HomeMy WebLinkAboutCOM 0124.031 2004-2006 oHTV or yw
Barbara Bell
Harry Kim yI~L`'
Director
Mayor
- Nelson Ho
•i De a Director
1lE Or HI~~ P N
LLII1TTlt~1 iT~ ~tl~lltCll
DEPARTMENT OF ENVIRONMENTAL MANAGEMENT
25 Aupuni S[ree[, Room 210 • Hilo, Hawaii 96720-4252
(808) 961-8083 • Fax (SOS) 961-8086
http~//co hawaii hi us/directory/dir euvmn~
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MEMORANDUM
DATE March 30, 2005
TO Gary Safarik, Council Chair
And Members of the on Finance
FROM Barbara Bell, Director, _
SUBJECT: Operating and Capital Budgets and Program Review Day Three
This is to transmit answers (bolded) as requested in the memo of March 22, 2005 regarding the
Department of Environmental Management.
1. What is the status of the office location move of the Department of Environmental
Management? ~
The department will ultimately consolidate operations from 108 Railroad Avenue and
relocate to Rooms 200-204 of the County Building at 25 Aupuni Street. Work needs to
be done on the roof and the plan is to use these rooms as the holding ground for offices
from each quadrant of the building. Since this means we would be the last occupants of
that space, a request has been made to temporarily relocate up to 5 people across the
hall to Room 219. It could take two years for the department to get to its permanent
office, although the ultimate scheduling will be up to the Department of Public Works.
2. Please justify the need for a new employee?
ACCOUNTANT I:
As part of creating a new department and establishing the necessary staffing levels, we
request to add an Accountant I position. About six months ago we assumed all
remaining fiscal duties that the Department of Public Works had been performing on
our behalf. While we have tried to take all of this on with minimal staffing levels, we
Tend that an additional position is necessary.
The Accountant I position will provide oversight of the payroll functions, contract
administration, coordination and assistance with procurements, grant management, .t
and other general accounting functions for the department. Celnn+. iVo. ' Z.`T• 3 I
Ref. To:?'es~
Ref. Date
Environmental Management Budget Review
March 30, 2005
Page 2 of 8
This position will help to reduce overtime, meet deadlines, ensure compliance with
procurement rules and improve customer service for both our vendors and employees.
Payroll is a critical function with many complexities and it needs proper oversight to
ensure that employees are paid timely and accurately. Contractual services make up
approximately 50% of the department's total operating budget. Contracts need to be
executed on a timely basis to ensure that operations are not disrupted and payments on
those contracts need to be monitored for compliance with the contract terms and
conditions. The department is anticipating nearly $1.5 million in grant revenues in
FY05-06 which need to be properly accounted for and invoiced on a timely basis. Our
current staffing level is not sufficient to give proper attention to each of these functions
and ensure that they are handled on a timely basis.
Solid Waste Fund
3. What is the status of account receivables?
Accounts receivable over 90 days currently makes up 28% of the total accounts
receivable for Solid Waste. This is a much better picture than a few years ago, when
Accounts receivable over 90 days was at 47%. We have instituted two changes, which
are responsible for this improved situation, 1. New contract language for trash removal
services requiring a current account in order to receive payment from the County,
otherwise the payment will be applied against the delinquent balance, and 2. A County
Code change which now requires a hauler's account to be current to receive a
residential credit. We continue to work with the Finance Department and will bring
proposals to the County Council as required to provide additional incentives for
keeping accounts current.
4. Recycling program appears to have increased from $1.7M in FY05 to $3.4M in FY06. It
appears that the County is shouldering this increase. What can be done to supplement and
decrease its dependence?
