic Processing Innovations on Island; 3) Food Waste
to Animal Feed Waste Diversion; 4) Innovative Waste Diversion Proposals.
A new landfill smooth drum roller is requested at a cost of $68,600 for the first of a five-year
lease agreement. The drum roller will be used to improve working face compaction operations
and for road construction and maintenance on -site. The roller paired with the new incoming
grader will increase all weather access to the facility. Rental of a roller and grader are still
required until the new equipment is released for use on Kaua'i. This process can take a significant
amount of time due to manufacturing and shipping requirements.
$55,000 has been requested to restock our residential Earth Machine Home Composters (868
units- One 40-foot container) that are provided to residents free of charge. The units are the most
economical waste diversion program on Kauai, diverting approximately 1 ton of material per unit
per year at an average cost of $5 per ton over the life of the unit The estimated lifespan of the
composters is 10 years.
Improved storm water BMP's will be installed at the Kekaha landfill at a cost of $50,000. Storm
water releases are not allowed at the Kekaha landfill. Any release could carry a fine of up to
$25,000 per day.
E
$25,000 is requested for the purchase of an excavator sifting bucket for use at the Paua landfill
cover soil collection site. The bucket is used to sift soil from rocks and other large material buried
at the site.
Wastewater Division
The major changes in Wastewater Division's budget for are as follows:
$50,000.00 increase in overtime for our electrician standby. Numerous emergency call outs
require electricians to be present to assist with motor controls, motors, and electrical failures. An
available electrician for emergencies will save time and reduce emergency repair costs.
$200,000.00 Additional Consultant Services to cover various, emergency and nonemergency DOH
compliance testing and reporting requirements (UIC testing, Outfall compliance, Spills, etc.). So
far this fiscal year this contract was used to set up permit renewals for injection wells at three of
our plants. We have set up on call CM services for emergency work and traffic control services
for closures that happen for a week or longer. We also have used this contract for designs to
repair our 'Ele'ele Plant generator exhaust and design to install an effluent pump at the Wailua
Treatment Plant. Currently $200,000.00 has been funded for Wastewater with the Roads Division
who contracted an open-ended consultant service with Bowers+Kubota. The $200,000.00 will be
reflected as additional funding under Consultant Services for FY 2022-23.
$120,000.00 addition in Consultant Services to address rising costs for:
• $25,000.00 for Emergency generator maintenance and repairs,
• $50,000.00 increase for disposal fees ($50K) to Hartung for effluent directed to the Waimea
isolation ditch,
• $45,000.00 increase for elevator inspection fees ($45K) for our 20 SPS that needs to be done
to meet compliance
$31,000.00 addition to the current R&M Equipment budget to maintain essential treatment
process equipment at Lihue:
$40,000.00 to replace the Aqua Disk filters at Lihue WWTP
$44,000.00 addition to replace the second blower at Lihue WWTP
Deduct $53,000.00 for equipment replaced in FY 21
Deduct $400,000.00 from Contractual Repairs — SCADA Service contract executed in FY 21
$250,000.00 increase to Loans for:
• $150,000.00 — 1st Year of 20-year SRF loan for Waimea WWTP R-1 Storage Tank and
Distribution System
• $100,000.00 — Vt Year of 20-year SRF loan for Wailua SPS 1 Rehabilitation
$9,230.00 increase to various training, travel accounts to restore PRE-Covid training.
$124,000.00 increase to Other Supplies to adjust for rising supplies and additional required
laboratory testing equipment and costs.
• $25,000.00 Additional laboratory supplies
• $49,000.00 Additional costs for Chlorine for both Lihue and Waimea WWTP
1C
• $20,000.00 Additional hygiene supplies (covid and additional DOH requirements)
• $30,000.00 Additional laboratory equipment and testing supplies.
$3,000.00 increase to Collective Bargaining line item for additional PPE equipment required by
collective bargaining agreement
Net Add $12,032.00 from Leased Account
3. OPERATIONAL CHALLENGES
Administration and Fiscal
Attracting qualified candidates for division leadership positions is very challenging.
