The URL can be used to link to this page

Home My WebLink About4.3 SWA-Budget-Presentation-to-Board-FY-2024-2026 r7SWA Budget Presentation to Board FY 2024-2025 Transitioning to a Sustainable Future The Solid Waste Disposal and Recyclable Materials Processing Authority of Broward County, Florida ( Broward SWA) presents its budget for fiscal year 2024-2025. This presentation outlines our status as we work toward transitioning to a sustainable system that demonstrates our commitment to protecting public health, safety, and welfare. TS Presented by Todd Storti Introduction and Overview Mission Statement To protect the long-term public health, safety, and welfare of the residents of the Municipal Parties and County, the Parties commit to working together collaboratively through the creation of an independent legal entity, the purpose of which is to develop and implement a long-term, environmentally sustainable, transparent, innovative, and economically efficient plan and approach to disposal, reduction, recycling, and reuse of waste generated in Broward County. Goals of the Authority The Authority will (a) encourage recycling, reduction, and reuse, in order to divert Authority Solid Waste from landfills, seeking to ultimately reach zero waste, (b) support regional solutions with other counties with priority being given to the needs and goals of the Parties, (c) conduct comprehensive public education campaigns, and (d) engage in and/or support research and development into disposal, reduction, recycling, reuse, and utilization of the latest technology to create a sustainable and resilient Authority Solid Waste disposal and Recyclable Materials processing system. 2 Current Operations The existing system focuses on waste collection, recycling, and landfill management. While cost-effective, the current system does not adequately address long-term sustainability goals. Cost Efficiency Current State of Waste Management The current system has been optimized for cost savings, but it falls short in reducing overall waste generation and maximizing recycling rates. Opportunities for improvement exist in waste reduction and recycling enhancements. 3 Resource Management Analyze implementing new technologies and systems to reduce waste. This includes advanced sorting facilities equipped with robotics and AI for efficient waste separation and processing. We will also introduce comprehensive recycling and composting programs, expanding access to these services and encouraging community participation through education and outreach initiatives. Best Value Reducing Waste will require new infrastructure and technologies. These are necessary for long-term sustainability. These upgrades will enable us to reduce reliance on landfills, minimize environmental impact, and contribute to a cleaner and healthier Broward County. Expected Outcomes Expected outcomes include reduced landfill use, leading to a decrease in greenhouse gas emissions and a more sustainable waste management system. By maximizing recycling and composting, we will also conserve valuable resources, promoting a circular economy approach to waste management. This will not only benefit the environment, but also create economic opportunities through the development of new industries and businesses in the waste management sector. Potential Waste Management Improvements 1 2 3 4 1 Environmental Impact 2 Environmental Benefits An integrated system to reduce waste will lower greenhouse gas emissions, and conserve natural resources. The environmental benefits are substantial and will drastically reduce our landfill use. Sustainability Goals The Authority’s reduce-waste initiatives align with global sustainability targets and will contribute to a healthier environment. 5 1. Governance Setup •Governing Board Members & Alternates: Appointed •Technical Advisory Committee Members: Appointed •Chair & Vice Chair Selection: Annual selection due September 2024 •Executive Committee Chair & Vice Chair: Annual selection due September 2024 •ILA Adoption: Completed Status Update on Action Steps Summary 2. Executive Director Recruitment •Search Process: Completed by March 2024 •Executive Director Start Date: April 2024 3. Authority Establishment •Effective Date of ILA: December 1, 2023 •Original Copies of ILA: Recorded •State Registration: Completed 4. Operations •Office Space: Temporary space established; Permanent space by mid 2025 •Meeting Procedures: Approved •By-Laws: Final approval by September 2024 5. Finances •IRS EIN Number: Obtained •Accounting firm of Cohn Reznick hired •Budget Preparation: Completed for 2023/2024; 2024/2025 in progress •Bank Account: Opened 6. Future Planning •Master Plan Consultant: Retained; Draft report expected by February 2025 •Sustainability Officer: Hiring planned by January 2025 Status Overview: Most action items are completed, with ongoing work on future planning and budget approvals.6 Financial Analysis Anticipated Actual -Fiscal Year 2023 -24: Revenue $2,000,000 | Expenses $1,229,592 | Carry Over $770,408 Proposed Budget -Fiscal Year 2024 -25: Revenue $2,000,000 | Expenses $2,344,542 | Carry Over $425,866 Projected -Fiscal Year 2025 -26: Revenue $2,000,000 | Expenses $2,396,852 | Carry Over $29,014 $- $500 $1,000 $1,500 $2,000 $2,500 $3,000 FY 2024 FY 2025 FY 2026 Th o u s a n d s Revenues with Carry Over, Expenses & Carry Over Revenue Expenses Net Assets 7 2024-2026 Budget Comparison 8 Fiscal Year 2024 Anticipated Actuals Fiscal Year 2025 Proposed Budget Fiscal Year 2026 Projection Revenues: Member Assessment $ 2,000,000 $ 2,000,000 $ 2,000,000 Prior Year Carryover - 770,408 425,866 Total Available 2,000,000$ 2,770,408$ 2,425,866$ Expenses: Master Plan Development - Professional Services 400,000 400,000 - Master Plan Implementation ( Years 2 thru 3) Master Plan Funding and Revenue System Regulations - 100,000 100,000 Long Term MSW Disposal RFI / RFQ 300,000 Recycle Processing RFP 200,000 Clean Green Composting RFP 200,000 Commercial Recycle RFP including Organics RFP 150,000 Mix Waste Processing / Organics RFI / RFQ 150,000 Transformation Technoogies RFI / RFQ 310,000 Sub-Total Master Plan Implementation $ - $ 500,000 $ 1,010,000 Compensation Executive Director 200,000 300,000 300,000 Fringe Benefits - - 15,000 Payroll Taxes 13,939 15,389 15,699 Chief Sustainability Officer 12,500 150,000 150,000 Fringe Benefits 875 10,500 10,500 Payroll Taxes 972 11,664 11,664 Admistrative Manager 8,333 100,000 100,000 Fringe Benefits 750 9,000 9,000 Payroll Taxes 653 7,839 7,839 Sub-Total Compensation $ 238,023 $ 604,392 $ 619,702 Professional Services Auditing Services 25,000 35,000 35,000 General Counsel 250,000 250,000 250,000 Travel and Expenses 5,000 30,000 30,000 Accounting / Financial Services / Banking 50,000 48,000 48,000 IT Services, Website, Dues, Memberships & Subscriptions 58,919 47,000 47,000 League of City - Administrative Support 90,000 Sub-Total Professional Services $ 478,919 $ 410,000 $ 410,000 Operating Expenses Building/Space Rental - (temp yr 1) - 48,000 48,000 Surety Bond 650 650 650 Branding and Social Media 25,000 25,000 25,000 Messaging, Outreach, Education 75,000 225,000 200,000 Communications - Wireless and Landline Services 1,000 2,000 5,000 Computers, Monitor, Printer / Scanner/Software 5,000 12,500 7,500 Office Supplies & Equipment (less than $5,000)6,000 17,000 17,000 Mailing, Postage & Printing Services 100,000 54,000 Subtotal of Operating Expenses $ 112,650 $ 430,150 $ 357,150 Total Expenses 1,229,592$ 2,344,542$ 2,396,852$ Net Operating Income 770,408$ 425,866$ 29,014$ Challenges & Considerations Financial Challenges OperationalConsiderations Transitioning to a reduce-waste system requires the implementation of standardized services across the community. This transition will necessitate a significant shift in public behavior, as well as substantial infrastructure upgrades to support new waste management practices. Additionally, continuous monitoring and evaluation will be essential to ensure the system’s effectiveness and to make adjustments as needed. 9 Implementing a reduce-waste system involves significant financial challenges, including high initial investments, increased operational costs, and the need for extensive public education. Revenue uncertainty and the complexities of managing public-private partnerships also add to the financial considerations. Ensuring long-term sustainability requires careful planning and balancing of short-term costs with long-term benefits. Community Involvement Public Feedback Ongoing Engagement Community Engagement and Public Participation 10 The Solid Waste Authority (SWA) prioritizes community involvement by engaging residents and stakeholders through public meetings, surveys, and educational outreach. By incorporating feedback into their plans and fostering collaboration with local partners, SWA ensures transparency and builds trust to achieve sustainable waste management goals. The Solid Waste Authority (SWA) prioritizes public feedback, integrating community input from surveys and meetings into its waste management strategies to enhance effectiveness and build trust with residents. The Solid Waste Authority (SWA) ensures ongoing community engagement by keeping residents informed and involved in waste management practices through continuous communication and educational programs, fostering collaboration and environmental stewardship. Summary The shift to a reduced waste system is critical for ensuring long-term sustainability. However, achieving this will require a more comprehensive integration than the current system allows. To succeed, the Authority must actively engage the community in supporting this transition. Embracing a reduced waste approach is not just necessary—it is essential for our sustainable future. Call to Action Support from the board and the public is vital to implementing these initiatives and achieving our reduced waste goals. The proposed budget is designed to support and advance this critical objective. Conclusion and Call to Action 11