Recycling is a means of disposal of our solid waste stream. It is cost effective; that's why
we educate promote and facilitate to all extents possible. There are many commodities
and activities included in the recycling program. Please review the attached
spreadsheets named "Solid Waste Disposal Summary" and "CommerciaUResidential
Revenue/Expense". You will see that collecting household hazardous waste, used motor
oil, used cooking oil, and plastics, as well as complying with Department of Health
permits, illegal dumping activities, and education in regards to appropriate solid waste
management practices are included and it is still about $35/ton less ($93.58 compared to
$58.23) than the average Transfer Station hauling costs! It's about $9.50/ton less than
the average landfilled ton! AND, based on the last 6 months of 2004, we're projected to
recycle or reuse almost 48,000 tons this year!
Supporting local recycling and re-use markets can reduce the cost of solid waste
management and disposal further. We are also actively pursuing actions and policies
that increase recycling opportunities. I really cannot imagine what we would need, if we
were not working feverishly on our aggressive recycling programs.
Hawaii County is un equal opportunity provider and employer.
Environmental Management Budget Review
March 3Q, 2005
Page 3 of 8
For your information, we have a supplemental request for another position,
RECYCLING SPECIALIST I, which is part of the response to the next question, about
how to cut down on overtime. These programs need your support to succeed.
5. What is being done to reduce overtime?
Increased tonnage, worsening traffic and staff shortages have all contributed to the
amount of overtime necessary to provide essential solid waste management services. In
addition, worker injuries, leaves of absence and disciplinary actions negatively impact
the Division's ability to maintain these essential services.
The Division is currently in the process of filling vacant positions and acquiring new
positions to address labor shortages. In addition, the Department is examining the
staffing hours required to operate each of the facilities and the average hours worked
by the employees to determine how staffing can be made more efficient. Before calling
employees back to work on their days off, the Superintendent and Supervisors will try
to move employees from other baseyards to provide coverage as long as it does not
impact the workload. Also, see response to Question 8.
6. Is there a plan to reduce the department's dependency on the General Fund?
Yes. Landfill tipping fees for commercial solid waste were changed by ordinance in
June, 2003. The fee shall be increased by $10/ton/year during the next three years
(tipping fee is currently $55/ton and will rise to $65/ton on July 1). At present
projections we will reach between 51% and 53% of Solid Waste Fund expenditures
paid for through landfill tipping fees when we reach $85/ton.
A green waste tipping fee was passed in February 2005 for commercial haulers. The
rate is set at 25% of the landfill tipping charge to support continuation of the County's
greenwaste diversion program. This fee will go into effect on October 1, 2005. Prior to
that, the Vehicle Registration fee was increased from $4 to $12 annually to establish a
fund for the towing, removal, disposal and recycling of vehicles.
7. What is the status of the waste technology RFP that would reduce or eliminate the
dependence on landfill?
The County recently issued a Request for Proposals (RFP) for a Waste Reduction
Technology. Responses are currently being reviewed. In accordance with County
Council Resolution No. 218 04, the RFP evaluation committee intends to recommend at
least one but no more than two vendors to the County Council by Apri130, 2005. Due
to procurement laws and policies, no additional information can be provided at this
time.
8. Please justify the need for 11 new employees?
6 EQUIPMENT OPERATOR IIIs, 4 TRANSFER STATION ATTENDANTS
The Solid Waste Division operates and maintains, either by County personnel or
contracted services, all solid waste collection and disposal facilities in the County of
Hawai i including twenty-one (21) solid waste transfer stations, two (2) active landfills,
eight (8) beverage container redemption centers, two (2) greenwaste collection and
Hawaii County is an equal opportunity provider and employer.
Environmental Management Budget Review
March 30, 2005
Page 4 of 8
processing sites, and two (2) scrap metal salvage facilities. The Division is directly
responsible for complying with over thirty-five (35) solid waste management permits
issued by the State Department of Health (DOH). There is a need for six (6) new
Equipment Operator III positions and four (4) new Solid Waste Transfer Station
Attendant positions to support the increased volume of solid waste that is being
received at West Hawai i transfer stations. Over the last two years, the solid waste
volume generated in West Hawai i has increased as follows:
KONA BASEYARD:
From 2002 to 2003 we experienced a 2.1% increase in tons of waste received.