Compensation remains a significant factor.
Building Division
Following the 2020 retirement of the Office Manager, this position was eliminated from Building
Division. As a result, our Code Enforcement and Permit Operations Clerk has taken on the duties
of Office Manager in addition to her regularly assigned tasks. We've had challenges filling two
clerical vacancies due to lack of qualified applicants.
The Building Division Board of Appeals is authorized to have seven individuals but there are
currently no members. Requests for alternative methods, materials and construction that are not
part of the current codes are reviewed on a case -by -case basis by the Acting County Engineer.
When pandemic restrictions ease, we look to working with Boards and Commissions to fill these
vacancies.
The Hawai'i Insurance Bureau completed the Building Code Effectiveness Grading Schedule
(BCEGS) survey on January 27, 2022 and rated the County of Kaua'i at 9 for 1- and 2-family
residential properties and 9 for commercial and industrial properties on a scale from 1 to 10
(best to worst). Areas of weakness identified were as follows:
a. A key task to improving a BCEGS grade is to adopt the latest building code. The
County of Kaua'i currently enforces the 2012 IBC/IRC, but optimal would be the 2021
code editions. The latest codes for electrical, plumbing and 1- and 2- family
residential codes are also important.
b. Training expenditures for Building Departments should be at least 2% of operating
budget, with incentives available for those employees who seek additional training.
c. Code enforcement certifications from building associations such as International
Code Council (ICC) should be required for each employee within their field of work.
d. Current staffing of two building plans examiners is insufficient. A premium is placed
on building plan reviews as an efficient method to enforce code.
e. In order to improve our services, current code editions must be adopted and code
enforcement staffing needs to increase. Training and personnel certification were
also identified as areas that need to be addressed. The aforementioned DPW
reorganization will be the initial step to address the staffing issue.
11
An increase in permits issued with staff shortages resulted in a lack of personnel to investigate,
report and issue code enforcement notices of violation. As the priority has been to support
permit processing and inspection for County issued permits, additional staff hours are needed to
manage this important component of Building Division.
Engineering Division
Engineering Division continues to have staffing shortages, affecting Division operations and
project management. Fortunately, we were able to hire two junior Civil Engineers between
October 2021 and January 2022. This has reduced staffing challenges and there are currently no
vacant positions. However, two of the three incumbents in Section Chief (Civil Engineer VI)
positions are temporarily assigned to other positions, as follows:
• The Project Management Section Chief is temporarily assigned to be the Acting County
Engineer. A Civil Engineer V in Engineering Division is temporarily assigned to be Project
Management Section Chief.
• The Construction Section Chief is temporarily assigned to be Wastewater Division Chief.
There are no available staff to be temporarily assigned to be Construction Section Chief at
this time.
The consequences of these temporary assignments are as follows:
• The Engineering Division Chief must take over many of the Construction Section Chief duties
including managing staff, making even minor construction management decisions, and more.
He must also assist as the Project Management Section Chief as he learns his new role. These
additional duties make it extremely difficult to keep up with normal duties, resulting in delays
to County projects, outgoing letters for reviews of private development projects, and more.
• The Acting Project Management Section Chief must spend time managing the section. This
gives him less time to manage his projects, so some of his less urgent projects are on hold.
• The Civil Engineer III in Construction Section must take on some of the duties of the
Construction Section Chief related to private development. This makes him less available to
manage County projects. Projects that would have been assigned to him remain on hold.
• Our Regulatory Section is currently fully staffed, but due to the shortage in project managers,
the Regulatory Section Chief and one other Regulatory staff member have been asked to
assist with design and project management of County projects. As a result, reviews of private
plans are delayed.
• When the Chief of Buildings retired from Building Division, three of his projects related to Ke
Ala Hele Makalae were transitioned to Engineering Division. While Engineering Division is the
correct place for these projects to be managed, because these projects are all in or
approaching the construction phase they require a lot of staff time to manage. Therefore, all
project management staff are being pulled away from other, less urgent projects.