From 2003 to 2004 we experienced a 16.3% increase in tons of waste received.
From 2004 to 2005 it is projected to increase by 16.8%.
Based on this data, in 2006 the increase of tonnage is projected to be at least 11.7%.
(projected from a 3 year mean average increase)
The associated increased volume of waste collected at Kona transfer stations has
increased the number loads hauled to the West Hawaii Sanitary Landfill:
1805 loads in 2003
2138 loads in 2004 and a projected 24971oads in 2005
Based on this data, we project there will be 2784 loads in 2006.
KOHALA (WAIMEA) BASEYAI2D:
From 2002 to 2003 we experienced a 2.8% increase in tons of waste received.
From 2003 to 2004 we experienced a 20.6% increase in tons of waste received.
From 2004 to 2005 it is projected to increase by 13.8%
Based on this data, in 2006 the increase of tonnage is projected to be 12.2% (Projected
from a 3 year mean average increase)
The associated increased volume of waste collected at Kohala transfer stations has
increased the number loads hauled to the West Hawai i Sanitary Landfill:
14571oads in 2003
1712 loads in 2004, and a projected 19491oads in 2005
Based on this data we project there will be 21861oads in 2006.
Meanwhile the number of staff serving Kona and Kohala and performing the work has
remained at 10 employees. These 10 employees have been working increased hours of
overtime to complete the task of maintaining transfer station services.
In 2003 they worked 2031 hours at overtime pay, the equivalent of 3046 regular work
hours worth of regular pay. This equates to 1.0 Equipment Operator III with benefits.
In 2004 they worked 3461.4 overtime hours through 11/30/04, the equivalent of 5192.1
(approximately 5664 hours full year) regular work hours worth of pay. This equates to
2.5 additional staff with benefits.
In 2005, based on the data collected this FY, these employees will work 7578 hours of
overtime, equivalent to 11,367 regular work hours excluding benefits, if no additional
employees are assigned. This equates to 3.67 additional staff with benefits.
This means that our employees have had to work additional hours beyond their normal
work schedule to complete transfer station maintenance activities. During times when
there has been shortages of staff, either due to unexpected increased volumes of waste
or other employee absences, staff has been called back (on scheduled days off) to
Hawaii County is an eyua! opportunity provider and employer.
Environmental Management Budget Review
March 30, 2005
Page 5 of H
maintain transfer station services. Call-back staff often is required to travel island-
wide to support essential services. This action increases operations costs (i.e. travel
costs are reimbursable) and further stresses our employees who are required to exceed
a norma140-hour workweek.
Additionally, increased road traffic has impacted the Baseyard's ability to maintain
services at the transfer stations. The combination of increased waste and traffic
congestion requires that additional personnel be provided to ensure that essential
services are maintained. The new positions will provide for the performance of
regulatory and operational activities necessary to comply with Federal and State
regulations established for the management of solid waste.
CIVIL ENGINEER III:
This position is required by the Division in order to provide technical support for all
Division operations and in order to support compliance efforts relative to solid waste
management permits and associated Division vendor contracts. The Department's
existing staff cannot take on these responsibilities due to their current large workloads
and because they do not have the technical skills and training required to perform the
necessary duties. The new Civil Engineer III position will increase Division operational
efficiency through the incorporation of engineering methods and technology into the
management of solid waste. Additionally, adequate contract monitoring will increase
contract efficiency and reduce contractor claims. In the absence of Division technical
support staff, the Division will be unable to, among other things: 1) ensure compliance
with State of Hawai i Department of Health solid waste management permits, 2)
efficiently utilize existing landfill airspace, 3) support operations needs, and 4)
adequately monitor vendor contracts.
ALL SOLID WASTE POSITIONS:
Census surveys continue to demonstrate that the island's population and business
enterprises have increased significantly over the past few years and such expansion is
not anticipated to slow down in the near future. As the Solid Waste Division is tasked
with the responsibility of providing essential services, reducing worker and public
health/safety threats, and obtaining/maintaining compliance with applicable regulatory
and environmental protection laws related to solid waste management, these additional
positions are necessary.
9. Landfills OCE, Repairs to Facilities (5601.02.110) reflect a proposed budget of $285K,
however past spending reflect a much lower amount. Is the Department neglecting the
facilities or over budgeting this category?
The Division's transfer stations and baseyards require significant maintenance and
repair. In previous years, maintenance and repair work has been minimal. This year,
due to large increases in solid waste needing disposal, as well as lack of adequate staff,
we were not able to accomplish all the needed maintenance and repair. The Division is
also currently utilizing $250,000 in grant funds to perform maintenance and repair
work at five (5) transfer stations. This grant funding is separate from the Landfills
OCE, Repairs to Facilities (5601.02.110) account. Facility repair work remains an
ongoing challenge. Lack of sufficient resources to perform necessary repairs could
easily result in the closure of transfer stations island-wide due to infrastructure
degradation.
Ffawai'i County is an eyual opportunity provider and employer.
Environmental Management Budget Review
March 30, 2005
Page 6 of 8
Sewer Fund
10. Is the replacement reserve adequate for the sewer system?
For Fiscal Year OS-06, the replacement reserve is adequate. Based on current
projections for future budget years, with no additional contributions, we would expect
the reserve to be depleted in 1 to 2 years. The Sewer Equipment Replacement Fund
balance is projected to be $783,824 on June 30, 2006. This is 77% of the planned project
costs for the 06-07 Fiscal Year. With larger projects being funding through the CIP
process, $1 Million in the Sewer Equipment Replacement Fund is prudent and allows a
quicker response to unforeseen problems.
Prior to the formation of the Department of Environmental Management in 2001,
Department (of Public Works) administrative costs were charged to the General Fund.
Since the department organized, these administrative costs have been charged to this
reserve, in proportion to the amount of support Wastewater is receiving. As the
Department is now established and growing, this amount is budgeted at $370,000 in FY
OS-06. This directly reduces what is available for contributions to the Sewer Equipment
Replacement Fund. Funding options that are available to the Wastewater Division are
sewer rate increases, CIP Bond floats, and General Fund transfers.
11. What is the difference between preventable and unpreventable sewage spill?
Preventable sewage spills are spills related to insufficient Operation and Maintenance
(O&M) activities. Examples are as follows:
• Failure to clean lines as scheduled to remove debris, which caused the sewage spill
such as, grease blockages, root intrusion, etc.
• Failure to repair a known damaged section of sewer main or lateral in a timely
manner to prevent a sewage spill.
• Improper maintenance of plant and/or sewage pump stations which resulted in a
sewage spill.
• Improper operation of a plant and/or sewage pump station which results in a
sewage spill.
Non-preventable sewage spills are spills unrelated to insufficient Operation and
Maintenance activities. Examples are as follows:
• Deliberate vandalism of collection systems such as breakage of sewer cleanouts, etc.
and insertion of debris resulting in a sewage spill.
• Damage to sewer facilities by an outside entity such as a contractor that results in a
sewage spill.
• Damage to operations through flooding, high surf or other natural catastrophes.
12. What is the status of large capacity gang cesspools?
County-owned large capacity cesspools are either being upgraded to septic tank systems
or will be closed. Users will then connect to the County sewer system. The Departments
of Public Works and Environmental Management are coordinating that work.
Additionally, Environmental Management is working with the Environmental
Protection Agency to manage several large projects involving privately owned large
capacity cesspools. The status and the details for projects follow:
Hawaii County is an egua! opportunity provider and employer.
Environmental Management Budget Review
March 3Q, 2005
Page 7 of 8
Large Capacity Cesspool Replacement Projects:
• Ka'u (Na alehu/Pahala) - Includes plantation camps from C. Brewer, State housing
and ILWU elderly housing, a few churches and some small commercial buildings. C.