Engineering Division must be fully staffed to adequately manage all County projects and keep
them on schedule.
Roads Division B
Roads Division continues to face the ever-growing challenges of maintaining road safety by
keeping vegetation in check without using herbicides. Over the years, the reduction of spraying
directly increased the need for mechanical and manual labor to keep up with the quick growing
vegetation like Guinea grass. Maintaining sufficient staffing levels is a constant challenge.
12
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Equipment breakdowns have been a challenge for all operational arms of the division including
Kekaha Landfill, Transfer Stations, and Refuse Collection. The new equipment purchases and
sufficient funding for equipment repairs are essential for maintaining operational efficiencies and
employee morale as well as decrease the need for overtime to catch up or cover for services
affected by equipment failures.
Solid Waste has open positions for Division Chief and a Solid Waste Engineer.
• There has not been a permanent Division Chief for longer than 9 months since January of
2017. With the position open and in flux for so long, Allison Fraley and Keola Aki have
assumed administrative duties of the Chief, making it extremely difficult to keep up assigned
duties under their PDs. This has resulted in delay is planned projects and programs,
procurements, and has limited the ability expand diversion programs. Operations has
suffered without the guidance of a permanent Division Chief to prioritize and organize the
needs of the three operational arms.
• Solid Waste has attempted to hire the vacant Civil Engineer position at various levels
successfully since 2018. The recommendation is to convert the position to a Principal Project
Manager (PPM) to support ongoing administrative needs. It is anticipated that a PPM position
would be much easier to fill. Engineering tasks will be managed through existing professional
contracts.
In December of 2019, the County terminated Waste Management's Contract and took over
operations at Kekaha Landfill. When this decision was made, the Division proposed that the
County hire two landfill mechanics, a clerk, and an on site Engineer. While we have Geosyntec
performing Engineering tasks, the other proposed positions are critical for efficient operations at
the landfill. Mechanic and clerical work are primarily accomplished by private vendors or service
contractors but is not optimal. Certified and or qualified professionals on -staff would increase
efficiency and reduce time required to complete tasks.
Wastewater Division
Wastewater Division major challenges are to keep up with complex process wastewater facilities
and equipment over 40 years old:
• Implement Much Needed Deferred Maintenance Projects to Avoid Consent Decrees
• Prepare for Future Growth and Wastewater Needs
• Strive for Financial Sustainability
• Provide Reliable Service
Wastewater Division challenges continue to justify and reinstate strategic staff positions to
reduce outsourcing and administrative overtime:
• Operations require the reinstatement of two positions to increase productivity, efficiency,
reduce operational costs and support our objective to eliminate potential environmental
pollution. Adding two strategic positions will allow more coverage during off hours and
13
provide a buddy system where mutual partners share in heavy work and safety when working
in the hazardous conditions that these wastewater employees are constantly exposed to.
• Wastewater Division needs a permanent Office Executive Administrator to assist with the
numerous monthly, annual and special compliance reports as well as compliance reporting
requirements for emergency wastewater spills. This position would also be tasked with
managing the daily operation of the Wastewater Division office including primary office
procurement to stock materials and supplies.
4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2022
Solid Waste Division
• Extensive National Pollutant Discharge Elimination (NPDES) improvements were made in-
house at all Transfer Stations in FY22. These improvements were an important stopgap
measure to ensure compliance under current NPDES permit requirements. New permanent
storm water diversion improvements are scheduled to be constructed in FY23. The improved
construction at the Transfer Stations will permanently improve storm water diversion and
guarantee future compliance with NPDES permits.
• The Solid Waste Division is still able to operate a 7-day a week operation at a high level of
service for residents and businesses of Kaua'i in spite of extensive equipment downtime
explained in our budget requests.
• Landfill staff continue to work in support of each other to promote a close-knit work
environment highlighted by community events such as the Kekaha Landfill winter celebration
that saw hundreds of visitors to the landfill providing a west side event unlike any other on
the island.
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