Brewer funding established to cover cost of connecting each resident already connected
to new sewer system. County to cover design and new sewer construction. M&E
reported to EPA a design completion date of 3/1/06.
• Kea au - 9-1/2 mile camp will utilize existing lines, installing a septic tank to be
maintained by COH. Project to be tied with the Ka'u and Honoka'a projects and will
be a supplement to existing Building Division Contract. No design completion date yet.
• Honoka' a - COH to assume operation of hospital system while connecting County park
and others in proximity. No design completion date.
• Queen Li1? uokalani Village Sewer System -Includes County owned/operated Village,
two public schools, a State housing project and other smaller properties will ultimately
connect to existing County sewer. Wastewater contracting with Belt Collins for a study
(as reported to EPA, complete design by 9/01/06). State Revolving Fund Application:
Approx. $SM for construction requested. GO bonds appropriation of $300k (Ordinance
No. 03-90). Requesting additional $SOOk via Council action 3/15/05. Total of $800k
required for study and design.
• Komohana Heights Sewer Extension (Cesspool conversion project) -County
owned/operated. M&E in progress on design. State Revolving Fund Application:
Appropriated amount: $2M (Ordinance No. 03-155).
• Banyan, Kolea, and Onekahakaha Sewage PUmping Station Injection Wells -
abandonment of large capacity cesspools used as overflow pits. Wastewater will do
design work in house.
Improvement District Projects:
• Puainako - KTA and Puainako Town Center own large capacity cesspools. Akinaka
doing implementation study. Assessing limits of Improvement District. Provides
potential to reach capacity at Hilo Wastewater Treatment Plant.
• Kilohana -Private subdivision within reasonable distance of sewer lines. Wastewater
looking to connect Kilohana, by extending sewer along Ahi Drive. Wastewater
contracting for Implementation Study with Engineering Concepts.
• North Kona - Costco has the only large capacity cesspool in this area. This
Improvement District has been discussed for some years. It is a key improvement for
protecting our near shore waters as well as ongoing commercial development in West
Hawaii. Implementation Study being executed with SSFM.
13. What is the status of account receivables?
The accounts receivable over 90 days currently makes up 54% of the total accounts
receivable for the Wastewater Division. Concentrated efforts are continuing to improve
the collection of outstanding Wastewater charges. The efforts include conversion to new
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Environmental Management Budget Review
March 3Q, 2005
Page 8 of 8
and improved FRESH/Eden Billing system and the acceptance of credit cards for
payments.
In January 2005, Bi11312 was passed by the County Council which allowed interest to
be charged when the account becomes past due, instead of a one time penalty, and made
the property owner ultimately responsible for the sewer fees. This ordinance will take
effect on October 1, 2005. If this measure does not significantly reduce receivables, the
next step for overdue accounts would be to ask for the ability to discontinue water
service, the inflow, or to plug the sewer connection, the outflow. While these are serious
measures, they are available to Wastewater Departments in Honolulu and Maui
Counties, where they have significantly less receivables.
14. Please justify the need for a new employee?
ENGINEERING SUPPORT TECHNICIAN III:
Wastewater has initiated a Geographical Information System (GIS) system to help
record and track changes to the sewer collection and treatment system features in Hilo
and Kona. The GIS system will make sewer system information more readily available
and users will be less dependent on hard-copy maps that are old and deteriorating.
This employee will also support implementation of the statewide One-Call Center
mandated by Act 141 passed by the Legislature in 2004. This Act mandated the Public
Utilities Commission to create and operate a Hawaii One-Call Center by January 1,
2006. That system will streamline needed contacts with departments, agencies, and
utilities before any excavation activity is undertaken at any specific location.
cc: Harry Kim, Mayor
Dixie Kaetsu, Management Director
Bill Takaba, Finance Director
Gary Takamura, Budget Administrator
Constance Kiriu, County Clerk
Rodney Oshiro, Legislative Analyst
Susan Caseria, Legislative Assistant
Xawai'i County is an equal opportunity provider and employer.
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